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PROVINCIAL VISION
The leading province in achieving qualitative improvement of life
for all of the People of the Province
PROVINCIAL MISSION
To provide a provincial government delivery framework towards
qualitative improvement of life in the North West Province
WE ARE COMMITTED TO DELIVER ON THIS PLAN
WHICH WE COLLECTIVELY CREATED
3
CONTENTS PAGE
ACRONYMS AND ABBREVIATIONS 4
STATEMENT OF POLICY COMMITMENT BY THE HONOURABLE PREMIER MRS. BEE MOLEWA 5
STRATEGIC OVERVIEW BY THE ACCOUNTING OFFICER: DR. MM BAKANE-TUOANE 6Introduction
• Core ideology 7• Summary of Service Delivery Environment and Challenges 10• Organisational Environment, Challenges and the Structure for implementation 11• Legislative and other mandates 10• Broad policies, Priorities and Strategic Goals 11• Information Systems to monitor progress 14• Description of the Strategic Planning Process 14
THREE YEAR STRATEGIC AND PERFORMANCE PLAN 15Programme 1: Provincial Management and Administration Support 16Programme 2: Corporate Support Services 21Programme 3: Legal Services 29Programme 4: Communication 33Programme 5: Governance and Special Programmes 39Programme 6: Policy Management 45
RECONCILIATION OF BUDGET WITH PLAN 51
OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING 55
ANNUAL PERFORMANCE PLAN FOR 2005/2006 56Programme 1: Provincial Management and Administration Support 56Programme 2: Corporate Support Services 59Programme 3: Legal Services 64Programme 4: Communication 66Programme 5: Governance and Special Programmes 70Programme 6: Policy Management 74
ACRONYMS AND ABBREVIATIONS
Department of Provincial Local Government and Housing
Department of Public Service Administration
Employee Assistance Programme
Employment Equity Act
Executive Council
Executive Council Technical Committee
Forum of South African Director General
Governance & Administration Clusters
Government Communication Information
Government Information Systems
Human Resource Management
Integrated Development Programme
Inter Governmental Relations
Integrated Sustainable Rural Development System
Monitoring and Evaluation
Minimum Information Security Systems
Multipurpose Community Centre
Master Plan Server
Municipal Leadership Training Academy
National Inter Sectoral Steering Committee
North West Premier’s Co-ordinating Council
Occupational Health and Safety
Office of the Premier
President’s Co-ordinating Council
Public Finance Management Act
Performance Management and Development System
South African Local Government Association
Senior Management Service
Urban Rural Programme
DPLG&H
DPSA
EAP
EEA
EXCO
EXTECH
FOSAD
G&A
GCIS
GIS
HRM
IDP
IGR
ISRDP
M&E
MISS
MPCC
MSP
MULTA
NISSC
NWPCC
OHS
OOP
PCC
PFMA
PMDS
SALGA
SMS
URP
4
The Five-Year Strategic and Performance Plan of the Office of thePremier reaffirms our collective commitment and unwaveringresolve to work unceasingly towards a better life for all.
As you go through this Strategic Plan, you will discover that wehave meticulously constructed achievable programmes thatempower the Office of the Premier to provide the necessarystrategic leadership to the province as a whole. It seeks tocontribute towards fulfiling the electoral mandate of governmentduring this current term.
This Strategic Plan must be located within the context of anoverwhelming electoral endorsement of the policy direction of thecurrent government. The mandate provides a platform forcontinuity of broad policy directions, with an emphasis on buildinga people’s contract to create work and fight poverty. We embracethe people’s mandate with humility and dedicate ourselves toconfronting these challenges with all the resources at our disposal.
We are keenly aware of the daunting challenges that lie ahead.However, we draw inspiration from the realisation that many ofour compatriots remain determined to play their part in assistinggovernment to deal with the problems that confront us all. We are witnessing a greater sense of national unity and consensuson development goals. Collectively, we must approach the future with confidence, in the knowledge that when shared, the burden is lighter.
Consistent with the undertakings made during the electoral contest,citizens expect faster and more effective implementation ofprogrammes aimed at job creation and poverty reduction. The strategic goals, objectives and priorities identified here, reflectthe intended contribution of the Office of the Premier towards thefulfilment of the electoral mandate.
The strategic plan is aligned to the provincial government’s overallpolicy priorities and programme of action for the next five years.This alignment is of paramount importance if government’sprogrammes are to proceed with the necessary speed, coherenceand synergy.
The reality is that government’s delivery programme can onlysucceed if it has competent and committed public servants. Wecontinue to strive towards creating a public service that is united inits commitment to serve all our people with honour, humility anddistinction. We need public servants who have internalised theprinciples of Batho Pele and demonstrated practical commitmentto our pledge of service excellence for a better life.
We need to ensure that the identified constraints are addressed, sothat the objective of accelerating service delivery to our people isrealised. I am aware that the Director General and her teamcontinue to grapple with this challenge.
I am confident that the Office of the Premier is on track towardsbecoming the most efficient and effective provincial administrationachieving integrated governance in South Africa.
We have the will and passion to succeed.
I support this plan and undertake to ensure its effectiveimplementation.
MRS. BEE MOLEWAPREMIER
5
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
Statement of policy commitment by the Honourable Premier - Mrs. BEE Molewa
6
INTRODUCTION
The path that we have travelled through the last 10 years wascharacterised by a plethora of challenges, as well as majorachievements, as we navigated our way through the maze of thenew democratic epoch. These experiences were felt not only ingovernment, but also throughout the State and the society at large.
Within Government, key milestones were reached in the evolutionof planning and delivery initiatives. During the first five years,planning was characterised by discrete annual plans. Majorchanges were effected in the last five years when the MediumTerm Expenditure Framework (MTEF) was introduced andestablished. This expanded the planning period over three years.It is within this period that the cluster system was introduced tostrengthen integrated planning and service delivery to achievemaximum impact.
Specific to the Provincial Government and the Office of thePremier, there was a major evolution and metamorphosis ofstructures, systems and the entire civil service.
This strategic plan is unique. It consolidates ourplanning, performance and delivery processes by aligningthem with the 2004-2009 electoral cycle.
To achieve “top-down-bottom-up” planning, this plan is groundedand contextualised within the following policy parameters: • The National Medium Term Strategic Framework (MTSF) asarticulated by the President. This translates the election manifestointo a Government Programme of Action for the next five years.• The MTEF, which is informed by the plans and programmesarticulated by the MTSF.• The Provincial Executive Council (EXCO) planning Makgotla,which identified priorities and programmes as per the above.
• The Provincial Budget Lekgotla that, given the budget constraints,seeks to allocate resources for the programmes identified.• The Provincial Growth and Development Strategy that isinformed by all of the above as well as: -- Individual sectoral frameworks from departments;- Integrated development plans of local government;- Lessons learnt from these experiences as well as from the
document “Towards the Ten Year Review”, wereincorporated in reviewing our performance and this programme.
A unique characteristic of our democratic order is epitomised bytransparency and accountability. It is for this reason that we againwish to record and make public our Five Year Strategic andPerformance Plan, Three Year MTEF and Annual PerformancePlan. We seek the support of all stakeholders in creating a betterlife for all.
We are confident that this strategic plan will assist the Legislature todetermine the appropriate resources required for our Office toexecute its strategic mandate of providing leadership, direction,support and intervention. This plan will also assist us together withthe Legislature to monitor, evaluate and assess our performance.
We have made tremendous strides in attaining the targets set forourselves in the previous years. The Provincial Legislature as wellas the provincial stakeholders will again be informed ofachievements, challenges and programmes in the 2005/06 budgetspeech. Performance for the year will be captured in the 2004/05Annual Report.
I have no doubt that this partnership will be a crucial stimulus inour endeavour to realise our People Promise: Service Excellencefor a better life.
Dr M.M Bakane-Toune
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
Strategic overview by the Accounting Officer - DR M.M. Bakane-Touane
7
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
Core Ideology
OFFICE OF THE PREMIER
MISSION
To provide leadership for integrated, coordinated and efficientservice delivery which enhances the growth and development ofthe people and the province
provide: proactive supplyleadership: innovation and directionintegrated: integration and synergycoordinated: inter and intra governmental
relationsefficient: resource deploymentenhances: continuous improvementgrowth and development: economic prosperity and
equitable distribution of resourcespeople: community and stakeholders
VISION
The most efficient and effective Provincial Administrationachieving integrated governance in South Africa
Most: best measures compared with other provinces
Efficient: resource deploymentEffective: deliveryPA: Process of delivery, end-to-end for
whole provinceAchieving: measurable deliveryIntegrated: integration and synergy within
departments in the province andacross spheres of government
distribution of resourcesgovernance: internal client and therefore people
focused delivery processequitable distribution of resources
South Africa: benchmarked against all provinces
VALUES
Values Ethics (how we live our values)Consultation People are consulted about the level,
quality and choice of serviceService Standards People are told what level and quality
of public service they will receive so that they know what to expect
Access to all Everyone has equal access to the services they are entitled to
Courtesy Everyone is treated with dignity, courtesy and consideration
Information Everyone is given complete and accurate information about the Public Services they are entitled to
Openness and Transparency People are told how the Province is run,how much it costs and who is in charge
Redress Unfulfilled people promises are met with apologies, explanations and corrective action
Value for money Our people are our customers who deserve service excellence for a better life
PEOPLE PROMISE
Service Excellence for a better life
Service: delivery aligned with economic growth and development
Excellence: ahead of customer expectations
Better life: promotion of general welfare and quality of life
8
EXECUTIVE MANAGEMENT TEAM
9
ORGANISATIONAL STRUCTUREOFFICE OF THE PREMIER
PREMIER
INSTITUTIONS PREMIERSUPPORT
ADVISORY SERVICES
OFFICE OF THE PREMIER (DG)
BRANCH:CORPORATE
SUPPORT
DIRECTOR: DG'SOFFICE
DIRECTOR: EXCOSUPPORT
BRANCH: POLICYCOORDINATION &
GOVERNANCEDIRECTOR: SECURITY
SERVICES
CHIEF DIR: FIN. & PROV.MANAGEMENT &GOVERNANCE
CHIEF DIRECTOR:CORPORATE
SERVICES
CHIEF DIRECTOR:LEGAL SERVICES
CHIEF DIRECTOR:COMMUNICATION
CHIEF DIRECTOR:GOVERNANCE &SPECIAL PROG
CHIEF DIRECTOR:POLICY MANAGEMENT
DIRECTOR: FINANCE &ADMINISTRATION
DIRECTOR: EAPDIRECTOR:
LEGISLATIONDIRECTOR:
PUBLICATIONSDIR: SPECIAL
PROGRAMMESDIR: PROJECTMANAGEMENT
DIR: LABOURRELATIONS
DIR: LITIGATIONSUPPORT
DIRECTOR: MEDIALIAISON
DIR: TRADITIONALAUTHORITIES
DIR: PROV POLICY &PLANNING
DIR: HUMAN RES.MANAGEMENT
DIRECTOR: LEGALADVICE DIR: REGIONAL LIAISON DIR: IGR DIR: MONITORING &
EVALUATION
DIR: HUMAN RES.DEVELOPMENT
DIRECTOR:INVESTIGATIONS
DIR: URBAN & RURALDEV. DIR: INFO SERVICES
DIR: ORGDEVELOPMENT
DIR: RESEARCH &POPULATION DEV.
SUMMARY OF SERVICE DELIVERYENVIRONMENT AND CHALLENGES
The Office strives for Service Excellence for a better life guided by theLegislative and other mandates. It provides strategic and visionaryleadership and serves as a strategic driver for the creation of a servicedelivery environment. This is firmly underpinned by the Batho Peleprinciples.
In order to maximise impact on service delivery, the Office hasaligned itself for efficient and effective integrated service delivery.
The main challenges of the Office with regard to our service deliveryare as follows:• Development and enhancing of people’s capacity and capabilities;• Accelerated and sustained implementation of the Provincial Growth and Development plan for integrated and sustainable growth and development in the province;• Transformation, strengthening and effective support to the Local Governance system to deliver to the poor and needy in the Province;• Strengthening the effectiveness and efficiency of the Cluster system in the Province;• Sustaining and improving our initiatives in Project Management Capacity building and accountability throughout the Provincial Public Service;• Promoting and Protecting the interests and basic socio-economic rights of vulnerable groups in the Province;• Knowledge management and sustained Institutional memory;• Establishment of reliable information systems to monitor progress.
Over and above the preceding challenges, each programme hasarticulated its own specific challenges and constraints.
ORGANISATIONAL ENVIRONMENT/CHALLENGES AND THE STRUCTURE FORIMPLEMENTATION
In order to fulfil our mandate, the Office of the Premier is structuredin the following way: • Programme 1: Provincial Management and
Administration Support • Programme 2: Corporate Support Services• Programme 3: Legal Services• Programme 4: Communications• Programme 5: Governance and Special Programmes• Programme 6: Policy Management
The Provincial departments were restructured to ensure theeffectiveness of their delivery given the new challenges as articulatedby the new mandate after the 2004 election. The Office was affectedby these changes, albeit not in an extensive manner. There was areview of certain functions resulting in a new realignment i.e.including the Population unit in the Office. Further fine-tuning i.e.change in reporting line (short term and long term) within the majorbranches and programme levels have also been effected. This was toensure a marked improvement in the pace and the rhythm of deliveryin the Office of the Premier
This structure as depicted on page 8 assists the Office with thefacilitation and coordination of both vertical and horizontalintegrated service delivery, within government and otherstakeholders.This commitment poses the following short and mediumterm challenges:• Right people in right jobs;• Enabling processes and systems that support the structure;• Building Knowledge management capacity and ensuring the retention of Institutional knowledge.• Inculcating good governance and professional business practice in a manner that enhances the Public Service;• Building effective relationships between all three spheres ofgovernment
10
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
LEGISLATIVE AND OTHER MANDATES
The State of the Republic of South Africa is founded on theprinciples of supremacy of the constitution. The Office of thePremier is an Organ of State as defined in section 8 of theConstitution of the Republic of South Africa, Act 108 of 1996. Asa department, the Office of the Premier is created in terms ofschedule two (2) of the Public Service Act, 1994.
Constitutionally, the executive authority of the province vests inthe Premier, who exercises such authority together with othermembers of the executive whom she appoints. Members of theexecutive are in turn accountable to the legislature. It is thelegislature that forms the first area of contact between theexecutive i.e. those who administer laws and the populace, whoelect them. The Premier is the fulcrum upon which the wheels ofgovernment rotate.
Although there are various levels of government, the Premier isenjoined by law to coordinate the work of the provincialgovernment in all its formations and infuse it with nationalimperatives, whilst also interacting with the local governmentsphere to ensure that government as a whole delivers services tothe people of South Africa. Apart from the provisions of thePublic Service Act and the Constitution, the Premier alsoadministers, inter alia, the following legislation:
• The House of Traditional Leaders for the Province of the North West Act 12 of 1994
• North West Delegation of Powers Act 20 of 1994• North West Youth Development Trust Act 7 of 1997• North West Commissions Act 14 of 1994
The Office of the Premier administers other (national) legislation,such as the Promotion of Access to Information Act, 2000 and thePromotion of Administrative Justice Act, 2000, in so far as theseActs relate to her Office. The Director General is Head of Department for the Office ofthe Premier as set out in schedule two (2) of the Public ServiceAct. She is also the secretary of the executive council in terms ofthe said legislation and assists the Premier in performing hercoordination function, as defined in the constitution.
BROAD POLICIES, PRIORITIES ANDSTRATEGIC GOALS: 2005 - 2010
Our National Vision for 2014, as articulated by the President andre-iterated by the Premier, is to:
• Reduce unemployment by half• Reduce poverty by half• Build skills base of the economy and HRD• Enable all to enjoy full rights and freedoms, especially the poor
and vulnerable• Create a compassionate, caring and responsive government• Improve health profile (reduce cases of TB, malnutrition,
HIV/AIDS, eliminate malaria)• Reduce levels of serious priority crimes• Position South Africa as an effective force in global relations
Informed by the Freedom Charter, RDP, GEAR as well as the2014 Vision, the Provincial Executive Council, over the yearsidentified a myriad of priorities. The synchronisation andharmonisation of these priorities with the GovernmentProgramme of Action, at national and provincial level for the nextfive years, is illustrated by the cluster priorities, as reflected below: Economic Development and Infrastructure Cluster• To achieve macro positioning and reforms• To increase the level of investment in public infrastructure• To lower the cost structure in the economy to enhance
competition• To promote manufacturing and services that are growing and
creating jobs, increasing value add, meeting basic and global needs• Primary production programme• Value adding export programme• Heritage and tourism development and promotion programme• To promote the establishment of more enterprises• To establish a labour force with skills needed by the economy• To support increased research and development in new
technology• To promote a more equitable geographic spread of economic
activity• To develop an integrated strategy to intervene in the second
economy
Governance and Administration Cluster• To refine administrative practices for Developmental State• To promote human resource development• To improve governance, leadership and management• To promote inter-governmental and macro organisation• To promote inter-provincial and national organisation• To facilitate local government transformation programme• To achieve policy implementation• To promote evidence-based decision making• To respond to challenges of the second economy• To reduce crime and promote security• To promote political and economic relations• To promote cross-cutting priorities
Social Development Cluster• To manage a comprehensive social security system;• To manage a comprehensive health care system;• To meet the increasing challenge of housing and human
settlement;• To achieve food security and nutrition;• Implementing the social aspect of the expanded public work
programme;• To broaden access and improve quality education;• To manage an early childhood development programme;• To promote formal education and skills development;• To promote an adult and basic training programme;• To manage the integrated sustainable rural development
(ISRDP) and urban renewal Programme;• To promote sport and recreation development
11
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
12
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
The above vision finds its expression in the following strategic goals:
Strategic Goals Descriptors and Delivery on the Strategic Goal Performance Measure
(I) People Capacity and Capability • Employee capacity and capability is achieved through: People capacity and capability meet the output • Workplace skills plans (WSP); demands of the Department
Build employee capacity and capability in the Provincial • On-the-job learning;Administration to meet the growth and development needs • Learnerships and bursaries;of the people in the Province • Career and succession planning.
• Growth and development needs of the people in the Province is achieved through:• Facilitation of skills acquisition programmes which respond to commercial demands• Expanded public works programme which provides people with the skills required.
(II) Resource Deployment Optimising resource deployment inputs is achieved through: Reduced expenditure• Synchronised planning, programming and budgeting; Measured increase in office efficiency
Optimising resource deployment inputs to maximise • Improved resource deployment and utilisation processes;effective and productive delivery outputs • Resource requirement allocation and prioritisation
Effective and productive delivery outputs is achieved through:• Continuously improving operational efficiency;• Public Private Partnerships (PPP) which create synergy to maximise asset utilisation;• Placing “right people” in “right jobs “, to increase people focused delivery capability
(III) Integration and Synergy
Strengthening cross-functional integration and Cross-functional integration and synergy is achieved through: Multi functional teams deliveringsynergy in service delivery, within the Province and • Cross functional learning across operational silo’sacross spheres of Government • Projects and programme teams across functions
• Developing processes and driving process improvement across functions Seamless integration and operationacross spheres and functions
Within Province and across spheres of Government refers to:• Multi functional teams delivering across operational silo’s• Seamless integration and operation across spheres and functions
Strategic Goals Descriptors and Delivery on the Strategic Goal Performance Measure
(IV) People focused delivery processes (Batho Pele) Continuously improving people focused delivery processes, based on Good Governance Improved productivity ratios.Continuously improving people focused delivery processes is achieved through:•Business process improvement;based on Good Governance Positive community feedback and image.•Client driven delivery processes;•Benchmarking existing practices against “best-in-class”;•Introducing technology and people competence to drive improvement processes;•Inculcating a culture where “good is the enemy of great”
Good Governance is achieved through:•Standardised and consistent monitoring, evaluation and reporting;•Complying with Public Service Good Governance requirements
(V) Measured Economic Growth Creating active and innovative growth opportunities NWP growth in GDP by sector.and Development for people trapped in the second economy through:
Profiling and segmenting communities to identify measures of support required;Actively creating an environment conducive for • Identifying policy and legislation requirements which facilitate processes that economic growth and development create a first economy;
• Tasking research units to identify constraints preventing communities from participatingin the main economic stream.
Creating an environment conducive to a thriving first economy by:• Actively attracting and retaining investors and stakeholders to the Province• Conducting research into new economic growth opportunities
(VI) Rapid information and knowledge Enhancing information gathering and knowledge management Rapid and reliable Access to Datamanagement capability capability for informed decision making and communication capability Data flexibility, integrity, validity and reliability
Enhancing information gathering and knowledge management capability is achieved through: Compatibility and seamlessness of processes• research based investigation and analysis; and support systems• making information available to interested persons;• communicating with all possible sources of information e.g.: SA Statistics etc;• continuous upgrading of technological capability
Informed decision making and communication capability is achieved by:• maintaining a comprehensive and stable information database;• analysing and interpreting information gathered;• creating competence around information technology and database management
13
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
INFORMATION SYSTEMS TO MONITORPROGRESS
Progress on the implementation of the strategic plan will bemonitored in line with the prescripts contained in the PublicService Act and its Regulations; The Public FinancialManagement Act and its Regulations. The Office relies on thefollowing:
The Provincial Financial Management System.
This system operates on WALKER and has been substantiallydeveloped over the years to provide broad based financial andrelated information. The system provides details of all financialtransactions; procurement transactions linked to an assetmanagement system and budget variance reports. Most of theinformation is available on request whilst other are provided on amonthly basis.
The Provincial Personnel Management System
The Office utilises the PERSAL system for personnel relatedinformation and remuneration payments. This system has beeninterfaced with the WALKER system for financial reportingpurposes. Other statistical information regarding personnelmanagement is readily available on request.
The Provincial Financial Overview System
This system provides financial information on-line on theprovincial website.
Internal Audit System
The Province has opted for a shared internal audit function. Aspecific audit team has been allocated to the department andinternal audits are done on a pre-planned basis. The internal auditdivision will, as from the 2005/06 financial year, also conductperformance audits.
Project Management Information System (ProMIS)
This provincial based on-line system provides information ondevelopment projects throughout the spheres of government in theProvince.
Statistical Information Reporting
The department also obtains relevant information from StatisticsSA and Global Insight on a regular basis. Information relating toprovincial indicators such as GDP, unemployment numbers etc. isavailable from the Information Management Directorate.
Performance Management and Development System(PMDS)
Other information used in the monitoring of the strategic planimplementation are obtained from in-house operational systemssuch as:• A Performance Management system that drives measurement of
performance against agreed outputs in the strategic plan and caters for personal development.
• Public Service Commission’s evaluation of the Accounting Officer. The head of the department is evaluated against the annual performance plan included in the official’s performance agreement.
DESCRIPTION OF THE STRATEGICPLANNING PROCESS
This is the fourth consecutive year in which the Office is reviewingand updating its Strategic Plan.
Unlike the past years, this current process was designed to ensurethat the Strategic Plan 2005/2010 is developed within the electoralcycle and its mandate.
In September 2004 introspective evaluation workshops wereundertaken with each of the Directorates within the Office tocritically evaluate their performance in relation to the Governmentmandate and the then laid down Strategic Goals.
This resulted in each programme evaluating delivery against plan,in which Directorates re-examined their effectiveness andefficiency. This evaluation laid the foundation for next StrategicPlanning Cycle.
A workshop, facilitated by an external consultant, was held inBuffelspoort in November 2004. Senior and middle managementjointly crafted a new Vision, Mission, Purpose and People Promise,which link to the Provincial Vision and Mission. The group developed broad strategic goals, which was later refinedby a mandated task team.
A continuing consultation process within the respective programmesresulted in an integrated strategic and performance plan.
The operational plans for programmes and sub-programmes weresubsequently developed.
The process was exceptionally transparent, highly participativeand resulted in a definite improvement in the quality and content.The plan is collectively owned by all in the Office and willundoubtedly form a solid foundation for the delivery on andmonitoring of performance.
Dr MM Bakane-TuoaneDirector General
14
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
15
PROVINCIAL MANAGEMENT AND ADMINISTRATION SUPPORT TEAM
1. OVERVIEW
This Programme supports the Director General in her variousfunctions and responsibilities, which are:
• Secretary to the Executive Council;• Accounting Officer for the Office;• Coordinator of the Provincial Actions and Legislation;• Ensuring inter and intra-governmental relations
The Programme consists of the following sub-programmes:• Director General Support
Management of the Office and administrative leadership inthe Province.
• Premier Support Co-ordination and management of administrative and political support to the Premier.
• Exco SupportProvision of administrative and committee secretarial support tothe Executive Council and support to the Director General in her capacity as secretary to the Executive Council.
• Security ServicesCoordination, facilitation and monitoring of the implementation of Minimum Information Security Standards (MISS) of the North West Provincial Government.
• Finance and AdministrationManagement of financial systems and controls according to the Public Finance Management Act and Treasury Regulations.
2. SITUATION ANALYSIS
2.1 Demand for Services RenderedServices provided by this programme consist mainly of pro-activeservice provision to the Premier and members of the ExecutiveCouncil. The programme, through the Director General, co-ordinates the implementation of policy and service deliverypriorities within the Province. It also provides province securityrelated advice and services to the provincial departments andcentralised financial support services to the Office.
2.2 Appraisal of Existing Services and PerformanceService delivery is based on the Batho Pele principles and a clustersystem of governance has been adopted to enhance the flow ofinformation and consultation between the various executivestructures. The services rendered by the programme were donetimeously and in line with customer expectations.
3. CONSTRAINTS AND MEASURES TOOVERCOME THEM
The Office through this Programme, addresses the followingconstraints:
• Lack of understanding of the cluster system, its objectives and its functioning is addressed through workshops with key role players and the development of clear guidelines.
• High levels of staff turnover at senior level in the Premier’s private office is addressed by ensuring that newly appointed staff members have relevant skills, competencies and knowledge to manage the office appropriately.
• Anti corruption measures are addressed through the implementation and monitoring of the provincial anti corruption policy.
16
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 1: Provincial Management and Administration Support
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
x = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals DG Premier Exco Security Finance
Support Support Support Services & Admin(I) People Capacity and Capability x x x x x(II) Resource Deployment xx - x xx xx(III) Integration and Synergy xx x xx x xx(IV) People focused delivery processes (Batho Pele) xx x xx xx x(V) Measured Economic Growth and Development x - x - -(VI) Rapid information and knowledge management capability x x xx x xx
17
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 1: Provincial Management and Administration Support
Programme 1: Provincial Management and Administration Support
18
Strategic Objectives MeasurableObjective/Output
Performance Measure Performance Indicator 2005/06Targets2006/07 2007/08
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
DG Support
Providing integrated andco-ordinated governance
Premier support
Enhancing the capability ofthe Premier to execute hermandate
Effective strategic leadership
Coordinated and integratedgovernment services
Strengthened cooperativegovernance with threespheres of government, aswell as internationally
GITO/DITO functionsoperationalised
Logistics
• Premier's annualprogramme• Administrative support tothe Executive Authority i.e.Premier
Legislature and the People
Improved linkages with Legislature and the peopleand improved understandingof political mandate byconstituents
Delivery on strategic plan
Feedback on coordinationand integration
Functional IGR structures
Report submitted to OOPManagement: compliancewith legislation andregulations.
Complete satisfaction rating
Measured improvement yearon year
Achievement rate ofstrategic objectives
Leadership competenceassessed against generic coreSMS management criteriaand standards
Internal survey questionnaire
Improved integratedplanning and delivery surveyfeedback
Compliance report
Satisfaction rating indicatingthe extent to which Premierlogistics enables the Office toexecute its responsibilities
Quantitative select samplesurveys: beginning and endof year
5 year strategic plandeveloped
Positive customer rating
Positive customer rating
Review and analysis of IT -Report
Complete satisfaction rating
Establish partnership with thecommunity through legislativeprocesses and EXCO visits
Review and update thestrategic plan
Positive customer rating
Positive customer rating
Review and analysis of IT -Report
Complete satisfaction rating
Continuous improvement
Review and update thestrategic plan
Positive customer rating
Positive customer rating
Review and analysis of IT -Report
Complete satisfaction rating
Continuous improvement
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
19
Strategic Objectives
Premier support
Enhancing the capability ofthe Premier to execute hermandate
Exco Support
Providing integrated andcoordinated secretarial andadministration support togovernance structures withinthe cluster system
MeasurableObjective/Output
Internal Communication
Improved internalcommunication success rate
Improved provincialgovernance informationdissemination
Improved co-ordinationbetween departments andother stakeholders (e.g.:parastatals) through clusterssystem support
Implementation of resolu-tions of EXCO and EX-TECH structures monitoredduring implementation
Performance Measure
360 degree communicationcapability, both internal tothe ProvincialAdministration and toexternal stakeholders
Full compliance withprocedural manual prescripts
Performance Indicator
Yearly communication audits
Client Survey SatisfactionRatings
2005/06
Yearly communication audits
Complete satisfaction rating
Targets
2006/07
Continuous improvement
Complete satisfaction rating
2007/0
New communicationinnovations
Complete satisfaction rating
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 1: Provincial Management and Administration Support
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
Targets2006/07
Zero breach tolerance
100% client satisfaction
Risk exposures resolvedwithin 60 days of discovery
Support to the Departmentsto deal with corruption
Continue implementationand evaluate
Complete Compliance
Implement improvementmeasures.
20
Strategic Objectives
Security Services
Improving coordinatedProvincial Security Systems
Finance andAdministration
Improving support serviceand information sharing
MeasurableObjective/Output
Integrated provincial securitystrategy
Complete Risk ManagementServices
Improved MISS compliance
Improved FinancialManagement Practices, inthe form of:• Enhanced informationsharing/management• Informative and “guiding”financial reporting• Integrated supply chainmanagement• Realistic budgeting• Asset management• Systems and processimprovements
Performance Measure
Compliance with NationalSecurity Strategy Guidelines
Compliance with PublicService Anti-corruptionRequirements
MISS Complianceregulations
Full Compliance to PFMA,Treasury and DepartmentalRegulations
Compliance with GenerallyRecognised AccountingPractice
Performance Indicator
• Breaches of security
• Client feedback
• Security risk analysis
Success Rate of Anti-corruption Measures taken
MISS ComplianceStandards
Positive internal and externalaudit reports
2005/06
Zero breach tolerance
100% client satisfaction
Risk exposures resolvedwithin 60 days of discovery
Roll out anti-corruptionstrategy throughout theProvince
Clear MISS Compliantguidelines and securitystandards
Complete Compliance.
Training of staff to identify weaknessesand to improve
2007/08
Zero breach tolerance
100% client satisfaction
Risk exposures resolvedwithin 60 days of discovery
Monitor implementation andevaluate success rate
Continued monitoring
Complete compliance
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 1: Provincial Management and Administration Support
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
21
CORPORATE SUPPORT SERVICES TEAM
22
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
1. OVERVIEW
This programme renders provincial support services on humanresource related issues and is mandated to provide integratedhuman resources services to all Provincial GovernmentDepartments, including the Office of the Premier.
This programmme consists of the following sub-programmes• Management Support• Employee Assistance programme• Labour relations• HR Management and internal HRM• HR development• Organisational Development
2. SITUATION ANALYSIS
2.1. Demand for Services RenderedDemand for Corporate Services was determined by a politicaloversight function following the State of the Nation address andthe State of the Province address. Services rendered included thecoordination and implementation of Human Resourcepractices/processes to enhance service delivery in the Province.These also included the coordination and implementation ofNational/Provincial policy according to Public Service Policy andthe regulatory framework.
2.2. Appraisal of Existing Services and PerformanceThere is a dedicated and high-level centre of excellence to drivepolicy development and management. Present prioritydeliverables of the programme have been based on filling gaps anddesigning best practices out of existing processes in terms of theEmployee Assistance Programmes, Labour Relations, HRManagement (external/internal), HR Development
Organisational Development and HIV/AIDS. The programmehas performed very well in an attempt to integrate humanresource practices/processes in the Province.
2.3. Key Challenges over the Strategic Planning PeriodThe biggest challenge is to enhance, strengthen and entrenchProvincial HR Coordination Forum in order to establish a vehicleof creating integration and synergy among systems and policyapplications, thus ensuring full participation and cooperation ofProvincial Departments in the planning, implementation andcoordination of National and Provincial policy priorities andstrategies.
2.4. Starting Points relevant to Policies, Priorities andObjectivesThe starting point will be to determine the relevance, effectivenessand impact of existing Provincial policies, re-dress and maximiseservice delivery issues to internal frontline clients responsible forserving the community in providing a better life for all.
3. CONSTRAINTS AND MEASURES TOOVERCOME THEM
The programme is faced with non-cooperation of ProvincialDepartments in supporting coordination initiatives. This issue willbe addressed through the Executive Council Technical Committee.
Provincial Departments are mandated by the Public ServiceRegulations to exist as independent legal entities. The Officeaccordingly has no legal/legislative basis for enforcement of theinterventions it introduces. This creates opportunities for misuse,non-cooperation and manipulation on hard-core issues. This issueis addressed on the various Provincial Human Resource fora tosolicit buy-in from Departments.
3.1. Planned Quality Improvement Measures• Ensure that service delivery improvement plans (Batho Pele) are
designed and internalised by each official.
• Design, implement and coordinate measures to ensure prompt response and quality reporting to the structures in the Cluster System.
• Ensure effectiveness and sustenance of the Provincial HR Forum.
3.2. Resource Information and ImplicationsThe Human Resource function is constrained by both capabilityand capacity of existing resources. This is being addressed by wayof accelerated skills development and systematic integration ofHR practices into line.
Programme 2: Corporate Support Services
23
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
x = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals Management Employee Labour HR Management & HR Organisational
Support Assistance Relations internal HRM Development DevelopmentProgramme
(I) People Capacity and Capability x xx xx x xxx x(II) Resource Deployment xx x xx xx xx xx(III) Integration and Synergy xxx x xx xx xx xx(IV) People focused delivery processes (Batho Pele) xx x xxx x xx xx(V) Measured Economic Growth and Development x x x x xx x(VI) Rapid information and knowledge management capability x - xx xxx xx xx
Programme 2: Corporate Support Services
24
Strategic Objectives
Management Support
Providing integrated andcoordinated leadership andsupport
Employee AssistanceProgramme
Enhancing the quality ofLife of employee to ImproveOrganisational PerformanceCompetitiveness
MeasurableObjective/Output
Programme activitiescoordinated
Employee Assistance PolicyReviewed
Functional and SustainedEmployee AssistanceProgramme
Consultancy service tomanagers acrossdepartments
Specific Provincial EmployeeAssistance WorkplaceProgrammes
Constructive Relationshipswith Key Partners in andoutside Government,identified and maintained
Employee AssistanceCommunication Programme
Overarching Monitoring andEvaluation Tool
Performance Measure
Effective and consolidatedreporting
Policy is Aligned withNational Best Practice
Improved Productivity fromBeneficiaries
Extent to whichConsultations aresuccessfully Implemented
Introduction of SpecificProgrammes such asHIV/AIDS, OHO
Value Adding Partnershipswith Key Stakeholders
Increased Level of Supportand Commitment byDepartments andStakeholders on EmployeeAssistance Programmes
Valid and Reliable GenericIndicators for EmployeeAssistance Programme
Performance Indicator
Quarterly and annualreporting
Alignment with NationalBest Practice
Management ProgressReports
Management ProgressReports
Specific Feedback fromRecipients and their LineManagers
The Number ofConstructive Partnershipswith Key Stakeholders
Extent of Commitment andSupport Improvement Yearon Year
Complete Baseline Studies,Best Practices
2005/06
Quarterly and annualreporting
Consultation Process andReview
Develop and Pilot ImpactMeasurement Tool to AssessEffects of the Programme
Provide Proactive andReactive Consultation tomanagers in departments
Develop ImplementationPlan, Consult withStakeholders and Implement
Align and CommenceImplementation ofStakeholder RelationshipManagement Strategy
Develop CommunicationProgramme and ConsultStakeholders
Develop and Continue anEarly Warning PerceptionSurveys, Best Practices
Targets2006/07
Quarterly and annualreporting
Implementation Review andUpdate
Conduct Full ScaleImpactStudy
Implement Improvementsfrom Learnings
Provide Proactive andReactive Consultation tomanagers in departments
Assess Impact, Evaluate andDevelop Improvement Plan
Apply Quality managementSystem to StrategicPartnerships with CriticalEntities
Evaluate CommunicationProgramme
Measure Progress andImpact, review Polices andStrategies
2007/08
Quarterly and annualreporting
Implementation Review andUpdate
Drive and MaintainContinuous Improvement
Provide Proactive andReactive Consultation tomanagers in departments
Implement ImprovementPlan
Establish a TargetedNumber of StrategicPartnerships with ReputableEntities
Asses Impact and Review
Monitoring and evaluationSystems Capable ofMeasuring Programmes andImpact of Programmes withfeedback to ImproveProcesses
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 2: Corporate Support Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
25
Strategic Objectives
Labour Relations
Achieving consistentlyproductive employmentrelationships in theworkplace.
MeasurableObjective/Output
Functional ProvincialBargaining Chambers.
Implementation ofProcedural and SubstantiveCollective Agreements
Representation in NationalBargaining Structures
Improved Labour RelationsDatabase for effectivemanagement decisionmaking
Strike ManagementContingency Plan
Labour Relations AdvisoryServices
Monitoring and Evaluation
Performance Measure
Effective ProvincialBargaining Chamber
Productive compliance withprovisions of CollectiveAgreements by both parties
North West Provinceinterests served in theBargaining CouncilDatabase categorised andconstructed in a manner thatallows for rapid access to keydecision making information
Strike Contingency ActionPlans are in place and arereviewed bi-annually
Advice is sought, it isimplemented and it iseffective
Valid and Reliable IROrganisational Climate Datawith clear indicators forimprovement initiatives
Performance Indicator
Quarterly reports
Incidences of Non-Compliance AddressedMetrics which track andreport on incidences by type,ratios and trends
Employee Climate Surveys
Report on Status ofNegotiations
User satisfaction ratings andreduction in inconsistencies
Strike incidence Analysis andEvaluation
Strike Action Plan Review
Client Survey and Feedback
Organisational ClimateSurvey Reports
2005/06
Conclusion of CollectiveAgreements
Consultation on PoliciesSustained Compliance
Reduction in disputes ofright
Continued participation
Create database frameworkand populate with backloginformation
Review and Update StrikeManagement Plan
Maintain Support to achieveoptimal Client SatisfactionRating
Continually improvingorganisational IR climatesurvey reports
Targets2006/07
Meaningful participationand contribution
Sustained Compliance
Creation of a changedmanagement platform whichassesses commitment asopposed to compliance
Continued participation
Implement and monitor
Strike Management PlanReview
Maintain Support to achieveoptimal Client SatisfactionRating
Continually improvingorganisational IR climatesurvey reports
2007/08
Meaningful participation andcontribution
Sustained Compliance
Continued participation
Implement and monitor
Strike Management PlanReview
Maintain Support to achieveoptimal Client SatisfactionRating
Continually improvingorganisational IR climatesurvey reports
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 2: Corporate Support Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
26
Strategic Objectives
Labour Relations
Achieving consistentlyproductive employmentrelationships in theworkplace
HR Management andinternal HRM
Integration of managementsystems for effectivequalitative and quantitativehuman resource decisionmaking
MeasurableObjective/Output
Rapid Upwards andDownwards InformationDissemination
Capacity Building in LineManagement Responsibilityfor Managing LabourRelations
Persal System operational
Provincial Medical Boardfully functional
Performance Measure
24 hour Cycle of Generationof Message from Highest toLowest Level
Line ManagementCompetence in LabourRelations ManagementResponsibilities
Data on the Persal System'cleaned up' by 2006
Applications for earlyretirement due to ill healthfrom all ProvincialDepartments processedmonthly.
Performance Indicator
Time-line Assessments fromOriginator to Recipient
Communication Relevance,Comprehension andAssessments
Line ManagementCompetency Assessment
Training Attendance andEvaluation Reports
Audit and analysis Persalexceptions reports
Monthly statistical analysis ofapplications approved,declined and deferred
2005/06
Development andImplementation of a PilotBriefing Group System
Competency NeedsAssessment
Development Schedule andagree on Targets
Implement target for2005/06
Project Plan for Cleaning upProcess adopted andcommencement ofimplementation
Monitoring and Evaluation
Targets2006/07
Full Implementation andEvaluation
Continue Implementation ofTargets for 2006/07
Clean up implementation
Identify areas forimprovement
Monitoring and Evaluation
2007/08
Full Implementation andEvaluation
Continue Implementation ofTargets for 2007/08
Monitor and Evaluate Progress
Implement improvementidentified
Monitoring and Evaluation
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 2: Corporate Support Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
27
Strategic Objectives
HR Management andInternal HR
Integration of managementsystems for effectivequalitative and quantitativehuman resource decisionmaking
HR Development
Enhancing people capabilityand capacity to achieveservice excellence
MeasurableObjective/Output
Provincial HR Policiesdeveloped, implemented,monitored and evaluated
Employment Equity (EE)Plans in place and functional
Performance ManagementSystem in place andfunctional
Competent Council andAdvice in HR relatedmatters
Provincial HR DevelopmentSystem and process whichcloses critical skills gapsidentified in the Province
Public Service TrainingAcademy
Performance Measure
Compliance with Policy,without exception
Compliance with EE Plan
Performance ManagementSystem implemented at alllevels by April 2006
Advice is accepted andimplemented
Critical Skills Gaps Closed,ensuring that PeopleCapability and Capacity isbuilt ahead of demand
An Accredited Institutionwhich meets the Trainingand Development needs ofthe Province
Performance Indicator
Six-monthly Audit Reports
EE Audit Reports
Performance ManagementTracking Reports
Bi-Annual structuredqualitative and quantitativefeedback on acceptance andeffectiveness of advice given
Skills Gap Analyses and'People Balance Sheet'Indicators
Workplace Skills Plans andReporting
Accreditation Awarded
Extent to which CriticalSkills Needs are Catered For
2005/06
Audit Review and CorrectiveAction
Audit Review and CorrectiveAction
Develop and ImplementPerformance ManagementSystem
Advice accepted andimplemented
Development andImplementation of HRDSystems and Processes
Preparatory Groundwork forEstablishing TrainingAcademy
Targets2006/07
Audit Review and CorrectiveAction
Audit Review and CorrectiveAction
Feedback/Evaluation/Corrective Action andEnhancement
Advice accepted andimplemented
Implementation of HRDSystems and Processes
Establish Academy
2007/08
Audit Review and CorrectiveAction
Audit Review and CorrectiveAction
Feedback/Evaluation/Corrective Action andEnhancement
Advice accepted andimplemented
Implementation of HRDSystems and Processes
Consolidation andEvaluation of Success Rate
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 2: Corporate Support Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
28
Strategic Objectives
HR Development
Enhancing people capabilityand capacity to achieveservice excellence
OrganisationalDevelopment
Driving organisationalchange and continuousimprovement initiatives
MeasurableObjective/Output
Consultative CareerDevelopment and SuccessionPlan Process and System thatmeets People Capability andCapacity Demands for theProvince
Maintenance of the JobEvaluation Process
Organisational ArchitectureDesign for OrganisationEffectiveness
Tracking and Feedback ofBatho Pele Implementationacross all sectors in theProvince
Improved efficiency andeffectiveness of Provincialdocument managementprocesses and systems
Performance Measure
All Career Development andSuccession Plans are drivenby the Established System
All Jobs Evaluated
Job Grading Updated andReviewed every 2 years, on arolling basis
Functional and EffectiveOrganisation Design inaccordance withGovernment RegulatoryFramework
Comprehensive reportingagainst National Directivescontaining successes, failuresand recommendations forimprovement
Compliance with NationalArchives Act. Assured Trackingand Retrieval of any documentat any one point in one time
Performance Indicator
Extent to which the CareerDevelopment and SuccessionPlan caters for CareerDevelopment and SuccessionNeeds
Job Grading Schedules andException Reports
Organisational EffectivenessSurveys
Batho Pele Reporting againstQualitative and QuantitativeData gathered across allSectors
Exception Reports
Internal Controls
2005/06
Development andImplementation of a PeopleBalance Sheet System
Compliance with PS Act andPS Regulations
Implementation
Organisational EffectivenessSurveys
Develop ReportingMethodology and Structure
First Report by FinancialYear End 2006
Document ManagementSystem Developed andRolled Out to Phase I:Premier's Office only
Targets2006/07
Establish CareerDevelopment Forum
All Senior Posts up to 3rdReporting Level Assesses andPlotted
Compliance with PS Act andPS Regulations
Implementation
Organisational EffectivenessSurveys
Feedback and Disseminationof Recommendations
Report Financial Year End2007
Document ManagementSystem Developed andRolled Out to Phase II: AllSectors
2007/08
Career Development andSuccession Planning Systemfully Functional
Compliance with PS Act andPS Regulations
Implementation
Organisational EffectivenessSurveys
Feedback and Disseminationof Recommendations
Report Financial Year End2008
Monitoring, Evaluation andImprovement
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 2: Corporate Support Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
29
LEGAL SERVICES TEAM
30
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
1. OVERVIEW
The Programme provides legal support services at a strategic levelto all departments and operationally within the Office of thePremier and certain departments and public entities. The servicesinclude opinions and contracts, litigation support, legislation andthe handling of misconduct matters.
The demand for legal opinions peaks at various periods in the yeardepending on the activities of our various principals. Legislation todeal with new priorities is drafted at the instance of eachdepartment in accordance with the law making process. Litigationis best avoided but when this is not possible, the litigation policyapplies. Advocacy programmes seek to prevent misconduct.However, where this fails, the Programme provides investigativeand presiding services to all departments.
The Programme consists of the following sub programmes:• Management Support• Legislation Support• Litigation Support• Legal Services• Investigations
2. CONSTRAINTS AND MEASURES TOOVERCOME THEM
• The quality of judgments received from presiding officers otherthan those sourced from legal services remains suspect. Toovercome this, SAMDI has agreed to provide training to presidingofficers of disciplinary enquiries, seconded by their heads ofdepartment. To this end, EXTECH has agreed to second the saidofficers.
• The advocacy programmes that we intend running regardingmisconduct and more especially corruption should deter would beoffenders, so that our main focus is preventing rather thanresolving problems.
• Some of the requests for opinions could best be dealt with byempowering our clients with some knowledge of the law generallyapplicable to the public sector. To this end, we will be producing a“ novice's guide to the public sector law” to empower our clients tomake sustainable decisions.
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
x = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals Management Legislation Litigation Legal Investigations
Support Support Services(I) People Capacity and Capability xx x xx xx xx(II) Resource Deployment x x x x xx(III) Integration and Synergy x x xx x xx(IV) People focused delivery processes (Batho Pele) x xx x - x(V) Measured Economic Growth and Development x x x x x(VI) Rapid information and knowledge management capability xx x xxx x x
Programme 3: Legal Services
31
Strategic Objectives
Management Support
Maintaining a legalinformation and knowledgemanagement database
Legislation
Developing a comprehensiveand enabling legislativeframework
Litigation Support
Maintaining a litigationmanagement support systemthat ensures equity andfairness to all
MeasurableObjective/Output
Continuously updatedlitigation, legislative,misconduct and opiniondatabase
Competent LegislativeDrafting Support Service
Litigation managementsupport system
Performance Measure
Comprehensive Databaseapplicable to allDepartments
Constitutionally complyingwith legislation
Amendment of law makingprocess
Review of ordinances andregulations
Legally Compliant LitigationProcess
Performance Indicator
Rapid and ReliableDecision-Making Capability
Portfolio of Evidenceindicating Extent to whichLegislative Framework meetsInternal Client Expectations
Portfolio of evidenceindicating extent to whichthe litigation support systemmeets internal clientexpectations
2005/06
Master Server Plan in place
Finalisation of draftingmanual
Amendments/ repeals
Approval by EXCO
Targets2006/07
System Installation, DataCapturing and Testing
Consultation and approval
Systems implementation
2007/08
Full Systems Implementation
Full system implementation
Systems maintenance
Systems maintenance
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
Programme 3: Legal Services
32
Strategic Objectives
Legal Services
Providing an informativeand enabling contractmanagement and opinions
Investigations
Maintaining an enablingmisconduct managementprocess, system and service
MeasurableObjective/Output
Researched contractopinions
Layman's guide on publicservice laws
Misconduct ManagementProcess and System
Competent Investigating andPresiding Officers
Performance Measure
Sustainable decision making
Guide is Understood andEffectively Applied byLaymen Employees of theProvince
Competence Levels ofPresiding Officers
Performance Indicator
Portfolio of evidenceindicating extent to whichopinions are accepted andsuccessfully acted upon
Portfolio of evidenceindicating extent to whichopinions are accepted andsuccessfully acted upon
Portfolio of evidenceindicating extent to whichmisconduct is effectivelymanaged
2005/06
Survey conducted
Research
Implementation Workshopsand Feedback
Targets2006/07
Improve and maintain
Drafting and Publication
Implementation Workshopsand Feedback
2007/08
Finalise and publish
Implementation
Implementation Workshopsand Feedback
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 3: Legal Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
33
COMMUNICATIONS TEAM
34
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
1. OVERVIEW
This Programme formulates and implements an integratedcommunication strategy and policy framework for the ProvincialGovernment. This Programme consists of the following subprogrammes:• Management Support• Corporate Communications• Community Liason• Media Liason
2. SITUATION ANALYSIS
This Programme provides communication support to the Premier,DG, EXCO and provincial departments. It is responsible forensuring integration, coherence and coordination of governmentcommunication across spheres within the province. It monitorsgovernment communication systems in the province and facilitates
interventions where necessary. It has to ensure effectivecommunication of how government is implementing its mandate.
2.1. Demand for Services RenderedThe key mandate of the programme is to ensure effectivecommunication of how government is implementing its mandateand programme of action.
2.2. Appraisal of Existing Services and PerformanceThe demand for rapid horizontal and vertical communicationexceeds the capability of the communications function to deliveroptimally.
3. CONSTRAINTS AND MEASURES TOOVERCOME THEM
Challenges facing the programme relate largely to the need tomatch the strategic and policy obligations with resources as well as
addressing the skills deficit in critical areas, such as strategyplanning, implementation and writing skills.Another key challenge is to ensure understanding and appreciationof the strategic value of communication across government.Consistent with the 10-year review, the Programme needs to buildcommunication partnerships with other sectors of civil society tocommunicate the vision of the Province.
The need to provide support for the establishment ofcommunication units at local government level is one of the majorchallenges.
The programme also needs to improve its events coordination andplanning capacity to ensure successful government outreachprogrammes.
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVESx = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals Management Support Corporate Communications Community Liason Media Liason
(I) People Capacity and Capability xx xx xx xx(II) Resource Deployment xx x x x(III) Integration and Synergy xxx xx xxx xxx(IV) People focused delivery processes (Batho Pele) xxx xxx xxx xxx(V) Measured Economic Growth and Development xx xx xx xx(VI) Rapid information and knowledge management capability x x x x
Programme 4: Communications
35
Strategic Objectives
Management Support
Developing an Integratedand co-ordinatedGovernmentCommunication System
CorporateCommunications
Communicatinggovernment's integratedinitiatives to create a betterlife for all throughpublications
MeasurableObjective/Output
Provincial CommunicationStrategy
Communication of EXCOdecisions and policypositions
Communication Booklet onGovernment Policy andStrategic Framework
Government publications
Editorial policy guidelines
Performance Measure
Provincial CommunicationStrategy approved by EXCO
Media statements andarticles
User Friendly Source ofInformation for Use intraining
Consistent communicationof progress made byprovincial government andenhanced appreciation ofgovernment programmes
Guidelines clear andunambiguous
Performance Indicator
Qualitative and QuantitativeCommunicationEffectiveness Survey Data
Statements and articlespublished \aired in media
GovernmentCommunicators able toapply understanding ofPolicy and StrategicFramework
Qualitative and QuantitativeCommunicationEffectiveness Survey Data
Consistency in terms ofcontent approach and focus
2005/06
Develop and implementcommunication strategy
Communicate EXCOdecisions and policypositions
Workshop sessions withHeads of Communicationfrom May 2005
Maintain current productionof The Mirror
Introduce monthly InternalNewsletter by June 2005
Obtain EXCO approval foreditorial policy guidelines bySeptember 2005
Targets2006/07
Develop and implementcommunication strategy
Communicate EXCOdecisions and policypositions
Develop training programmefor all governmentcommunicators
Continue producing TheMirror
Undertake research on viewsof The Mirror readers
Produce internal newsletter
Communicate andimplement editorial policyguidelines
2007/08
Develop and implementcommunication strategy
Communicate EXCOdecisions and policypositions
Implement trainingprogramme for governmentcommunicators
Reorientate The Mirror aspart of our response toresearch findings
Undertake research onreaders' views of the InternalNewsletter
Implementation of policyguidelines
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 4: Communications
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
36
Strategic Objectives
CorporateCommunications
Communicatinggovernment's integratedinitiatives to create a betterlife for all throughpublications
Community Liaison
Communicatinggovernment's integratedinitiatives to create a betterlife for all through directinteraction with thecommunity
MeasurableObjective/Output
Policy guidelines oncorporate identity /branding
Internal communicationprogramme
Facilitation of MunicipalCommunication Structures
Co-ordination ofGovernment events andcommunity liaison
Annual calendar ofgovernment events
Provincial events co-ordinated
Performance Measure
Guidelines Clear andUnambiguous
Improved internalcommunication
Framework Establishmentand Technical Support
Framework approved byEXCO
Calendar approved byEXCO
Satisfaction rating byrecipients
Performance Indicator
Consistency in terms ofcorporate identity /branding
CommunicationEffectiveness Survey
“Client” SatisfactionReporting
Community Feedback
Acceptance by Governmentand the Community
Evaluation reports
2005/06
Obtain EXCO approval forpolicy guidelines by August2005;Communicate andimplement
Establish internalcommunication unit by April2005
Workshop with SALGA,GCIS, and provincialstakeholders
Communicate andimplement framework
Communicate integratedprovincial calendar andmonitor implementation
Co-ordination of provincialevents
Targets2006/07
Communicate andimplement policy guidelines
Internal and evaluation ofcommunication programmedeveloped
Implementation of internalcommunication programme
Implementation offramework
Continue implementation
Communicate integratedprovincial calendar andmonitor implementation
Co-ordination of provincialevents
2007/08
Implementation of policyguidelines
Implementation andevaluation of internalcommunication programme
Continue implementation
Continue implementation
Communicate integratedprovincial calendar andmonitor implementation
Co-ordination of provincialevents
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 4: Communications
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
37
Strategic Objectives
Community Liaison
Communicatinggovernment's integratedinitiatives to create a betterlife for all through directinteraction with thecommunity
Media Liaison
Improving communicationof government's integratedinitiatives to create a betterlife for all through the newsmedia
MeasurableObjective/Output
Government's outreachprogramme (national imbizofocus week and rovingEXCO programmes)implemented
'DevelopmentCommunication Programme'implemented
Distribution of governmentpublications
Strategy for roll-out ofSecond Generation ofMPCCs in the province
Provincial Communicators'Forum
Cluster communication fora
Performance Measure
Key issues arising from theseinteractions identified
Citizens' improvedunderstanding of theopportunities brought aboutby democracy and freedom
Government publicationsreaching all target groupswithin 48 hours
Improved access togovernment services
Improved co-ordination incommunicating governmentprogrammes
Improved co-ordination incommunicating clusterprogrammes
Performance Indicator
Qualitative and QuantitativeCommunicationEffectiveness Survey Data
Citizens' survey andfeedback data
Actual Time MeasuresTaken
Progress reports
Functional MPCCs
Survey FeedbackInformation
Survey FeedbackInformation
2005/06
Implementation
Identify key focus areas andtarget audiences
Implementation
Tender for distribution ofgovernment publicationsapproved and awarded
Strategy approved by EXCO
Ensure ProvincialCommunicators' Forum isfully functional andoperational
Ensure clustercommunication for a arefully functional andoperational
Targets2006/07
Implementation
Identify key focus areas andtarget audiences
Implementation
Monitor distribution
Implementation of strategy
Implement programmes ofthe forum
Implement clustercommunication programmes
2007/08
Implementation
Identify key focus areas andtarget audiences
Implementation
Monitor distribution
Implementation of strategy
Implement programmes ofthe forum
Implement clustercommunication programmes
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 4: Communications
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
38
Strategic Objectives
Media Liaison
Improving communicationof government's integratedinitiatives to create a betterlife for all through the newsmedia
MeasurableObjective/Output
Proactive media releases andfactual responses to mediaqueries
Cluster media briefings
Networking structure /system with journalists
Performance Measure
Consistently improvingcoverage of the provincialgovernment in local andnational media
Improved governmentinteraction with media
Performance Indicator
Qualitative and QuantitativeCommunicationEffectiveness Survey Data
Media Feedback
2005/06
Seek ContinuousImprovement
Facilitate effectivefunctioning of structure
Targets2006/07
Seek ContinuousImprovement
Implement and supportprogrammes of structure
2007/08
Seek ContinuousImprovement
Implement and supportprogrammes of structure
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 4: Communications
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
39
GOVERNANCE AND SPECIAL PROGRAMMES TEAM
40
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 5: Governance and Special Programmes
1. OVERVIEW
This programme is responsible for promoting cooperativegovernance across the three spheres of government. Theprogramme consists of the following sub programmes:• Management Support• Urban and Rural development• Youth Support• Intergovernmental relationships• Special Programmes• Traditional Leaders
'Governance & Special Programmes' is responsible for:
• Urban and Rural DevelopmentCoordination of rural and urban initiatives
• Intergovernmental and International RelationsFacilitation and coordination of intergovernmental and international relations
• Traditional Leadership and InstitutionsProvision of administrative and technical support to the institution of Traditional Leaders
• Youth SupportCoordination of youth development programmes
• Special programmesCoordination of gender and disability programmes
2. SITUATION ANALYSIS
The promotion of cooperative governance and the managementof intergovernmental relations are complex processes. It isessentially about how government transacts its business in amanner that optimises the delivery of service inter and intragovernmental relations. It is these relationships that theProgramme manages as part of providing support to the Premierand the Director General.
3.CONSTRAINTS AND MEASURES TOOVERCOME THEM
• Lack of understanding of the role of NWPCC, its objectives and its functioning is addressed through protocol documents and guidelines;
• Inadequate implementation of the Memoranda ofUnderstanding (International) necessitates cascading of the MOU's through the cluster system;
• A slow process of transforming the institution of traditional leadership is addressed by the enactment of traditional leadership and governance legislation;
• Lack of compliance with policies by departments leads to non-delivery on issues related to gender, disability and youth, is addressed by the appointment of special programme focal persons;
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
x = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals Management Urban and Youth Intergovernmental Special Traditional
Support Rural Support Relationships Programmes LeadersDevelopment
(I) People Capacity and Capability x xx xx xx x xx(II) Resource Deployment x xxx x xx x xx(III) Integration and Synergy xxx xxx xx xx x xx(IV) People focused delivery processes (Batho Pele) x xx xx xx xxx xx(V) Measured Economic Growth and Development xx xx - xxx xx x(VI) Rapid information and knowledge management capability x xx - xx - xx
41
Strategic Objectives
Management Support
Creating cooperativegovernance relationshipsbetween traditionalleadership and formalisedgovernment and itsgoverning structures
MeasurableObjective/Output
Integrated RuralDevelopment and UrbanRenewal
Inter GovernmentalRelations (IGR) institutions
Performance Measure
Joint projects successfullyaccomplished
Consensus by stakeholdersthat the IGR institutionserves its purpose
Performance Indicator
Joint Project completion
Satisfaction RatingQuestionnaire
2005/06
Review ISRDP and URPFora
Communication strategyachieving a common under-standing of ISRDP and URP
Assist DPLG to enact IGRlegislation
Implement IGR legislation
Targets2006/07
Promote ISRP and URPprinciples in 3 spheres ofgovernment
Develop and implementadvocacy strategy
Capacitate LocalMunicipalities and otheragencies on the legislation
2007/08
Assist national to undertakea study on nature of povertyand unemployment in thenodes
Monitor and evaluateperformance of IGRstructures
Continue with capacitationof stakeholders
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 5: Governance and Special Programmes
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
42
Strategic Objectives
Youth Support
Providing coordinated andintegrated youthdevelopment
IntergovernmentalRelationships,International Relationsand Protocol
Institutionalising the systemof intergovernmentalrelations/governance
MeasurableObjective/Output
An inter -departmentalcommittee on Youth Affairs
Youth Development Strategy Inter governmental forum onYouth Affairs
North West Youth Profile
Functional IGR institutions
Performance Measure
Quarterly reports submittedto ECGA
Compliance andimplementation of theStrategy by differentstakeholders
Consensus by stakeholders
Quarterly updates
Consensus by stakeholdersthat the IGR Institutionachieves its purpose
Performance Indicator
An operational document isadopted by EXCO
The Strategy is adopted byCommission and EXCO
A concept documentadopted by the Commissionand Premier CoordinatingCouncil(PCC)
Targeted Youth Researchproposal adopted by theCommission and EXCO
Satisfaction RatingQuestionnaire
2005/06
Develop and adoptprogramme on streamliningYouth Development
Implement the aspects of thestrategy
Programme adopted
Appoint a Research Team orservice provide.
Programme developed andadopted.
Assist DPLG to enact IGRlegislation
Implement IGR legislation
Targets2006/07
Effective and functionalcommittee on Youth Affairs
Monitor the implementationof the strategy
Operationalise theprogramme withinmunicipalities
Ensure that the first researchreport is completed andtabled before EXCO.
Develop and implementadvocacy strategy
Capacitate LocalMunicipalities and otheragencies on the legislation
2007/08
Youth Developmentexpenditure framework isdeveloped
Implement the supportprogrammes
Align the programme withthat of the InterDepartmental Committee onYouth Affairs
Update the information onthe Youth Profile
Monitor and evaluateperformance of IGRstructures
Continue with capacitationof stakeholders
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 5: Governance and Special Programmes
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
43
Strategic Objectives
IntergovernmentalRelationships,International Relationsand Protocol
Institutionalising the systemof intergovernmentalrelations/governance
Special Programmes
Improving the quality of lifeof marginalised groups andintegrating specialprogrammes
MeasurableObjective/Output
Mutually beneficialrelationships withgovernments and agenciesabroad
Protocol manual
Gender and disabilitystrategies monitoring andreporting
Gender, disability, childrenand elderly units within theDepartments andMunicipalities
Performance Measure
Adherence to SA foreignpolicy
Compliant with ProvincialIR Framework
Adherence to ProvincialProtocol
Monitoring is across allProvincial Departments andCivil Society
Coordinated Civil Society
Quarterly reporting
Recommendations toaddress discrepancies
Facilitation of the process
Development ofpartnerships
Performance Indicator
Memorandums ofUnderstanding betweenParties are in place
Manual applied
Quarterly reports
Functional units
2005/06
Develop strategy to servicerelationships
Draft protocol manual
Research and data collection
Consultation withdepartmental managementcommittees
Targets2006/07
Municipal internationalrelationsframework/guidelinesdeveloped and implemented
Adoption andimplementation
Provincial consultationsummit
Expedite implementation ofgender within departments
2007/08
Monitor and evaluate allexisting MOU's
Adoption andimplementation
Implementation andmonitoring
Implementation, monitoringand evaluation
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 5: Governance and Special Programmes
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
44
Strategic Objectives
Special Programmes
Improving the quality of lifeof marginalised groups andintegrating specialprogrammes
Traditional Leaders
Institutionalising the systemof intergovernmentalrelations/governance
MeasurableObjective/Output
Gender, Disability, Childrenand Elderly AdvocacyProgramme
Traditional leadershipinstitutions
Performance Measure
Quarterly Reports
Constitution, Purpose andObjectives of the establishedinstitutions are realised
Compliance with Provinciallegislation
Performance Indicator
Advocacy Strategy
Feedback on functionality ofrespective institutions
2005/06
Implementation ofAdvocacy Programme
Enact and implementLegislation
Targets2006/07
Implementation ofAdvocacy Programme
Capacitate traditionalleadership and otheragencies on the legislation
Develop and implementadvocacy strategy
2007/08
Implementation ofAdvocacy Programme
Monitor and evaluateperformance of institutions
Continue with buildingcapacity of stakeholders
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 5: Governance and Special Programmes
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
45
POLICY MANAGEMENT TEAM
46
Programme 6: Policy Management
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
x = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals Management Policy and Project Monitoring and Information Research and
Support Planning Management Evaluation Management Population
(I) People Capacity and Capability xx x xxx x x xxx(II) Resource Deployment x xx xxx x x x(III) Integration and Synergy x xxx xxx xxx xx xx(IV) People focused delivery processes (Batho Pele) x xx xxx xxx x x(V) Measured Economic Growth and Development x xx xx x x x(VI) Rapid information and knowledge management capability xx x xxx xxx xxx xxx
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
1. OVERVIEW
This Programme is responsible for coordinating Provincial policyand strategy implementation, and consists of the following Sub-Programmes:
• Management Support• Policy and Planning• Project Management• Monitoring and Evaluation• Information Management• Research and Population
2. SITUATION ANALYSIS
2.1. Demand for servicesCapability of the Province to deliver is dependent on a soundproject and knowledge management culture and system. Thisrequires ongoing proactive monitoring of Provincial policyperformance and continued research to stay ahead of newchallenges and perspectives.
2.2. Key Challenges for 2005/09 that are projected at thisstage:The Province is faced with the continuing challenge of closing thegap between first and second economies by leveraging andintegrating its resources by conducting “business as unusual”. This requires lateral thinking to find innovative ways to acceleratethis process.
Strategic Objectives
Management Support
Providing integrated andcoordinated leadership andsupport
Policy and Planning
Driving service deliveryexcellence by initiating,developing and continuouslyimproving policy frameworksand plans
47
Programme 6: Policy Management
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
MeasurableObjective/Output
Programme activitiescoordinated
Provincial Plan Formulatedand Implemented (PGDS)
IDP's of municipalitiesassessed for alignment withNational and provincialplans and policies
Provincial Policy guidelinesdeveloped and implemented
Departments and SectorPlans assessed for alignmentwith National and provincialplans and policies
Cluster plans assessed foralignment with National andprovincial plans and policies
Sustainable developmentindicators developed
Performance Measure
Effective and consolidatedreporting
Aligned with the ProvincialGrowth and DevelopmentStrategy Framework.Plan reviewed annually
26 Municipal IDPs assessedannually
EXTECH endorsement
12 Depts/sector plansassessed annually
3 cluster plans assessedquarterly
Indicators approved byEXCO
Performance Indicator
Quarterly and annualreporting
EXCO approval
Assessment reports
Availability of guidelines
Assessment reports
Assessment reports
Availability of approvedindicators
2005/06
Quarterly and annualreporting
Plan produced andimplemented (2006 version)
26 Assessment Reports
Policy guidelines produced
12 assessment reportsproduced
12 assessment reportsproduced (3 per qtr)
Indicators developed
Information on indicatorsdisseminated to stakeholders
Targets2006/07
Quarterly and annualreporting
Review plan (2007 version
26 Assessment Reports
Guidelines implemented
13 assessment reportsproduced
12 assessment reportsproduced (3 per qtr)
Establishment of supportingIMS
2007/08
Quarterly and annualreporting
Review plan (2008 version)
26 Assessment Reports
Reviewed guidelines
14 assessment reportsproduced
12 assessment reportsproduced (3 per qtr)
Development of a provincialpolicy framework forsustainable development
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
Strategic Objectives
Project Management
Developing a client focusedand delivery orientedadministration
Monitoring and Evaluation
Developing rapid decisionmaking capability toimprove project delivery
MeasurableObjective/Output
Project Managementapproach institutionalised
Information managementsystem
Coordinated ProvincialDonor Funding
Updated performanceBarometer on socialeconomic and governance
Monitoring and EvaluationPolicy
People Capability andCapacity
People capability andcapacity to monitor andevaluate
Performance Measure
Fully operational across allProvincial departmentswithin 2 years
Project management unitsestablished withinDepartments
Web based system
Populated with reliable dataand utilised
Donor Funding co-ordinatedcentrally
Equitable funding and access
Analysis on performance ofGovernment
Applicable to all NWDepartments
Aligned to National andProvincial mandates,available June 2005
All officials in all NWProvince Departmentsresponsible for M&Ecompetent
Performance Indicator
Compliance to system byway of projects institutionsthat successfully use thesystem
System reports
Fund flow reports
Publication of UpdatedBarometer Report tostakeholders
Adopted by Provincial Exco
M&E Reporting
2005/06
Project preparation,appraisal, funding andimplementation
System prototype
System review and correctivemeasures implemented
Policy developed andapproval by EXCO
Compilation of NWBarometer
Adoption by EXCO
Compilation of M&E Policyand implementation plan
Submission to EXCO forapproval
Skills audit and developmentof manual
Training programme
Implementation
Targets2006/07
10 Provincial Departmentson System
All Provincial Departments
Implementation byProvincial Departments
Review and update of 2004Barometer
Departmental Policy andImplementation workshops
Review and evaluation
2007/08
Municipalities on system
All Municipalities andParastatals
Review and monitor reports
Release of Barometer 2005
Monitor and review policy
Develop capacity andcontinue development
Programme 6: Policy Management
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
48
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
49
Strategic Objectives
Information Management
Accelerating informationgathering and disseminationcapability and capacity forinformed knowledgemanagement
MeasurableObjective/Output
Provincial verifiablestatistical information
Provincial verifiable spatialGIS information
GIS Map standarddeveloped
Office Systems automation
Information disseminatedeffectively
Performance Measure
Statistical reports updatedcontain: source, date,verification /reliabilitystatement accessible to usersvia the networks.
Spatial data contain: source,date, and scale of capture.
Accessible to authorisedusers via the network.
Map standards containsymbols and element types.
Strategy plan approved byOffice of the PremierManagement.
Office automation systemsdeveloped according tobusiness drivers of theDepartment, includesfacilitation of training.
Information (maps andstatistics) released inhardcopy and electronicformats, according to userspecifications
Performance Indicator
Updated statisticalinformation reports
Updated spatial informationcategories
Develop map and GIS datastandard.
Systems implemented orupgraded.
Number of informationreleases.
2005/06
Reports reviewed andupdated
Categories reviewed andupdated
Communication tostakeholders
Implementation strategy andplan
Releases stats (48) ReleasesMaps (36)
Targets2006/07
Reports reviewed andupdated
Categories reviewed andupdated
Review and update
Review and upgrade systems
Releases stats (48) ReleasesMaps (36)
2007/08
Reports reviewed andupdated
Categories reviewed andupdated
Review and update
Review and upgrade systems
Releases stats (48) ReleasesMaps (36)
Programme 6: Policy Management
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
50
Strategic Objectives
Information Management
Accelerating informationgathering and disseminationcapability and capacity forinformed knowledgemanagement
Research and Population
Proactive development ofdata through qualityresearch and populationinformation and analysistrend forecasting for strategicdecision making
MeasurableObjective/Output
Information Website
Research & populationsystems developed andimplemented
Research and populationissues integrated intoplanning and policy
Population policyimplemented and monitored
Research undertaken andcommissioned
Research culture developedand entrenched
Performance Measure
Website designed, developedand information updatedmonthly. Accessible to usersvia the provincial network
Effective systems
Functional frameworksaligned to departmentalimperatives.
Operationalisation of thepolicy by departments
Quality research to informdecision making
Effective policy
Performance Indicator
Website accessible to users
Implementation report
Compliance report
Evaluation report
Reports
EXCO approval of thepolicy
2005/06
Website update and review(12)
Develop framework andsystemEXCO Approval
Develop strategyProgress reportEXCO Approval
Develop evaluation toolEXCO Approval
Reports (8)
Develop policyEXCO Approval
Targets2006/07
Website update and review(12)
Communication andimplementation
Communication andImplementation
Evaluation report (1)
Reports (10)
Policy implementation
2007/08
Website update and review(12)
Monitor and review systems
Compliance report (1)
Evaluation report (1)
Reports (10)
Evaluation report (1)
Programme 6: Policy Management
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
Programme
Provincial Management andAdministration Support
DG SupportPremier SupportExco SupportSecurity ServicesFinance and Administration
TOTAL
1.
1.11.21.31.41.5
Average Annualchange%
-17.2132.59
3.3218.5719.31
14.70
2007/08Target
5 06813 149
2 7342 238
11 168
34 357
2006/07Target
4 74212 251
2 5542 096
10 586
32 230
2005/06Target
4 43811 155
2 4211 9489 369
29 331
Average Annualchange%
5.97-6.24
-27.0253.88
-32.35
10.14
Estimate2004/05 (Base)
5 7379 1902 4871 7668 695
27 875
Actual2003/04
7 3468 4061 9731 3637 104
26 192
Actual2002/03
3 44311 120
1 858266
7 217
23 904
51
RECONCILIATION OF BUDGET WITH PLAN
Programme
Corporate ServicesManagement SupportEmployee Assistance ProgrammeLabour RelationsHR Management and internal HRMHR DevelopmentOrganisational DevelopmentHIV/AIDS
TOTAL
2.2.12.22.32.42.52.62.7
Average Annualchange%
181.9918.6870.3228.25
143.5725.0924.53
94.23
2007/08Target
3 1393 5363 7268 322
36 9342 775
208
58 641
2006/07Target
2 8393 2783 5297 784
36 7732 720
201
57 125
2005/06Target
2 5053 0913 2407 263
34 5712 543
185
53 398
Average Annualchange%
30.11-30.01
-1.956.95
-15.16-59.0832.70
12.44
Estimate2004/05 (Base)
1 0032 7822 0546 074
14 8182 142
159
29 032
Actual2003/04
1 0663 3292 0785 925
16 4502 535
125
31 508
Actual2002/03
3363 9052 1105 379
17 6784 280
89
33 777
The programme, over the past two years, expended on average 96% of its revised budget allocation. It is expected that expenditure patterns should remain constant over the MTEF period due to the recurrentnature of expenditure in the programme.
Average expenditure over the past two years amount to approximately 99% of revised budget allocation. Expenditure should follow the previous years pattern but could be affected by the provincial approachtowards the granting of bursaries inclusive of learnerships.
52
RECONCILIATION OF BUDGET WITH PLAN
Programme
Legal ServicesManagement SupportLegislationLitigationLegal ServicesInvestigations
TOTAL
3.3.13.23.33.43.5
Average Annualchange%
66.3825.6435.40-0.3730.32
31.19
2007/08Target
2 0841 5921 8441 2624 592
11 374
2006/07Target
1 9531 5001 6531 1864 005
10 298
2005/06Target
1 8371 3821 4141 0703 730
9 433
Average Annualchange%
83.09-42.5028.7477.9126.24
32.46
Estimate2004/05 (Base)
1 1771 1871 2091 1773 153
7 903
Actual2003/04
8201 394
789606304.3
6 652
Actual2002/03
-4221 989
934-86
1 608
4 023
Programme
CommunicationsManagement SupportCorporate CommunicationsCommunity LiaisonMedia Liaison
Total
4.4.14.24.34.4
Average Annualchange%
106.7419.7461.7240.62
47.31
2007/08Target
2 3156 409
10 6114 538
23 872
2006/07Target
2 0845 5899 9963 952
21 620
2005/06Target
1 8925 274
10 0303 284
20 480
Average Annualchange%
-319.6362.2052.69
1.63
20.92
Estimate2004/05 (Base)
1 0144 8086 3152 791
14 928
Actual2003/04
1 3932 5854 2352 320
10 533
Actual2002/03
7 1171 0501 7403 171
13 078
Average expenditure over the past two years amounts to approximately 87% of budgeted funds. Expenditure under this programme is partially dependent on legal actions brought against the provincialadministration. It is, however, envisaged that legal action will not affect planed expenditure substantially.
Average expenditure over the past two years amount to approximately 99% of budget allocation. It is expected that this trend will continue.
53
RECONCILIATION OF BUDGET WITH PLAN
Programme
Governance and SpecialProgrammesManagement SupportUrban and Rural DevelopmentYouth SupportIntergovernmental RelationsSpecial ProgrammesTraditional Leaders
TOTAL
5.5.15.25.35.45.55.6
Average Annualchange%
96.9534.89-6.8549.8313.1735.78
30.58
2007/08Target
3 1681 9996 7024 4756 623
55 800
78 767
2006/07Target
2 9501 8616 4093 900
5 81650 172
71 108
2005/06Target
2 7801 7576 2603 6345 328
45 293
65 053
Average Annualchange%
33.73-208.43-
18.73-36.84
9.46
12.09
Estimate2004/05 (Base)
1 5061 38869322 6725 233
37 136
54 867
Actual2003/04
1 3111 258-2 1686 933
34 376
46 046
Actual2002/03
6857 304
-2 1757 389
32 872
50 425
This programme, over the past two years expended approximately 97% of its revised budget allocation. A substantial increase in expenditure relating to the support granted to Traditional Authorities occurredover the past years and provision has been made for further increase in future years.
Programme
Policy ManagementManagement SupportProject ManagementPolicy and PlanningMonitoring and EvaluationInformation ManagementResearch and Population
TOTAL
6.6.16.26.36.46.56.6
Average Annualchange%
-27.0927.3027.93
-51.6640.9827.02
10.62
2007/08Target
1 5073 9425 2151 5253 4706 594
22 252
2006/07Target
1 4083 8554 9411 4363 2495 852
20 740
2005/06Target
1 3133 5914 6621 4393 2584 688
18 952
Average Annualchange%
38.4419.5815.7576.1933.1779.76
46.16
Estimate2004/05 (Base)
1 9332 9823 8613 0342 3594 496
18 665
Actual2003/04
1 5542 9604 652
7771 8231 335
13 101
Actual2002/03
8261 8361 854
6681 330
485
6 999
Average expenditure amount to approximately 82% of budgeted funds. The seemingly low expenditure ratio was as a result of technical problems encountered in the commissioning of a number of projects inpast years. It is, however, expected that this trend will not continue.
Source of funding
Voted by Legislature
Departmental revenue
TOTAL
Actual 2002/03
131 469
557
132 206
54
OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING
Actual 2003/04
133 766
266
134 032
Estimates 2004/05 R’000
152 750
520
153 270
Budget 2005/06 R’000
196 118
530
196 648
Target 2006/07 R’000
212 392
730
213 122
Target 2007/08 R’000
228 433
830
229 263
Revenue item
Bursary and Study Loan Repayments
Estimated actual 2004/05 R’000
520
MTEF 2005/06 R’000
530
MTEF 2006/07 R’000
730
MTEF 2007/08 R’000
830
SUMMARY OF REVENUE
The following sources of funding are used for the vote
DEPARTMENTAL REVENUE COLLECTION
The Department does not operate in a revenue-generating environment and estimated revenue collections are based on sundry income receivable fromrepayments of study loans and bursaries granted in previous years.
CONDITIONAL GRANTS
The department does not receive or administer any conditionalgrants.
DONOR FUNDING
No projects, which require donor funding has been implementedin the past. No such programmes are planned for the future.
INTER-DEPARTMENTAL LINKAGES
The Office coordinates cross cutting provincial Governance, Socialand Economic activities through the Director General aschairperson of EXTECH
LOCAL GOVERNMENT LINKAGES
The Office is responsible for the co-ordination of intergovernmental relations between national, provincial and localgovernment. The Office is responsible for the implementation ofthe Bophuthatswana Traditional Authorities Act 23 of 1978 andalso various acts relating to the Remuneration of the House ofTraditional Leaders for the North West Province.
55
OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING
PUBLIC ENTITIES
The following public entities resort under the Office.
PUBLIC-PRIVATE PARTNERSHIPS
No private public partnership agreements entered into by the Office.
FINANCIAL MANAGEMENT
(i) Strategies to address audit queries- Finalisation, in consultation with the Provincial Accountant General, of the assets register system on the provincial management information system.- The re-defining of the responsibilities of the bursary section staff and re-categorisation of the different classes of bursary to enable improved administration over bursaries granted.
(ii) Implementation of PFMAThe following action plan has been implemented to strengthen the department's ability to comply with the PFMA.
Phase one: All accounting staff who do not have a formal accounting related qualification will participate in the provincial financial management course.
Phase two: All senior management members and all staff responsible for provisioning and procurement will attend the provincial government supply chain management training.
Phase three: Analysis of audit reports to identify areas of improvement and arranging of corrective action including relevant training when necessary.
Dr MM Bakane-TuoaneAccounting Officer
March 2005
Public Entity
Northwest Youth Development Trust
Main Purpose of Entity
Assist students financially
MTEF 2005/06 R’000
500
MTEF 2006/07 R’000
500
MTEF 2007/08 R’000
500
DG Support
Providing integratedand co-ordinatedgovernance
Effective strategicleadership
Coordinated andintegrated governmentservices
Strengthened co-operative governancewithin three spheres ofgovernment, as well asinternationally
Delivery on strategicplan
Opinionated feedbackon coordination andintegration
Functional IGRstructures
Achievement rate ofstrategic objectives
Leadership competenceassessed against genericcore SMS managementcriteria and standards
Internal survey question-naire
Improved integratedplanning and deliverysurvey feedback
PerformanceEvaluations completed
Submission of non-financial report toLegislature
Preparation ofDepartmental ServiceDelivery ImprovementPlan.
Discussion with BudgetPortfolio Committee.
Presentation of 2005/06Budget to Legislature
Preparation ofProvincial inputs andattendance of allscheduled FOSAD &PCC, G & A meetings.
Submission of Reportson all National Forameetings attended.
Provision of StrategicLeadership, Preparationof Agenda iro of ActionLists and Chairing ofInternal meetings:
• Bi-weekly EXTECHmeetings
• Bi-weekly ExecutiveManagement meetings.
• Quarterly NWPCCmeetings
PerformanceEvaluations completed
Submission of DraftStrategic plan
Submission of non-financial report toLegislature
Table Annual Report inLegislature
Preparation ofProvincial inputs andattendance of allscheduled FOSAD &PCC, G & A meetings.
Submission of Reportson all National Forameetings attended.
Provision of StrategicLeadership, Preparationof Agenda iro of ActionLists and Chairing ofInternal meetings:
• Bi-weekly EXTECHmeetings
• Bi-weekly ExecutiveManagement meetings.
• Quarterly NWPCCmeetings
PerformanceEvaluations completed
Conduct DepartmentalStrategic Workshop
Submission of non-financial report toLegislature
Preparation ofProvincial inputs andattendance of allscheduled FOSAD &PCC, G & A meetings.
Submission of Reportssubmitted on allNational Fora meetingsattended.
Provision of StrategicLeadership, Preparationof Agenda iro of ActionLists and Chairing ofInternal meetings:
• Bi-weekly EXTECHmeetings
• Bi-weekly ExecutiveManagement meetings.
• Quarterly NWPCCmeetings
PerformanceEvaluations completed
Submission of non-financial report toLegislature
Table Strategic Plan inLegislature
Evaluation ofDepartmental ServiceDelivery ImprovementPlan
Co-ordination of inputsand preparation ofDepartmental BudgetSpeech (2006/07)
Preparation ofProvincial inputs andattendance of allscheduled FOSAD &PCC, G & A meetings.
Submission of Reportson all National Forameetings attended.
Provision of StrategicLeadership, Preparationof Agenda iro of ActionLists and Chairing ofInternal meetings:
• Bi-weekly EXTECHmeetings
• Bi-weekly ExecutiveManagement meetings.
• Quarterly NWPCCmeetings
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 1: Provincial Management and Administration Support
56
Premier Support
Enhancing thecapability of thePremier to executeher mandate
Exco Support
Providing integratedand coordinatedsecretarial andadministration supportto governancestructures withinthe cluster system
Premier's monthlyprogramme
Administrative supportto the ExecutiveAuthority
Improved linkages withthe Legislature and thepeople and improvedunderstanding ofpolitical mandate byconstituents
Improved internal com-munication success rate
Improved provincialgovernance informationdissemination
Improved co-ordinationbetween departmentsand other stakeholders(e.g.: parastatals) throughcluster system support
Implementation ofresolutions of EXCOand EXTECHstructures monitoredduring implementation
100% satisfaction rating
Measured improvementyear on year
360 degree communica-tion capability, bothinternal to the ProvincialAdministration and toexternal stakeholders
Full compliance withprocedural manualprescripts
Satisfaction ratingindicating the extent towhich Premier logisticsenables the Office toexecute its responsibili-ties
Quantitative selectsample surveys:beginning and endof year
Yearly CommunicationAudits
Client SurveySatisfaction Ratings
Updating Premier'sprogramme on amonthly basis
Provide continuousadministrative supportto the Premier
Schedule meetings withLegislature.
Schedule Road shows,Imbizo's with stake-holders
Distribution andcollection of surveyquestionnaires
Convene support staffForum meetings topromote coordinationbetween Directorateoffices at MEC's andHod's
Provide secretarialand committee supportto EXCO & clusterstructures
Updating Premier'sprogramme on a month-ly basis. Identifyingproblem areas & findingsolutions
Provide continuousadministrative supportto the Premier
Implementation ofscheduled meetings,Roadshows and Imbizo's
Evaluate and implementcorrective measures
Convene support staffForum meetings topromote coordinationbetween Directorateoffices at MEC's andHod's
Provide secretarialand committee supportto EXCO & clusterstructures
Updating Premier'sprogramme on a month-ly basis and improvingthereon
Provide continuousadministrative supportto the Premier
Evaluate & addressissues that requireaction/ intervention.
Continue process ofinteraction /contactwith stakeholders
Monitor and intervenewhere necessary
Draft & distributeannual meeting schedulefor 2006
Convene support staffForum meetings topromote coordinationbetween Directorateoffices at MEC's andHod's
Provide secretarialand committee supportto EXCO & clusterstructures
Compile resolution bookof all EXCO resolutionstaken in year
Preparation of Premier'sAnnual MasterProgramme
Provide continuousadministrative supportto the Premier
Monitor & evaluateprogress, obtainfeedback
Ongoing monitoringand evaluation process
Convene support staffForum meetings topromote coordinationbetween Directorateoffices at MEC's andHod's
Provide secretarialand committee supportto EXCO & clusterstructures
Distribute resolutionbook to MEC's andHOD's
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 1: Provincial Management and Administration Support
57
Security Services
Improving coordinatedProvincial SecuritySystems
Finance andadministration
Improved supportservice and informationsharing
Integrated provincialsecurity strategy
Deepened RiskManagement Services
Improved MISScompliance
Improved FinancialManagement Practices,in the form of:
Enhanced informationsharing/management
Informative and “guid-ing” financial reporting
Integrated supply chainmanagement
Realistic budgeting
Asset management
Systems and processimprovements
Compliance withNational SecurityStrategy Guidelines
Compliance with PublicService Anti-corruptionRequirements
MISS Complianceregulations
Full Compliance toPFMA, Treasury andDepartmentalRegulations
Compliance withGenerally RecognisedAccounting Practice
Breaches of security Client feedback
Security risk analysis
Success Rate ofAnti-corruptionMeasures takenMISS ComplianceStandards
Internal and externalaudit reports
Conduct the securityAudits Analysis
Present the securityawareness programmethroughout ProvincialDepartment
Establish theAnti-Corruption co-ordinating committee
Revise the Guidelinesand Security Standards
Prepare and evaluatemonthly financialreports
Submission of 2005Annual FinancialStatements to AuditorGeneral
Conduct Supply ChainManagement Training
Implementation of theSecurity Audits Analysisrecommendations
Present the securityawareness programmethroughout ProvincialDepartment
Evaluate & update theDepartmental Fraud &Prevention Plan
Approval of the RevisedGuidelines and SecurityStandards
Submission of Draft2006/07 MTEF toTreasury
Prepare and evaluatemonthly financialreports
Implement SupplyChain ManagementSystem
Continue implementa-tion monitor success rate
Present the securityawareness programmethroughout ProvincialDepartment
Approval of the updatedFraud Prevention Plan
Implementation andevaluate the success rate
Submission of 2005/06adjustments estimates toTreasury
Prepare and evaluatemonthly financialreports
Monitor and evaluateprogress
Monitor evaluate
Present the securityawareness programmethroughout ProvincialDepartment
Implementation andevaluation
Continue monitoring
Submission of Final2006/07 MTEF toTreasury
Prepare and evaluatemonthly financialreports
Monitor and evaluateprogress
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 1: Provincial Management and Administration Support
58
ManagementSupport
Providing integratedand coordinatedgovernance
EmployeeAssistanceProgramme
Enhancing the Qualityof Life of employees toImprove OrganisationalPerformance andCompetitiveness
Effective StrategicLeadership
Employee AssistancePolicy Reviewed
Functional andSustained EmployeeAssistance Programme
Consultancy service tomanagers acrossdepartments
Specific ProvincialEmployee AssistanceWorkplace Programmes
ConstructiveRelationships with KeyPartners in and outsideGovernment, Identifiedand Maintained
Employee AssistanceCommunicationProgramme
Optimal delivery onstrategic plan
Delivery on strategicplan
Policy is Aligned withNational Best Practice
Improved Productivityfrom Beneficiaries
Extent to which Consult-ations are successfullyImplemented
Introduction of SpecificProgrammes such asHIV/AIDS, OHS
Value AddingPartnerships with KeyStakeholders
Increased Level ofSupport and Commi-tment by Departmentsand Stakeholders onEmployee AssistanceProgrammes
Alignment with NationalBest Practice
Alignment with NationalBest Practice
Develop and PilotImpact MeasurementTool to Assess Effects ofthe Programme
Management ProgressReports
Specific Feedback fromRecipients and theirLine Managers
The Number ofConstructivePartnerships with KeyStakeholders
Extent of Commitmentand SupportImprovement Year onYear
PerformanceEvaluations completed
Market EAP andSubstance ManagementPolicies to Departmentsthrough Road Shows
Develop Provincial HIVand AIDS workplacepolicy
Conduct full scale surveyCompile report
Identify key partners
Establish contact anddefine terms of reference
Research and developadvocacy programme
Consult programme
Commemorate HIV andAIDS Candle LightMemorial
Departmental visits
Support and Monitor
Process linked to outputtwo
PerformanceEvaluations completed
Ensure that departmentsdevelop and align EAPand SubstanceManagement Policies
Consult policy withstakeholders
Develop service deliveryimprovement plan
Maintain and sustainpartnerships
Implement advocacyprogramme
Commemorate EAPWellness Day
Maintain
Process linked to outputtwo
PerformanceEvaluations completed
Monitor and ensurecompliance
Market approved policy
Monitor and ensurecompliance
Maintain and sustainpartnerships
Implement advocacyprogramme
Commemorate WorldAids Day
Maintain
Develop EAP & HIVWorkplace Strategies
PerformanceEvaluations completed
Monitor and ensurecompliance
Ensure that depart-ments develop andalign HIV and AIDSPolicies
Monitor and ensurecompliance
Evaluate the impact ofpartnerships
Assess impact
Assess Impact
Market strategies
Ensure alignment andimplementation
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 2: Corporate Support Services
59
Labour Relations
Achieving consistentlyproductive employmentrelationships in theworkplace.
HR Managementand internal HRM
Integration of manage-ment systems foeffective qualitativeand quantitative humanresource decisionmaking
Functional ProvincialBargaining
Representation inNational BargainingStructures
Monitoring andEvaluation
Capacity Building inLine ManagementResponsibility forManaging LabourRelations
The Persal Systemcompetently operational
The Provincial MedicalBoard Fully Functional
Updated personnel data
Effective ProvincialBargaining Chambers
North West Provinceinterests served in theBargaining Council
Valid and Reliable IROrganisational ClimateData with clearindicators for improve-ment initiatives
Line ManagementCompetence in LabourRelations ManagementResponsibilities
Data on the PersalSystem 'cleaned up' by2006.
Applications for earlyretirement due to illhealth from allProvincial Departmentsprocessed monthly.
Accurate data
Quarterly reports
Report on Status ofNegotiations
Organisational ClimateSurvey Reports
Line ManagementCompetency Assessment
Audit and analysis Persalexceptions reports.
Monthly statisticalanalysis of applicationsapproved, declined anddeferred
Persal print-out verifiedand amended
Coordinate policies forcollective bargainingpurposes
Effective participation
Develop appropriatetools for the organisa-tional climate survey
Competency NeedsAssessment
Adopt the PERSALclean-up plan for thefinancial year 2005/6and monitor thecleaning-up process.
Schedule sittings of theProvincial Medical Board for the quarter.Print- out verified andamended
Commence collectivebargaining
Continue participation
Commence organisa-tional climate survey
Finalise trainingprogramme
Monitor the PERSALcleaning-up process.
Schedule sittings of theProvincial MedicalBoard for this quarter.
Print- out verified andamended
Continue collectivebargaining
Continue participation
Collate survey reports
Roll-out training Continue with training
Develop the 6 monthsprogress report on thePERSAL Cleaning-upprocess.
Schedule sittings of theProvincial MedicalBoard for this quarter.
Print- out verified andamended
Conclude Collective
Agreement orconsultation
Continue participation
Analyse reportsComplete trainingsessions
Monitor the PERSALcleaning-up process.
Schedule sittings of theProvincial MedicalBoard for this quarter.
Print- out verified andamended
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
60
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 2: Corporate Support Services
HR Managementand internal HRM
Integration of manage-ment systems foreffective qualitative andquantitative humanresource decisionmaking
Provincial HR PoliciesDeveloped,Implemented,Monitored andEvaluated
Employment Equity(EE) Plans in place andfunctional.
EE Plan implemented
Department -specificHR policies developedand implemented
PerformanceManagement System inplace and functiona
PerformanceManagement Systemimplemented
Competent Council andAdvice in HR relatedmatters
Advice on HR policiesand practices provided
Compliance with Policy,without exception
Compliance with EEPlan
EE Plan implemented
Compliance with Policy,without exception
PerformanceManagement Systemimplemented at all levelsby April 2006.
PerformanceManagement imple-mented and monitored
Advice is accepted andimplemented
Advice on HR policiesand practices provided
Six-monthly AuditReports
EE Audit Reports
EE Plan implemented
Quarterly evaluationreports
PerformanceManagement TrackingReports.
Performance agree-ments/work planscompleted within thefirst quarter
Performance assessmentcompleted by 30th June
Bi-Annual StructuredQualitative and Quanti-tative Feedback onAcceptance and Effective-ness of Advice given
All staff fully aware ofpolicies and complianceensured throughcirculars and electroniccommunication
Conduct a survey on theextent of implementa-tion of some approvedProvincial HumanResource policies.
Audit availability andanalyze the contents ofEmployment EquityPlans from all ProvincialDepartments.
Monitor implementationand compile evaluationreport for submission tothe Director-General
Evaluate the extent ofimplementation of theapproved ProvincialPMDS policy.
Monitor the submissionof performance agree-ments/workplans
Provide expert advice onHR related matters.
Provide expert advice onHR related matters.
Review/updateapproved ProvincialHuman Resourcepolicies based on thesurvey results.
Introduce interventionsbased on theEmployment Equityanalysis report.
EEA2 and EEA4 reportssubmitted to EEregister
Monitor implementationand compile evaluationreport for submission tothe Director-General
Evaluate the extent ofimplementation andcompliance with theapproved ProvincialPerformanceManagement andDevelopment System(PMDS) policy.
Monitor the submissionof performance agree-ments/workplans
Provide expert advice onHR related matters.
Provide expert advice onHR related matters.
Develop the 6 monthsprogress report oncompliance with theapproved Provincial HRpolicies.
Develop the 6 monthsprogress report on theimplementation of theEmployment EquityPlans.
Evaluation report com-piled and submitted tothe Accounting officer
Monitor implementationand compile evaluationreport for submission tothe Director-General
Develop the 6 monthsprogress report on theimplementation of thePMDS policy.
Monitor the submissionof performance agree-ments/workplans
Provide expert advice onHR related matters.
Provide expert advice onHR related matters.
Review/updateapproved Provincial HRpolices based on thesurvey results.
Monitor the implemen-tation of theEmployment EquityPlans of all ProvincialDepartments.
Implementation plan-revised and distributed
Monitor implementationand compile evaluationreport for submission tothe Director-General
Monitor the implemen-tation of the approvedPMDS policy.
Monitor the submissionof performance agree-ments/workplans
Provide expert adviceon HR related matters.
Provide expert adviceon HR related matters.
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 2: Corporate Support Services
61
HR Managementand internal HRM
Integration of manage-ment systems foeffective qualitative
and quantitative humanresource decisionmaking
HR Development
Enhancing peoplecapability and capacityto achieve serviceexcellence
Human Resource (HR)Plans in place andfunctional.
HR Plan implementedand Monitored
Provincial StaffRetention Policy Guidedeveloped and imple-mented
Provincial StaffRetention policy guideimplemented
A Provincial HRDevelopment Systemand Process which closesCritical Skills Gapsidentified in theProvince
Public Service TrainingAcademy Established
Compliance with HRPlan
Compliance with HRPlan
Compliance with thepolicy guide
Compliance with thepolicy guide
Critical Skills GapsClosed, ensuring thatPeople Capability andCapacity is built aheadof demand
An AccreditedInstitution which meetsthe Training andDevelopment needs ofthe Province
HR Plan Audit Reports
Persal Reports
Six-monthly Auditreports
Persal reports
Skills Gap Analyses and'People Balance Sheet'Indicators
Workplace Skills Plansand Reporting
Accreditation Awarded
Extent to which CriticalSkills Needs are CateredFor
Audit availability andanalyze the contents ofHR Plans from allProvincial Departments.
Audit availability andanalyse the contents ofHR Plans
Develop the ProvincialStaff Retention PolicyGuide.
Establish and maintainskills developmentstructures and systems.
Review skills develop-ment policies, processesand procedures
Research on growth anddevelopment of skillsneeds
Introduce interventionsbased on the HRanalysis report.
Implement interventionbased on the HRanalysis report
Ensure implementationof the Provincial StaffRetention Policy Guide.
Implement Provincialstaff retention policyguide
Coordinate and facilitateskills development initia-tives and interventions.
Marketing of HumanResource DevelopmentServices in the Province
Benchmark of PublicService and other sectorAcademies
Develop the 6 monthsprogress report on theimplementation of theHR Plans.
Progress report on theimplementation of theHR Plans
Evaluate the extent ofimplementation andcompliance with theProvincial StaffRetention Policy Guide.
Develop the 6 monthsprogress report on theimplementation of theProvincial StaffRetention Guide.
Analyze persal report
Development of theProvincial HRDStrategy.
Review, monitor andevaluate skills develop-ment initiatives andintervention
Develop a proposal onthe establishment of aPublic Service Academyin the Province forEXCO approval
Monitor the implemen-tation of the HR Plansof all ProvincialDepartments.
Monitor the implemen-tation of the HR Plan
Review and update theProvincial StaffRetention Policy Guide.
Review and update thepolicy guide
Monitoring andevaluation of skillsdevelopment initiativesand interventions.
Finalise the develop-ment of the ProvincialHRD Strategy.
Annual report onskills developmentinterventions
Consult with stake-holder in preparationfor the establishment ofa Provincial PublicService TrainingAcademy
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 2: Corporate Support Services
62
OrganisationalDevelopment
Driving organisationalchange and continuousimprovement initiatives
Maintenance of the JobEvaluation Process
OrganisationalArchitecture Design forOrganisationEffectiveness
Tracking and Feedbackof Batho Pele.Implementation acrossall Sectors in theProvince
All Jobs EvaluatedJob Grading Updatedand Reviewed every 2years, on a rolling basis
Functional and EffectiveOrganisation Design inaccordance withGovernment RegulatoryFramework
ComprehensiveReporting againstNational Directivescontaining Successes,Failures andRecommendations
Job Grading Schedulesand Exception Reports
OrganisationalEffectiveness Surveys
Batho Pele Reportingagainst Qualitative andQuantitative Data gather-ed across all Sectors
Policy revision to ensurethat job grading andevaluation is alignedwith best practise
Align departments toplan and implementorganisational effective-ness surveys and audits
Develop ReportingMethodology andStructureDesign to implementBatho Pele
Consultation andpartnerships withProvincial departmentsto ensure uniform imple-mentation of policies.
Consultation to ensurere-designing ofstructures and processesaccording to auditresults and regulatoryframework
Consultation andinteraction to obtainbuy in from stakeholders
Implement operationalprocesses and capacitat-ing participants
Implementation,evaluation and redress
Coordination of roll outplan for Batho Pele andworkshops to introducereporting process
Measure and reportingon compliance regard-ing job grading andevaluation practices inthe Province
Reporting, review andmeasure compliance.
Ensure compliance toNational guidelines andReport at FinancialYear End.
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 2: Corporate Support Services
63
ManagementSupport
Maintaining a legalinformation andknowledge manage-ment database
Legislation
Developing a compre-hensive and enablinglegislative framework
Updated litigation,legislative, opinion andmisconduct database
Effective legislativedrafting support service
Fully automated litigation, legislative,opinion and misconductdatabase
North West Legislativedrafting manual
Amendment of theNorth West Law makingprocess outline
Finalise LegislativeReview recommend-ations
Assist Departments withamendments and repealsof Acts
Certification andsupport in legislativedrafting
Review and update ofProvincial ordinancesand regulations
Reliable decision makingcapability
An informative draftingmanual with norms andstandards
A Law making processoutline which is in linewith Legislature Rulesand EXCO guidelines
All old order legislationamended to beConstitutionallycompliant
DepartmentalLegislative frameworkwhich is in line with theConstitution andNational Legislation
Certified Bills andsupport with draftingand presentation atrelevant bodies forconsideration
Constitutionally compli-ant Ordinances andRegulations
Performance evaluations
Develop specification forMaster Plan Server(MSP)
Finalisation ofLegislative draftingmanual
Amend the North WestLaw making processoutline
Facilitate the tablingbefore Cluster comm.And EXCO all certifiedBills of the Legislativereview
Identify and assist withamendments and repealsof Acts
Certify bills and supportall Committees whenBill is considered
Review of ProvincialOrdinances andregulations
Performance evaluations
Develop Master PlanServer (MSP)
Circulate draft legislativedrafting manual forinput from stakeholders
Circulate amendedNorth West Law makingprocess outline for inputfrom stakeholders
Facilitate the tablingbefore Legislature of allcertified Bills of theLegislative review
Assist Departments withamendments or repealsof newly identifiedneeds on such legislation
Certify bills and supportall Committees whenBill is considered
Review of Provincialordinances andregulations
Performance evaluations
System installation andtesting
Table draft legislativeManual before LegalAdvisors forum forinputs
Table North West Lawmaking process outlinebefore Legal Advisorsforum for inputs
Facilitate the finalisationof all Bills tabled beforethe Legislature
Facilitate the tablingbefore Cluster comm.and EXCO all certifiedBills
Certify bills and supportall Committees whenBill is considered
Table report beforeEXTECH and EXCOfor noting and approvalof programme of action
Performanceevaluations
Data capturing andautomation
Table Legislativedrafting manual beforeECGA and EXCO forapproval
Table North West Lawmaking process outlinebefore EXTECH andEXCO for approval
Facilitate assessmentand publication of Actspassed by Legislature
Facilitate the tablingbefore Legislature of allcertified Bills
Certifybills and supportall Committees whenBill is considered
Draft or assistDepartments with theimplementation ofrecommendations ofOrdinance andRegulations review
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
64
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 3: Legal Services
Litigation
Maintaining a litigationmanagement supportsystem that ensuresequity and fairness toall
Legal Services
Providing an informa-tive and enablingcontract managementand opinions
Investigations
Maintaining anenabling misconductmanagement process,system and service
Comprehensivelitigation managementsupport system
Adequately researchedcontracts and opinions
Layman's guide onpublic service laws
Competent investigatingand presiding officers
Litigation managementpolicy fully implemented
Informative andeducative legal opinionsand contract manage-ment support
A guide to all PublicServants in the NorthWest of the relevantprescripts
A pool of competentpresiding officers
Uniform standardsand consistent sanctionsfor similar acts ofmisconduct
Legally compliantlitigation process
Adequately researchedopinions that providereliable decision makingcapacity
A set of guidelines ofthe applicable PublicService Laws
Trained presidingofficers
A set of norms andstandards for conductingDC hearings
Amend litigation policyto incorporatecomments fromDepartments
Readily available supportfor opinions andcontract management
Develop a layman'sguide to Public ServiceLaws
Develop a pool ofpresiding officers
Develop a set of guide-lines for specific acts ofmisconduct
Circulate amendedlitigation policy for inputfrom stakeholders
Readily available supportfor opinions andcontract management
Circulate layman's guideto Public Service Lawsfor input from stake-holders
Identify training anddevelop a training pro-gramme for presidingofficers
Circulate guidelines forinput from stakeholders
Table amendedlitigation policy beforeLegal Advisors forumfor inputs
Readily available supportfor opinions andcontract management
Table layman's guide toPublic Service Lawsbefore Legal Advisorsforum for inputs
Conduct a trainingworkshop for presidingofficers
Table guidelines beforethe Legal Advisor'sforum for inputs
Table amendedlitigation policy beforeEXCO for approval
Readily available supportfor opinions and con-tract management
Table layman's guide toPublic Service Lawsbefore EXTECH andEXCO for approval
Implementation andevaluation of presidingofficers work
Table guidelines beforeEXTECH and EXCOfor approval
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 3: Legal Services
65
ManagementSupport
Developing anIntegrated and Co-ordinated GovernmentCommunication System
CorporateCommunications
Communicatinggovernment's integratedinitiatives to create abetter life for allthrough publications
Effective strategicLeadership
Develop ProvincialCommunicationStrategy
Communicate EXCOdecisions and policypositions
Communication Bookleton Government Policyand StrategicFramework
Input into the AnnualProvincialCommunicationStrategy
Governmentpublications
Editorial policy guide-lines for all governmentpublications
Policy guidelines oncorporate identity/branding
Delivery on strategicplan
ProvincialCommunicationStrategy approved byEXCO
Media statements andarticles
User Friendly Source ofInformation for Use intraining
Input constituting partof the overall provincialcommunication strategy
Consistent communica-tion of progress madeby provincial govern-ment and enhancedappreciation of govern-ment programmes
Guidelines clear andunambiguous
Guidelines Clear andUnambiguous
Achievement rate ofstrategic objective
Consistency with GCISstrategic framework asper GCIS assessmentreport
Statements and articlespublishes / aired inmedia
GovernmentCommunicators able toapply understanding ofPolicy and StrategicFramework
Qualitative andQuantitativeCommunicationEffectiveness SurveyData
Qualitative andQuantitativeCommunicationEffectiveness SurveyData
Consistency in terms ofcontent approach andfocus
Consistency in terms ofcorporate identity/branding
Performance evaluationscompleted
Internal quarterlyperformance reviewworkshop
Draft produced andapproved by EXCO
Bi-weekly statements
Booklet produced
Draft produced andapproved by EXCO
Produce 3 editions ofNW Mirror
Draft & FinaliseEditorial policy guide-lines
Obtain EXCO approvalfor policy guidelines by
Performance evaluationscompleted
Internal quarterlyperformance reviewworkshop
Workshops and presen-tations to stakeholders
Implementation
Bi-weekly statements
Distribute to communi-cators and relevantstakeholders
Workshops and trainingfor communicators
Workshops and presen-tations to stakeholders
Implementation
Produce 3 editions ofNW Mirror
Produce one internalpublication
Adopt, popularize &implement Policyguidelines
Communicate andimplement policyguidelines
Performance evaluationscompleted
Internal quarterly per-formance review work-shop
Implement and monitorimplementation
Bi-weekly statements
Workshops and trainingfor communicators
Implement and monitorimplementationProduce 3 editions ofNW Mirror
Produce one internalpublication
Monitor & evaluateadherence to adoptedPolicy guidelines
Implementation ofpolicy guidelines
Performance evaluationscompleted
Internal quarterlyperformance reviewworkshop
Evaluate and monitorimplementation andeffectiveness strategy
Bi-weekly statements
Workshops and trainingfor communicators
Evaluate and monitorimplementation andeffectiveness strategy
Produce 3 editions ofNW Mirror
Produce one internalpublication
Ensure compliance topolicy requirements andstandards by Depts
Monitor and implementguidelines
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 4: Communications
66
CorporateCommunications
Communicating govern-ment's integratedinitiatives to create abetter life for allthrough publications
Community Liaison
Communicating govern-ment's integratedinitiatives to create abetter life for allthrough directinteraction with thecommunity
Internal communicationprogramme
Facilitation of MunicipalCommunicationStructures
Co-ordination ofGovernment events andcommunity liaison
Annual calendar ofgovernment events
Inputs into theProvincialCommunicationStrategy made
Provincial Eventseffectively co-ordinated
Government's outreachprogramme (NationalImbizo Focus Week andRoving EXCO pro-grammes implemented)
Improved internalcommunication
FrameworkEstablishment andTechnical Support
Framework approved byEXCO
Calendar approved byEXCO
Inputs into theProvincialCommunicationStrategy made
80% and more satisfac-tion by rating recipients
Key issues arisingfrom these interactionsidentified
CommunicationEffectiveness Survey
“Client” SatisfactionReportingCommunity Feedback
Acceptance byGovernment and theCommunity
Inputs accepted andapplied
Evaluation reports
Qualitative andQuantitativeCommunication Effectiveness SurveyData
August 2005;
Establish internalcommunication unit
Convene consultativemeetings in two DistrictMunicipalities
Submission of draftframework to EXCOCalendar approved byEXCO
Convene Districtmeetings for Municipalinputs
Co-ordinate Freedomday Youth Day activities
Co-ordinate AprilImbizo Focus Week
Organise Roving Excomeetings as per EXCOschedule
Develop internal com-munication programme
Convene consultativemeetings in ThreeDistrict Municipalities
Consultative workshopswith Two DistrictMunicipalities
Communicate calendarto District Municipalities
Ensure alignment ofMunicipal plans with thecalendar
Popularize strategy inMunicipalities
Co-ordinate Women'sDay and Heritage Dayactivities
Make submissions toEXCO on preparationsand co-ordination of theOctober Roving Exco
Organise Roving Excomeetings as per EXCOschedule
Implementation ofinternal communicationprogramme
Provincial Workshopwith SALGA and GCIS
Consultative workshopswith Three DistrictMunicipalities
Ensure implementationand adherence
Assist Municipalities todraft strategies
Co-ordinateInternational Day forpeople with Disabilities
Co-ordinate the OctoberImbizo
Organise Roving Excomeeting as per EXCOschedule
Implementation andevaluation
Adoption of frameworkby NWPCC
Submission of frame-work to EXCO foradjustments
Ensure implementationand adherence
Draft submission ofcalendar for 2006/2007
Evaluation ofMunicipal strategies
Inputs for 2006/2007strategy
Provide support for theco-ordination of Stateof the Nation Addressand State of theProvince Address
Make submissions toEXCO on preparationsand co-ordination ofthe April Roving EXCO
Organise Roving Excomeetings as per EXCOschedule
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 4: Communications
67
Community Liaison
Communicating govern-ment's integratedinitiatives to create abetter life for allthrough directinteraction with thecommunity
Media Liaison
Improving communica-tion of government'sintegrated initiatives tocreate a better life forall through the newsmedia
Develop strategy forroll-out of 2ndGeneration of MPCC'sin the Province
'DevelopmentCommunicationProgramme' implement-ed Distribution ofGovernment Publications
ProvincialCommunicators' Forum
Cluster CommunicationFora
Improved access toGovernment services
Citizens' improvedunderstanding of theopportunities broughtabout by democracy andfreedomGovernment publica-tions reaching all targetgroups within 7 days
Improved co-ordinationin communicating gov-ernment programs
Improved co-ordinationin communicatingcluster programs
Progress reports
Functional MPCC's
Citizens' survey andfeedback dataActual Time MeasuresTaken
Survey FeedbackInformation
Survey FeedbackInformation
Strategy approved byEXCO
Reconstitution ofMPCC governancestructures
Quarterly reportsubmitted to EXCO
Prepare report andattend NISSC meeting
Stakeholders workshopson the President's andPremier's Policy SpeechTender for distributionapproved by accountingofficer
Distribute publicationsas per schedule
Ensure ProvincialCommunicators' Forumis fully functional andoperational
Ensure clustercommunication fora arefully functional andoperational
Service DeliveryResearch report complet-ed for the 1st phase ofthe 2nd Generation ofthe MPCC
Deployment ofCommunityDevelopment Workers
Quarterly reportsubmitted to EXCO
Prepare report andattend NISSC meeting
Convene workshopson Developmentalchallenges in identifiedareas Tender for distri-bution awarded byTender committee/Board
Distribute publicationsas per schedule
Improve attendance andimplement Forums'decisions
Implement clustercommunicationprograms
Establishment ofGovernment structuresin new serviced areas
Assessment ofCommunityDevelopment Workers
Quarterly reportsubmitted to EXCO
Prepare reports andattend NISSC meeting
Convene workshops onpublic participation Monitor and evaluatedistribution of govern-ment publication
Implement programs ofthe forum
Monitor and interveneto ensure effectiveness ofcluster communicationprograms
Convene annualProvincial MPCCassessment workshop
Assessment ofCommunityDevelopment Workers
Quarterly reportsubmitted to EXCO
Prepare reports andattend NISSC meeting
Convene workshops onLocal DemocracyMonitor and evaluatedistribution of govern-ment publication
Evaluate Forumeffectiveness andprepare for forthcomingyear
Evaluate and compileremedial actions for theforth coming year
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
68
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 4: Communications
Media Liaison
Improving communica-tion of government'sintegrated initiatives tocreate a better life forall through the newsmedia
Proactive media releasesand factual responses tomedia queries;
Establish networkingstructure/system
Cluster media briefings
Consistently improvingcoverage of theprovincial governmentin local and nationalmedia
Improved governmentinteraction with media
Consistently improvingcoverage of the provin-cial government in localand national media
Qualitative andQuantitativeCommunicationEffectiveness SurveyData
Media Feedback
Qualitative andQuantitativeCommunicationEffectiveness SurveyData
Forward quality mediastatements/articles atthrice weekly
Develop a medianetworking programme
Develop and ensurequarterly cluster mediabriefings are held
Monitor effectivenessof media statements/articles
Implement and supportnetworking program
Intensify quality ofcluster media briefings
Intensify frequency ofmedia statements/articles
Monitor the impact ofcluster media briefings
Evaluate the impact ofmedia statements/articles and makerecommendations fornext year
Evaluate impact andmake recommendationsfor improvement nextyear
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 4: Communications
69
ManagementSupport
Creating cooperativegovernance relation-ships between tradition-al leadership andformalised governmentand its governingstructures
Urban and RuralDevelopment
Promoting integratedservice delivery
Youth Support
Providing coordinatedand integrated youthdevelopment
Effective Strategicleadership
Integration of RuralDevelopment andUrban Renewalachieved in asustainable.
Established partnershipwith stakeholders in theprivate sector
Stakeholders meetingconvened
Learnership programmeis advertised
Delivery on strategicplan
Joint projects successful-ly accomplished
Successful jointimplementation andfunding of projects
End of April 2005
Advertisement out innewspapers
Achievement rate ofstrategic objectives
Joint Project completion
Joint project completion
A Draft Document isproduced
First group of Learnersrecruited byDepartments
Performance evaluations
Quarterly reportssubmitted to DG
Nodal commitmentRegister developed
ISRDP & URP meetingcoordinated
Technical support toNodal Areas
Service DeliveryCommunityInterventions
Corporate SocialInvestment data basedeveloped
Corporate SocialInvestment Workshopconducted
Draft document isdiscussed by theCommission EXCO
Monitoring of theprogramme
Performance evaluations
Quarterly reportssubmitted to DG
Nodal commitmentRegister developed
ISRDP & URP meetingcoordinated
Technical support toNodal Areas
Service DeliveryCommunityInterventions
Functional ISRDP &URP Nodal Structuresestablished
CommunicationStrategy with CorporateSocial Investmentpartners developed
Stakeholder meetingheld to discuss the draftdocument.
Quarterly reportssubmitted to EXCO
Performance evaluations
Quarterly reportssubmitted to DG
ISRDP & URP meetingcoordinated
Technical support toNodal Areas
Service DeliveryCommunityInterventions
Functional ISRDP &URP Nodal Structuresestablished (Continued)
Corporate SocialInvestment PartnerProjects Data basedeveloped
A submission is made toEXCO
Monthly stakeholdersmeeting
Performance evaluations
Quarterly reportssubmitted to DG
ISRDP & URP meetingcoordinated
Technical support toNodal Areas
Service DeliveryCommunityInterventions
Corporate SocialInvestment Partnershipimpact assessmentreport
Implement and Monitor
Monitoring of theprogramme
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 5: Governance and Special Programmes
70
Youth Support
Providing coordinatedand integrated youthdevelopment
IntergovernmentalRelationships,InternationalRelations andProtocol
Institutionalising thesystem of inter-governmental relations/governance
An inter-departmentalcommittee on YouthAffairs is established
An inter-governmentalforum on Youth Affairsis established
Establish Local YouthUnits
Integrated YouthDevelopment Strategy isproduced
Functional IGRinstitutions established
Regular monthlymeetings
Regular quarterlymeetings
End of August 2005
Monthly Reports
Agreement byParticipants that theIGR Institutions servesits purpose
A draft operationalframework is produced
A guiding document isproduced
Local Youth Units beenestablished in al
Integrated YouthDevelopment Strategy isadopted
Satisfaction RatingQuestionnaire
Submission is made toBROADER EXTECH
Submission is made toNW PCC
Monthly reports submit-ted to Commission
Stakeholders summit isheld
IGR ConstitutiveProtocol adopted byEXCO/ NWPCC
Training on IGRthrough MULTAconducted
Annual Agenda settingprocess adopted
Secretarial support toNWPCC meetingsprovided
Finalise the appointmentof Focal Point Persons
Workshop on thefunctioning of the InterGovernmental Forum
Monthly Reports submit-ted to Commission
Submission to BroaderEXTECH
Advocacy andCapacitation on IGRconducted forMunicipalities
Secretarial supportto NWPCC meetingsprovided
Inter DepartmentalCommittee on YouthAffairs Workshop held
Submit the guidingdocument toCommission EXCO
Monthly reports submit-ted to Commission
Submission to EXCO
Advocacy andCapacitation on IGRconducted (Continued)
IGR legislationImplemented
Secretarial supportto NWPCC meetingsprovided
Operational Frameworkis finalised
Quarterly Meetings
Monthly reports submit-ted to commission
Implementation andMonitoring
IGR legislationImplemented byconducting advocacyand informationsharing for mun.
Secretarial supportto NWPCC meetingsprovided
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 5: Governance and Special Programmes
71
IntergovernmentalRelationships,InternationalRelations andProtocol
Institutionalising thesystem of intergovern-mental relations/governance
Special Programs
Improving the qualityof life of marginalisedgroups and integratingspecial programs
Mutually beneficialrelationships withgovernments andagencies abroad
Develop the provincialprotocol strategy
Resource supportstructures
Effective and efficientGFP and IDCD
EstablishedMunicipalities specialprograms units
Adherence to SAforeign policy
Compliant withProvincial IRFramework
Provincial Protocolmanual
Advocacy programmes
April 2005
Monthly reportsRegular Meetings
Satisfactory attendance
Monthly Reports
Memorandums ofUnderstanding betweenParties are in place
Consultative workshopon the ProvincialProtocol framework
Provincial protocolmanual
Training and awarenessprogramme
Resource register
Mainstreaming strategy
Mainstreaming strategy
International RelationsWorkshop on SAForeign Policyconducted
Undertake outboundmission to Maryland
Research
District trainingprogramme completed
Protocol Services to theExecutive Authorityprovided
Identify resource needs
Monitor & evaluatedirectorate expenditureSituational Analysis
- Location of GFP's &IDCD in the depart-ment
Develop a framework onestablishment of units
Develop strategy toservice relationships
Service existing MOUswith responsible depts
Provincial InternationalAffairs CoordinatingCommittee (PIACC)reviewed and adopted
Prepare for the inboundmission from Henan
Draft framework design
Workshop on theProvincial Protocolframework convened forpublic office bearers andofficials
Protocol Services to theExecutive Authorityprovided
Identify resource needs
Monitor & evaluatedirectorate expenditureDevelop a proposal onInterdepartmentalCommittee Structure
Make a submission toECGA for appointmentof GFP's & IDCD
Conduct sensitizationworkshops
Implement the NW-Maryland MOU
Service existing MOUswith responsible depts.(Continued)
Management plan ofthe North West -Maryland MOUdeveloped
Consultation with stake-holders
Provincial Protocolmanual adopted
Protocol Services to theExecutive Authorityprovided
Identify resource needs
Monitor & evaluatedirectorate expenditureMonitor the implemen-tation on appointments
Submit developmentaland approval of theintegrated strategy
Service existing MOUswith responsible depts(Continued)
DraftManual Development
Advocacy andCapacitation onProtocol conducted byofficials
Protocol Services to theExecutive Authorityprovided
Identify resource needs
Monitor & evaluatedirectorate expenditureCapacitate & producetraining reports
Inter-municipalityworkshops on integratedstrategy
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
72
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 5: Governance and Special Programmes
Special Programs
Improving the qualityof life of marginalisedgroups and integratingspecial programs
Traditional Leaders
Institutionalising thesystem of intergovern-mental relations/governance
Evaluating and monitor-ing of the strategies
Addressing children andelderly issues
Positive governmentimage
Functional traditionalleadership institutionsestablished
Monthly & Quarterlyreports
Monthly Reports
Constitution, Purposeand Objectives of theestablished institutionsare realised
Integrated ProvincialGender strategy andIntegrated ProvincialDisability strategy
Proposal for the establish-ment of the offices ofthe rights of childrenand elderly
Advocacy strategy
Compliance withProvincial legislation
Feedback from therespective institutions
Implementation ofIPGS
Assessment of the IPDS- finalise the agreementbetween the serviceprovider andgovernment
Coordination of civilsociety
Submit a framework forapproval
Implementation ofAdvocacy programme
The North WestTraditional Leadershipand Governance Bill,2004 enacted
The House ofTraditional Leaders forthe Province of theNorth West AmendmentBill, 2004 enacted
National Commissionon TraditionalLeadership Disputes andClaims supported
Implementation ofIPGS
Submit the outcomes ofassessment andImplementation ofdecisions.
Coordination of civilsociety
Preparations for institu-tional arrangements andbudget and submit toECGA
Implementation ofAdvocacy programme
Provincial legislationimplemented (1st Phase)• Popularization of the
Act• Confirmation of head-
men and women• National Commission
on Traditional• Leadership Disputes
and Claims supported(Continued)
Implementation ofIPGS
Implementation ofdecisions
Coordination of civilsociety
Workshop the outcomes
Implementation ofAdvocacy programme
Provincial legislationimplemented (2ndPhase) Re-establishmentof the Prov. House
National Commissionon TraditionalLeadership Disputes andClaims supported(Continued)
Implementation ofIPGS
Implementation ofdecisions
Coordination of civilsociety
Workshop the outcomes
Implementation ofAdvocacy programme
Provincial legislationimplemented (3rd Phase)Establishment of theLocal Houses
National Commissionon TraditionalLeadership Disputes andClaims supported(Continued)
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 5: Governance and Special Programmes
73
ManagementSupport
Providing integratedand coordinated leader-ship and support
Policy and Planning
Driving service deliveryexcellence by initiating,developing and continu-ously improving policyframeworks and plans
Program activitiesCoordinated
Provincial PlanFormulated andImplemented
IDP's of municipalitiesassessed for alignmentwith National andprovincial plans andpolicies
Provincial Policyguidelines developedand implemented
Departments and SectorPlans assessed foralignment with Nationaland provincial plans andpolicies
Cluster plans assessedfor alignment withNational and provincialplans and policies
Effective and consolidat-ed reporting
Aligned with theProvincial Growth andDevelopment StrategyFramework.Plan reviewed annually
26 Municipal IDPsassessed annually
Extech endorsement
12 Depts/sector plansassessed annually
3 cluster plans assessedquarterly
Quarterly and annualreporting
EXCO approval
Assessment reports
Availability of guidelines
Assessment reports
Assessment reports
Produce annualperformance reports
Performance evaluationscompleted
Prepare oversight reportfor DPSA
Plan produced andimplemented (2006version)
Do an environmentalscan
26 Assessment Reports
Policy guidelinesproduced
Interact with role playersand do desk top studies
12 assessment reportsproduced
Produce 12 assessmentreports and submit toExtech
3 assessment reportsproduced (3 per qtr)
Do annual assessment ofprevious year perform-ances against policiesand submit to ClusterCommittees
Quarterly report (finan-cial, HR, performance)
Interact with stake-holders
Assessment of 26municipal IDPs andsubmit to DPLG&H
Produce draft guidelinesfor comments
N/A
3 assessment reportsproduced (3 per qtr)
Do quarterlyperformance assessmentsand submit to ClusterCommittees
Quarterly report (finan-cial, HR, performance)
Preparation of strategicand operational plans
Preparation of budgetinputs
Formulate a draftreviewed plan
N/A
Produce a final draft ofguidelines
N/A
3 assessment reportsproduced (3 per qtr)
Do quarterlyperformance assessmentsand submit to ClusterCommittees
Quarterly report (finan-cial, HR, performance)
Produce a reviewedplan (2006 version) andsubmit to EXCO forapproval
N/A
Disseminate and imple-ment the guidelines
N/A
3 assessment reportsproduced (3 per qtr)
Do quarterly assessmentof performances andsubmit to ClusterCommittees
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 6: Policy Management
74
Policy and Planning
Driving service deliveryexcellence by initiating,developing and continu-ously improving policyframeworks and plans
Project Management
Developing a clientfocused and deliveryoriented Administration
Monitoring andEvaluation
Developing rapiddecision makingcapability to improveproject delivery
Sustainable developmentindicators developed
Project Managementapproach institution-alised
Information manage-ment system
Coordinated ProvincialDonor Funding
Updated performanceBarometer on socialeconomic andgovernance
Indicators approved byEXCO
Fully operational acrossall Provincial depart-ments within 2 years
Project managementunits established withinDepartments
Web based system
Populated with reliabledata and utilised
Donor Fundingco-ordinated centrally
Equitable funding andaccess
Analysis on performanceof Government
Applicable to all NWDepartments
Availability of approvedindicators
Compliance to systemby way of projectsinstitutions that success-fully use the system
System reports
Fund flow reports
Publication of UpdatedBarometer Report tostakeholders
Assessment of alignmentof cluster plans for2005-06 with govern-ment policies and submit to ClusterCommittees
Indicators developed
Information onindicators disseminatedto stakeholders
Submission of draftindicators to ECGA
Project Preparation
Prototype available
Literature study
Consultation withstakeholders on sectorpriorities
Workshops withprovincial and districtstakeholders
Development of acommunication strategy
Appraisal
System review andtraining of users
Consultation
Draft NW Barometercompiled
Completion andapproval by EXCO
Final draft of communi-cation strategy approved
Funding
Monitoring ofimplementationcorrective measures
Policy framework
Submission to EXCOfor adoption
Dissemination ofindicator information tostakeholders 2005/06
Implementation
Monitoring implement-ation of correctivemeasures and transfercomplete
EXCO approval
Dissemination ofBarometer performanceto stakeholder
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 6: Policy Management
75
Monitoring andEvaluation
Developing rapiddecision making capa-bility to improve projectdelivery
InformationManagement
Accelerating informa-tion gathering anddissemination capabilityand capacity forinformed knowledgemanagement
Monitoring andEvaluation Policy
People capability andcapacity
People capability andcapacity to monitor andevaluate
Provincial verifiablestatistical information
Provincial verifiabespatial GIS information
GIS Map standarddeveloped
Aligned to National andProvincial mandates,available June 2005
All officials in all NWProvince Departmentsresponsible for M&Ecompetent
Statistical reports updat-ed contain: source, date,and verification/reliabil-ity statement. Accessibleto users via the networks
Spatial data contain:source, date, and scaleof capture. Accessible toauthorized users via thenetwork.
Map standards contain:Symbology and elementtypes.
Adopted by ProvincialExco
M&E Reporting
Updated statisticalinformation reports
Updated spatialinformation categories
Develop map and GISdata standard.
M&E Situation Analysiscompleted
Skills audit
Number of reportsreviewed and updated(48)
Review and analyse cur-rent statistical data sets.
Prepare data releaseschedule for dataupdates.
Update statistical tableswith latest data fromsuppliers
Number of categoriesreviewed and updated
Review of currentprovincial spatial GISdata sets. Number ofcategories reviewed andupdated (2).
Communication tostakeholders
Research internationaland nations standardsfor cartography.
Compilation of M&EPolicy
Pilot training program
Publish statistical datainventory
Update statistical tableswith latest data fromsuppliers
Update spatial GISdata categories
Publish spatial datainventory.
Workshop inputs fromGIS users provincially.
Submission to EXCO
Development of manual
Review and analyse cur-rent statistical data sets.
Update statistical tableswith latest data fromsuppliers
Update spatial GISdata categories
Configure securitysystem for disseminationof data to users.
Prepare map standard,and elicit finalcomments and inputs.
Publish map standard.
Implementation plan
Implementation
Update and publishstatistical data inventory
Update statistical tableswith latest data fromsuppliers
Update spatial GISdata categories
Update and publishspatial data inventory
Communicate mapstandard to users andstakeholders, forimplementation
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
76
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 6: Policy Management
InformationManagement
Accelerating informa-tion gathering anddissemination capabilityand capacity forinformed knowledgemanagement
Office Systemsautomation
Information disseminat-ed effectively
GITO/DITO functionsoperationalized
Information Website
Strategy plan approvedby OOP Management.Office automation sys-tems developed accord-ing to business drivers ofthe Department.Includes facilitation oftraining.
Information (maps andstatistics) released inhardcopy and electronicformats, according touser specifications
Report submitted toOOP Management:compliance withLegislation andregulations.
Website designed,developed and informa-tion updated monthly.Accessible to users viathe provincial network
Systems implemented orupgraded.
Number of informationreleases.
Compliance report
Website accessible tousers
Implementation strategyand plan
Prepare systems/automation strategy forapproval by theExecutive ManagementOOP.
Releases statsReleases Maps
Prepare and releasestatistical data to userspecifications
Prepare and releasemaps to userspecifications
Review and analysis ofIT - Report
Review and analysis ofcurrent systems
Website update andreview
Design Departmentalwebsite. Elicit commentsfrom users.
Facilitate discussionsregarding the NWPGprovincial website designand management.
Review and updatedepartmental websitecontent
Implementation plan forthe roll out of approvedoffice automation
Prepare and releasestatistical data to userspecifications
Prepare and releasemaps to userspecifications
Prepare report on stateof IT in the department
Review and updatedepartmental websitecontent
Roll out and implemen-tation of system in unitsof the OOP.
Prepare and release sta-tistical data to user spec-ifications
Prepare and releasemaps to userspecifications
Review master systemplan (MSP).Analysis of current ITinitiatives and systemsfor compliance.
Review the NWPGprovincial website func-tionality.
Negotiate correctivemeasures with web-master function.
Review and updatedepartmental websitecontent
Review and analyseimplementation of officeautomation systems.
Prepare report to OOPExec.
Prepare and releasestatistical data to userspecification
Prepare and releasemaps to userspecifications
Revise report onchanges in IT in thedepartment
Review and updatedepartmental websitecontent
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 6: Policy Management
77
Research andPopulation
Proactive developmentof data through qualityresearch and populationinformation and analy-sis trend forecasting forstrategic decisionmaking
Research & populationsystems developed andimplemented
Research and populationissues integrated intoplanning and policy
Population policy imple-mented and monitored
Research undertakenand commissioned
Research culturedeveloped andentrenched
Effective systems
Functional frameworksaligned to departmentalimperatives.
Operationalisationof the policy bydepartments
Quality research toinform decision making
Effective policy
Implementation report
Compliance report
Evaluation report
Reports
EXCO approval of thepolicy
EXCO approval
EXCO approval
Evaluation tooldevelopment
Reports
EXCO Approval
Systems development
Frameworksdevelopment
Evaluation tooldevelopment
Reports
Policy development
Systems development
Frameworksdevelopment
Evaluation tooldevelopment
Reports
Policy development
Progress report
Progress report
EXCO approveevaluation tool
Reports
Progress report
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 6: Policy Management
78
CONTACT PERSON TELEPHONE FAX E-MAILPRIVATE OFFICE OF THE PREMIERChief of Staff: Mr. Kay GovenderAppointments Secretary: 018 - 387 3000 018 - 387 3008 [email protected]
018 - 387 3002 018 - 387 3008 [email protected] OFFICE OF THE DIRECTOR GENERALDirector General: Dr. MM Bakane-Tuoane 018 - 387 3040 018 - 387 3293 [email protected] Manager: Ms. L. Quinn 018 - 387 3186 018 - 387 3293 [email protected]: Executive Council Support: Ms. H. Pretorius 018 - 387 3036 018 - 387 3117 [email protected] Financial Officer: Mr. P. Gumede 018 - 387 3025 018 - 387 3293 [email protected]: Security Services: M. B. Baloyi 018 - 387 3789 018 - 387 5223 [email protected]
Deputy Director General: Corporate Support: Ms. B. Matlanyane Sexwale 018 - 384 3728 018 - 384 6011 [email protected]
PROGRAMME: CORPORATE SERVICES: Senior Manager: Ms. K. Mogorosi 018 - 387 3105 018 - 387 3708 [email protected]: Employee Assistance Programme: Ms. C. Khumalo 018 - 387 4434 018 - 387 3846Labour Relations: Mr. B. Malwane 018 - 387 3708 018 - 387 3708 [email protected] Resources Management: Mr. K. Digoamaje 018 - 387 3087 018 - 387 3168 [email protected] Resources Development: Ms. T. Letseli 018 - 387 3132 018 - 387 4042 [email protected] Development: Mr. P. Botha 018 - 387 4286 018 - 387 3708 [email protected] Management: Ms. A. Ntemane 018 - 387 3104 018 - 387 3388 [email protected],za
PROGRAMME: LEGALO SERVICES : Adv. B. Senne 018 - 387 3052 018 - 387 3052 [email protected] Legal Opinoin: Adv. K. Marabe 018 - 387 3062 018 - 387 3052Legislation: Mr. H. Masilo 018 - 387 3061 018 - 387 3052 [email protected] Support Mr. G. O. B. Ratshikana 018 - 387 3057 018 - 387 3052
OFFICE OF THE PREMIER: CONTACT DETAILS
79
CONTACT PERSON TELEPHONE FAX E-MAIL
PROGRAMME: COMMUNICATIONS: Senior Manager: C. Monama 018 - 387 3456 018 - 387 3119 [email protected] Publication:Media Relations: Mr. R. Mamabolo 018 - 387 4271Community Liaison: Mr. S. Matshe 018 - 387 3014 018 - 387 3119 [email protected] Writer Mr. B. Majola 018 - 387 3123 018 - 387 3008
Deputy Director General: Policy Co-ordination & Governance: Mr. S. Bokaba 018 - 387 3099 018 - 384 4971
PROGRAMME: GOVERNANCE AND SPECIAL PROJECTS: Senior Manager Ms. Mosiane 018 - 387 3001 018 - 387 4177 [email protected]: Urban & Rural Development: Rev. L. Lebaka-Ketshabile 018 - 387 3055 018 - 387 4177 [email protected], International Relations & Protocol: Mr. S. Mbu 018 - 387 4213 018 - 387 3237 [email protected] Programmes (Disability, Youth & Gender) Ms. Q. Zondo 018 - 387 4422 018 - 387 3913 [email protected] Authorities: Mr. S. Ruthoane 018 - 387 2922 018 - 387 2400 [email protected]
PROGRAMME: POLICY MANAGEMENT: Senior Manager Mr. D. W. Schoeman 018 - 387 4215 018 - 384 5541 [email protected]: Project Management Mr. M Malaka 018 - 387 4437 018 - 384 5541 [email protected] Policy & Planning: Ms. M. Tumane 018 - 387 4002 018 - 387 3908 [email protected]: Mr. M. Mokalobe 018 - 387 3914 018 - 387 3006 [email protected] & Evaluation: Ms.. R. Moonilal 018 - 387 4189 018 - 384 5541 [email protected] Service: Mr. U. Kraak 018 - 387 4010 018 - 382 2943 [email protected]
OFFICE OF THE PREMIER: CONTACT DETAILS (cont)