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ANNUAL PERFORMANCE PLAN - 2014/2015

Annual Performance

Plan 2014-15

labourDepartment:LabourREPUBLIC OF SOUTH AFRICA


FOREWORD BY THE MINISTER

I am proud to present the Compensation Fund Annual Performance

Plan for 2014/15 financial year, which is informed by its 2014/19

Strategic Plan. This Annual Performance Plan is intended to serve as

a commitment of the Fund in the financial year 2014/15 to improved

services. It indicates the strategic objectives and outputs of the

Compensation Fund during the period and enables it to assess

achievements and challenges against a set of key milestones.

The Compensation Fund has made an unequivocal commitment to

improve its operations by continuing with efforts to fundamentally

shift the organisation to become efficient and service oriented.

It is also through this annual plan that the Fund could effectively

position itself to deliver on its mandate of providing compensation

for occupational injuries, diseases and rehabilitation of workers, and

continuously add value to all its clients. This will enable the Fund

to contribute to the Government’s outcomes and Departmental

objectives whilst at the same time responding to emerging

challenges in the provision of a social safety net.

The achievement of all the outcomes is at the centre of the Fund’s contribution to build a better and more

caring nation. In this regard, we will continue to work hard and deliver in line with the broader government

priorities.

It is through the support of all the stakeholders that the Compensation Fund will manage to successfully

deal with most of the challenges and achieve its set objectives.

Honourable Ms MN Oliphant, MP

Executive Authority of the Department of Labour


COMMISSIONER’ STATEMENT

Introduction

It is with great pleasure to present the Compensation Fund’s Annual

Performance Plan (APP) for the period 2014/15. The APP is an

important tool used to determine the strategic goals and objectives

of an organisation in order to ensure improved services. It is also

intended to be an instrument to guide the manner in which operations

are to be conducted and to allow stakeholders to fully understand

the commitments of the Fund for the financial year 2014/15.

The APP in essence is a tool to assist the Fund to deliver on its

mandate of providing compensation for occupational injuries,

diseases and rehabilitation of workers, and also deliver continuous

value to all our clients.

This APP will enable the Fund to contribute to the Government

and Departmental priorities whilst at the same time accelerating

its efforts to improve the provision of social safety net. The Fund

will also put measures to ensure that the allocated resources are

utilized as planned.

The plan will focus more specifically on the following key performance areas:

• Protecting vulnerable workers;

• Strengthening social protection; and

• Strengthening the institutional capacity of the Fund.

In the past financial year, the Fund has made some inroads to addressing the service backlog. To date, we

have finalized the review of claims registered in the previous years. Resultant from the review, the Fund has

processed more compensation claims than the previous years. The primary focus will be to continue to

review remnants of old claims to prevent accumulation of backlogs.

Online claims registration portal and automated adjudication system has been developed and piloted with

selected users. This effort is also geared towards improving service delivery.

The future vision of the Fund is to function in a state where processes are well defined and automated,

people are highly motivated, trained and systems are functioning optimally in support of the business

purpose. This vision is to be achieved through the implementation of a system that is tried and tested

and that is 90% compatible with the business of the Fund. This could also be achieved through the

implementation of the business operating model and business processes that are compatible to the Fund.

Through interaction with various similar organization, the Rand Mutual Assurance (RMA) business model,

business processes, and processing system was identified as a system best suited to the business model

of the Fund. However, before the RMA system could be adopted, the Minister approved that a pilot project

be conducted. Pilot projects, are a good way to test ideas, processes or prototypes before fully investing in

them. From a research point of view, the pilot project will help the Fund to practice or experiment, evaluate

and make predictions about the best processing system to use.


The Fund is currently in the process of piloting the RMA system. The RMA system is 90% best-fit to

the business of the Compensation Fund. Preliminary indications through the training of users and super-

users show that the system has the capacity to improve the claims management processes and reduce

the usage of paper dramatically, thus contribute to the green economy. Besides the reduction of paper

documents, this intervention could improve the turnaround time in the processing of medical accounts.

In order to improve service delivery, the Fund is currently amending its legislation. It is envisaged that the

draft bill will be available for public comments and will be finalised during the end of 2014/15 financial year.

In the previous year the Return on Earnings (ROE) website yielded good results in terms of registration

and assessments of employers’ return of earnings. In order to improve revenue collection, the Fund will

revise its revenue management strategy to ensure better declaration by employers and increase revenue

collection in the process.

Strengthening skills and human resource base remain at the centre of the Fund’s focal point. As staff is

decentralised to the provinces, intensive training and development of employees will be undertaken to

empower them to competently perform their functions in line with the new service delivery approach.

As part of government wide priority of creation jobs, the Fund will be contributing towards the achievement

of this commitment. In order to contribute to the creation of decent employment, the Fund will work with

the Public Investment Corporation (PIC) in supporting and enhancing the Socially Responsible Investment

(SRI) by investing in projects that promotes economic growth through labour intensive employment. An

amount of R3.8 billion will be put aside for this purpose. In addition, the PIC submitted a proposal on the

establishment of rehabilitation centres in support of the Fund’s desire to play a critical role in facilitating

the recovery and good health of those who were injured or contracted diseases during the course of

their employment. For this purpose, an amount of R1 Billion has been earmarked for the construction

of the centres. The idea is to establish or create rehabilitation centres in the existing public hospitals in

conjunction with the Department of Health.

SS Mkhonto

Compensation Commissioner


OFFICIAL SIGN-OFF

It is hereby certified that this Annual Performance Plan:

• Was developed by the management of the Compensation Fund under the guidance of the Minister of

Labour, Ms MN Oliphant, MP.

• Takes into account all the relevant policies, legislation and other mandates for which the Compensation

Fund is responsible and was prepared in line with the Compensation Fund Strategic Plan.

• Accurately reflects the performance targets which the Compensation Fund will endeavour to achieve

over the period 2014 to 2015.

S. Nkhabelane

Director: Organisational Effectiveness

K. Tselane

Acting Chief Director: Operations Management

T. Mokomatsidi

Chief Director: Corporate Services

J. Modiba

Chief Financial Officer

S. Mkhonto

Compensation Commissioner

S. Morotoba

Acting Director-General

Approved by:

Honourable MN Oliphant, MP

Executive Authority


LIST OF ACRONYMS

AG - Auditor-General

APP - Annual Performance Plan

BAS - Basic Accounting System

BCEA - Basic Conditions of Employment Act

BUMS - Business Unit Managers (Provincial Deputy Directors)

CCMA - Commission for Conciliation, Mediation and Arbitration

CC - Compensation Commissioner

CF - Compensation Fund

CRM - Customer Relationship Management

CS - Corporate Services

CFO - Chief Financial Officer

COO - Chief Operations Officer

CIO - Chief Information Officer

COIDA - Compensation for Occupational Injuries and Diseases

DG - Director General

DDG - Deputy Director General

DEXCOM - Departmental Executive Committee

DoL - Department of Labour

DPSA - Department of Public Services and Administration

DWCP - Decent Work Country Programme

EC- - Eastern Cape

EEA - Employment Equity Act

ES - Employment Services

ESSA - Employment Services for South Africa

EPWP - Extended Public Works Programme

EXCO - Executive Committee

FEMA - Federal Employers Mutual Assurance

FS - Free State

GCIS - Government Communication and Information Services

HO - Head Office

HPCSA - Health Professions Council of South Africa

HRM - Human Resource Management

ICD - Integrated Client Database

ICM - Integrated Claims Management

ICT - Information and Communication Technology

IES - Inspection and Enforcement Services

ILO - International Labour Organisation

INDS - Integrated National Disability Strategy

KZN - KwaZulu-Natal

LMIS&P - Labour Market Information and Statistics

LP - Limpopo

LP & IR - Labour Policy and Industrial Relations

LP & LMP - Labour Policy and Labour Market Programmes

LRA - Labour Relations Act

KRA - Key Result Area


MBDC - Medical Billing Document Control

M&E - Monitoring and Evaluation

MISS - Minimum Information Security System

MOU - Memorandum of Understanding

MPU - Mpumalanga

MTSF - Medium Term Strategic Framework

MTEF - Medium Term Expenditure Framework

NC - Northern Cape

NEDLAC - National Economic Development and Labour Council

NT - National Treasury

OHS - Occupational Health and Safety

PD - Permanent Disablement

PDP - Personal Development Plan

PES - Public Employment Services

PFMA - Public Finance Management Act

PMO - Project Management Office

PPP - Public Private Partnership

PTSD - Post Traumatic Stress Disorder

PWD - People with disabilities

QMS - Quality Management System

RAF - Road Accident Fund

RMA - Rand Mutual Assurance

RME - Research Monitoring and Evaluation

ROE - Return of Earnings

SCM - Supply Chain Management

SDIP - Service Delivery Improvement Plan

SEF - Sheltered Employment Factories

SMS - Senior Management Services

SOE - State Owned Enterprises

SP - Strategic Plan

SWOT - Strengths, Weaknesses, Opportunities and Threats

TCOID - Technical Committee on Occupational Injuries and Diseases

TTD - Total Temporary Disablement

UIF - Unemployment Insurance Fund

WC - Western Cape

WSP - Work Place Skills Plan


Compensation Commissioner Mr Shadrack Mkhonto

Chief Financial Officer Mr Johnny Modiba

Chief Director Corporate Services

Mr Tshepo Mokomatsidi

Acting Chief Director Operations

Ms Kefilwe Tselane

DirectorIncome

Ms Ella Ntshabele

Director Organisational Effectiveness

Mr Simon Nkhabelane

Director Compensation

Mr Basimane Dingaan

Director Financial Reporting

Mr Pitsi Moloto

Director Human Resources

Management Ms Thembi Moleko

Director Medical Payments

Mr AK Pillay

Acting Director Financial Control

Mr Mandla Dlamini

Director Communication

Ms Hlonitshwa Mpaka

Director Medical Services

Ms Kefilwe Tselane

Acting Director Supply Chain Management

Ms Nozipho Zama

Information Technology

Vacant

Director Client Care

Vacant

DirectorRisk Management

Ms Katlego Mocwiri

Acting DirectorInternal Audit

Mr Siphiwe Zwane

VACANT VACANT


TABLE OF CONTENTS

PART A: STRATEGIC OVERVIEW

1. UPDATED SITUATIONAL ANALYSIS 10

1.1. PERFORMANCE DELIVERY ENVIRONMENT 10

1.2 ORGANISATIONAL ENVIRONMENT 11

2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES 12

3. OVERVIEW OF 2014/15 BUDGET AND MTEF ESTIMATES 12

3.1 COMPENSATION FUND PROGRAMME SUMMARY 13

3.2 BUDGET PER ECONOMIC CLASSIFICATIONS 13

3.3 RELATING EXPENDITURE TRENDS TO STRATEGIC GOALS 14

PART B: PROGRAMMES AND SUB-PROGRAMMES

4. Programme 1: Corporate Management and Executive Support 15

5. Programme 2: Financial Management 25

6. Programme 3: Operations Management 32

7. Programme 4: Corporate Services 45

PART C: LINKS TO OTHER PLANS

8. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS 54

ANNEXURE A

VISION 55

MISSION 55

VALUES 55

STRATEGIC OUTCOME ORIENTED GOALS 55

ANNEXURE B

TECHNICAL INDICATOR DESCRIPTIONS 56

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PART A: STRATEGIC OVERVIEW

1. UPDATED SITUATIONAL ANALYSIS

1.1 PERFORMANCE DELIVERY ENVIRONMENT

1.1.1 Service Delivery Environment

The Compensation Claims Directorate is divided into three sub-directorates namely: Claims Registration,

Exempted Employers and Private Employers. The main functions of the directorate are to register claims

for injured/diseased employees; to adjudicate upon liability of a claim and to pay compensation. This

section of the report will be focusing on the aforementioned areas.

1.1.2 Registration and Processing of Claims

The Fund registered a total of 196 509 claims during the financial year, 192 967 were adjudicated (98%) out

of which 129 405 were accepted.

Adjudication is the process of determining liability for the Fund, the process involve accepting liability,

repudiating and querying of additional information where no sufficient information is available to decide

upon liability of a claim.

325 981 awards to the value amounting to R 480 186 515 were processed. All accident occurred from the

first of October 2011 were registered on a new system (SAP), whereas all claims where accident occurred

before October 2011 were registered on e-claims system.

1.1.3 Compensation Benefits

The table below is an illustration of payments processed from 2008 until 2012. It demonstrates the trend/

the movement of payments. If we compare payments processed in 20011/12 and 2012/2013, it obvious

that there is a huge improvement in the number and amount of claim paid. One reason for increase could

be that the system is now stable. In 2012/13 the amount paid has doubled as compared to the previous

years.

1.1.4 Temporary Total Disablement, Permanent Disablement and Pension Payments

YEARNO OF PAYMENTS

PROCESSED

VALUE OF AMOUNT

PROCESSED

Monthly Pension pay-

outs

2008/2009 327 647 630 708 449 526 371 359

2009/2010 340 159 771 801 533 572 023 432

2010/2011 329 109 549 220 271 581 102 286

2011/2012 205 150 549 000 702 735 859 691

2012/2013 325 981 480 186 515 791 291 057

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1.1.5 Backlog Project

In February 2013, the Fund implemented a project to address backlogs relating to claims registration,

adjudication, quality control, legal reviews and PTSD. Thus far the backlog project has yielded the following

results:

• In February 2013 there were 240 000 unregistered new claims. All these claims were registered

and on 30 April there were only 1 609 new claims which remained unregistered. Since May all new

claims received were registered on the same day. The benefits of this process is that clients are

able to view claim numbers on the website and thus submit all supporting documents, quoting the

correct claim number;

• The Fund is now in a better position to determine liability (adjudicate) on all these new claims and

communicate the outcome to clients; and

• On the Legal reviews and PTSD backlog, the results were that claims could be processed and

placed on the court roll (until November 2013) and responses finalised on the long outstanding

PTSD claims.

1.2 ORGANISATIONAL ENVIRONMENT

The first phase of the implementation of the Migration Framework was completed, 317 contract workers

whose contracts ended on the 30th September 2012 were absorbed into the structure. The Placement

Panel consisting of organised labour of the representatives of organised labour and management of the

Fund was established. The purpose of the Placement Panel is, among others, to ensure and oversee

the fairness and consistent application of the migration and placement process and advise employees

of their right to lodge an objection to any aspect relating to his or her placement or displacement. In

addition, preparations for the implementation of the new organisational structure on the Personnel and

Salary Administration (PERSAL) system were completed.

Capacity building initiatives were implemented during the year under review to improve the skills of

managers and staff in order to assist them in executing their functions and enhance productivity. In addition,

a number of Directors and Deputy Directors were enrolled in the Executive Development Programme that is

offered under the auspices of the Public Administration Leadership and Management Academy (PALAMA).

Training needs were identified and implemented in functional and generic courses. One Senior Manager

in the area of Financial Control resigned during the last quarter of the financial year which impacted on the

operations of the Fund.

The Public Private Partnership (PPP) contract with Siemens terminated at the end of November 2012. The

Department of Labour has invoked a termination support and handover period clause in the contract, where

Siemens have to provide support and maintenance to the Department for an extended period at a set price,

post the term of the contract. During the month of October 2012, Siemens was wholly acquired by EOH

which is one of the largest IT companies in South Africa. For the remaining period the IT services were

provided by EOH. The Exit and Transfer of the PPP progressed to ensure that all knowledge, information,

intellectual property, assets etc. are transferred back to the Department. During the last quarter, the Fund

experienced numerous problems with the IT provider, and the relationship deteriorated due to non-delivery

and non-cooperation. This included refusal to complete the changes requested to systems, stopping of

the phase II portion of the systems development, non-cooperation on the data migration. The suspension

of the IT services to review the governance processes of the appointment. This had a negative impact on

the Compensation Fund as it could not progress on the development of various systems enhancements.

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2. REVISION OF LEGISLATION AND OTHER MANDATES

2.1 COIDA Amendments

The introduction of the rehabilitation and rehabilitation policy framework and initiatives to improve services,

warranted for amendment of COID Act. Certain sections to be considered for amendments have been

identified.

3. OVERVIEW OF 2014/15 BUDGET AND MTEF ESTIMATES

3.1 Compensation Fund Programme Summary

CF PROGRAMMES

Current Bud-get 2013-14

2014-15 Approved Allo-

cation

MTEF PROJECTIONS

2015-16 Projections

2016-17 Projections

2017-18 Projections

2018-19 Projections

5 816 590 893 5 300 807 185 5 567 475 000 5 837 033 000 6 113 375 000 6 299 506 944

Programme: 1 Corporate Management 22 625 820 57 199 500 60 059 475 62 461 854 65 584 947 68 864 194

Programme 2: Financial Management 363 086 670 221 522 668 232 598 801 241 902 753 253 997 891 261 617 828

Programme: 3 Operations Management 4 695 498 665 4 178 962 707 4 389 538 298 4 611 978 830 4 827 068 122 4 973 104 238

Programme: 4 Corporate Services 735 379 738 843 122 310 885 278 426 920 689 563 966 724 041 995 920 684

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3.2 Budget per Economic Classifications:

Expenditure Budget

Approved Budget 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 Forecast 2018/19

Compensation of Employees R 580,860 R 636,042 R 683,745 R 728 ,189 R 754,226

Goods and Services R 4,712,747 R 4,923,909 R 5,145,426 R 5,376,970 R 5,589,688

Claims R 4,104,205 R 4,288,059 R 4,481,022 R 4,682,668 R 4,901,453

Administrative Expenditure R 608,542 R 635,850 R 664,404 R 694,302 R 688,235

Capital Expenditure R 7,200 R 7,524 R 7,863 R 8,216 8,431

Total Expenditure Budget R 5,300,807 R 5,567,475 R 5,837,034 R 6,113,375 R 6,352,345

Revenue Budget Approved Budget 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 Forecast 2016/17

Assessments R 6,873,000 R 7,285,380 R 7,722,503 R 8,185,853 R 8,330,653

Other Income R 6,111,972 R 6,478,690 R 6,867,410 R 7,279,456 R 7,345,980

Total Revenue R 12,984,972 R 13,764,070 R 14,589,913 R 15,465,309 R 15,676,633

Net Surplus R 7,684,165 R 8,196,595 R 8,752,879 R 9,351,934 R 9,324,288

14


3.3 Relating Expenditure Trends to Strategic Goals

Compensation of Employees:

An average increase of 38% was recorded on Compensation of Employees during the financial year

2012/13, compared to the previous 2011/12 financial year.

This was mainly because of new appointments made in the senior management positions, ranging from

Director to Chief Director Levels.

The other contributing factor was the absorption of all contract workers within the new structure.

An average of 33% increase is anticipated between 2012/13 and 2013/14 financial years, this is mainly due

to more vacant posts being filled.

Goods and Services:

An annual average increase of about 17% was recorded over the period under review 2011/12 and 2012/13;

this is mainly due to continuous rolling out of the decentralisation project to most of the provinces.

It is however anticipated that the spending on goods and services will decrease by about 17% during the

financial year 2014/15 moving forward, since most of the staff will be permanently deployed to various

provincial offices.

Capital Expenditure:

The current spending on Capital Expenditure is currently low as a result of the decentralisation project

which is not yet fully rolled out to all provinces.

The key cost drivers during the roll out will be Furniture and Equipment, Vehicle and IT infrastructure to be

procured for provinces.

15


PART B: PROGRAMMES

PROGRAMME 1: CORPORATE MANAGEMENT AND EXECUTIVE SUPPORT

1. Programme Description

The following areas are classified under this sub-programme for administrative purposes only. Risk Man-

agement, Internal Audit, and the Office of the Commissioner.

Directorate: Internal Audit is established to enhance good corporate governance within the Compensation

Fund, especially in ensuring that there is effective and efficient governance, risk management and internal

controls.

Directorate: Risk Management comprises of risk and security staff that is responsible for pro-active and

reactive implementation of risk management principles. Directorate: Risk Management assesses and mit-

igates the identified risks in order to meet the set objective of the Compensation Fund.

Project Management Office and Executive Support: The function of this Unit is to create a centralized

hub for all projects and programmes, supervise a portfolio of projects, and support the strategic objec-

tives within the organization. The PMO oversees and provides governance for business value realization

throughout the entire application life cycle, this office also ensures that projects fits into the organization’s

business strategy and technology roadmap.

1.1 Internal Audit

Directorate: Internal Audit is established to enhance good corporate governance within the Compensation

Fund, especially in ensuring that there is effective and efficient governance, risk management and internal

controls.

The IIASA define Internal Auditing as “an independent, objective assurance and consulting activity

designed to add value and improve an organization’s operations. It helps an organization accomplish its

objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk

management, control, and governance processes.

To support the Fund in attainment its set objectives, CF-IA contribute by providing assurance on Risk

Management, Internal Control and Governance processes of the Fund. Typical input/responsibilities of

CF-IA includes, amongst others:

16


Governance

Internal Audit assesses and makes appropriate recommendations for the improvement of governance

process, in its accomplishment of the following objectives:

• Promoting appropriate ethics and value within the Fund;

• Ensuring effective organisational performance management and accountability;

• Effectively communicating risk and control information to appropriate areas of the Fund; and

• Effectively coordinating the activities of and communicating information among the board, external

audit and management.

Risk Management

Internal Audit assists the Fund in identifying, evaluating and assessing significant organisational risks

and should provide assurance as to the effectiveness of related internal controls. The process of Risk

Management is located in another Directorate hence IAA only provides advice when required.

The CF-IAA however exercises its core mandate of evaluating the Risk Management process of the Fund

for efficiency and effectiveness.

Internal Controls

Internal Audit assist the Fund in maintaining effective controls by evaluating their effectiveness and

efficiency and by promoting continuous improvements.

Based on the results of the risk assessment, the internal audit activity should evaluate the adequacy and

effectiveness of controls encompassing the Fund’s governance, operations, and information systems. This

should include:

•Reliability and integrity of financial and operational information;

•Effectiveness and efficiency of operations;

•Safeguarding of assets; and

•Compliance with laws, regulations and regulations.

1.1.1 Strategic Objective and Objective Statement: Internal Audit

Strategic Objective Strengthening corporate governanceFull Conformance with all IIA standards by 2019

Objective statement Provision of assurance and consulting functions by developing and executing a risk based Internal Audit Plan with 100% coverage annually, thereby contributing to the improvement of governance, risk manage-ment and control process

Ensure full compliance with standards set by the Institute of Internal Audit-SA by implementing Quality Assurance Improvement Programs thereby enhancing the impact on the improvement of governance

Baseline Audit Committee Report and Annual Report

Justification Ensure improved corporate governance and overall management of the Department to promote public confidence in the Department Ensure that internal audit function provide value adding activities towards accomplishment of depart-mental objectives

Links Government Outcome 12: An efficient, effective and development oriented public services and an em-powered and inclusive citizenship. DoL Strategic Objective (KRA 8): Strengthening institutional capacity of the Department

17


1.2 Risk Management

The Directorate: Risk Management comprises of risk and security staff that is responsible for pro-active

and reactive implementation of risk management principles. The Directorate assesses and mitigates the

identified risks in order to meet the set objective of the Compensation Fund.

In intensifying the fight against fraud and corruption, awareness training is conducted. Where fraud is

suspected, investigations are conducted in conjunction with SAPS and other relevant agencies.

Security breaches are investigated and reported to the relevant authorities.

Service Delivery Trends

Achievements

Directorates: Internal Audit and Risk Management have achieved the following.

Implemented internal audit Methodology, Policies and Procedures Manuals, to conform to the

Standards.

Acquisition and implementation of Audit Software (Teammate) to enhance the efficiency and

effectiveness of audit process.

Completion of significant audit assignments as per Annual Coverage Audit and reported quarterly to

the Audit Steering and Audit Committee.

The Internal Audit is capacitated with almost full complement of the current structure with only one

(1) vacant post.

The positive response by Internal Audit to requested Provincial Office Audits, resulted to Auditor

General placing reliance on the audit outcome and reducing overall audit fees by at least 9% for

2012/13 financial year.

Challenges

The implementation of the new IT System (SAP) and the proposed decentralisation of functions increase

the need for Internal Audit services. The current structure is inadequate and will not meet all requests/

demands emanating from changes within the Fund.

The non-implementation of management action plans and or audit recommendations, is continuously

posing a serious risk to the Fund.

18


1.2.1. Strategic Objective and Objective Statement: Risk Management

Strategic Objective Strengthening corporate Governance

Objective statement Strengthening Risk Management capabilities

Baseline New

Justification To improve and maintain efficient and effective systems of internal control as required in terms of the Public Finance Management Act, 1999 and the Treasury Regulations. (Unqualified Audit Opinion)

Ensure improved corporate governance and overall management of the Department to promote public confidence in the Department

Links Government Outcome 12: An efficient, effective and development oriented public services and an em-powered and inclusive citizenship.

Strategic Objective (KRA 8): Strengthening institutional capacity of the Department

1.3 Project Management Office

Project Management Office and Executive Support: The function of this Unit is to create a centralized

hub for all projects and programmes, supervise a portfolio of projects, and support the strategic objec-

tives within the organization. The PMO oversees and provides governance for business value realization

throughout the entire application life cycle, this office also ensures that projects fits into the organization’s

business strategy and technology roadmap.

1.3.1 Strategic Objective and Objective Statement: Project Management Office

Strategic Objective Effective Project Management Services

Objective statement Executive support as well as management of priority projects to support and improve service delivery and performance

Baseline New

Justification To ensure the improvement and achievement of service delivery


19


2. Programme Audited Performance 2011/13 and Medium Term Targets 2014/17

Item Strategic Goals / Outputs

Key Perfor-mance Indica-tors

Audited / Actual Performance Estimated Performance

Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

INTERNAL AUDIT

1. Developing and executing a risk based 3 year rolling and annual internal audit plan with 100% coverage annually

Implementation of a 3 year risk based and an-nual audit plan, approved by Audit Committee

Annual Cover-age Plan has been drafted but not yet approved by Audit Com-mittee.

AchievedRisk-Based Annual Audit Plan Drafted and approved by Audit Committee

Risk based annual audit plan (roll-out), developed and approved by Audit Committee on or before 31st March

Develop risk based annual audit plan (roll-out), for approval by Audit Com-mittee on or before 31st March



% of annual audit plan completed by 31 March

100% completion of the annual audit plan by 31 March




Reporting quar-terly to the Audit Committee

Internal Audit quarterly progress report were presented at the Audit Committee meetings.

Reports to Audit Committee. Meeting held on 19th March 2013

4 quarterly re-ports to Audit Committee




2. Full Confor-mance with all IIA standards by 2019

Conformance with Standards by Implementing Quality Assur-ance Improve-ment Program

National Treasury has reviewed the draft method-ology and the QAR policies and provided feedback. Meeting took place on the 12th March 2012

Corrective action and development plans com-pleted.

Quality Improvement Surveys per project completed (4 during quarter of 2012/13).

Quality As-sessment Review Readiness Assessment by National Treasury

Methodology fully Imple-mented and incorporated into Audit Software (Teammate), Methodol-ogy Booklets printed

80% Custom-er Satisfac-tion Index

General conformance assessment by National Treasury

General Con-formance- Internal/Periodic Quality Assur-ance Review with External Validator

General Con-formance- Internal/Periodic Quality Assur-ance Review with External Validator

Full Confor-mance by IIA - Certificate of Full Confor-mance

20


RISK MANAGEMENT




Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

3. Full implementa-tion of Minimum Information Se-curity Standard (MISS) by 2018

Full compliance with MISS by 2018

Access con-trol system implemented. Requisition for the elec-tric fence and Guard House submitted to SCM.

Acquired database of suppliers from SCM

Full imple-mentation of communica-tion security according to MISS

Full imple-mentation of document security ac-cording to MISS

Full compli-ance with MISS

Review ef-fectiveness of compliance to MISS by SASA and SAPS

4. Development and implementa-tion of Business Continuity Plan.

Full implementa-tion of BCP

N/A N/A N/A Implement the Business Continuity Plan.

Implement the Business Continuity Plan.

Implement the Business Continuity Plan.

5. Fraud Investiga-tion Prevention and Detection strategy imple-mented Number of risk awareness cam-paign conducted

% of cases reg-istered finalised within agreed time frame

28% of fraud and corrup-tion cases received/detected finalised by end of the year

(61%)Out of 142 cases received/de-tected during in this finan-cial year, 86 cases were internally finalized.

100% of fraud and cor-ruption cases received / detected finalised with-ing 4 months

70% of fraud and corrup-tion cases received/detected fi-nalised within 4 months

80 % of fraud and corrup-tion cases received/detected fi-nalised within 3 months

90 % of fraud and corrup-tion cases received/detected fi-nalised within 3 months

Number of risk awareness cam-paign conducted

4 awareness sessions conducted

9 sessions of Fraud and Risk Awareness conducted.

4 awareness campaign conducted




6. Implement an Enterprise Risk Management (ERM) by 2019

Implement En-terprise Risk in accordance with Risk Manage-ment Framework

Risk monitor-ing took place and report presented to Risk Commit-tee quarterly

Operational risk registers monitored and registers updated.

Risk Assess-ment ,Risk Registers reviewed and updated annually

Risk Assess-ment con-ducted, and Risk Registers updated



21


PROJECT MANAGEMENT OFFICE




Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

7. Implementa-tion of all CF priority projects within commit-ted project plan/ schedule with measurable tar-gets and budget as per PMBOK

Implement Com-pensation Fund Turn-around plan by 2018

Cumula-tive weekly status report presented at steering Com-mittee and bi-weekly to EXCO.

Cumula-tive weekly status report presented at EXCO and quarterly to the Strategic Operational Committee.

Monitoring reports are submitted to various com-mittees:

SAP En-hancement Progress report was presented to SAP Project Steering Committee (MIS, Let-ters of good standing, remittance were under development. The Claims Registration Portal was developed and awaiting UAT).

Organisation-al Redesign and Decen-tralisationPresented to Strategic Operational Committee.

Submit Quar-terly monitor-ing reports on progress

10% of the Turn-around plan imple-mented



22


3. Programme Performance Indicators and Quarterly Targets For 2014 - 2015

Item Strategic Goals / Out-puts

Key Per-formance Indicators

Reporting period

Annual target2014/15

Quarterly targets Budget

1ST 2ND 3RD 4TH

INTERNAL AUDIT

1. Developing and executing a risk based 3 year rolling and annual internal audit plan with 100% coverage annually

Implemen-tation of a 3 year risk based and annual audit plan, approved by Audit Committee with 100% completion by 31 March

Annually Develop risk based annual audit plan (roll-out), for approval by Audit Com-mittee on or before 31st March

Targeted for quarter 4




R7500,000

% of annual audit plan completed by 31 March

Quarterly 100% comple-tion of the annual audit plan by 31 March

25% Comple-tion of the annual audit plan




Reporting quarterly to Audit Com-mittee

Quarterly 4 quarterly reports to Audit Com-mittee

Quarterly audit report presented to Audit Com-mittee




R235,200

2. Full Confor-mance with all IIA standards by 2019

Confor-mance with Standards by imple-menting Quality As-surance Im-provement Program

Quarterly General Confor-mance - In-ternal/Peri-odic Quality Assurance Review with External Validator

Internal/ Periodic Quality Assurance Review Report



Internal/ Periodic Quality Assurance Review Report with External Validator

R2 454,800

23




Reporting period



1ST 2ND 3RD 4TH

RISK MANAGEMENT

3. Full imple-mentation of Minimum Information Se-curity Standard (MISS) by 2018

Full compli-ance with MISS by 2018

Quarterly Full imple-mentation of document security according to MISS

Ensure that SCM staff completed Z204 forms are submit-ted to HQ for screen-ing purpose

Follow-up with HQ of the submit-ted forms and update the register

Evaluation of Access Control System in accordance to SAPS appraisal report and address gaps.

Review Security Policy

R 904 000

4. Development and implemen-tation of Busi-ness Continuity Plan.

Full imple-mentation of BCP

Quarterly Imple-ment the Business Continuity Plan.

Draft BCP plan

Approval of BCP and Identifica-tion of Disaster recovery site Risk As-sessment (identifica-tion of key critical) functions

Appoint-ment of Marshals and training thereof

Implemen-tation of the BCP in accordance to approved document.

R 900 000

5. Fraud Investiga-tion Prevention and Detection Strategy imple-mented

% of cases registered finalised within agreed time frame

Quarterly 70% of fraud and corrup-tion cases received/detected finalised within 4 months

70% of fraud and corrup-tion cases received/detected internally finalised within 3 months




R 27 000 000

Number of risk awareness campaign conducted

Quarterly 4 awareness campaign conducted

1 Secu-rity, risk, fraud and Corruption Awareness Campaign conducted

1 Secu-rity, risk, fraud and Corruption Awareness Campaign conducted

1 Secu-rity, risk, fraud and Corruption Campaign Awareness conducted

1 Secu-rity, risk, fraud and Corruption Campaign Awareness conducted

R 2000 000

6. Implement an Enterprise Risk Management (ERM) by 2019

Implement Enterprise Risk in ac-cordance with Risk Manage-ment Framework

Quarterly Risk As-sessment conducted, and Risk Registers updated

Review and Update Operational Risk Regis-ters

Monitoring and com-municating of the Risk Registers

Review and Updating strategic Risk Reg-ister

Review of Risk framework, Charter, Fraud and Corruption Prevention strategy

R 5 745 500

24




Reporting period



1ST 2ND 3RD 4TH

PROJECT MANAGEMENT OFFICE

7. Implementa-tion of all CF priority projects within com-mitted project plan/ schedule with measur-able targets and budget as per PMBOK

Implement Compensa-tion Fund Turn-around plan by 2018

Quarterly 10% of the Turn-around plan imple-mented

2.5% of the Turn-around plan imple-mented




R 8 860 000

4. Budget for the Programme

PROGRAMME / SUB-PROGRAMMES Current Budget

2013-14 2014-15 Approved

Allocation

MTEF PROJECTIONS

2015-16 Projections

2016-17 Projections

2017-18 Projections

2018-19 Projections

Programme: 1 Corporate Management 22 625 820 57 199 500 60 059 475 62 461 854 65 584 947 68 864 194

Compensation Commissioner 1 387 640 1 600 000 1 680 000 1 747 200 1 834 560 1 926 288

Internal Audit 7 644 000 10 190 000 10 699 500 11 127 480 11 683 854 12 268 047

Risk Management 12 141 000 34 804 000 36 544 200 38 005 968 39 906 266 41 901 580

Project Management Office 8 860 000 9 303 000 9 675 120 10 158 876 10 666 820

25


PROGRAMME 2: FINANCIAL MANAGEMENT


This programme is managed by the Chief Financial Officer and consists of the following four Directorates: -

Directorate Financial Control is responsible for the accounting and financial management in the areas

of Accounts Payable which includes pensions, compensation, medical and procurement, Fixed Assets

Accounting, Expenditure Accounting, budget management, and bank reconciliation.

Directorate: Financial Reporting is responsible for Reporting to outside stakeholders on the financial

performance of the Fund. This Directorate manages the investment portfolio i.e. management of

performance of the investment portfolio in liaison with Compensation Fund managers at the Public

Investment Corporation (PIC). Financial reporting and control (includes among others, management and

compilation of monthly and annual financial statements).

Directorate: Income. Revenue Generation is the main objective of the Income Directorate and the source

of income for the operations of the Fund through registration of employers, rate determination for all

industry classes and sub-classes, preparation, printing and dispatch of Notices of Assessments annually,

raising of assessments, revenue collection and debt management.

Directorate: Supply Chain Management. This Directorate is responsible for Supply Chain Management

(SCM) in accordance with the National Treasury regulations and other relevant legislative prescripts. In

addition, the Directorate is responsible for Infrastructure Management, Document Management, Facility

Management and Auxiliary Services.


Achievements

Successful implementation of the ROE Website (online assessments).

The Fund generated revenue of R5 billion in 2012/13 financial year as compared to R4,8 billion in

2011/12, most of which is from assessment of registered employers.

R3 billion collected for the period to end December 2012 vs R2,6 billion for the same period in 2011.

Risks

Inappropriate and ineffective IT systems to support the Programme.

Loss of revenue.

Approved structure inadequately designed.

Lack of appropriate skills in certain key positions.

Manual filing system.

Annual Demand Management Plan not completed by business

SAP system role matrix not completed

Decentralization (office space requirements)

Shortage of staff due to the HR structure not being implemented

Lack of training of staff

Contracts monitoring by Directorates inadequate

26


Way Forward

Revise structure and Implement new structure.

Improve skills levels amongst staff.

Obtain banking details from those claimants awaiting payment

Clear audit findings

Review and update policies and procedures in the Programme.

Increasing the database of registered employers.

Increase the number of employers utilizing the ROE Website.

Strict implementation of issuing letters of good standing.

Review the principle and processes for determining assessments and merit rebates.

Enforce compliance through payroll audits.

Awareness campaigns on employer compliance.

2. Strategic Objective and Objective Statement

2.1 Strategic Objective and Objective Statement: Financial Management

Strategic ObjectiveProvide efficient and effective financial management support services to all our stakeholders whilst achieving an improved audit outcome.

Objective statementTo establish, improve and maintain effective, efficient and transparent systems of financial management and internal control

Baseline Negative Audit Opinion and Disclaimers

JustificationEnsure financial management function provides services to its stakeholders to enable them to achieve their mandates

Links

Government Outcome 4: Decent employment through inclusive economic growth Outcome 12. DoL Strategic Objective (KRA 3): Protecting vulnerable workers, (KRA 5): Strengthening social protection. National Treasury Regulations and the Public Finance Management Act of 1999, National Archives Act, GIAMA

27






Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

1. Provision of fully com-plaint financial management services.

100% com-pliance with Treasury Reg-ulations 2014 by March 2019

Not Appli-cable.

Not Appli-cable

Not Appli-cable

Appropriate and compli-ant financial management organizational arrangements and struc-tures finalised by March 2015

Implement the new financial management organizational arrangement and struc-tures by March 2016

Implement appropriate and effec-tive internal control and costing systems by March 2017

Not Appli-cable

Not Appli-cable

Not Appli-cable

Implement an appropriate and effec-tive revenue Management system by March 2016

Assess the imple-mentation of revenue management system by March 2017

100% compli-ance with accounting, reporting standards for an improved revenue, expenditure, assets and liability man-agement by March 2019

Not Appli-cable

Not Appli-cable

Not Appli-cable

To develop and amend policies and systems to ensure accounting and reporting in accordance with PFMA, regulations and stan-dards by March 2015

Accounts receivables, revenue, assets and payables are 100% accounted to in line with prescripts by March 2016

Accounts receivables, revenue, assets and payables are 100% accounted to in line with prescripts by March 2017

Not Appli-cable

Not Appli-cable

Not Appli-cable

Development, and imple-mentation of a payments monitoring system or module by December 2014

80% of supplier payments and 75% of claims pay-ments made within the prescribed timeframes by March 2016

100% of supplier payments and 90% of claims pay-ments made within the prescribed timeframes by March 2017

2. To acquire and maintain infrastructure for improved service de-livery

Accessible infrastructure for improve service deliv-ery acquired by 2017

Not Appli-cable

Not Appli-cable

Not Appli-cable

Conduct a feasibility study for con-struction or refurbishment of infrastruc-ture facilities and office accommoda-tion by March 2015

Develop and obtain ap-proval of the business case for the imple-mentation of an infrastruc-ture project by September 2015

Roll out the first phase of an infrastruc-ture facilities and office ac-commodation project.

28





Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

3. To improve assessment management systems

New Employ-er Assess-ment Model Implemented

N/A N/A N/A Approved concept for the develop-ment and roll out of a new Assessment Model by March 2015

Developed and approved new assess-ment model by March 2015

Capacity building initiatives in-troduced and implemented to 100% of the assess-ment staff complement by December 2016

Level of compliance by employers improved

N/A N/A N/A Development of an enable system to account for incentives by March 2015

Introduce and imple-ment new incentives to employers by December 2015

Conduct payroll audits to 25% of employers in the database by 01 March 2017

4. Effective reve-nue manage-ment by 2019

% increase in revenue generation as compared to the previous year

Cumulative balances of assessments raised = R3.4 billion vs target of R5 billion

Target = R1.396 billion. Actual = R 3.037 billion.

5% increase in revenue as compared to the previous year

5% increase in revenue generation as compared to the previous year



5. Effective management of debt

Percentage reduc-tion in the Debt Book disclosed in the previous financial year

Cumulative collections of R1.2 billion for the year

Total receipts were R1.6 bil-lion. However unable to allo-cate receipts to old debt book

R 1 billion debt recov-ered

25% reduc-tion of the debt book as disclosed in the 2013/14 financial year

25% reduc-tion of the debt book as disclosed in the previous financial year

25% reduc-tion of the debt book as disclosed in the previous financial year

6. Improve integrated document management system

Integrated document Management System in place by 2018

Not Applica-ble

Not Applica-ble

Not Applica-ble

Introduce the new document management system by 31 March 2015

Building capacity on the document management system by March 2016

Implement the new document management system in all CF operations by 31 March 2017

7. Contribute towards job creation through Socially Responsible Investment (SRI)

Allocate an amount of investment fund towards SRI by 2018

No allocations made

No allocations made

Approved investment strategy

Allocate R1.5b by 31 March 2016

Monitor and Evaluate the impact of the Investment Strategy

Allocate R2.3b by 31 March 2017

8. Effective management of the sol-vency of the Fund

% Net profit of assess-ment revenue per annum

Not Applica-ble

Not Applica-ble

Not Applica-ble

To get 15% of net profit of assessment revenue per annum



% Increase of investment portfolio value per annum

Not Applica-ble

Not Applica-ble

Not Applica-ble

Increase port-folio by 10% per annum



29

ANNUAL PERFORMANCE PLAN - 2014/20154. Programme Performance Indicators and Quarterly Targets For 2014 - 2015



Report-ing period



1ST 2ND 3RD 4TH

1. Provision of fully complaint financial man-agement services

100% com-pliance with Treasury Reg-ulations 2014 by March 2019

Quarterly Appropriate and compli-ant financial management organizational arrangements and struc-tures finalised by March 2015

GAP Anal-ysis on the approved organisa-tional ar-rangements and struc-tures in line with New Treasury Regulations

GAP Anal-ysis on the approved organisa-tional ar-rangements and struc-tures in line with New Treasury Regulations

Approval for the imple-mentation of new or-ganisational structure for the finance programme in line with treasury regulations

Implemen-tation of the new or-ganisations structure to give effect to the treasury regulations

R 8 040 000

100% compli-ance with accounting, reporting standards for an improved revenue, expenditure, assets and liability man-agement by March 2019

Quarterly To develop and amend policies and systems to ensure accounting and reporting in accordance with PFMA, regulations and stan-dards by March 2015

Obtain approval for the devel-opment of financial man-agement policies, procedures, strategies, processes, checklists

Develop-ment of financial man-agement policies, procedures, strategies, processes, checklists

Develop-ment of financial man-agement policies, procedures, strategies, processes, checklists

Implemen-tation of the new finan-cial man-agement policies, procedures, strategies, processes, checklists

R 24 483 068

Quarterly Development, and imple-mentation of a payments monitoring system or module by December 2014

Development of Norms and standards on sundry payments

Approval of a prototype on the payments monitoring module/sys-tem

Approval of a module/system for monitoring payment turnaround times

Payments reports gener-ated

2. To acquire and maintain infrastruc-ture for improved service delivery

Accessible infrastructure for improve service deliv-ery acquired by 2017

Quarterly Conduct a feasibility study for con-struction or refurbishment of infrastruc-ture facilities and office accommoda-tion by March 2015

Space need requirements from chief directorates obtained and approved

Business Case on the feasibility study de-veloped and approved

Conduct a feasibility study

Approved fea-sibility study reports

R 125 560 400

3. To im-prove as-sessment man-agement systems

New Employ-er Assess-ment Model Implemented

Quarterly Approved concept for the develop-ment and roll out of a new Assessment Model by March 2015

EXCO approval of the Business Case based on actuarial and work study reports

Conduct consultations with relevant stakeholders

Conduct consultations with relevant stakeholders

Approved concept for the devel-opment and roll out of the new assess-ment model

Level of compliance by employers improved

Quarterly Development of an enable system to account for incentives by March 2015

Identification of new incen-tives to be introduced

Development of a prototype system or module to ac-count for and management incentives

Development of a prototype system or module to ac-count for and management incentives

Approval of a new module or system on management of incentives and roll out of the new system

30




Report-ing period



1ST 2ND 3RD 4TH

4. Effective revenue manage-ment by 2019

% increase in revenue generation as compared to the previous year

Quarterly 5% increase in revenue generation as compared to the previous year

1.25% increase in revenue generation as compared to the previous year




R 20 000 000

5. Effective manage-ment of debt

Percentage reduc-tion in the Debt Book disclosed in the previous financial year.

Quarterly 25% reduc-tion of the debt book as disclosed in the 2013/14 financial year

6.25% reduc-tion of the debt book as disclosed in the 2013/14 financial year




R 16 000 000

6. Improve integrated document manage-ment system

Integrated document Management System in place by 2018

Quarterly Introduce the new document management system by 31 March 2015

Business Case and Terms of Reference on the intro-duction of smart forms and a new document management system de-veloped and approved

Secure resources for the devel-opment and implementa-tion of a new document management system and smart forms

Imple-ment new document management system and smart forms

Approved document management systems and smart forms system

R 1 655 500

31




Report-ing period



1ST 2ND 3RD 4TH

7. Contribute towards job creation through Socially Respon-sible In-vestment (SRI)

Allocate an amount of investment fund towards SRI by 2018

Quarterly Allocate R1.5b by 31 March 2016

Make the R1.5b avail-able as liquid assets at the PIC, Ratify the proposals from PIC and Independent Development Cooperation (IDC)

Involve both the PIC and IDC on the approved SRI projects

Invest R1.5 billion in the identified projects

Monitor im-plementation of SRI project

R 22 146 000

8. Effective manage-ment of the sol-vency of the Fund

% Net profit of assess-ment revenue per annum

Quarterly To get 15% of net profit of assessment revenue per annum

To develop and amend policies and systems to ensure accounting and reporting in line with the PFMA, Treasury Reg-ulations and Norms and Standards

Implement the amended policies and systems

To monitor the imple-mentation of the amended policies and systems

To monitor and evaluate the amended policies and systems

% Increase of investment portfolio value per annum

Quarterly Increase port-folio by 10% per annum

Transfer all excess amounts to the PIC; Provide the monthly investments reconciliation





PROGRAMMES / SUBPROGRAMMES

Current Budget 2013-14

2014-15 Approved Allocation

MTEF PROJECTIONS

2015-16 Projections

2016-17 Projections

2017-18 Projections

2018-19 Projections

Programme 2: Financial Management

363 086 670 221 522 668 232 598 801 241 902 753 253 997 891 261 617 828

Chief Financial Officer 22 132 000 28 040 000 29 442 000 30 619 680 32 150 664 33 115 184

Revenue/Income 185 070 000 37 655 500 39 538 275 41 119 806 43 175 796 44 471 070

Financial Reporting 12 138 500 25 024 700 26 275 935 27 326 972 28 693 321 29 554 121

Financial Control 12 799 096 4 483 068 4 707 221 4 895 510 5 140 286 5 294 494

Support Service(SCM) 130 947 074 126 319 400 132 635 370 137 940 785 144 837 824 149 182 959

32


PROGRAMME 3: OPERATIONS MANAGEMENT


Purpose: Provide an effective safety net through the registration, processing and payment medical claims

resulting from occupational injuries and diseases, and monitoring of compliance with COIDA legislation

• Directorate: Compensation Claims is responsible for registering, adjudicating and processing

of compensation benefits comprising loss of earnings-Temporary Total Disablement (TTD);

Permanent Disablement (PD), including pension as well as benefits for the surviving dependants in

fatal injuries. The Directorate also monitor compliance with COIDA by Exempted Employers as well

as monitoring employers on reporting of accidents generally, through preliminary investigations

and advise on levying of penalties for late reporting or non-reporting of accidents.

• Directorate: Medical Services is to provide an effective safety net through the registration,

processing and payment of medical invoices resulting from occupational injuries and diseases,

and monitoring of compliance with COIDA legislation. The Directorate consists of two units; viz.

Medical Payments and Medical Services (Medical Officers and Nurses). Medical Payments is

a unit responsible for payment of all medical expenses incurred by employees who are injured

on duty or who contract occupational diseases. Medical services sub- directorate is a support

unit within the Compensation Fund, and provide medical advice and medical opinion, to all Sub-

directorates within the Fund.

• Directorate: Legal Services provides legal support, legal administration and advice in the

implementation of the COIDA and relevant legislation associated with the Compensation Fund.

The strategic goal of this Unit is to contribute to legislative reforms and provide an effective legal

support to the Fund by advising on legal matters, addressing the entire current backlog in respect

of the objections and application for increased compensation lodged in terms of sections 91 and

56 of the COIDA respectively and drafting of legislation.

• Directorate: Client Service is responsible to support all components of the Fund to deliver COID

services and Information to the clients in line with Batho Pele principles.

• The programme also provide inputs to the social security reforms for the integration of social

security agencies

• In terms of prevention of occupational injuries and diseases the Programme advocates policies

on COIDA in partnership with IES and civil society (NPO’s & NGO’s) on prevention of occupational

injuries and diseases(SCSF)

33



Achievements

The Programme: Operations has achieved the following:

The Chief Directorate was formed into a unit

All claims benefits are now processed in all provinces

Claims in Provinces are registered, adjudicated and payments processed within two months, if

documentation is complete.

MIS reports developed and functional, for ease of accessing information to make informed decisions.

Enhanced database of COIDA beneficiaries on chronic medication, assistive device, etc for improved

case management.

Risks

Poor service delivery

Ineffective information technology deliverables (some systems not fully developed)

Lack of capacity

Delay in implementing full decentralisation and filling of posts in terms of the approved structure

Way Forward

In order to address these challenges the Programme has identified the following the following

Continue implementing decentralisation

Eliminate backlog by filling vacancies in HO and Provinces, in terms of the approved structure

To implement increases in all benefits by 1 April of every year

To train all COIDA staff on integrated functions

Develop customer touch points in all provinces

Review, develop policies/ procedures to support decentralised claims functions

Pilot new system and implement electronic registration of claims by employers

34


2. Strategic Objective and Objective Statements

2.1 Strategic Objective and Objective Statement: Compensation Claims

CF Strategic Objective: Providing an efficient social safety net.

Objective statement To Provide quality compensation benefits to employees and dependents for occupational injuries and diseases within prescribed time framesTo educate employees & employers on COIDA and occupational health and safety, through funding non-profit organisations within the civil society

Baseline 1. Achieve 85% in the adjudicating of compensation claims for injured or diseased employees.2. Finalisation 60% of new claims within 90days. 3. 60%of the 40% (40% FOR SERIOUS INJURIES) of the new claims finalized within 12 months while the remaining will be finalised in the next financial year.4. Fund 15 non-profit organisations project coordinated by the strengthen civil society fund 5. To reach out to 8000 employers and employees per annum.

Justification 1.Ensure efficient and effective COIDA services(compensation to employees and dependents for oc-cupational injuries and diseases)2. Improve turnaround time in processing and payment of COIDA benefits. 3. Mandate to educate employers and employees on COIDA Act and OHS 4. To minimise the rate occupational injuries and diseases in the work place 5. To expedite reporting of claims and processing of benefits

Links Government Outcome 4: Decent employment through inclusive economic growth. DoL Strategic Objective (KRA 3): Protecting vulnerable workers, (KRA 5): Strengthening social protection. CF Pro-grammes and sub programmes, Inspection and enforcement services, Government Pension adminis-tration agency, ICD and social security reforms in other department IES, Department of Minerals and Mutual associations.

2.2 Strategic Objective and Objective Statement: Medical

Strategic Objective 1 Providing an efficient and effective social net by providing medical aid for injured and diseased employees.

Objective statement To give medical opinion/advice on further medical aid required within the stipulated turnaround time.To implement a Rehabilitation model by 2018.

Baseline 60% medical responses within 10 daysBenchmarking best practices on rehabilitation with other countries.

Justification The COID act mandates the DG to assess a need for further medical aid.To provide physical rehabilitation and vocational rehabilitation for early return to work.

Links Government Outcome 4: Decent employment through inclusive economic growth. DoL Strategic Ob-jective (KRA 3): Protecting vulnerable workers, (KRA 5): Strengthening social protection. CF Programs, Minister of Labour, COIDA. CF Programs, Minister of Labour, ODMWA , DoH.

35


2.3 Strategic Objective and Objective Statement: Legal Services

Strategic Objective Integration of the Fund within the comprehensive social security reforms

Objective statement To provide legal support to the Fund, assist in the implementation of COID Act and ensure the amend-ment of the Act to align it with any policy changes and social security reforms

Baseline 1. Achieve 75% for objections and section 56 applications where there are no disputes within 60 days (2012/13 was 16.5%)2. Achieve 75% finalization of all litigations cases within 30days of receipt where there are not disputes3.

Justification 1. Provides legal support, legal administration and assistance in the implementation of the COIDA and relevant legislation associated with the Compensation Fund.2.The ensure that COIDA is amended to cover all new legislation to improve service delivery for Oc-cupational injuries and diseases

Links Government Outcome 4: Decent employment through inclusive economic growth. DoL Strategic Objective (KRA 3): Protecting vulnerable workers, (KRA 5): Strengthening social protection. CF pro-grammes, DoL Legal Directorate

2.4 Strategic Objective and Objective Statement: Client Services

Strategic Objective Enhance Quality and Access to COIDA Services and Information

Objective statement To enhance the quality of access to COIDA services and information

Baseline 1. Voice = 80% of all calls answered in 45 sec2. Walk in = reduce waiting time from 46 minutes to 30 minutes

Justification Improve service delivery and customer experience within the Fund (Decentralisation of COIDA services coupled with electronic submission of claims )

Links Government Outcome 4: Decent employment through inclusive economic growth. DoL Strategic Ob-jective (KRA 3): Protecting vulnerable workers, (KRA 5): Strengthening social protection. Service charter and White Paper on Service Delivery(BATHO PELE PRINCIPLES)

36






Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

COMPENSATION CLAIMS

1. Improved rate of processing Compensations benefits by 2019

%of new claims adju-dicated within number of days

80.98% of compensation claims adju-dicated within 2 months of registration

54%196 509 Reg-istered192 967 Adju-dicated

80% of new compensation claims adju-dicated within 60 days of registration Claims


90% of new compensation claims adju-dicated within 60 days of registration

90% of new compensation claims adju-dicated within 30 days of registration

Finalize % of new claims within 90 days from date of adjudication

165 081 claims regis-tered

N/A N/A 60% of new claims within 90days from date of adju-dication

60% of new claims within 90 days from date of adju-dication

60% of new claims within 90days from date of adju-dication

% of the pre-vious year out-standing claims finalized within 12 months

133 676 claims adjudi-cated

N/A N/A N/A 60 % of 2014/15 (2 yrs) outstand-ing claims fi-nalized within 12 months

95% of 2014/15 (2 yrs) outstand-ing claims fi-nalized within 12 months

2. Reviewed compensation benefits annu-ally

Review com-pensation ben-efits annually

Benefits were increased by 5.1% plus 100% catch up purchasing power for the lower earning categories

Benefits increase gazette was approved on time and implemented by the due date

Review compensation benefits by end of finan-cial year

Review compensa-tion benefits annually



37





Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

3. Advocacy of policy to pre-vent accidents

Fund, monitor and evaluate number of projects

6 projects have been identified and monitored

21 projects were running during quarter 4 after the second tranche funding was released. The Fund participated in 3 work-shops as part of monitoring and evalua-tion, namely, Lethabong Project in Delareyville; Opret Project in Mokopane and Qholaqh-we Project in Vrede- Free State

Fund, monitor and evaluate 12 projects in all provinces




MEDICAL

4. Approve all ac-cepted medical invoices (valid accurate and complete documentation) within 1 month of receipt by 2019

% of accepted medical invoic-es approved within number of months of receipt of an

66.83% of medical claims within 2 months of receiving an invoice.1 003 050 medical invoices received.670 365 med-ical invoices paid within 2 months

90%Out of 976,844 medical invoic-es received, 909,162 were approved with-in 2 months at an amount R844,008, 328.54

90% of ac-cepted medi-cal invoices approved fi-nalised within 2 months of receiving invoice




38





Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

5. Provide medical advice on ac-cepted claims with complete documentation within 24 hours by 2019

% medical advice on ac-cepted claims with complete documentation provided within specified time

38.82% of medical ad-vice on medi-cal claims received fi-nalised within 20 days.16 735 request for medical ad-vice received6 491 of med-ical advice fi-nalised within 20 days

46%Out of 9711 requests for medical advice on medical claims received, 4442 were finalised within 15 days

80% medical advice on ac-cepted claims with complete documenta-tion provided within 10 days




6. Develop and implement Rehabilitation policy by 2019

Rehabilita-tion policy Implemented by 2019

The COIDA amendments, including the chapter added on Rehabilitation, will go to NEDLAC for stakeholder consultations

The chapter on Rehabilitation has been add-ed to COIDA amendments and amend-ments

Submission of the draft policy to the Minister of Labour

Benchmark-ing locally and interna-tionally, AMA guidelines relating rehab drafted

See footnote, awaiting Bill process

See footnote, awaiting Bill process




Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

LEGAL SERVICES

7. To implement the amended COID Act by 2019

An amended COID Act by 2019

Target date extended to 31 March 2012 due to the previous delays in finalizing the draft amend-ments

Final draft amendments were submitted to the LP & IR branch of the DoL on 31 Jan-uary 2013 for processing

Monitor and participate in consultation process with the stake-holders

(see foot

note1)

(see foot

note1)

(see foot

note1)

1Palimentary/Cabinet process to be finalized before the next steps can be undertaken.

39





Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

8. Resolve 100% of ap-plications and objections for increased compensation where there is no dispute within 30 days by 2019

% of ap-plication for increased compensa-tion finalised within number of days

1481 section 91 objections received, 402 cases finalised.

62 section 56 applications received, 7 were finalised

17% Applica-tions18 Applications received.3 Applications finalised.

27% Objections1 072 received200 finalised

75% Applica-tions75% Objec-tions

75% of ap-plication and objections for increased compensa-tion finalised within 60 days where there is no dispute



9. Resolve 100% of liti-gation cases where there is no factual dispute within 5 days by 2019

% of litigation cases where there is no factual dis-pute resolved within number of days

Received 16 summons , 6 finalised and 10 still active litigation mat-ters45 Court applications received, 33 were finalised. 12 are active as pleadings have been closed

38%48 Received18 Finalised

95% of litiga-tion cases fi-nalised within 15 days where there is no factual dispute




10. 100% of legal advice on contracts finalised within 5 days of receipt by 2019

% of legal advice on contracts provided within number of days

24 Contracts drafted.7 Legal Opinions requested

93% Contracts28 Contracts received.26 drafted within 5 days90% Legal Advice10 Legal advice received.9 provided within 5 days

95% of legal advice on contracts pro-vided within 15 days of receipt




40





Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

CLIENT SERVICES

11. Implement 100% of seg-mented cus-tomer support model for client services (email, web, voice, sms & walk in) by 2019

% segmented customer support model for cli-ent services

- The IVR customer satisfaction option and the Walk-in centre self kiosk have been imple-mented.The claim status option support is done via con-tact centre phone in and web master email.- ROE web support not developed yet, howev-er the new customer care system web channel is enabled, awaiting the develop-ment and integration of systems

80% Customer Service Imple-mented

80% cus-tomer service support provided at all customer service touch points (phone-in, web, walk-in)

50% seg-mented cus-tomer support model for client services implemented



12. Improve customer satisfaction to 90% by 2019 (40% baseline results)

Achieve % of customer satisfaction rating

70% CSI for both contact and walk-in centre achieved

Extended the centre to accom-modate more visitors.Increased the number of sup-port agents.Created addi-tional help desk to deal with online support queries

Improve customer satisfaction rating by 15% of baseline

Implement 60% of recommenda-tions and Enhance CF customer satisfaction tool

Implement 85% of recommen-dations and Improve customer satisfaction rating by 10% of baseline (50%)

IImple-ment 85% of recom-mendations and Improve customer satisfaction rating by 15% of baseline

41


3. Programme Performance Indicators and Quarterly Targets For 2014 - 2015

Item

Strategic Goals / Out-puts


Report-ing period



1ST 2ND 3RD 4TH

COMPENSATION CLAIMS

1. Improved rate of processing Compensa-tions benefits by 2019

%of new claims adjudicat-ed within number of days

Quar-terly






R 1 610 351 305

Finalize % of new claims within 90 days from date of ad-judication.

Quar-terly

60% of new claims within 90 days from date of receipt of the final medical report

60% of new claims within 90 days of receipt of the final medical report




R 20 000 000

% of the previous year out-standing claims finalized within 12 months

N/A Targeted for 2015/16 and 2016/17

Targeted for 2015/16 and 2016/17




2. Reviewed compensation benefits an-nually

Review compen-sation benefits annually

Quar-terly

Review compensation benefits by end of finan-cial year

Request for the actuarial preliminary report

Obtain actu-arial report Discuss proposals with the Assessments and Benefits Sub-Com-mittee of the CF Board. Approval by the CF Board

Submit pro-posals to the Minister and publish the draft gazette for comments

Submit the fi-nal proposals to the Minister and publish approved final gazette on increased benefits

R 972 500

3. Advocacy of policy to prevent ac-cidents

Fund, monitor and evalu-ate number of projects

Quar-terly


Identify and assess projects for approval by the Director General

Monitor First tranche work-shops

Monitor First and second tranche work-shops and evaluate new projects

Monitor sec-ond tranche workshops

R 7 900 000

42

ANNUAL PERFORMANCE PLAN - 2014/2015It

em



Report-ing period



1ST 2ND 3RD 4TH

MEDICAL

4. Approve all accepted medical invoices (valid accurate and complete doc-umentation) within 1 month of receipt by 2019

% of ac-cepted medical invoices approved within number of months of receipt of an

Quar-terly

80% of accepted medical invoices ap-proved within 2 months of receiving invoice



80% of accepted medical invoices ap-proved within 2 month of receiving invoice

80% of accepted medical invoices ap-proved within 2 month of receiving invoice

R 1 970 793 046

5. Provide medi-cal advice on accepted claims with complete documenta-tion within 24 hours by 2019

% medical advice on accepted claims with complete docu-mentation provided within specified time

Quar-terly






R 500 000 000

6. Develop and implement Rehabilitation policy by 2019

Rehabilita-tion policy Imple-mented by 2019

Quar-terly






R 500 000 000

LEGAL SERVICES

7. To implement the amended COID Act by 2019

An amended COID Act by 2019

See footnote1 See footnote1 See footnote1 See footnote1 See footnote1

8. Resolve 100% of applications and objections for increased compensation where there is no dispute within 30 days by 2019

% of appli-cation for increased compen-sation finalised within number of days

Quar-terly

75% of ap-plication and objections for increased compensa-tion finalised within 60 days





R 2 000 000

9. Resolve 100% of litigation cases where there is no factual dispute within 5 days by 2019

% of litiga-tion cases resolved within number of days

Quar-terly






R 8 809 000

1Palimentary/Cabinet process to be finalized before the next steps can be undertaken.

43

ANNUAL PERFORMANCE PLAN - 2014/2015It

em



Report-ing period



1ST 2ND 3RD 4TH

10. 100% of legal advice on con-tracts finalised within 5 days of receipt by 2019

% of legal advice on contracts provided within number of days

Quar-terly






R 6 258 500

CLIENT SERVICES

11. Implement 100% of segmented customer sup-port model for client services (email, web, voice, sms & walk in) by 2019

% seg-mented customer support model for client services

Quar-terly


Conduct sur-vey to check preferred channel of communica-tion

Assess findings and present report that will inform the business case

Provide busi-ness case and TOR for approval of the seg-mented cus-tomer support model

Appoint ser-vice provider and imple-ment/improve approved channels

R 3 682 000

12. Improve customer satisfaction to 90% by 2019 (40% baseline results)

Achieve % of customer satisfaction rating

Quar-terly

Implement 60% of recommenda-tions and Enhance CF customer satisfaction tool

Assess and evaluate the recommenda-tions from the beneficiary’s survey.

Implement 50% recom-mendations by level of residual risk and priorityUpdate op-erational risk register

Produce TOR & Business case for the enhance-ment of the customer satisfaction tool.

Implement 100% recom-mendations by level of residual risk and priority

Appoint ser-vice provider & implement approved en-hancements.

Report AS IS results of internal tool survey

Evaluate and correct.

Report results based on the enhanced tool

R 1 000 000

44



CF PROGRAMMES Current Budget 2013-14


MTEF PROJECTIONS

2015-16 Pro-jections



2018-19 Projections

Programme: 3 Operations Management 4 695 498 665 4 178 962 707 4 389 538 298 4 611 978 830 4 827 068 122 4 973 104 238

Compensation Claims 1 419 039 374 1 639 223 805 1 721 184 995 1 790 032 395 1 879 534 015 1 935 920 035

Medical Services 3 245 184 291 2 471 293 046 2 596 485 154 2 747 203 560 2 869 054 088 2 955 125 711

Legal Services 25 525 000 15 067 500 15 820 875 16 453 710 17 276 396 17 794 687

Call Centre 3 950 000 4 682 000 4 916 100 5 112 744 5 368 381 5 636 800

Compensation Board 1 800 000 2 105 000 2 210 250 2 298 660 2 413 593 2 534 273

Provincial Offices 40 091 356 42 095 924 43 779 761 45 968 749 48 267 186

Chief Operating Officer 6 500 000 6 825 000 7 098 000 7 452 900 7 825 545

45


PROGRAMME 4: CORPORATE SERVICES


Programme Purpose: Provide human resource management, communications, organisational development

and organisational performance monitoring and Information and Communications Technology services to

the Compensation Fund.

Corporate Services that includes:

- Directorate: Human Resource Management ensures optimum and efficient utilisation and

development of Human Capital and to provide an advisory service on matters pertaining to,

transformation management, individual performance management, Sound Employee Relations,

Employee health & wellness, as well as effective and efficient recruitment, selection and placement

services.

- Directorate: Organisation Effectiveness ensures that matters relating to organisational development

and organisational performance monitoring are dealt with.

- Directorate: Communication disseminates and improves access to information about the

Compensation Fund.

- Directorate: Information and Communications Technology (ICT) attends to the Compensation

Fund’s technological and infrastructural needs to enhance service delivery.


Achievements

An intensive COIDA educational and marketing campaign was conducted to educate, and address

outstanding stakeholder issues and provide guidance on claim procedures

CF has managed to reduce the vacancy rate to 3.3% as at 31st March 2013.

316 contract workers were appointed permanently into the structure.

Implemented the structure and critical posts advertised.

Addressed 80% of the identified training needs of staff as well as the introduction of the Orientation

Programme for new staff members.

Risks

Negative media coverage and poor stakeholder perception of the Fund due to poor turn-around

time on finalization of claims.

Lack of understanding of the Fund’s mandate by most of our clients

Lack of visibility of the Fund to our stakeholders particularly in rural communities.

Limited options in accessing the Funds information.

46


Way Forward

Communicate clear messages that are easy and understandable to our audience on the funds

services.

Review all stakeholder communication material.

Develop a holistic stakeholder and media management strategy geared to recover brand reputation.

Launch and continuously drive the COIDA educational programme to as many stakeholders as

possible.

Improve visibility and accessibility to all the Fund’s stakeholders, particularly in rural areas through

COIDA educational campaigns, through various media.

Maximize the use of the Fund’s communication platforms and establish new platforms to reach

more stakeholders e.g. Labour Website and Intranet.

Stakeholder engagement sessions to be held to advocate the Fund’s services.

2. Strategic Objective and Objective Statements

2.1 Strategic Objective and Objective Statement: Communication

Strategic Objective Promote policy advocacy

Objective statement To educate stakeholders about the COID Act, services rendered, marketing and branding the Compen-sation Fund

Baseline Four media campaigns were successfully run. Educational adverts on beneficiaries through national and community newspapers, digital screens, national and community radio stations, branding on taxis and buses and Car wash and taxi rank branding.

Turnaround time to respond to media queries (New)

Justification Communication coordinates the dissemination of information about the Fund and other related activi-ties.

Links Government Outcome 4: Decent Employment through inclusive economic growth. DoL Strategic Objective (KRA 3): Protecting vulnerable workers Public Access to Information (PAIA). The various com-munication platforms that are used ensure that members of the public have access to information about the Fund.

2.2 Strategic Objective and Objective Statement: Human Resource Management

Strategic Objective Provide professional, efficient and client orientated human resource

Objective statement Provide human resource support to line functions

Baseline 54.5% (6 out of 11 employees at Senior Management Service level) women are employed in Senior Man-agement Service (SMS) as on 31 March 2013; The vacancy rate in the Fund is currently standing at 23% following the implementation of the new or-ganisational structure with effect from 01 April 2013 (160 posts are vacant out of total establishment of 690) as on 31 January 201439% (392 out of 984 employees) of the Fund’s staff were trained in accordance with the approved WSP as on 31 March 201398% of employees on salary levels 1-12 entered into performance contracts and were assessed

Justification So as to provide a strategic and administrative Human Resources support service to the whole of the Compensation Fund with a view to enabling it to deliver on its mandate.

Links Government Outcome 12: An efficient, effective and development oriented public services and an em-powered and inclusive citizenship Outcome 12. CF Strategic Objective 8 : Provide professional, efficient and client oriented human resource.WSP links: Mandated by the Skills Development Act Performance Management links: Mandated by the Public Service Act50% representation of women in SMS links: Cabinet decision and DPSA’s guidelines

47


2.3 Strategic Objective and Objective Statement: Organisational Effectiveness

Strategic Objective Enhance quality and access to COIDA information services and information

Objective statement To manage processes for continuous service delivery improvement and improve corporate support in order to enhance quality of access to COIDA services

Baseline • Annual and quarterly monitoring reports of Programmes

• Analysis of performance trends in the form of performance reports.

• Organisational wide change management programme was developed. However, the implementa-tion did not take place as planned due to capacity constraints.

• COIDA services not fully decentralised in provinces due to infrastructural challenges.

Justification This objective focuses mainly on performance in relation to service delivery, which involves the monitor-ing and evaluation of activities in relation to the Fund’s plans so as to assess the impact, efficiency and effectiveness of the Fund’s strategies that are aimed at improving the livelihood of the public.

There is also a focus on strengthening institutional and organisational capacity in providing clear direction to improve service delivery and efficiency.

Links Government Outcome 12: Efficient, effective and development oriented public service and an empow-ered and inclusive citizenship. DoL Strategic Objective (KRA 8): Strengthening institutional capacity of the Department Outcome 12, National Treasury Regulations and the Public Finance Management Act of 1999

2.4 Strategic Objective and Objective Statement: Information and Communication Technology

Strategic Objective Effective Information Communication Technology services

Objective statement Provide ICT services to support and improve service delivery and performance

Baseline New

Justification To ensure the Department ICT is enabler, for both internal and external clients, for effective and efficient service delivery


48






Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

COMMUNICATION

1. Implement integrated communica-tion strategy by 2019

Integrated communica-tion strategy implemented conducting a number of educational campaigns by 2019

Branding man-ual developed and approved. Customer satisfaction survey con-ducted.

4 Media Adverts were run.

3 Media adverts con-ducted

Implement integrated communica-tion strategy by conducting 5 educational campaigns

Implement integrated communica-tion strategy by conducting 5 educational campaigns

Review and evaluate the integrated communica-tion strategy

2.

Implement stakeholder management strategy by 2019

Stakeholder manage-ment strategy implemented by conducting a number of consultative meetings with stakeholder by 2019

N/A N/A N/A Develop and implement stakeholder management strategy by conducting 5 consultative meetings with stakeholders

implement stakeholder management strategy by conducting 9 consultative meetings with stakeholders

implement stakeholder management strategy by conducting 9 consultative meetings with stakeholders

HUMAN RESORCE MANAGEMENT

3. Implement recruitment and retention strat-egy through maintenance of 10% vacancy rate by 2019

% of vacancy rate maintained annually

3.3% Vacancy rate main-tained.Total Approved posts 711Total posts filled 686

Vacancy rate is 2.25% as at 31 March 2013

10% vacancy rate main-tained

Maintain 10% vacancy rate



4. Eliminate workplace dis-criminatory and social prejudice and achieve realistic target

Implement employment equity plan by 2019 through appointing % of women in all management levels, % of youth and % of PWDs/ in line with EE Act and government decisions by 2019

1,3% PWD as at

50% of wom-en in middle management at 31 March 2012.

EHWP & GDY meetings were attended and inputs given.Inputs were given on Disabil-ity Policy.EE targets are monitored.

50% Women employed in all management levels36% of youth employed3% of PWDs employed




5. Full compliance and implemen-tation of the performance management policy

% compli-ance with the performance management system annu-ally by 2019

92.5% of Assessments were received.

91.6% of agreements were received

National Target of 95% achieved.

2012/201387% 1st semes-ter assessments were received(929/968)

86% agree-ments were re-ceived (955/968)

95% compli-ance with the performance management system




49





Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

6. Strengthening human capac-ity through the implementa-tion of 100% of training programmes in the Workplace Skills Plan (WSP)

Development and imple-mentation of % of training programmes in the WSP

100% of iden-tified training needs were achieved.

2006 Employ-ees have been trained during 2011/12; Ge-neric Training: 632Functional Training: 1959ABET:15

117% of the identified train-ing needs were addressed.

62 (19 Generic & 43 Functional) Training needs were addressed during 2012/13

609 Employ-ees have been trained during 2012/13

100% of training programmes in the WSP developed and implemented

Develop and Imple-ment 100% of training programmes in the WSP

Develop and imple-ment 100% of training programmes in the WSP

Develop and imple-ment 100% of training programmes in the WSP

ORGANISATIONAL EFFECTIVENESS

7. Improve organisational performance annually

Number of ini-tiatives aimed at improving organisation performance implemented

Change Man-agement and Communica-tion Strategy on priority projects (SAP FI/ ICM and organisa-tional Design) developed and implemented

Change man-agement strate-gy implemented through:

• Provincial Manage-ment and stakeholders Road Shows conducted

• Call Centre Change Management posters

• Communi-cation on Customer and Employee Satisfaction Surveys

40% of the change management programme implemented

Implement 3 initiatives aimed at improving organisation performance



Number of strategic documents developed and approved annu-ally in line with NT Framework

CF Strategic plan and An-nual plan was developed as per applicable prescripts

2012/17 Stra-tegic Plan and 2012/13 Annual Performance Plan were developed and approved

2014/19 Strategic Plan and 2014/15 Annual Perfor-mance Plan developed and approved as per the NT Framework

1 Strategic plan and 1 Annual Perfor-mance Plan that is fully compliant with NT Framework and approved by end of January



50





Medium-term targets

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Number of ap-proved reports submitted to National Treasury and Department of Performance Monitoring and Evalu-ation within the specified timeframe

All perfor-mance infor-mation reports were submit-ted as per the NT Framework

All performance information reports were submitted as per the NT Framework

All perfor-mance infor-mation reports were to be submitted as per the NT Framework

4 approved quarterly per-formance re-ports submit-ted to National Treasury and Department of Performance Monitoring and Evaluation within 60 days after quarter ending.1 approved annual report published by end of August



INFORMATION AND COMMUNICATION TECHNOLOGY

8. To support business by providing an enabling ICT environment with innovative and appropriate technologies and infrastruc-ture by 2019

ICT business continuity model reviewed and implement-ed by 2019

Capitalization of pensions development completed

Scanning and indexing completed and implemented.SMS and email development completed.Claims status website completed and implemented.Data migration not finalised

Disaster recovery plan for phase I (storage recov-ery has been implemented) and tested

The IT steering Committee, as a governance structure, has full business representa-tion and is functioning and providing the necessary oversight role

Partially achievedThe DoL had taken a decision that there will be a single, central-ized IT strategy across the orga-nization. CF will not have its own strategy.

The systems development which was in progress included :

• MIS Letters of

Good stand-ing

• Remittance advices

• Electronic Portal

The IT gover-nance frame-work has been approved at CF, but was dependant on the finalisation of the DoL framework

Implementation has been de-layed due there being no IT service partner

Finalisation of the ICT Strategy

Development and review of ICT Policies

ICT business continu-ity model reviewed

Phase 1 of ICT business con-tinuity model implemented

Phase 2 of ICT business con-tinuity model implemented

51

ANNUAL PERFORMANCE PLAN - 2014/20154. Programme Performance Indicators and Quarterly Targets For 2014 - 2015


Key Performance Indicators

Reporting period

Annual tar-get 2014/15


1ST 2ND 3RD 4TH

COMMUNICATION

1. Implement integrated communica-tion strategy by 2019

Integrated com-munication strat-egy implemented conducting a number of educa-tional campaigns by 2019

Quarterly Implement integrated commu-nication strategy by conduct-ing 5 educational campaigns

2 edu-cational campaigns targeting employers and medi-cal service providers conducted

1 edu-cational campaigns targeting employees conducted

1 edu-cational campaigns targeting beneficia-ries con-ducted

1 edu-cational campaigns targeting employers, employees, beneficia-ries and medical service providers conducted

R 37 950 000

2.

Implement stakeholder management strategy by 2019

Stakeholder man-agement strategy implemented by conducting a number of con-sultative meetings with stakeholder by 2019

Quarterly Develop and imple-ment stake-holder man-agement strategy by conducting 5 consulta-tive meet-ings with stakehold-ers

Develop the Stakeholder Manage-ment Strategy

Consulta-tive meet-ings with 2 Province

Consulta-tive meet-ings with 1 Provinces

Consulta-tive meet-ings with 2 Provinces

R 5 670 000

HUMAN RESOURCE MANAGEMENT

3. Implement recruitment and reten-tion strategy through main-tenance of 10% vacancy rate by 2019

% vacancy rate maintained an-nually

Quarterly Maintain 10% va-cancy rate

Maintain 10% va-cancy rate




R 582 960 310

4.

Eliminate workplace discriminatory and social prejudice and achieve realis-tic target

Implement employment eq-uity plan by 2019 through appoint-ing % of women in all management levels, % of youth and % of PWDs/ in line with EE Act and government decisions by 2019

Quarterly 50% Women employed in all manage-ment levels

36% of youth em-ployed

3% of PWDs employed

50% Women employed in all manage-ment levels


3% of PWDs employed



3% of PWDs employed



3% of PWDs employed



3% of PWDs employed

R 3 400 000

5. Full compli-ance and implementa-tion of the performance management policy

% compliance with the perfor-mance manage-ment system annually by 2019

Quarterly 95% com-pliance with the per-formance manage-ment system

Ensure 95% submission of perfor-mance agreements of staff

95% of 2nd semester perfor-mance as-sessments completed

95% Preparation for perfor-mance of staff com-pleted

100% Verifi-cation and quality as-surance of the received PA

95% Orga-nise Quality assurance meetings for the first Assess-ments

First se-mester as-sessments completed

-95% Veri-fication and updating of the score sheets for recom-mended cases by LRB of possible merits

R 1 000 000

52




Reporting period



1ST 2ND 3RD 4TH

6. Strengthening human capac-ity through the implementa-tion of 100% of training programmes in the Work-place Skills Plan (WSP)

Development and implementation of % of training programmes in the WSP

Quarterly Develop and Imple-ment 100% of training pro-grammes in the WSP

Develop the WSP and implement 30% of the identified training pro-grammes

Implement 50% of training pro-grammes in the WSP



R 4 500 000

ORGANISATIONAL EFFECTIVENESS

7. Improve organisational performance annually

Number of initia-tives aimed at im-proving organisa-tion performance implemented annually

Annually Implement 3 initiatives aimed at improving organisation perfor-mance

Develop the Change Manage-ment Strategy

Develop-ment of continuous improve-ment frame-work

Implement change manage-ment strategy

Business process modelling: Corporate Services

Establish-ment of PMO and Internal Control function

Business Process Modelling: operations

Business Process Modelling: operations

R 3 500 000

Number of stra-tegic documents developed and approved annu-ally in line with NT Framework

Annually 1 Strategic plan and 1 Annual Per-formance Plan that is fully compli-ant with NT Framework and sub-mitted and approved by end of January

Facilitate develop-ment of the Strategic Plan and the An-nual Perfor-mance Plan

Develop first draft of the Strategic Plan and Annual Per-formance Plan for 2015/16 by end of Au-gust 2014

Develop second draft of the Strategic Plan and Annual Perfor-mance Plan for 2015/16 by end of November 2014

Strategic Plan and Annual Perfor-mance Plan for 2015/16 submit for approval by end January 2015

R 2 500 000

Number of ap-proved reports submitted to National Treasury and Department of Performance Monitoring and Evaluation within the specified timeframe

Quarterly and Annu-ally

Four (4) approved quarterly perfor-mance reports submitted to National Treasury and Depart-ment of Perfor-mance Monitoring and Evalu-ation within 60 days after quarter ending.

1 approved an-nual report published by end of August

Quarter four perfor-mance report submitted

Annual report com-piled and submitted to the Audi-tor General by end of May

Quarter One report submitted

One ap-proved an-nual report tabled to Parliament by August

Quarter Two report submitted

Quarter Three report submitted

R 2 500 000

53




Reporting period



1ST 2ND 3RD 4TH

INFORMATION AND COMMUNICATION TECHNOLOGY

8. To support business by providing an enabling ICT environ-ment with innovative and appropriate technologies and infra-structure by 2019

ICT business continuity model reviewed and implemented by 2019

Quarterly ICT busi-ness conti-nuity model reviewed

Appoint Service Provider for environ-ment scan-ning and scoping

ICT First draft of Assessment report

Final As-sessment report ap-proved

Draft Spec-ifications for the ap-pointment of service provider to implement the recom-mendation of the approved assessment report

R 1 615 000

100% ICT’s Governance Framework imple-mented and operational

50% Imple-mentation of approved CF ICT strategy in line with DPSA.

60% ICT Gover-nance Framework implement-ed and operational

80% ICT Governance Framework imple-mented and operational

100% ICT Gover-nance Framework implement-ed and operational

R 81 930 000

20% of LAN legacy devices refreshed

Develop LAN device refresh strategy

Refresh 7% of LAN devices

Refresh 14% of LAN de-vices

Refresh 20% of LAN device

R 1 597 000

Ensure Stabilisation of CF core applications

Appoint Service Provider to implement a new data server for CF

CF data server de-livered and installed at SITA

Migrate CF core functions application data on new data server

R 110 000 000

54



CF PROGRAMMES Current

Budget 2013-14


MTEF PROJECTIONS

2015-16 Projections

2016-17 Projections

2017-18 Projections

2018-19 Projections

Programme 4: Corporate Services 735 379 738 843 122 310 885 278 426 920 689 563 966 724 041 995 920 684

Human Resources Management 515 629 503 591 860 310 621 453 326 646 311 459 678 627 031 698 985 842

Communications 34 349 200 43 620 000 45 801 000 47 633 040 50 014 692 51 515 133

Organisational Effectiveness 4 600 000 8 500 000 8 925 000 9 282 000 9 746 100 10 233 405

Information Technology 180 077 035 195 142 000 204 899 100 213 095 064 223 749 817 230 462 312

Chief Director: Corporate Services 724 000 4 000 000 4 200 000 4 368 000 4 586 400 4 723 992

PART C: LINKS TO OTHER PLANS No. Project name Pro-

grammeProject descrip-

tion/ type of structure

Outputs Estimated project cost

Expendi-ture to date

Project duration

Total new and replacement assets

1. Procurement buildings

CF Buying of office space

Office buildings acquired for de-centralisation.

R500 million Apr 2014

Mar 2015

2. Installation of HVAC

Installation of air conditioners

air conditioners installed

R 10 million Apr 2014

Mar 2015

Total maintenance and repairs

None

3. Landscaping of CF garden

CF CF garden land-scaping

Garden land-scaped/ rehabili-tated

R1 million None Apr 2014

Mar 2015

55


ANNEXURE A

1. Our Vision

1.1. To be a world class provider of sustainable compensation for occupational injuries and diseases,

rehabilitation and reintegration services.

2. Our Mission

· To provide efficient, quality, client-centric and accessible COID services.

· To sustain financial viability.

· To ensure an organisation which takes care of the needs of its staff for effective service

delivery

3. Our Values

3.1 We shall at all times adhere to or live the Batho Pele Principles

4. Alignment of Government Outcomes, DOL Strategic Objectives (KRA’s),

CF Strategic Outcomes and CF Strategic Objectives

Government Service Delivery Outcomes

DOL Strategic Objectives CF Strategic Outcomes CF Strategic Objectives

Outcome 4: Decent employment through inclusive economic growth

KRA 3: Protecting vulnerable workers

Participate in government initiatives of creating and sustaining decent employment

Promote policy advocacy

Integration of CF with the comprehensive social security reforms

KRA 5: Strengthening social protection

Improve payment of benefits to the beneficiaries of the Fund.

Providing an efficient social safety net

Improve the collection of revenue from employers.

Improve financial viability

Outcome 12: An efficient, effective and development oriented public service and an empowerment and inclusive citizenship.

KRA 8: Strengthening the institutional capacity of the Department

Effective administration of the Fund’s operations

Provide professional, efficient and client orientated human resources

Strengthening corporate governance

Improve corporate support and services

Enhance quality and access to COIDA services and information

56


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T

Imp

lem

enta

tion

of a

3 y

ear

risk

bas

ed in

tern

al

aud

it p

lan

and

the

A

nnua

l cov

erag

e p

lan;

ap

pro

ved

by

the

Aud

it C

om-

mitt

ee

Inte

rnal

Aud

it P

lan

and

the

A

nnua

l Cov

er-

age

Pla

n

Inte

rnal

Aud

it P

lan

and

the

A

nnua

l Cov

er-

age

Pla

n

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oD

evel

op a

nd

imp

lem

ent

the

Inte

rnal

Aud

it P

lan

and

the

A

nnua

l Cov

er-

age

Pla

n

Inte

rnal

A

udit

Dev

elop

and

im

ple

men

t in

tern

al

aud

it P

olic

ies

(Qua

lity

assu

ranc

e an

d d

ocum

ent

rete

ntio

n P

olic

ies

and

ski

lls t

rans

fer

pla

n)

Inte

rnal

Aud

it P

olic

ies

Inte

rnal

Aud

it P

olic

ies

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oD

evel

op a

nd

imp

lem

ent

Inte

rnal

Aud

it P

olic

ies

Inte

rnal

A

udit

Dev

elop

and

im

ple

men

t th

e in

tern

al a

udit

Met

hod

olog

y

Inte

rnal

Aud

it M

etho

dol

ogy

Inte

rnal

Aud

it M

etho

dol

ogy

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oD

evel

op a

nd

imp

lem

ent

Inte

rnal

Aud

it M

etho

dol

ogy

Inte

rnal

A

udit

Com

bin

ed a

ssur

-an

ce p

lan

Inte

rnal

Aud

it co

mb

ined

ass

ur-

ance

pla

n

Inte

rnal

Aud

it co

mb

ined

as-

sura

nce

pla

n

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oD

evel

op a

nd

imp

lem

ent

Inte

rnal

Aud

it co

mb

ined

as-

sura

nce

pla

n

Inte

rnal

A

udit

Full

com

plia

nce

with

MIS

S b

y 20

16

Com

plia

nce

with

th

e M

inim

um

Info

rmat

ion

Se-

curit

y S

tand

ard

(M

ISS

)

To im

ple

men

t M

ISS

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

ple

men

ta-

tion

Min

imum

In

form

atio

n S

e-cu

rity

Sta

ndar

d

(MIS

S)

Ris

k M

an-

agem

ent

% o

f cas

es r

eg-

iste

red

fina

lised

w

ithin

agr

eed

tim

e fr

ame

Ris

k m

anag

e-m

ent

case

s M

easu

re t

he

final

isat

ion

of

case

s

Cas

es r

egis

tere

dN

/AN

/AO

utp

utC

umul

ativ

eQ

uart

erly

No

Imp

rove

men

t in

num

ber

of

case

s fin

alis

ed

Ris

k M

an-

agem

ent

57


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

Num

ber

of r

isk

awar

enes

s se

s-si

ons

cond

ucte

d

The

ind

icat

or

dea

ls w

ith t

he

effo

rts

to c

reat

e aw

aren

ess

on

frau

d a

nd c

or-

rup

tion.

To c

ond

uct

risk

awar

enes

s ca

mp

aign

s.

The

ind

icat

or

is a

imed

at

det

erm

inin

g ef

fort

s p

ut

to s

upp

ort

the

imp

le-

men

tatio

n of

an

ticor

rup

tion

stra

tegy

of

gove

rnm

ent.

Att

end

ance

re

gist

erN

umb

er o

f ses

-si

ons

cond

uct-

ed p

er q

uart

er

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIn

crea

sed

aw

aren

ess

on fr

aud

and

co

rrup

tion

Ris

k M

an-

agem

ent

Imp

lem

ent

En-

terp

rise

Ris

k in

ac

cord

ance

with

R

isk

Man

agem

ent

Fram

ewor

k

To p

roac

tivel

y id

entif

y an

d m

iti-

gate

the

ris

ks

Ent

erp

rise

risk

in a

ccor

dan

ce

with

the

Ris

k M

anag

emen

t Fr

amew

ork

Det

erm

ine

the

exte

nt t

o w

hich

str

ate-

gic

and

op

era-

tiona

l ris

ks a

re

mon

itore

d a

nd

miti

gate

d

N/A

Num

ber

of

mon

itorin

g re

por

ts s

ubm

it-te

d t

o th

e R

isk

Com

mitt

ee

Inco

rrec

t su

bm

issi

on o

f in

form

atio

n b

y d

irect

orat

es

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

ple

men

ta-

tion

of t

he r

isk

man

agem

ent

fram

ewor

k (i.

e.

wel

l mon

itore

d

risk

and

miti

-ga

ted

ris

ks)

Ris

k M

an-

agem

ent

Imp

lem

enta

tion

of a

ll C

F p

riorit

y p

roje

cts

with

in

com

mitt

ed p

roje

ct

pla

n /

sche

dul

e w

ith m

easu

rab

le

targ

ets

and

b

udge

t as

per

P

MB

OK

Imp

lem

ent

Com

-p

ensa

tion

Fund

Tu

rnar

ound

pla

n b

y 20

18

Coo

rdin

a-tio

n of

all

CF

turn

arou

nd

Pro

ject

s

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oC

oord

ina-

tion

of a

ll C

F tu

rnar

ound

P

roje

cts

Pro

gram

me

Man

age-

men

t O

ffice

58


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

PR

OG

RA

MM

E 2

:FIN

AN

CIA

L M

AN

AG

EM

EN

T

Trea

sury

Reg

ula-

tions

201

4 fu

lly

imp

lem

ente

d.

In t

his

case

, Fi

nanc

ial C

ontr

ol

Org

anis

atio

nal

stru

ctur

e sh

ould

b

e p

er t

he la

test

Tr

easu

ry R

egul

a-tio

ns

To h

ave

an

effic

ient

and

ef

fect

ive

exp

end

iture

an

d li

abili

ties

Dire

ctor

ate

Trea

sury

Reg

u-la

tions

N /

AN

/AO

utp

utN

on-c

umu-

lativ

eQ

uart

erly

No

Tim

ely

pay

-m

ents

of

sup

plie

rs a

nd

clai

man

ts

Fina

nce

(Fin

C

ontr

ol)

Trea

sury

Reg

ula-

tions

201

4 fu

lly

imp

lem

ente

d.

The

Reg

ulat

ions

th

at g

ives

sho

ws

as h

ow t

he

PFM

A s

houl

d b

e im

ple

men

ted

To h

ave

the

new

str

uctu

re

alig

ned

to

the

Trea

sury

R

egul

atio

ns

(ena

cted

on

01

Ap

ril 2

014

PFM

A /

Nat

iona

l Tr

easu

ryN

/AN

/AO

utco

me

Non

-Cum

u-la

tive

Ann

ually

Yes

Pro

per

alig

n-m

ent

to t

he

Trea

sury

Re-

qui

rem

ents

Com

pen

sa-

tion

Fund

Trea

sury

Reg

ula-

tions

201

4 fu

lly

imp

lem

ente

d

Rev

enue

O

rgan

isat

iona

l st

ruct

ure

shou

ld

be

per

the

late

st

Trea

sury

Reg

ula-

tions

Ap

pro

ved

an

d C

omp

lete

fin

anci

al s

truc

-tu

res

Trea

sury

reg

ula-

tions

Non

eN

/AIm

pac

tN

on-C

umu-

lativ

eA

nnua

llyYe

sA

pp

rove

d a

nd

stru

ctur

e p

er

Trea

sury

reg

u-la

tions

.

Fina

nce

(Inco

me)

Imp

rove

d r

eve-

nue,

exp

end

iture

, as

sets

and

liab

ility

m

anag

emen

t an

d

com

plia

nce

with

ac

coun

ting,

re-

por

ting

stan

dar

ds

Dev

elop

men

t,

app

rova

l and

im

ple

men

tatio

n of

a p

aym

ents

m

onito

ring

sys-

tem

or

mod

ule

for

Dire

ctor

ate.

Sup

plie

r an

d

clai

ms

pay

-m

ents

mad

e w

ithin

tim

e fr

ames

Mon

itorin

g sy

stem

s an

d

alig

nmen

t of

Fu

nds

pro

cess

es

( int

egra

tion

of

Fund

s IT

sys

-te

ms

& c

aptu

r-in

g of

ban

king

d

etai

ls u

pfr

ont)

Dat

e of

rec

eip

ts

of in

voic

e an

d

dat

e of

ap

pro

val

on c

laim

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oTi

mel

y p

ay-

men

ts o

f su

pp

liers

and

cl

aim

ants

Fina

nce

(Fin

C

ontr

ol)

Con

duc

ive

infr

a-st

ruct

ure

faci

litie

s an

d o

ffice

env

i-ro

nmen

t in

pla

ce

Det

erm

ine

the

avai

lab

le s

pac

e ve

rsus

the

num

-b

er o

f res

ourc

es

to b

e ac

com

mo-

dat

ed.

Pro

vid

e of

ac

com

mod

a-tio

n to

the

av

aila

ble

re

sour

ces.

Nee

ds

pro

vid

ed

by

dire

ctor

ates

Ana

lysi

s re

por

t fr

om t

he s

pac

e p

lann

er

N/A

Inco

rrec

t in

form

atio

n re

ceiv

ed.

Imp

act

Non

-cum

u-la

tive

Qua

rter

lyY

ES

Pro

vid

e a

cond

uciv

e in

fras

truc

ture

fa

cilit

ies

and

of

fice

envi

ron-

men

t.

SC

M

59


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

Acc

urat

e an

d

timel

y fin

anci

al

man

agem

ent

info

rmat

ion

and

fin

anci

al m

anag

e-m

ent

guid

elin

es

pro

vid

ed.

Pro

vid

ing

guid

e-lin

es in

mak

ing

sure

pay

men

ts

are

mad

e on

tim

e, h

avin

g fo

llow

ed c

or-

rect

prin

cip

les

and

det

ails

on

wha

t w

as p

aid

is

pro

vid

ed t

o re

cip

ient

s.

Sup

plie

r an

d

clai

ms

pay

-m

ents

mad

e w

ithin

tim

e fr

ames

, with

d

etai

ls o

n w

hat

was

pai

d

Fina

ncia

l sys

tem

N /

AN

/AO

utp

utN

on-c

umu-

lativ

eQ

uart

erly

No

Tim

ely

pay

-m

ents

of

sup

plie

rs a

nd

clai

man

ts

Fina

nce

(Fin

C

ontr

ol)

Acc

urat

e an

d

timel

y fin

anci

al

man

agem

ent

info

rmat

ion

and

fin

anci

al m

anag

e-m

ent

guid

elin

es

pro

vid

ed.

To p

rovi

de

mon

thly

exp

en-

ditu

re r

epor

ts t

o th

e re

spec

tive

d

irect

orat

es

To e

nsur

e th

at

dire

ctor

ates

ar

e w

ithin

the

lim

its a

nd

avoi

d u

nder

/ov

er b

udge

t-in

g.To

hav

e a

succ

essf

ul in

ye

ar m

onito

r-in

g to

olb

udge

ting.

To h

ave

a su

cces

sful

in

year

mon

itor-

ing

tool

SA

P F

iE

xpen

ditu

re

agai

nst

the

bud

get

N/A

Out

com

eC

umul

ativ

eM

onth

lyYe

sTo

ens

ure

pro

per

in-y

ear

mon

itorin

g

Bud

get

Sec

tion

New

Em

plo

yer

Ass

essm

ent

Mod

el Im

ple

-m

ente

d.

The

met

hod

us

ed t

o d

eter

-m

ine

the

rate

th

at e

mp

loy-

ers

shou

ld b

e as

sess

ed o

n, t

o d

eter

min

e ho

w

muc

h th

e em

-p

loye

rs s

houl

d

cont

ribut

e to

the

Fu

nd a

s p

art

of

cont

ribut

ion

for

emp

loye

e in

sur-

ance

aga

inst

in

jurie

s on

dut

y or

occ

upat

iona

l d

isea

ses

Rev

enue

gen

-er

atio

nS

AP

FS

CD

Cla

ims

ex-

per

ienc

e an

d

occu

pat

iona

l ris

k le

vels

per

in

dus

try

and

per

em

plo

yer

Dec

lare

d

earn

ings

of

emp

loye

es

and

wor

king

d

irect

ors

Out

com

eN

on c

umu-

lativ

eA

nnua

lly

Yes

1.Im

pro

ved

em

plo

yer

as-

sess

men

t 2.

Incr

ease

d

reve

nue

gen-

erat

ion

Fina

nce

60


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

% in

crea

se in

re

venu

e as

com

-p

ared

to

pre

viou

s ye

ar

Rev

enue

To m

easu

re

the

colle

ctio

n of

rev

enue

for

a sp

ecifi

ed

per

iod

of t

ime

SA

P F

I%

incr

ease

in

rev

enue

as

com

par

ed t

o p

revi

ous

year

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIn

crea

se in

rev

-en

ue c

olle

ctio

nFi

nanc

e

Per

cent

age

red

uc-

tion

in

the

Deb

t B

ook

dis

clos

ed i

n th

e p

revi

ous

finan

-ci

al y

ear

annu

ally

.

Rev

enue

To m

easu

re

the

red

uctio

n in

deb

t b

ook

dis

clos

ed fo

r a

spec

ified

p

erio

d

SA

P F

I%

dec

reas

e in

d

ebt

boo

kN

/AO

utp

utN

on-c

umu-

lativ

eQ

uart

erly

No

Dec

reas

e in

d

ebt

boo

kFi

nanc

e

Effe

ctiv

e D

ocu-

men

t M

anag

e-m

ent

Sys

tem

in

pla

ce.

Ele

ctro

nic

filin

g sy

stem

with

sm

art

form

s an

d

auto

ind

exin

g ca

pab

ilitie

s

To m

ake

pas

-si

ble

doc

u-m

ent

mov

e-m

ent

trac

king

, sc

anni

ng a

nd

ind

exin

g of

d

ocum

ents

To b

e co

nfirm

edA

utom

ated

p

roce

ssU

p fr

ont

scan

ning

of

doc

umen

ts,

auto

mat

ed

dat

a ex

trac

-tio

n an

d a

uto

ind

exin

g

Out

com

e N

on c

umu-

lativ

eQ

uart

erly

Ye

s Im

pro

ved

d

ocum

ent

man

agem

ent

pro

cess

% im

pro

ved

in jo

b

crea

tion

as r

esul

t S

RI.

To in

vest

in s

o-ci

ally

res

pon

si-

ble

inve

stm

ents

b

y cr

eatin

g jo

bs

Cre

ate

job

sN

/ATo

sho

w

num

ber

of j

obs

crea

ted

as

a re

sult

of S

RI

inve

stm

ent

N/A

Out

com

eC

umul

ativ

eA

nnua

llyN

oTo

acc

eler

ate

job

cre

atio

nC

omp

ensa

-tio

n Fu

nd

Net

pro

fit p

er

annu

m a

s a

15%

of

ass

essm

ent

reve

nue

To s

how

as

wha

t is

the

act

ual

per

cent

age

of

net

pro

fit o

ver

reve

nue

To s

how

how

m

uch

is t

he

per

cent

age

of

net

pro

fit o

ver

the

reve

nue

rais

ed d

urin

g a

cert

ain

per

iod

SA

P F

IS

urp

lus

over

A

sses

smen

t re

venu

e;

N/A

Out

com

eC

umul

ativ

eA

nnua

llyYe

sTo

mai

ntai

n th

e Fu

nd a

s a

go-

ing

conc

ern

Fina

ncia

l R

epor

ting

Incr

easi

ng In

vest

-m

ent

por

tfol

io

valu

e.

To s

ee a

s to

ho

w m

uch

did

th

e in

vest

men

t in

crea

se in

bot

h no

min

al a

nd r

eal

term

s

To s

how

by

how

muc

h th

e in

vest

-m

ents

hav

e in

crea

sed

in

bot

h no

min

al

and

rea

l ter

ms.

SA

P F

IB

y ho

w

muc

h ha

s th

e in

vest

men

ts

incr

ease

d

N/A

Out

com

eC

umul

ativ

eA

nnua

llyYe

sTo

mai

ntai

n th

e Fu

nd a

s a

go-

ing

conc

ern

Fina

ncia

l R

epor

ting

61


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

PR

OG

RA

MM

E 3

: OP

ER

AT

ION

S

% o

f new

com

-p

ensa

tion

clai

ms

adju

dic

ated

with

in

mon

ths

of r

egis

-tr

atio

n)

Imp

lem

enta

-tio

n of

CO

IDA

an

d t

he r

ate

of

adju

dic

atin

g co

mp

ensa

tion

clai

ms

ben

efits

To d

eter

min

e th

e ra

te o

f ac

cep

tanc

e of

liab

ility

for

pay

men

t of

co

mp

ensa

-tio

n cl

aim

s to

C

omp

ensa

tion

Fund

ben

efi-

ciar

ies.

Inte

grat

ed

Cla

ims

Man

age-

men

t S

yste

m

(ICM

)

Per

cent

age

of

diff

eren

t b

en-

efits

ad

jud

icat

-ed

out

of c

laim

s re

ceiv

ed.

Man

ual

pro

cess

ing

of

clai

ms

Out

com

eN

on-c

umu-

lativ

eA

nnua

llyN

oIm

pro

vem

ent

of b

enefi

ts a

nd

turn

arou

nd

time

in p

ro-

cess

ing

of

clai

ms

Dire

ctor

ate

:Com

pen

sa-

tion

Fund

, mon

itor

and

ev

alua

te n

umb

er

of p

roje

cts

Str

engt

heni

ng

civi

l soc

iety

p

roje

cts

To m

easu

re

and

eva

luat

e th

e im

ple

men

-ta

tion

of S

CS

P

Pro

ject

rep

orts

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oN

umb

er o

f p

roje

cts

fund

ed

and

mon

itore

d

Com

pen

sa-

tion

Rev

iew

com

pen

-sa

tion

ben

efits

by

end

of fi

nanc

ial

year

Com

pen

satio

n b

efits

for

inju

red

an

d d

isea

sed

em

plo

yees

To e

nsur

e ad

-he

renc

e t

o th

e ye

arly

incr

ease

co

mp

ensa

tion

ben

efits

Ben

efits

and

A

sses

smen

t S

ub-c

omm

ittee

m

inut

es a

nd

rep

orts

Act

uaria

l rep

ort

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oA

nnua

l in

crea

se o

f co

mp

ensa

-tio

n b

enefi

ts

for

inju

red

and

d

isea

sed

em

-p

loye

es

Com

pen

sa-

tion

% o

f acc

epte

d

med

ical

invo

ices

ap

pro

ved

with

in

num

ber

of m

onth

s of

rec

eivi

ng a

n in

voic

e

Num

ber

of

med

ical

invo

ices

ap

pro

ved

for

the

per

iod

To m

easu

re

the

turn

arou

nd

time

and

nu

mb

er o

f p

aym

ent

of

med

ical

cla

ims

IT r

epor

ts w

ith

listin

gs fr

om IC

M

& E

clai

ms

Tota

l Num

ber

of

med

ical

in

voic

es a

p-

pro

ved

with

in

spec

ific

day

s/m

onth

s

Man

ual c

alcu

-la

tion

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

tur

n-ar

ound

tim

e in

pay

men

t of

m

edic

al c

laim

s

Med

ical

P

aym

ents

% m

edic

al a

dvi

ce

on a

ll m

edic

al

clai

ms

pro

vid

ed

with

in s

pec

ified

tim

e

Pro

visi

on o

f m

edic

al a

dvi

ce

for

all c

omp

en-

satio

n cl

aim

s

To m

easu

re

the

turn

arou

nd

time

in p

rovi

-si

on o

f med

i-ca

l ad

vice

for

com

pen

satio

n cl

aim

s

Man

ual fi

les

rece

ived

N

umb

er o

f re-

que

sts

rece

ived

(s

ubm

issi

on &

fil

e)

Man

ual c

alcu

-la

tion

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

tur

n-ar

ound

tim

e in

pro

visi

on o

f m

edic

al a

dvi

ce

for

com

pen

sa-

tion

clai

ms

Med

ical

S

ervi

ces

62


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

Ap

pro

ved

pol

icy

fram

ewor

k fo

r re

hab

ilita

tion

and

re

inte

grat

ion

Pol

icy

fram

e-w

ork

for

reha

bili

tatio

n an

d r

eint

egra

-tio

n of

inju

red

an

d d

isea

sed

em

plo

yees

To a

pp

rove

an

d im

ple

men

t th

e re

ha-

bili

tatio

n an

d

rein

tegr

atio

n p

olic

y fr

ame-

wor

k

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oA

pp

rove

d

reha

bili

tatio

n an

d r

eint

egra

-tio

n p

olic

y fr

amew

ork

Med

ical

S

ervi

ces

CO

IDA

Am

end

-m

ent

dra

ft s

ub-

mitt

ed t

o LM

P b

y 20

13 a

nd m

onito

r th

e p

roce

ss fo

r p

rom

ulga

tion

by

2015

To e

ffect

ch

ange

s ei

ther

b

y ad

diti

ons,

su

bst

itutio

n, d

e-le

tion

or r

epea

l of

an

exis

ting

Act

of P

arlia

-m

ent.

To m

easu

re

timeo

us a

c-tio

ns r

equi

red

on

or

afte

r re

-ce

ipt

of in

put

s fr

om s

take

-ho

lder

s.

Gre

en a

nd w

hite

p

aper

s, d

raft

s as

w

ell a

s st

ake-

hold

ers’

inp

uts

dur

ing

an o

n-go

-in

g co

nsul

tatio

ns

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oA

men

dm

ent

of

CO

ID A

ctLe

gal S

er-

vice

s

% o

f ap

plic

atio

n fo

r in

crea

sed

co

mp

ensa

tion

final

ised

with

in 6

0 d

ays

of r

ecei

pt

Ap

plic

atio

ns

for

add

ition

al

ben

efits

whe

re

the

acci

den

t or

dis

ease

was

ca

used

as

a re

sult

of t

he

emp

loye

r’s n

eg-

ligen

ce

To m

easu

re

the

turn

-ar

ound

tim

e in

fina

lisin

g

app

licat

ions

fo

r in

crea

sed

co

mp

ensa

tion

ben

efits

Info

rmat

ion

is

der

ived

from

th

e ap

plic

atio

ns

regi

ster

of a

ll ap

plic

atio

ns

rece

ived

.

Tota

l nu

mb

er

of a

pp

lica-

tions

fina

lised

ou

t of

the

tot

al

rece

ived

per

q

uart

er a

nd

exp

ress

ed a

s a

per

cent

age

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

tur

n-ar

ound

tim

e in

fina

lisin

g

app

licat

ions

fo

r in

crea

sed

co

mp

ensa

tion

ben

efits

Lega

l Ser

-vi

ces

% o

f Sec

tion

91 o

bje

ctio

ns

final

ised

with

in

60 d

ays

from

the

d

ate

of r

ecei

pt

from

the

Rev

iew

C

omm

ittee

Dis

satis

fact

ion

exp

ress

ed b

y em

plo

yee(

s)

agai

nst

dec

isio

n(s)

of t

he

Com

mis

sion

er.

To m

aint

ain

turn

arou

nd

time

in fi

nalis

-in

g S

ectio

n 91

ob

ject

ions

Info

rmat

ion

is

der

ived

from

the

ob

ject

ions

reg

is-

ter

of a

ll th

e ob

-je

ctio

ns r

ecei

ved

an

d m

aint

aine

d

qua

rter

ly.

Tota

l n

umb

er

of fi

nalis

ed

obje

ctio

ns o

ut

of t

he t

otal

re

ceiv

ed p

er

qua

rter

and

ex

pre

ssed

as

a p

erce

ntag

e.

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

tu

rnar

ound

tim

e in

fina

lis-

ing

Sec

tion

91

obje

ctio

ns

Lega

l Ser

-vi

ces

% o

f liti

gatio

n ca

ses

reso

lved

w

ithin

day

s of

re

ceip

t

Fact

ual o

r le

gal d

isp

utes

in

tend

ed t

o b

e re

solv

ed b

y a

cour

t of

law

.

To m

aint

ain

turn

arou

nd

time

in r

esol

v-in

g lit

igat

ion

case

s

Reg

iste

r of

cas

es

rece

ived

Tota

l num

ber

of

fina

lised

ca

ses

out

of t

he

tota

l rec

eive

d

exp

ress

ed a

s a

per

cent

age

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

tur

n-ar

ound

tim

e in

re

solv

ing

litig

a-tio

n ca

ses

Lega

l Ser

-vi

ces

63

ANNUAL PERFORMANCE PLAN - 2014/2015T

itle

Defi

niti

on

Pur

po

se /

Im

po

rtan

ceD

ata

So

urce

Cal

cula

tio

n M

etho

dD

ata

Lim

ita-

tio

nsTy

pe

of

ind

ica-

tor

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

% o

f leg

al a

dvi

ce

and

con

trac

ts

pro

vid

ed w

ithin

d

ays

of r

ecei

pt

Pro

fess

iona

l op

inio

n of

a

lega

l nat

ure,

b

ased

on

app

li-ca

ble

law

s an

d

give

n b

y le

gal

serv

ices

of t

he

dep

artm

ent.

To m

aint

ain

turn

arou

nd

time

in P

rovi

-si

on o

f leg

al

advi

se

Cas

e re

gist

er

mai

ntai

ned

q

uart

erly

.

Tota

l num

ber

of

req

uest

s fo

r le

gal a

dvi

ce

final

ised

w

ithin

stip

ulat

ed

timef

ram

es

out

of t

he t

otal

re

ceiv

ed

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

tur

n-ar

ound

tim

e in

Pro

visi

on o

f le

gal a

dvi

se

Lega

l Ser

-vi

ces

% C

usto

mer

se

rvic

e su

pp

ort

pro

vid

ed a

t al

l cu

stom

er s

ervi

ce

touc

h p

oint

s (p

hone

-in,

web

, w

alk-

in)

The

num

ber

of

chan

nels

tha

t ca

n b

e us

ed

by

clie

nts

to

enga

ge w

ith

Com

pen

satio

n Fu

nd

Cus

tom

er s

up-

por

t S

yste

m v

erifi

-ca

tion

Sys

tem

rep

orts

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oD

evel

opm

ent

of t

he c

us-

tom

er s

ervi

ce

touc

h p

oint

s (p

hone

-in,

web

, w

alk-

in)

Cus

tom

er

Car

e

Ach

ieve

%

incr

ease

of

cust

omer

sat

is-

fact

ion

resu

lts

of 2

012/

2013

an

nual

ly

Cus

tom

er

exp

erie

nce/

satis

fact

ion

feed

bac

k re

sults

on

the

ser

vice

s re

ceiv

ed

To d

eter

min

e an

d im

pro

ve

the

leve

l of

cust

omer

sa

tisfa

ctio

n

Cus

tom

er s

atis

-fa

ctio

n su

rvey

% in

crea

se

from

201

2/13

b

asel

ine

N/A

Out

put

Cum

ulat

ive

Qua

rter

lyN

oIn

crea

se c

us-

tom

er s

atis

fac-

tion

ratin

g

Cus

tom

er

Car

e

PR

OG

RA

MM

E 4

: CO

RP

OR

AT

E S

ER

VIC

ES

Sta

keho

lder

str

at-

egy

man

agem

ent

imp

lem

ente

d b

y 20

19

Str

ateg

y to

en-

gage

sta

keho

ld-

ers

To m

easu

re

the

num

ber

of

enga

gem

ent

sess

ions

with

st

akeh

old

ers

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

p

erfo

rman

ce

with

all

CF

Sta

keho

lder

s

Com

mun

i-ca

tion

Com

mun

icat

ion

Str

ateg

y im

ple

-m

ente

d b

y 20

19

CF

Com

mun

ica-

tion

Str

ateg

yTo

mea

sure

th

e nu

mb

er

of s

essi

ons

to

com

mun

icat

e w

ith a

ll st

ake-

hold

ers

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

p

erfo

rman

ce

with

all

CF

Sta

keho

lder

s

Com

mun

i-ca

tion

% v

acan

cy r

ate

mai

ntai

ned

ann

u-al

ly /

Imp

lem

ent

recr

uitm

ent

and

re

tent

ion

stra

tegy

th

roug

h m

ain-

tena

nce

of 1

0%

vaca

ncy

rate

by

2019

The

vaca

ncy

rate

of t

he F

und

To m

easu

re

how

man

y va

cant

pos

t in

the

Fun

d

or v

acan

cy

rate

with

in t

he

Fund

at

any

give

n p

oint

.

Per

sal

Per

cent

age

of

the

tota

l sta

ff es

tab

lishm

ent

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oM

aint

ain

the

Fund

’s v

acan

cy

rate

at

10%

an

nual

ly

HR

M

64


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

Imp

lem

ent

emp

loym

ent

equi

ty p

lan

by

2019

thr

ough

ap

poi

ntin

g 50

%

of w

omen

in a

ll m

anag

emen

t le

v-el

s, 3

6% o

f you

th

and

3%

of P

WD

s/

in li

ne w

ith E

E A

ct

and

gov

ernm

ent

dec

isio

ns b

y 20

19

Elim

inat

e w

ork

pla

ce d

is-

crim

inat

ory

and

so

cial

pre

jud

ice

and

ach

ieve

re

alis

tic t

arge

t b

y 20

16 b

y Im

ple

men

ting

emp

loym

ent

equi

ty p

lan

by

2019

thr

ough

ap

poi

ntin

g 50

%

of w

omen

in a

ll m

anag

emen

t le

vels

, 36%

of

yout

h an

d 3

%

of P

WD

s/ in

line

w

ith E

E A

ct a

nd

gove

rnm

ent

de-

cisi

ons

by

2019

Imp

lem

ent

emp

loym

ent

Per

sal

Per

cent

age

of

the

tota

l sta

ff es

tab

lishm

ent

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

ple

men

tatio

n of

the

Em

plo

y-m

ent

Eq

uity

P

lan

HR

M

% c

omp

lianc

e w

ith t

he p

erfo

r-m

ance

man

age-

men

t sy

stem

an

nual

ly

com

plia

nce

and

en

forc

emen

t of

th

e p

erfo

rman

ce

man

agem

ent

pol

icy

Man

age

emp

loye

e p

erfo

rman

ce

Per

form

ance

ag

reem

ents

and

as

sess

men

ts

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

per

-fo

rman

ce o

f all

emp

loye

es

HR

M

Imp

lem

enta

tion

of

100%

of t

rain

ing

pro

gram

mes

in

the

WS

P

Imp

lem

enta

tion

of t

rain

ing

need

s p

er q

uart

er o

r p

er a

nnum

.

Mea

sure

the

nu

mb

er o

f tr

aini

ng n

eed

s im

ple

men

ted

p

er q

uart

er o

r p

er a

nnum

.

Trai

ning

rep

ort

Per

cent

age

of

the

tota

l sta

ff es

tab

lishm

ent

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

ple

men

tatio

n of

the

Em

plo

y-m

ent

Eq

uity

P

lan

HR

M

65


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

Imp

lem

ent

emp

loym

ent

equi

ty p

lan

by

2019

thr

ough

ap

poi

ntin

g 50

%

of w

omen

in a

ll m

anag

emen

t le

v-el

s, 3

6% o

f you

th

and

3%

of P

WD

s/

in li

ne w

ith E

E A

ct

and

gov

ernm

ent

dec

isio

ns b

y 20

19

Elim

inat

e w

ork

pla

ce d

is-

crim

inat

ory

and

so

cial

pre

jud

ice

and

ach

ieve

re

alis

tic t

arge

t b

y 20

16 b

y Im

ple

men

ting

emp

loym

ent

equi

ty p

lan

by

2019

thr

ough

ap

poi

ntin

g 50

%

of w

omen

in a

ll m

anag

emen

t le

vels

, 36%

of

yout

h an

d 3

%

of P

WD

s/ in

line

w

ith E

E A

ct a

nd

gove

rnm

ent

de-

cisi

ons

by

2019

Imp

lem

ent

emp

loym

ent

Per

sal

Per

cent

age

of

the

tota

l sta

ff es

tab

lishm

ent

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

ple

men

tatio

n of

the

Em

plo

y-m

ent

Eq

uity

P

lan

HR

M

% c

omp

lianc

e w

ith t

he p

erfo

r-m

ance

man

age-

men

t sy

stem

an

nual

ly

com

plia

nce

and

en

forc

emen

t of

th

e p

erfo

rman

ce

man

agem

ent

pol

icy

Man

age

emp

loye

e p

erfo

rman

ce

Per

form

ance

ag

reem

ents

and

as

sess

men

ts

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

pro

ved

per

-fo

rman

ce o

f all

emp

loye

es

HR

M

Imp

lem

enta

tion

of

100%

of t

rain

ing

pro

gram

mes

in

the

WS

P

Imp

lem

enta

tion

of t

rain

ing

need

s p

er q

uart

er o

r p

er a

nnum

.

Mea

sure

the

nu

mb

er o

f tr

aini

ng n

eed

s im

ple

men

ted

p

er q

uart

er o

r p

er a

nnum

.

Trai

ning

rep

ort

Per

cent

age

of

the

tota

l sta

ff es

tab

lishm

ent

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oIm

ple

men

tatio

n of

the

Em

plo

y-m

ent

Eq

uity

P

lan

HR

M

Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

% o

f id

entifi

ed

orga

nisa

tiona

l im

pro

vem

ent

inte

rven

tions

im

ple

men

ted

an-

nual

ly

This

ind

ica-

tor

mea

sure

s th

e nu

mb

er o

f or

gani

satio

nal

imp

rove

men

ts

initi

ativ

es

und

erta

ken

on

a q

uart

erly

in a

ye

ar.

Org

anis

atio

nal

imp

rove

men

t in

terv

entio

ns

are

initi

ativ

es

inte

nded

to

imp

rove

the

ef

ficie

ncy

and

ef

fect

iven

ess

of

the

orga

nsia

tion.

To m

easu

re

the

com

ple

-tio

n of

the

no.

of

iden

tified

or

gani

satio

nal

imp

rove

men

t in

itiat

ives

w

ithin

sp

eci-

fied

Act

ion

Pla

n &

R

epor

tsN

o. o

f ini

tiativ

es

com

ple

ted

/ To

tal n

o. o

f id

entifi

ed in

itia-

tives

with

in t

he

spec

ified

tim

e X

100

Q1:

Dev

el-

opm

ent

of

cont

inuo

us

imp

rove

men

t fr

amew

ork

=

20%

Q2:

Con

tinuo

us

imp

rove

men

t co

mm

ittee

es

tab

lishe

d a

nd

trai

ned

= 5

%,

Bus

ines

s p

roce

ss m

odel

-lin

g: C

orp

orat

e S

ervi

ces=

15%

Q3:

Bus

ines

s P

roce

ss M

odel

-lin

g: C

omp

en-

satio

n =

20%

Q4:

Bus

ines

s P

roce

ss m

odel

-lin

g: M

edic

al =

20

%

N/A

Out

put

N

on-C

umu-

lativ

eQ

uart

erly

Yes

Com

ple

tion

of

fram

ewor

k an

d

orga

nisa

tiona

l im

pro

vem

ent

initi

ativ

es

with

in s

pec

ified

tim

e

Org

anis

a-tio

nal E

ffec-

tiven

ess

66


Tit

leD

efini

tio

nP

urp

ose

/

Imp

ort

ance

Dat

a S

our

ceC

alcu

lati

on

Met

hod

Dat

a Li

mit

a-ti

ons

Typ

e o

f in

dic

a-to

r

Cal

cula

-ti

on

Typ

eR

epo

rt-

ing

C

ycle

New

In

di-

ca-

tor

Des

ired

per

-fo

rman

ceR

esp

ons

i-b

ility

Str

ateg

ic P

lan

and

Ann

ual

Per

form

ance

Pla

n d

evel

oped

in

line

the

with

the

N

T Fr

amew

ork

for

Per

form

ance

in

form

atio

n

Str

ateg

ic P

lan

and

the

Ann

ual

Per

form

ance

P

lan

Str

ateg

ic P

lan

and

the

Ann

ual

Per

form

ance

P

lan

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oD

evel

opm

ent

of t

he S

trat

egic

P

lan

and

the

A

nnua

l Per

for-

man

ce P

lan

Org

anis

a-tio

nal E

ffec-

tiven

ess

Qua

lity,

rel

evan

t an

d t

imel

ines

s of

per

form

ance

re

por

ts in

line

with

th

e N

T Fr

amew

ork

for

Per

form

ance

In

form

atio

n

Org

anis

atio

n P

erfo

rman

ce

Man

agem

ent

Org

anis

atio

n P

erfo

rman

ce

Man

agem

ent

N/A

N/A

N/A

Out

put

Non

-cum

u-la

tive

Qua

rter

lyN

oM

onito

r an

d

eval

uate

or

gani

satio

nal

per

form

ance

to

ens

ure

that

q

uart

erly

, mid

-te

rm a

nd a

n-nu

al r

epor

ts a

re

tab

led

as

per

N

T Fr

amew

ork

Org

anis

a-tio

nal E

ffec-

tiven

ess

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