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Annual Performance Plan 2019/20

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The Annual Performance Plan (APP) 2019-2020 is reflective of the Department of Planning, Monitoring and Evaluation’s (DPME) shared and compelling strategic intent to coordinate and lead the Planning, Monitoring and Evaluation of Govern-ment programmes, to ensure the implementation of the Na-tional Development Plan (NDP) Vision 2030.

The APP 2019-2020 is prepared with the recognition that, the year 2019 marks the end of the Medium Term Strategic Framework (MTSF) 2014-2019. However, the APP 2019-2020 will continue to be guided by the goals and objectives of the NDP as a developmental vision of the country.

As the custodian of the NDP Vision 2030, the DPME has de-veloped the Medium Term Strategic Framework 2019-2024 that constitutes the NDP 5 Year Implementation Plan and the Integrated Monitoring Framework to guide the work of the 6th Administration. The MTSF is guided by the Electoral mandate and the identifies priorities as follows: • Economic Transformation and Job Creation• Education, Skills and Health• Consolidating the social wage through reliable and qual-

ity basis services• Spatial integration, human settlement and local govern-

ment• Social Cohesion and safe communities• A capable, ethical and developmental state• A better Africa and World

In order to implement these prioirities successfully, the govern-ment has further identified areas, which are critical enablers to the implementation of these priorities. These include electricity, water, rail, roads and ports, and climate change. In order to create jobs the economic sector has developed a reimagined Industrial Strategy which will focus on various sectors including the automotive sector, chemical, textiles and other manufactur-ing sectors. The growth of the Tourism sector shows a lot of promise and the implementation of the new visa regime is critical to the success of tourism and jobs to be created in this sector.

The DPME is also responsible for the spearheading the Pub-lic Private Growth Initiative which is a partnership with the private sector to create jobs. The initiative has mobilised about R840bn worth of investment with 43 projects across 22 industry sectors that has been included in our NDP 5 Year Implementation Plan and will be a major boost to job creation through an estimated 155,000 jobs over the 5-year period.

The DPME will encourage and monitor the whole of Gov-ernment to reflect partnerships in their implementation, with the Private sector, the Labour Movement and Civil society as our major partners in implementing the NDP 2030 vision that were the foundations of the NDP.

The capacity of developmental state is another critical priority that will enable us to implement the ambitious socio-economic programmes for the next 5 years. We will assist the President in the establishment of the Performance agreements with Minis-ters, Deputy Ministers and Directors General. We will require the DPSA to develop a comprehensive training programme and Human Resource development and Skills Development plan for public servants and a revised programme through the National School of Government to ensure the Public service is well capacitated to deliver on the programme of the next 5 years.

We will also focus the DPME, through the implementation of the Integrated Monitoring Framework, which aims to em-power our communities through the Front line service delivery Monitoring, Citizen Based Monitoring, Izimbizo, Siyahlola and the Presidential Hotline to assess the impact of govern-ment programme. Through this we aim to improve through a culture of performance and consequent management, where public servant fail to do their work.

Similarly, the revised approach to Evaluation, which will now include rapid, short term and medium term government pro-gramme evaluations, will ensure a more responsive mecha-nism that helps to identify programme that are underperform-ing and recommend corrective interventions and rescheduling of non-performing programmes.

The APP 2019-2020 targets and budget priorities are there-fore focused on addressing gaps identified in the planning, monitoring and evaluations systems as well as on programmes that the whole of government must adopt to address youth and women empowerment as guided by the NDP imperatives.

Our efforts as DPME is to assist government to ensure that plans are geared towards addressing these developmental challenges.

Mr Jackson Mphikwa Mthembu, MPMinister in the Presidency

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This Annual Performance Plan (APP) for the Department of Plan-ning, Monitoring and Evaluation (DPME) is presented at a criti-cal moment in South Africa’s democratic dispensation. It is the beginning of a new five-year administrative cycle, and we are left with just over ten years before the NDP target of 2030.

The programmes presented through this APP seek to address some of the challenges in the current fiscal year as well as achieving the long-term goals as detailed in the National De-velopment Plan (NDP). We are faced with alarming levels of youth unemployment, the Gross Domestic Product (GDP) has deteriorated and our economy is on a downward trajectory. Citizens are becoming impatient and require government to be closer to the people.

Urgent interventions are needed to turn our socio-economic condition around and build a better and more prosperous South Africa. We are confident that the implementation of DPME programmes outlined in this APP will contribute towards the attainment of some of the goals of the NDP in the cur-rent Medium Term Strategic Framework (MTSF). The strategic objectives of the NDP include guiding the eradication of ab-solute poverty, reduction of unemployment rate to 6% by creat-ing 11 million more jobs, and significantly reducing inequality through a range of policy interventions.

The DPME as the custodian of the NDP in government, has the responsibility to facilitate, influence and support evidence-based planning, monitoring and evaluation of government programmes, with a view of improving service delivery, out-

comes and impact on society. Through programmes such as the Public Sector Monitoring and Capacity Development unit, which is in the coalface of service delivery, we strive to strengthen citizen engagement, improve the capacity of state institutions to implement plans and provide services to the people.

Concerted efforts will be made to augment participatory democracy by bridging the gap between government and the citizens. Instruments such as the Frontline Service Delivery Monitoring, Izimbizo and the Presidential Hotline will be vital in our endeavours to reinforce participatory democracy. Our strategic thrust is to promote active citizenry and ensure that the citizens are heard, while at the same time enhancing re-sponsive and accountable governance.

The social compact comprising government, civil society, busi-ness, labour and communities is a potent combination that can create a more dynamic, inclusive and thriving economic environment. It is through working together that our aspirations as the nation can be realised. The NDP belongs to all of us.

It’s our future. Let’s make it work!

Ms Thembi Siweya, MPDeputy Minister in the Presidency

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The APP 2019/20 of the Department of Planning, Moni-toring and Evaluation is compiled with the latest available information to the Department.

For more information, please contact:

Clement Madale Director: Strategy Service Delivery SupportDepartment of Planning Monitoring and Evaluation Private Bag X944 Pretoria 0001 South Africa

Tel: +27 12 312 1200Fax: +27 12 300 5707

www.dpme.gov.za

RP62/2019ISBN: 978-0-621-47114-4

OFFICIAL SIGN-OFF It is hereby certified that this Annual Performance Plan 2019-2020:• Was developed by the management of the Department

of Planning, Monitoring and Evaluation (DPME) under the guidance of Minister Nkosazana Dlamini-Zuma.

• Was prepared in line with the current Strategic Plan of the Department of Planning, Monitoring and Evaluation

• Accurately reflects the performance targets which DPME will endeavor to achieve, given the resources made available in the budget for 2018-2019

Mr. Clement T Madale:Director: Strategy Service Delivery Support

Mr. Pieter Pretorius: Chief Financial Officer

Dr Siphiwo Mahala: Acting Chief-Director: Strategy and Communication Services

Ms. NZ Mpofu: Accounting Officer

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AGSA Auditor General of South Africa

APP Annual Performance Plan

BBBEE Broad Based Black Economic Empower-ment

CBM Citizen-based Monitoring

DFI Development Finance Institutions

DG Director General

DPME Department of Planning Monitoring and Evaluation

DPSA Department of Public Service and Adminis-tration

EXCO Executive Committee

EU European Union

FOSAD Forum of South African Directors General

GIS Geographic Information System

GWM&E Government Wide Monitoring and Evalu-ation

HOD Head of Department

HSRC Human Sciences Research Council

IPM&E Institutional Performance Monitoring and Evaluation

KPI Key Performance Indicator

LGMIM Local Government Management. Improve-ment Model

MAT Municipal Assessment Tool

MEC Member of Executive Council

M&E Monitoring and Evaluation

MPAT Management Performance Assessment Tool

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NDP National Development Plan

NPC National Planning Commission

NSDF National Spatial Development Framework

NYDA National Youth Development Agency

OPSC Office of the Public Service Commission

PA’s Performance Agreements

PCC President’s Coordinating Council

PFMA Public Finance Management Act

PMDS Performance Management Development System

PM&E Planning, Monitoring and Evaluation

PoA Programme of Action

PPP Public Private Partnership

PPPFA Preferential Procurement Policy Framework Act

SAMEA South African Monitoring and Evaluation Association

SCM Supply Chain Management

SDIP Service Delivery Improvement Plan

SITA State Information Technology Agency

SMME Small Medium and Micro Enterprises

SOC State owned companies

SOEs State owned enterprises

SPLUMA Spatial Planning and Land Use Manage-ment Act

STATS SA Statistics South Africa

TOR Terms of Reference

TR Treasury Regulations

ABBREVIATIONS/ACRONYMS List of

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FOREWORD BY THE MINISTER ..............................................................................iii

FOREWORD BY THE DEPUTY MINISTER ..................................................................v

LIST OF ABBREVIATIONS/ACRONYMS ..................................................................vii

PART A: STRATEGIC OVERVIEW ............................................................................. 3

1. UPDATED SITUATIONAL ANALYSIS ..................................................................................... 3

1.1 Performance delivery environment ......................................................................................................... 3 1.1.1 National Planning ....................................................................................................................... 3 1.1.2 Monitoring ................................................................................................................................. 4 1.1.3 Evaluation and Knowledge Management ..................................................................................... 4 1.2 Organisational environment ................................................................................................................. 5 1.2.1 DPME Approved Budget Structure: 2019/20 ................................................................................ 5

2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES ......................................................... 7

3. OVERVIEW OF 2019/20 BUDGET STRUCTURE AND MTEF ESTIMATES ................................ 7

3.1 Expenditure estimates ..................................................................................................................................... 7 3.2 Relating expenditure trends to strategic oriented goals ..................................................................................... 8

PART B: PROGRAMME AND SUB-PROGRAMME PLANS .......................................... 9

4. PROGRAMME 1: ADMINISTRATION ................................................................................... 9

4.1 Programme purpose, objectives and focus ............................................................................................. 9 4.2 Strategic objectives Annual Targets for 2019/20 .................................................................................. 10 4.3 Programme Performance Indicators and Annual Targets for 2019/20 and MTEF Targets ....................... 14 4.4 Programme Performance Indicators and Quarterly Targets (2019/20) ................................................... 17 4.5 Reconciling performance targets with Budget and MTEF ....................................................................... 19

5. PROGRAMME 2: NATIONAL PLANNING COORDINATION .............................................. 20

5.1 National Planning Commission (NPC) Secretariat ................................................................................ 21 5.1.1 Programme purpose and focus ................................................................................................. 21 5.1.1.1 Strategic objectives Annual Targets for 2019/20 .......................................................... 23 5.1.1.2 Programme Performance Indicators and Annual Targets for 2019/20 and MTEF Targets . 23 5.1.1.3 Programme Performance Indicators and Quarterly Targets (2019/20) .......................... 25 5.1.1.4 Reconciling performance targets with Budget and MTEF .............................................. 26 5.2 National Planning Coordination .......................................................................................................... 27 5.2.1 Programme objectives, purpose and focus ................................................................................. 27 5.2.1.1 Strategic objectives Annual Targets for 2019/20 .......................................................... 28 5.2.1.2 Programme performance indicators and annual targets for 2019/20 .......................... 29 5.2.1.3 Programme Performance Indicators and Quarterly Targets (2019/20) .......................... 32 5.2.1.4 Reconciling performance targets with the Budget and MTEF ......................................... 33


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6. PROGRAMME 3: SECTOR MONITORING SERVICES .......................................................... 34

6.1 Programme objectives, purpose and focus ........................................................................................... 35 6.2 Strategic objectives Annual Targets for 2019/20 .................................................................................. 36 6.3 Programme Performance Indicators and Annual Targets for 2019/20 and MTEF Targets ....................... 37 6.4 Programme Performance Indicators and Quarterly Targets (2019/20) ................................................... 39 6.5 Reconciling performance targets with Budget and MTEF ....................................................................... 40

7. PROGRAMME 4: PUBLIC SECTOR MONITORING AND CAPACITY DEVELOPMENT ............ 42


8. PROGRAMME 5: EVALUATION, EVIDENCE AND KNOWLEDGE SYSTEMS .......................... 48


PART C: LINKS TO OTHER PLANS ........................................................................55

9. LINKS TO LONG TERM INFRASTRUCTURE AND OTHER CAPITAL ASSETS .......................... 55

10. CONDITIONAL GRANTS .................................................................................................. 55

11. PUBLIC ENTITIES .............................................................................................................. 55

12. PUBLIC PRIVATE PARTNERSHIPS ........................................................................................ 55

13. ANNEXURE 1: REVISED/STRATEGIC PLAN OBJECTIVES 2019/20 ...................................... 56

14. ANNEXURE 2: INDICATOR DESCRIPTORS ......................................................................... 60

1 Indicator Descriptors Programme 1: Administration ....................................................................................... 602 Indicator Descriptors Programme 2: National Planning Coordination ............................................................. 703 Indicator Descriptors Programme 3: Sector Monitoring Services ...................................................................... 734 Indicator Descriptors Programme 4: Public Sector Monitoring and Capacity Development ............................... 775 Indicator Descriptors programme 5: Evaluation Evidence and Knowledge Systems ......................................... 80


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1. UPDATED SITUATIONAL ANALYSIS

The public sector worldwide faces a number of challenges related to performance management that are influenced by history, administration and the culture of managing perfor-mance. The use of evidence in conducting planning, moni-toring and evaluation can enhance the performance and ef-fectiveness of public service, and performance measures can have a positive impact on outcomes for citizens.

The pressure to get value for money from public services has never been greater particularly in the current depressed finan-cial environment. At the heart of improved quality of services is coordinated planning, implementation, monitoring, reporting and evaluating the impact of government services to citizens. Underlying these imperatives is the availability of reliable data and ethical leadership that detest corrupt practices in state institutions. The last decade has seen a series of world economic crises and shocks that have undermined financial confidence, constrained public spending because of slow economic growth and declining job opportunities particularly for women and the youth.

Although public servants may have an understanding of the overarching mandate of their organisations, there may be a lack of clarity about how they can best contribute. Leaders in departments must provide guidance to frontline staff on how they can best contribute their efforts in driving departmental strategy for improved service delivery. Senior management have a responsibility to develop a performance culture that enable evaluation of progress towards overall strategic ob-jectives. The effective use of resources should form the cor-nerstone to align performance and financial management towards an effective and efficient public service.

To respond to these challenges, the DPME conducted two annual planning sessions. The Department conducted the first planning session in April 2018. The focus of the session was on the review of policy, implementation strategies and assess-ment of the performance environments. The second planning session was conducted during July 2018 under the guidance of the Minister. The Ministerial session was concentrated on tackling service delivery challenges and strategies to over-come them.

The DPME has a critical role to play in enhancing govern-ment’s performance and impact to society. The Department continuously looks for solutions to enhance planning and co-ordination, sharpen implementation-monitoring systems and improve its evaluation capability to ensure the realisation of the NDP objectives.

1.1 Performance delivery environment

There is a growing demand for the DPME to intervene and sup-port implementation in various levels of the public service de-livery value chain. The Department’s involvement in the service delivery challenges in the North West province and its role in the Inter-ministerial Committees serves as an example. This intervention put a strain on the budget as well as staff involved.

Whereas there is a growing demand for the Department to im-prove its delivery systems in carrying out its functions, its broad mandate of planning, monitoring and evaluation of the NDP developmental imperative remains unchanged. Therefore, the broad objectives, targets and indicators as outlined in the Strategic Plan 2015-2020 remain relevant. However, the em-phasis and implementation strategies are reviewed annually to ensure that they remain relevant.

In the current planning cycle, the Department will focus on the NDP 5-Year Implementation Plan to inform the Medium Term Strategic Framework that will serve as a monitoring framework linked to the POA reporting system

The past two financial years focused on the review and implementation of the organisational structure. The emphasis in the planning cycle for the period under review will be to:

• Create an organisational culture of dynamic learning and growth.

• Achieve the objectives of DPME by developing and adopting an integrated approach to planning, monitoring and evaluation.

• Manage and create strategies and processes to identify, capture, structure, value, leverage, and share DPME’s in-tellectual assets to enhance its performance and establish it as a guiding source for all spheres of Government

• Prioritisation of key developmental areas through the development of the NDP 5-Year Implementation Plan

• Use validated data to inform planning and sequencing of implementation

• Ensure the implement the National Spatial Development Framework

• Ensure the development of a Skills Master Plan for the suc-cessful implementation

• Identify economic growth strategies and the requisite conditions (consumer driven growth, industry and manu-facturing, export, etc.)

• Seize the moment of the 4th Industrial revolution to drive growth

1.1.1 National Planning

The achievement of the NDP goals demands a cooperative relationship across national, provincial and local governments, private sector, labour and civil society.

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The DPME led the development of the NDP 5-Year Implemen-tation Plan as part of the Medium Term Strategic Framework roadmap, which will form the basis for developing 5-Year departmental plans that will guide the realisation of the NDP priorities. The purpose of the NDP 5-Year Implementation Plan is to advance and guide medium term and short term plan-ning that is responsive to the attainment of the NDP priorities leading to 2030. The NDP 5-Year Implementation Plan will allow for the coordination and alignment of priorities across the spheres of government and non-government stakeholders, and assist in integrating all the components of national devel-opment into mainstream planning processes.

A participatory approach, including all stakeholders (govern-ment, private sector, labour and civil society) will be pursued in the development of the NDP 5-Year Implementation Plan. Engagements and consultations that are inclusive of all the stakeholders will ensure buy-in and ownership of the plan, and alignment between the different spheres of government plans to the national strategic vision of the NDP 5-Year Imple-mentation Plan.

The NDP 5-Year Implementation Plan is under finalisation. The first was presented to the Planning, Monitoring and Evaluation (PME) Forum in October 2018 to source inputs from govern-ment and non-government stakeholders. The development of the NDP 5-Year Implementation Plan is a key deliverable for the National Planning Coordination Services Branch and was submitted to the first Cabinet Lekgotla for approval after the national general elections in 2019.

Government’s contribution to the NDP 5-Year Implementation Plan will be institutionalised within the government planning system. Government planning is regarded as a critical pro-cess, which enables the implementation of the NDP 2030 pri-orities through the development and implementation of legisla-tion, policies and services. Challenges were identified over the years in government planning processes. These include the misalignment between the electoral mandate, the NDP 2030 Vision and its implementation plans and the strategic planning process, budgeting process and institutional imple-mentation processes.

The Framework for Strategic and Annual Performance Plans previously issued by the National Treasury in 2010 to guide institutional short and medium term planning provided for a standardised approach to strategic and annual performance planning. The Framework promotes accountability for per-formance and service delivery, and promotes alignment between the planning, budgeting and reporting processes. Significant improvements in short and medium term planning were achieved since the implementation of the Framework for Strategic and Annual Performance Plans.

In the current planning cycle, DPME will introduce further im-provement of government planning systems and processes with the introduction of a revised Framework for Short and Medium Term Planning. The Framework introduces new re-

quirements for strategic and annual performance planning, operational planning, implementation programme planning, infrastructure planning, monitoring, reporting and evaluations.

The final draft Framework for Short and Medium Term Planning finalised in the first half of 2019 for approval and issuing to all applicable national and provincial government institutions. It is envisaged that the Framework will be implemented in the next planning cycle (2020/21 - 2024/25) going forward.

1.1.2 Monitoring

Government introduced the Outcomes-based system in 2009. The overall aim of the outcomes-based approach was to in-crease the strategic focus of government by focusing on a limited number of priority outcomes and ensure meaningful impact on the lives of our people. Our understanding was that even if the 14 outcomes were all that we achieved, we would be a very successful administration. To ensure this, we committed to doing things differently and moving away from continuing to do things even if they did not work and had no meaningful impact. Government introduced whole-of-government plans (delivery agreements), on the 14 outcomes and committed to improved coordination across all spheres of government.

In 2017, Cabinet mandated the review of the POA system. The focus of the review is to reduce the frequency of reporting from quarterly to bi-annually and to focus on strategic rather than operational issues.

The Department identified the need to integrate the monitoring instruments and the development of an integrated implemen-tation monitoring progress report. The Integrated Monitoring Framework has been approved and will happen in all spheres of government, from facility to local government to monitoring government priorities and impact of government programmes. Key to achieving the required level of quality in monitoring should be the integration of all monitoring systems from front-line to outcomes and impact. The integration of the system and reporting process should be implemented immediately.

1.1.3 Evaluation and Knowledge Management

Cabinet will consider an amended the National Evaluation Policy Framework, which set the foundation for the National Evaluation System (NES) and the implementation of the Na-tional Evaluation Plan (NEP) aligned to the electoral mandate and its 7 priorities. Cabinet will also approved a differentiated annual evaluation plan that focuses on strategic evaluations of important government programmes , on the basis of rapid, short term and medium term evaluations. This will also include collaboration with Ministerial Review Task Teams which con-duct Sectoral Review that take up to two years to be conduct-ed by high level specialist Teams and report to Cabinet.. All evaluations in the NEP are implemented through partnerships with the custodian departments who have committed to imple-


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menting improvements of programmes and policies informed by evidence generated through the evaluations. Increasingly DPME will initiate Evaluation in certain areas without awaiting the said Departments to volunteer.

Concerns were raised regarding the over dependence on the outsourcing model. To address this concern, the Department will review the National Evaluation Framework and introduce a hybrid model that includes internal evaluations that are con-ducted with urgency and produces rapid results for decision making. Evaluations will focus on programmes that have an impact on the socio-economic conditions of citizens.

The Department will also introduce a programme to recruit young graduates into the field of evaluation and the use of former public servants to conduct more evaluations. Partner-ships with other organisations locally and internationally will be strengthened to improve the quality and credibility of evalu-ations as well as benchmarking to promote good practices.

Programme 1 Programme 2 Programme 3 Programme 4 Programme 5Corporate Services

National Planning Coordination

Sector Monitoring Services

Public Sector Monitoring and Capacity Development

Evaluation, Evidence and Knowledge Systems

MinistryDGInternal Audit

Strategy and Communications

HR and Corporate Service

CIOCFO

National Planning Commission

Planning Coordination

Planning Alignment

Resource Planning

Spatial Planning

Outcomes Monitoring and Support

Intervention Support

Public Service Monitoring and Support

Frontline Monitoring and Support

Capacity Development Coordination

Evaluation

ResearchKnowledge Management

Data Integration and Analysis

1.2 Organisational environment

The past two financial years have seen the Department embarking on the review of the organisational structure. The aim of the review was to respond to the need for alignment of capacity needs and implementation strategies. As a result, the Department is organised according to the following programmes and sub-programmes to deliver its mission to improve government service delivery through integrated plan-ning, monitoring and evaluation.

In the financial year 2019-2020, the departmental pro-grammes were reduced from six to seven due to the National Micro-Organisation of Government (NMOG) from the 5th to the 6th Administration, which resulted in the relocation of the Youth Programme to the Department of Women, Youth and Disability in the Presidency. The Socio-Economic Impact Assessment (SEAIS) function under Programme 3 was also transferred to the Presidency. The Department will therefore undertaken an organisational review exercise to revise its or-gnanisational structure to respond to current realities and to expand its Public Sector Monitoring programme.

1.2.1 DPME Approved Budget Structure: 2019/20

The budget structure of the Department is organised as follows:

Programme Sub-Programme Responsibilities (Sub-sub Programmes)1. Administration

Purpose: Provide strategic leadership, management and support services to the department

1.1 Ministry Purpose: Provide executive support to political principals

111 Office of the Minister112 Office of the Dep Minister

1.2 Departmental ManagementPurpose: Provide strategic leadership and management of the department

121 Office of the DG122 Dir Internal Audit123 Dir Risk Management

1.3 Corporate and Financial ServicesPurpose: Render corporate and financial management services to the department

131 DDG Corporate Services133 CD Strat & Communic Serv135 CD HR & Corp Services137 CD CIO139 CD CFO


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Programme Sub-Programme Responsibilities (Sub-sub Programmes)2. National Planning

Coordination

Purpose: Facilitate and coordinate macro and transversal planning functions across government and coordinate planning functions in the department

2.1 Management: National Planning CoordinationPurpose: Provides management and support services to the programme and the National Planning Commission

211 NPC Secretariat212 DDG: National Plan Coordination

2.2 Planning CoordinationPurpose: Develops and implements planning frameworks and facilitates the alignment of the planning and budgeting functions across government and in the department.

221 CD Planning Coordination222 CD Planning Alignment225 CD Resource Planning227 CD Spatial Planning

3. Sector Monitoring Services

Purpose: Ensure government policy coherence. Develop, facilitate, support and monitor the implementation of sector plans and intervention strategies

3.1 Management: Sector Monitoring ServicesPurpose: Provides management and support services to the programme

311 DDG Sector Monitoring

3.2 Outcomes Monitoring and Support Purpose: Facilitate the coordination and management of outcomes through continuous monitoring of performance and the provision of appropriate support.

322 Group Education, Health , Social security, Safety323 Group Econ, Infra, Rural324 Group Public Service, Local Govt & Human settlements

4. Public Sector Monitoring and Capacity Development

Purpose: Support the implementation of the medium term strategic framework by monitoring and improving the capacity of state institutions to develop and implement plans and provide services.

4.1 Management: Public Sector Monitoring and Capacity DevelopmentPurpose: Provides management and support services to the programme

411 DDG Public Sector Mon & Cap

4.2 Public Service Monitoring and Capacity DevelopmentPurpose: Review, monitor and support the implementation of the medium term strategic framework’s outcome 12. Develop and implement strategic interventions to support and unblock implementation

422 CD Public Service Mon & Support424 CD Frontline Monitoring426 CD PM&E Capacity Dev

5. Evaluation, Evidence and Knowledge Systems

Purpose: Coordinate and support the generation, collation, accessibility and timely use of quality evidence to support planning, monitoring and evaluation across government.

5.1 Management: Evaluation, Evidence and Knowledge Systems

Purpose: Provides management and support services to the programme

511 DDG Evaluations, Evidence & Knowledge Systems

5.2 Evaluation, Research, Knowledge and Data Systems

Purpose: Provide evaluation, research, knowledge management and data integration and analysis services

521 CD Evaluation523 CD Research & KM525 CD Data Integration & Analysis

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2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

The DPME was established after the 2014 national elections through the merger between Department of Performance Moni-toring and Evaluation and the National Planning Secretariat to become Department, of Planning Monitoring and Evaluation through Proclamation 47, July 2014 read with s 97 of South African Constitution. The DPME does not have a specific estab-lishment legislation but draw its mandate from the following:

Legislation/policy1. The Constitution of the Republic of South Africa, 19962. Proclamation no.47 of 20143. National Development Plan 2030 - Our future make it work (2012)4. Green Paper on National Strategic Planning (2009)5. Framework for Strategic Plans and Annual Performance Plans6. Policy framework for the Government-wide Monitoring and Evaluation Systems 20077. Improving Government Performance: Our Approach (2009).8. Cabinet decisions

The DPME is currently in the process of consultation on the proposed Integrated Planning legislation. The consultation on the proposed legislation will be concluded after the 2019 general elections. The outcome of the consultations will determine the need for such legislation.

3. OVERVIEW OF 2019/20 BUDGET STRUCTURE AND MTEF ESTIMATES

3.1 Expenditure estimates

Department of Planning, Monitoring and Evaluation

Audited outcome

Adj. Approp.

Revised Estimate

Medium Term Expenditure Estimate

Rand thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22Programmes

1. Administration 111,872 134,299 154,931 170,840 163,835 187,187 194,793 202,8132. National Planning

Coordination48,485 43,440 42,499 74,143 69,096 74,363 81,636 86,705

3. Sector Planning and Monitoring

53,878 50,518 58,038 91 363 79,760 92,242 100,930 107,422

4. Public Sector Monitoring and Capacity Development

64,466 66,467 72,633 86,302 84,857 85,749 91,114 96,784

5. Evaluation, Evidence and Knowledge Systems

64,093 75,437 101,172 46,763 42,708 46,658 49,430 52,269

6. National Youth Development

415,983 411,085 437,565 488,624 487,779 470,740 497,367 523,719

Total 748,777 781,246 866, 838 958,035 928,035 956,939 1,015,240 1, 069,712


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3.2 Relating expenditure trends to strategic oriented goals

To provide context to the DPME budget and provide a rationale for expenditure recommendations for decision makers, DPME is mandated is to undertake national planning, monitoring and evaluation focusing on the implementation of the National Develop-ment Plan (NDP) in government and in the rest of society.

To ensure alignment with its new strategic direction, in 2018/19, the department implemented its revised organisational struc-ture, which included a revised budget programme structure. As part of the revision, National Treasury approved a reduction in departmental programmes from 7 to 6, effective from 2019/20. Spending on compensation of employees is expected to increase at an average annual rate of 6.8 per cent, from R312.6 million in 2018/19 to R376.5 million in 2021/22, mainly due to cost of living adjustments. The department’s overall expenditure is expected to increase at an average annual rate of 3.9 per cent, from R958 million in 2018/19 to R1.1 billion in 2021/22.

The Goods and Services cost drivers per programme over the MTEF are as follows:

Cost Driver % G&S 1 2 3 4 5 6Professional Services 28.6% 1.2% 77.5% 55.6% 9.4% 80.0% 34.5%Travel and subsistence 21.9% 25.1% 15.3% 34.2% 21.2% 8.1% 10.2%Computer services 15.9% 17.6% 0.0% 0.0% 53.1% 0.0% 0.0%Operating leases 6.6% 14.2% 0.0% 0.0% 0.0% 0.0% 0.0%Advertising 4.4% 9.0% 0.6% 0.0% 0.6% 0.3% 0.0%Operating payments 3.1% 2.5% 1.0% 1.9% 2.2% 2.5% 32.5%Communication 2.9% 2.7% 1.2% 3.2% 6.3% 2.0% 1.8%Property payments 2.6% 5.5% 0.0% 0.0% 0.0% 0.0% 0.0%Venues and facilities 2.5% 1.2% 1.6% 1.3% 4.5% 3.3% 18.3%Catering 1.8% 2.5% 1.3% 1.4% 0.7% 1.9% 1.3%


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4.1 Programme purpose, objectives and focus

The purpose of the programme is to provide strategic lead-ership, management and support services to the Department.

The programme consist of the following sub-programmes:

1. Ministry Purpose: Provide executive support to political principals

2. Departmental ManagementPurpose: Provide strategic leadership and management to the department

3. Corporate Services and Financial Administration:Purpose: Render corporate services and financial administra-tion to the department

The objectives of the programme are:1. To coordinate the provision of strategy and organisational

development services2. To provide human resource management and develop-

ment services3. To manage and facilitate the provision of financial and

supply chain management services4. To manage the provision of information, communication

and technology management services5. To provide marketing, communication and stakeholder

liaison services to the Department6. To manage the provision of risk, anti-corruption and integ-

rity management services.7. To manage the provision of internal audit services.

PART B:PROGRAMME AND SUB-PROGRAMME PLANS

Key challengesThe key challenges facing the programmes are:• High Vacancy rate slightly higher than norm of 10%

resulting from the revised organisational structure particu-larly at senior levels and slow filing of vacancy in the last year of the last term of office.

• Achieving a clean audit outcome, the AGSA made find-ings related to quality control in managing performance information, ICT governance weaknesses and related matters that require attention.

• Internal Audit Committee also raised concerns about late approval of risk management instruments in the Department.

Strategies to address the challenges To respond to these challenges, the department will develop an improvement plan. Part of the plan will be to fill critical post to create capacity. The Department will also embark on a change management process to promote and improve good corporate governance.

1. PROGRAMME 1: ADMINISTRATION

9


10

4.2

Stra

tegi

c ob

ject

ives

Ann

ual T

arge

ts fo

r 20

19/2

0

Sub-

prog

ram

me

obje

ctiv

es

Stra

tegi

c Pl

an

Targ

et(5

-yea

r ta

rget

)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

20

19/2

0

Med

ium

Ter

m T

arge

ts

2015

/16

2016

/17

2017

/18

2020

/21

2021

/22

Sub-

prog

ram

me:

Dep

artm

enta

l Man

agem

ent

1. To

coo

rdin

ate

the

prov

ision

of

stra

tegy

and

or

gani

satio

nal

deve

lopm

ent

serv

ices

Stra

tegi

c an

d An

nual

Perfo

rman

ce P

lans

; im

plem

enta

tion

mon

itorin

g re

ports

an

d An

nual

Rep

orts

Stra

tegi

c Pla

n an

d An

nual

Per

form

ance

Pla

n ap

prov

ed

The

Final

Stra

tegi

c Pla

n an

d AP

P w

ere

tabl

ed to

Par

liam

ent

by d

ue d

ate

set b

y Pa

rliam

ent

Annu

al P

erfo

rman

ce

Plan

2018

/19

with

re

vised

Stra

tegi

c O

bjec

tives

ann

exed

to

it w

as ta

bled

in

Parli

amen

t on

07

Mar

ch 2

018

Prod

uce

an A

nnua

lPe

rform

ance

Pla

n ac

cord

ing

to p

resc

ribed

sta

ndar

ds/

fram

ewor

ks a

nd

timel

ines

Prod

uce

annu

al

revie

w o

f Stra

tegi

c Pla

ns a

nd A

PP a

s pr

escr

ibed

by

the

rele

vant

pla

nnin

g fra

mew

orks

and

su

bmit

the

plan

fo

r app

rova

l and

ta

blin

g in

Par

liam

ent

Con

duct

ann

ual r

evie

w o

f Stra

tegi

c Pla

ns a

nd A

PP p

resc

ribed

by

the

rele

vant

pla

nnin

g fra

mew

orks

for

appr

oval

and

tabl

ing

in P

arlia

men

t

Sub-

prog

ram

me:

Inte

rnal

Aud

it2.

To p

rovid

e an

in

depe

nden

t, ob

ject

ive

assu

ranc

e an

d co

nsult

ing

activ

ity im

prov

e op

erat

ions

an

d as

sist

orga

niza

tion

achi

eve

its

obje

ctive

s.

Prod

uce,

impl

emen

t an

d re

port

on th

e ris

k ba

sed

Thre

e (3

) Yea

r Rol

ling

Stra

tegi

c In

tern

al

Audi

t Pla

n an

d an

An

nual

Inte

rnal

Aud

it as

app

rove

d by

the

Audi

t Com

mitte

e.

Thre

e (3

) yea

r ro

lling

strat

egic

in

tern

al a

udit

plan

an

d an

nual

aud

it pl

an w

as p

rodu

ced

and

appr

oved

by

Audi

t Com

mitte

e by

30

June

201

5

A 3

year

rollin

g str

ateg

ic in

tern

al

audi

t pla

n w

as

prod

uced

and

su

bmitte

d to

the

Audi

t Com

mitte

e fo

r app

rova

l by

30

June

201

6

A 3-

year

rollin

g str

ateg

ic in

tern

al a

udit

plan

was

pro

duce

d an

d ap

prov

ed b

y th

e Au

dit C

omm

ittee

on

10 A

pril

2017

Prod

uced

and

im

plem

ente

d a

risk

base

d th

ree

(3)

year

rollin

g str

ateg

ic

inte

rnal

aud

it pl

an

and

annu

al a

udit

plan

app

rove

d by

Au

dit C

omm

ittee

by

30 A

pril

2018

Prod

uced

and

im

plem

ente

d a

risk

base

d th

ree

(3)

year

rollin

g str

ateg

ic

inte

rnal

aud

it pl

an

and

annu

al a

udit

plan

app

rove

d by

Au

dit C

omm

ittee

by

30 A

pril

2019

Prod

uced

and

impl

emen

ted

a ris

k ba

sed

thre

e (3

) yea

r rol

ling

strat

egic

inte

rnal

au

dit p

lan

and

annu

al a

udit

plan

ap

prov

ed b

y Au

dit C

omm

ittee

30 A

pril

2020

Prod

uce

quar

terly

in

tern

al a

udit

repo

rts

annu

ally

Qua

rterly

aud

it im

plem

enta

tion

repo

rts p

rodu

ced

and

pres

ente

d to

Au

dit C

omm

ittee

and

Man

agem

ent i

n lin

e w

ith to

sch

edule

of

mee

tings

Annu

al ri

sk

asse

ssm

ent

cond

ucte

d an

d ris

k m

anag

emen

t im

plem

enta

tion

plan

pro

duce

d.

Qua

rterly

pro

gres

s re

ports

wer

e pr

oduc

ed a

gain

st th

e an

nual

risk

pla

n

Qua

rterly

Risk

m

anag

emen

t pro

gres

s re

ports

wer

e pr

oduc

ed

agai

nst t

he ri

sk p

lan

Qua

rterly

aud

it im

plem

enta

tion

repo

rts p

rodu

ced

and

pres

ente

dto

Aud

it C

omm

ittee

Qua

rterly

aud

it im

plem

enta

tion

repo

rts p

rodu

ced

and

pres

ente

d to

Au

dit C

omm

ittee

Qua

rterly

aud

it im

plem

enta

tion

repo

rts

prod

uced

and

pre

sent

ed to

Aud

it C

omm

ittee


11

Sub-

prog

ram

me

obje

ctiv

es

Stra

tegi

c Pl

an

Targ

et(5

-yea

r ta

rget

)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

20

19/2

0

Med

ium

Ter

m T

arge

ts

2015

/16

2016

/17

2017

/18

2020

/21

2021

/22

Sub-

prog

ram

me:

Ris

k, A

nti-c

orru

ptio

n an

d In

tegr

ity M

anag

emen

t 3.

To m

anag

e th

e pr

ovisi

on o

f risk

, an

ti-cor

rupt

ion

and

inte

grity

m

anag

emen

t se

rvic

es

Deve

lop

the

annu

al

Risk

, Ant

i-Cor

rupt

ion

and

Inte

grity

M

anag

emen

t Im

plem

enta

tion

Plan

Annu

al ri

sk

asse

ssm

ent a

nd

risk

man

agem

ent

impl

emen

tatio

n pl

an

was

pro

duce

d

Annu

al ri

sk

asse

ssm

ent

cond

ucte

d an

d ris

k m

anag

emen

t im

plem

enta

tion

plan

pr

oduc

ed. Q

uarte

rly

prog

ress

repo

rts

wer

e pr

oduc

ed

agai

nst t

he a

nnua

l ris

k pl

an

Annu

al ri

sk a

sses

smen

t an

d pr

oduc

e an

nual

risk

pla

n an

d qu

arte

rly re

ports

wer

e co

nduc

ted

Con

duct

ann

ual

risk

asse

ssm

ent

and

prod

uce

risk

man

agem

ent

impl

emen

tatio

n pl

an

Risk

, Ant

i-Cor

rupt

ion

and

Inte

grity

m

anag

emen

t Im

plem

enta

tion

Plan

prod

uced

Risk

, Ant

i-Cor

rupt

ion

and

Inte

grity

M

anag

emen

t Im

plem

enta

tion

Plan

prod

uced

Prod

uce

quar

terly

prog

ress

repo

rts

annu

ally

on

Risk

, Ant

i-Cor

rupt

ion

and

Inte

grity

Man

agem

ent

Impl

emen

tatio

n Pla

n

--

--

Prod

uce

annu

al ri

sk

plan

and

qua

rterly

pr

ogre

ss re

ports

Prod

uce

annu

al R

isk, A

nti-C

orru

ptio

n an

d In

tegr

ity M

anag

emen

t Im

plem

enta

tion

Plan

and

quar

terly

pr

ogre

ss re

ports


12

Sub-

prog

ram

me

obje

ctiv

es

Stra

tegi

c Pl

an

Targ

et(5

-yea

r ta

rget

)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

20

19/2

0

Med

ium

Ter

m T

arge

ts

2015

/16

2016

/17

2017

/18

2020

/21

2021

/22

Sub-

prog

ram

me:

Mar

ketin

g an

d C

omm

unic

atio

ns4.

To p

rovid

e m

arke

ting,

co

mm

unic

atio

n an

d sta

keho

lder

lia

ison

serv

ices

to

the

Depa

rtmen

t

Deve

lop,

im

plem

ent,

revie

w

com

mun

icat

ion

strat

egy

and

plan

for m

edia

en

gage

men

t, sta

keho

lder

liai

son

as w

ell a

s in

tern

al

staff

annu

ally

Deve

lop,

im

plem

ent,

revie

w

com

mun

icat

ion

strat

egy

and

plan

for

med

ia e

ngag

emen

t, sta

keho

lder

liai

son

as w

ell a

s in

tern

al

staff

annu

ally

Annu

al

Com

mun

icat

ion

Plan

was

pro

duce

d an

d ap

prov

ed

82 o

f act

ivitie

s in

the

plan

wer

e im

plem

ente

d ag

ains

t 61

plan

ned

activ

ities

for t

he 4

qua

rters

(82/

61*1

00=

134%

)

Annu

al

Com

mun

icat

ion

Plan

was

pro

duce

d by

and

ap

prov

ed b

y he

ad o

f C

omm

unic

atio

n by

30

June

201

7 in

cludi

ng

com

mun

icat

ion

on

prog

ress

with

the

NDP

94%

of

Com

mun

icat

ion

activ

ities

achi

eved

as

outl

ined

in

com

mun

icat

ion

plan

by

end

of

finan

cial

yea

r (9

6/98

*100

=94)

Deve

lop,

im

plem

ent,

revie

w

com

mun

icat

ion

strat

egy

and

plan

for

med

ia e

ngag

emen

t, sta

keho

lder

liai

son

as w

ell a

s in

tern

al

staff

annu

ally

Deve

lop,

impl

emen

t, an

d re

view

co

mm

unic

atio

n str

ateg

y an

d pl

an

for e

ngag

emen

t w

ith th

e pu

blic

, m

edia

, sta

keho

lder

s an

d in

tern

al s

taff

annu

ally

Deve

lop,

impl

emen

t, an

d re

view

co

mm

unic

atio

n str

ateg

y an

d pl

an fo

r en

gage

men

t with

the

publ

ic, m

edia

, sta

keho

lder

s an

d in

tern

al s

taff

annu

ally

Sub-

prog

ram

me:

Hum

an R

esou

rce

Man

agem

ent

5. To

pro

vide

hum

an re

sour

ce

man

agem

ent

and

deve

lopm

ent

serv

ices

HR

Plan

dev

elop

ed

and

subm

itted

to

DPSA

by

30 Ju

ne o

f ea

ch y

ear

HR

Plan

deve

lope

d an

d su

bmitte

d to

DP

SA b

y 30

June

201

5

HR

Plan

deve

lope

d an

d su

bmitte

d to

DP

SA b

y 30

June

201

6

HR

Plan

deve

lope

d an

d su

bmitte

d to

DPS

A by

30

June

201

7

HR

Plan

deve

lope

d an

d su

bmitte

d to

DP

SA b

y 30

June

201

8

HR

Plan

deve

lope

d an

d su

bmitte

d to

DP

SA b

y 30

June

20

19

HR

Plan

deve

lope

d an

d su

bmitte

d to

DPS

A by

30

June

of e

ach


13

Sub-

prog

ram

me

obje

ctiv

es

Stra

tegi

c Pl

an

Targ

et(5

-yea

r ta

rget

)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

20

19/2

0

Med

ium

Ter

m T

arge

ts

2015

/16

2016

/17

2017

/18

2020

/21

2021

/22

Sub-

prog

ram

me:

Chi

ef In

form

atio

n O

ffice

r6.

To m

anag

e th

e pr

ovisi

on

of in

form

atio

n,

com

mun

icat

ion

and

tech

nolo

gy

man

agem

ent

serv

ices

Deve

lop,

impl

emen

t an

d m

onito

r ann

ual

ICT

plan

Annu

al IC

T pl

an

and

quar

terly

repo

rts

indi

catin

g 85

%

achi

evem

ent

of IC

T sy

stem

s sta

ndar

ds w

ere

Prod

uced

Qua

rterly

repo

rtsin

dica

ting

94%

achi

evem

ent

in th

e IC

T sy

stem

s sta

ndar

ds w

ere

achi

eved

thro

ugho

ut

the

quar

ters

Qua

rterly

mon

itorin

g re

ports

aga

inst

the

ICT

plan

wer

e pr

oduc

ed

by e

nd o

f the

qua

rters

show

ing

81%

ac

hiev

emen

t (1

3/16

*100

=81%

)

Prod

uce

annu

al IC

T pl

an a

nd q

uarte

rly

repo

rts in

dica

ting

85%

achi

evem

ent

of IC

T sy

stem

s sta

ndar

ds

Prod

uce

annu

al IC

T pl

an a

nd q

uarte

rly

repo

rts in

dica

ting

80%

achi

evem

ent o

f ta

rget

s of

ICT

plan

Prod

uce

annu

al IC

T pl

an a

nd q

uarte

rly

repo

rts in

dica

ting

80%

achi

evem

ent o

f ta

rget

s of

ICT

plan

Sub-

prog

ram

me:

Chi

ef F

inan

cial

Offi

cer

7. To

man

age

and

faci

litate

th

e pr

ovisi

on o

f fin

anci

al a

nd

supp

ly ch

ain

man

agem

ent

serv

ices

Obt

ain

clean

au

dit o

pini

ons

on

finan

cial

mat

ters

Cle

an a

udit

outc

ome

on fi

nanc

ial

perfo

rman

ce

info

rmat

ion

was

ac

hiev

ed

Cle

an a

udit

outc

ome

on fi

nanc

ial

perfo

rman

ce

info

rmat

ion

was

ac

hiev

ed

Cle

an a

udit

outc

ome

on fi

nanc

ial

perfo

rman

ce

info

rmat

ion

was

ac

hiev

ed

Cle

an a

udit

outc

ome

on fi

nanc

ial

perfo

rman

ce

info

rmat

ion

was

ac

hiev

ed

Cle

an a

udit

outc

ome

on fi

nanc

ial

perfo

rman

ce

info

rmat

ion

Cle

an a

udit

outc

ome

on fi

nanc

ial

perfo

rman

ce in

form

atio

n


14

4.3

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd A

nnua

l Tar

gets

for

2019

/20

and

MTE

F Ta

rget

s

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

Ta

rget

s20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

Stra

tegi

c ob

ject

ive:

To

coor

dina

te th

e pr

ovis

ion

of s

trate

gy a

nd o

rgan

isat

iona

l dev

elop

men

t ser

vice

sSu

b-pr

ogra

mm

e: D

epar

tmen

tal M

anag

emen

t1.

App

rove

d St

rate

gic

and

Annu

al

Perfo

rman

ce P

lans

The

APP

2016

-17

was

de

velo

ped

and

tabl

ed

in li

ne w

ith th

e pl

anni

ng

fram

ewor

k. T

he s

trate

gic

plan

201

5-20

20 w

as

revie

wed

and

no

chan

ges

wer

e m

ade

The

Final

Stra

tegi

c Pla

n an

d AP

P w

ere

tabl

ed to

Pa

rliam

ent b

y du

e da

te s

et

by P

arlia

men

t

Annu

al P

erfo

rman

ce P

lan

2018

/19

with

revis

ed

Stra

tegi

c O

bjec

tives

an

nexe

d to

it w

as ta

bled

in

Par

liam

ent o

n 07

M

arch

201

8

Prod

uce

an A

nnua

l Pe

rform

ance

Pla

n ac

cord

ing

to p

resc

ribed

sta

ndar

ds/

fram

ewor

ks a

nd

timel

ines

Prod

uce

an A

nnua

l Pe

rform

ance

Pla

n ac

cord

ing

to

pres

crib

ed s

tand

ards

/ fra

mew

orks

and

tim

elin

es

Prod

uce

an A

nnua

l Pe

rform

ance

Pla

n ac

cord

ing

to

pres

crib

ed s

tand

ards

/ fra

mew

orks

and

tim

elin

es

Prod

uce

an A

nnua

l Pe

rform

ance

Pla

n ac

cord

ing

to p

resc

ribed

sta

ndar

ds/

fram

ewor

ks a

nd

timel

ines

2. Q

uarte

rly

impl

emen

tatio

n re

ports

ag

ains

t APP

4 qu

arte

rly p

rogr

ess

repo

rts

appr

oved

by

the

exec

utive

au

thor

ity a

nd s

ubm

itted

to

Nat

iona

l Tre

asur

y w

ithin

30

day

s of t

he e

nd o

f eac

h th

e qu

arte

r

4 qu

arte

rly p

rogr

ess

repo

rts

wer

e pr

oduc

ed a

nd

subm

itted

toth

e Ex

ecuti

ng A

uthor

ity,

Nat

iona

l Tre

asur

y an

d DP

ME

with

in 3

0 da

ys fr

om

the

end

of th

e qu

arte

r

Four

qua

rterly

pro

gres

s re

ports

wer

e pr

oduc

ed

and

subm

itted

to th

e Ex

ecuti

ng A

uthor

ity fo

r ap

prov

al w

ithin

30

days

from

the

end

of th

e qu

arte

r

Qua

rterly

repo

rts

subm

itted

toth

e Ex

ecuti

ng

Auth

ority

, N

atio

nal T

reas

ury

and

DPM

E w

ithin

30

day

s fro

m th

e en

d of

the

quar

ter

Prod

uce

4 qu

arte

rly

impl

emen

tatio

n re

ports

ag

ains

t APP

Pro

duce

4 q

uarte

rly

impl

emen

tatio

n re

ports

ag

ains

t APP

Prod

uce

4 qu

arte

rly

impl

emen

tatio

n re

ports

aga

inst

APP

3. A

udite

d An

nual

Rep

ort

Audi

ted

Annu

al R

epor

t 20

14-1

5 w

as a

ppro

ved

and

subm

itted

to N

atio

nal

Treas

ury

and

Parli

amen

t w

ithin

stip

ulate

d tim

e fra

mes

Audi

ted

Annu

al R

epor

t 20

15-2

016

was

pro

duce

d AR

and

sub

mit

AGSA

fo

r aud

it an

d to

NT

and

Parli

amen

t by

due

date

s

Audi

ted

Annu

al R

epor

t w

as p

rodu

ced

and

subm

itted

to N

atio

nal

Treas

ury

and

Parli

amen

t by

due

dat

e

Prod

uce

AR

and

subm

it to

AG

SA fo

r Aud

it an

d to

NT

and

Parli

amen

t by

due

date

s

Prod

uce

AR a

nd s

ubm

it to

AG

SA fo

r aud

it an

d to

NT

and

Parli

amen

t by

due

dat

es

Audi

ted

Annu

al R

epor

t (A

R) a

ppro

ved

and

subm

itted

to N

atio

nal

Treas

ury

and

Parli

amen

t w

ithin

stip

ulate

d tim

e fra

mes

Audi

ted

Annu

al

Repo

rt ap

prov

ed

and

subm

itted

to

Nat

iona

l Tre

asur

y an

d Pa

rliam

ent

with

in s

tipula

ted

time

fram

es


15

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

Ta

rget

s20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

Stra

tegi

c ob

ject

ive:

To

prov

ide

an in

depe

nden

t, ob

ject

ive

assu

ranc

e an

d co

nsul

ting

activ

ity im

prov

e op

erat

ions

and

ass

ist o

rgan

izat

ion

achi

eve

its o

bjec

tives

.Su

b-pr

ogra

mm

e: In

tern

al A

udit

4. A

ppro

ved

Inte

rnal

Au

dit T

hree

(3) Y

ear

Rollin

g Au

dit P

lan

and

Annu

al In

tern

al A

udit

Plan

3yea

r rol

ling

strat

egic

pla

n w

as a

ppro

ved

by A

udit

Com

mitte

e

A 3

year

rollin

g str

ateg

ic

inte

rnal

aud

it pl

an w

as

prod

uced

and

sub

mitte

d to

the

Audi

t Com

mitte

e fo

r ap

prov

al b

y 30

June

201

6

A 3-

year

rollin

g str

ateg

ic

inte

rnal

aud

it pl

an w

as

prod

uced

and

app

rove

d by

the

Audi

t Com

mitte

e on

10

April

201

7

Prod

uce

a 3-

year

rollin

g str

ateg

icin

tern

al a

udit

plan

and

sub

mit

to th

e Au

dit

Com

mitte

e fo

rap

prov

al b

y 30

th

April

201

8

Prod

uce

a 3-

year

rollin

g str

ateg

icin

tern

al a

udit

plan

and

sub

mit

to th

e Au

dit

Com

mitte

e fo

rap

prov

al b

y 30

th A

pril

2019

Prod

uce

a 3-

year

rollin

g str

ateg

icin

tern

al a

udit

plan

and

su

bmit

to th

eAu

dit C

omm

ittee

for a

ppro

val b

y 30

th

April

202

0

Prod

uce

a 3-

year

rollin

g str

ateg

ic

inte

rnal

aud

it pl

an

and

subm

it to

the

Audi

t Com

mitte

e fo

r app

rova

l by

30th

Apr

il 20

21

5. Q

uarte

rly R

epor

ting

on In

tern

al A

udit

Annu

al P

lan

to A

udit

Com

mitte

e

Qua

rterly

impl

emen

tatio

n re

ports

we

subm

itted

to

Audi

t Com

mitte

e

4 qu

arte

rly a

udit

impl

emen

tatio

n re

ports

wer

e pr

oduc

ed a

nd s

ubm

itted

to

Audi

t Com

mitte

e

Qua

rterly

aud

it im

plem

enta

tion

repo

rts

wer

e pr

oduc

ed a

nd

pres

ente

d to

the

Audi

t Com

mitte

e an

d M

anag

emen

t

Qua

rterly

aud

it m

onito

ring

repo

rts

pres

ente

dto

Aud

it C

omm

ittee

and

Man

agem

ent

prod

uced

Qua

rterly

Inte

rnal

Aud

it Re

ports

pre

sent

edto

Aud

it C

omm

ittee

Qua

rterly

Inte

rnal

Aud

it Re

ports

pre

sent

edto

Aud

it C

omm

ittee

Qua

rterly

Inte

rnal

Au

dit R

epor

ts pr

esen

ted

to A

udit

Com

mitte

e

Stra

tegi

c ob

ject

ive:

To

man

age

the

prov

isio

n of

ris

k, a

nti-c

orru

ptio

n an

d in

tegr

ity m

anag

emen

t ser

vice

s.Su

b-pr

ogra

mm

e: R

isk,

Ant

i-cor

rupt

ion

and

Inte

grity

Man

agem

ent

6. P

erce

ntag

e of

d

esig

nate

d em

ploy

ees

s

ubm

itting

fina

ncia

l

disc

losu

res

65 o

f 65

desig

nate

dem

ploy

ees

(65/

65*1

00=1

00%)

subm

itted

thei

r fin

anci

alin

tere

sts w

ithin

spe

cifie

dtim

e fra

me

100%

of S

MS

mem

bers

disc

lose

dth

eir f

inan

cial

inte

rests

via th

e e-

disc

losu

resy

stem

100%

of S

MS

mem

bers

in th

e es

tabl

ishm

ent

disc

lose

d th

eir f

inan

cial

in

tere

st by

31st M

ay

2018

100%

co

mpl

ianc

ein

sub

miss

ion

offin

anci

al in

tere

stsby

all

desig

nate

dem

ploy

ees

with

inth

e sp

ecifi

edtim

e fra

mes

100%

com

plia

nce

in s

ubm

issio

n of

finan

cial

inte

rests

by a

ll de

signa

ted

empl

oyee

s w

ithin

the

spec

ified

time

fram

es

100%

com

plia

nce

in s

ubm

issio

n of

finan

cial

inte

rests

by a

ll de

signa

ted

empl

oyee

s w

ithin

the

spec

ified

time

fram

es

100%

co

mpl

ianc

ein

sub

miss

ion

offin

anci

al in

tere

stsby

all

desig

nate

dem

ploy

ees

with

inth

e sp

ecifi

edtim

e fra

mes

7. A

ppro

ved

Risk

, An

ti-Cor

rupt

ion

and

Inte

grity

Man

agem

ent

Impl

emen

tatio

n Pla

n

Annu

al ri

sk a

sses

smen

t co

nduc

ted.

Risk

repo

rt lin

ked

to 3

rollin

g Au

dit

Plan

final

ised

and

appr

oved

in Ju

ne 2

015

Annu

al ri

sk a

sses

smen

t w

as c

ondu

cted

and

ris

k m

anag

emen

t im

plem

enta

tion

plan

pr

oduc

ed.

Annu

al ri

sk a

sses

smen

t an

d pr

oduc

e an

nual

ris

k pl

an a

nd q

uarte

rly

repo

rts w

ere

cond

ucte

d

Con

duct

ann

ual

risk

asse

ssm

ent

and

prod

uce

risk

man

agem

ent

impl

emen

tatio

npl

an

Annu

al R

isk, A

nti-

Cor

rupt

ion

and

Inte

grity

Man

agem

ent

Impl

emen

tatio

n Pla

n pr

oduc

ed

Annu

al R

isk, A

nti-

Cor

rupt

ion

and

Inte

grity

Man

agem

ent

Impl

emen

tatio

n Pla

n pr

oduc

ed

Annu

al R

isk, A

nti-

Cor

rupt

ion

and

Inte

grity

M

anag

emen

tIm

plem

enta

tion

Plan

prod

uced


16

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

Ta

rget

s20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

8. N

umbe

r of q

uarte

rly

prog

ress

repo

rts

on R

isk, A

nti-

Cor

rupt

ion

and

Inte

grity

Man

agem

ent

impl

emen

tatio

n pl

an

prod

uced

Asse

ssm

ents

cond

ucte

d af

ter d

ue d

ate

and

only

quar

ter 3

repo

rt se

rved

in

the

Risk

Man

agem

ent

Com

mitte

e

Qua

rterly

pro

gres

s re

ports

w

ere

prod

uced

aga

inst

the

annu

al ri

sk p

lan

Qua

rterly

Risk

m

anag

emen

t pro

gres

s re

ports

wer

e pr

oduc

ed

agai

nst t

he ri

sk p

lan

Prod

uce

annu

alris

k pl

an a

ndqu

arte

rly p

rogr

ess

repo

rts

4 qu

arte

rly p

rogr

ess

repo

rts o

n Ri

sk,

anti-c

orru

ptio

n an

d in

tegr

ity m

anag

emen

t im

plem

enta

tion

plan

pr

oduc

ed

4 qu

arte

rly p

rogr

ess

repo

rts o

n Ri

sk,

anti-c

orru

ptio

n an

d in

tegr

ity m

anag

emen

t im

plem

enta

tion

plan

pr

oduc

ed

4 qu

arte

rly

prog

ress

repo

rts

on ri

sk, a

nti-

corru

ptio

n an

d in

tegr

ity

man

agem

ent p

lan

prod

uced

Stra

tegi

c ob

ject

ive:

To

prov

ide

mar

ketin

g, c

omm

unic

atio

n an

d st

akeh

olde

r lia

ison

ser

vice

s to

the

Dep

artm

ent

Sub-

prog

ram

me:

Mar

ketin

g an

d C

omm

unic

atio

ns9.

Ann

ual

com

mun

icat

ions

plan

pro

duce

d an

dPe

rcen

tage

achi

evem

ent o

fta

rget

s in

the

Com

mun

icat

ion

Plan

A co

mm

unic

atio

npl

an w

ith 4

key

perfo

rman

cear

eas

wer

ede

velo

ped

but

impl

emen

tatio

nof

act

ivitie

s 24

com

mun

icat

ion

activ

ities

and

even

ts lo

okpl

ace

durin

g th

epe

riod

unde

rre

view

Annu

al C

omm

unic

atio

n Pla

npr

oduc

ed a

nd a

ppro

ved.

82 o

f act

ivitie

s in

the

plan

wer

e im

plem

ente

d ag

ains

t 61 Pla

nned

act

ivitie

s fo

r the

4

quar

ters

(82/

61*1

00=

134%

)

Annu

al C

omm

unic

atio

n Pla

n w

as p

rodu

ced

by

30 Ju

ne 2

017

94%

of C

omm

unic

atio

n ac

tivitie

s ac

hiev

ed

as o

utlin

ed in

co

mm

unic

atio

n pl

an b

y en

d of

fina

ncia

l yea

r (9

6/98

*100

=94)

Com

mun

icat

ion

plan

pro

duce

dan

d ap

prov

edby

hea

d of

Com

mun

icat

ion

by 3

0 Ju

nein

cludi

ngco

mm

unic

atio

non

pro

gres

s w

ithN

DP

Com

mun

icat

ions

plan

pro

duce

dan

d 80

% of

the

targ

ets

achi

eved

Com

mun

icat

ions

plan

pro

duce

dan

d ac

hiev

e 80

% of

th

e ta

rget

s ac

hiev

ed.

Com

mun

icat

ions

plan

pro

duce

dan

d ac

hiev

e 80

%

of th

e ta

rget

s ac

hiev

ed.

Stra

tegi

c ob

ject

ive:

To

prov

ide

Hum

an R

esou

rce

Man

agem

ent a

nd D

evel

opm

ent s

ervi

ces

Sub-

prog

ram

me:

Hum

an R

esou

rce

Man

agem

ent

10. P

erce

ntag

e of

fund

ed

posts

fille

d16

.7%

aver

age

over

the

full

finan

cial

yea

r ach

ieve

d (A

vera

ge n

umbe

r of p

ost

filled

divi

ded

by a

vera

genu

mbe

r of f

unde

d va

canc

ies

expr

esse

d as

a p

erce

ntag

e i.e

. (5

7/34

1*10

0=16

.7%)

10%

aver

age

vaca

ncy

rate

was

ach

ieve

dat

the

end

of th

eFin

anci

al y

ear.

(36/

350*

100=

10)

The

aver

age

vaca

ncy

rate

for t

he y

ear w

as

25.6

%

(28.

8+ 2

6.8+

25.

5 +

21.5

/4 =

25.

6)

Mai

ntai

n a

vaca

ncy

rate

of 1

0% o

r le

ssan

nual

ly

Mai

ntai

n a

vaca

ncy

rate

of 1

0% o

r les

san

nual

ly

Mai

ntai

n a

vaca

ncy

rate

of 1

0% o

r les

san

nual

ly

Aver

age

perc

enta

geof

fund

ed p

osts

in P

ERSA

L whi

char

e va

cant

ove

r aqu

arte

r (va

canc

yra

te)

11. H

R Pl

an

impl

emen

tatio

n re

ports

--

--

HR

Plan

deve

lope

d,

revie

wed

and

im

plem

enta

tion

repo

rts

prod

uced

;

HR

Plan

deve

lope

d,

revie

wed

and

im

plem

enta

tion

repo

rts

prod

uced

HR

Plan

deve

lope

d,

revie

wed

and

im

plem

enta

tion

repo

rts p

rodu

ced


17

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

Ta

rget

s20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

Stra

tegi

c ob

ject

ive:

To

man

age

the

prov

isio

n of

info

rmat

ion,

com

mun

icat

ion

and

tech

nolo

gy m

anag

emen

t ser

vice

sSu

b-pr

ogra

mm

e: C

hief

Info

rmat

ion

Offi

cer

12.A

ppro

ved

a

nnua

l IC

T Pla

n-

-An

nual

ICT

Plan

was

pr

oduc

ed a

nd a

ppro

ved

by 3

0 Ju

ne 2

016

Annu

al IC

T Pla

npr

oduc

ed a

ndap

prov

ed b

y th

eC

IO b

y 30

June

Prod

uce

annu

al IC

TPla

n by

30

April

201

9Pr

oduc

e an

nual

ICT

Plan

by 3

0 Ap

ril 2

020

Prod

uce

annu

alIC

T pl

an b

y 30

Ap

ril 2

021

13.P

erce

ntag

e

ach

ieve

men

t of

t

arge

ts in

the

ICT

P

lan

20 o

f 23

Appl

icat

ion

ICT

syste

ms

stand

ards

ach

ieve

d(2

0/23

*100

= 87

%)

Qua

rterly

repo

rtsin

dica

ting

94%

achi

evem

ent

in th

e IC

T sy

stem

ssta

ndar

ds w

ere

achi

eved

thro

ugho

utth

e qu

arte

rs

Qua

rterly

mon

itorin

g re

ports

aga

inst

the

ICT

plan

wer

e su

bmitte

d an

d 81

%

achi

evem

ent a

gain

st th

e IC

T St

anda

rds

(13/

16*1

00=8

1%)

Prod

uce

quar

terly

mon

itorin

g re

ports

agai

nst t

he IC

Tpl

an w

ithin

30

days

of e

nd o

f the

quar

ter

Prod

uce

a qu

arte

rlyre

ports

indi

catin

g80

% ac

hiev

emen

t of

targ

ets

of IC

T pl

an

Prod

uce

a qu

arte

rlyre

ports

indi

catin

g80

% ac

hiev

emen

t of

targ

ets

of IC

T pl

an

Prod

uce

aqu

arte

rly re

ports

indi

catin

g 80

%ac

hiev

emen

t of

targ

ets

of IC

T pl

an

Stra

tegi

c ob

ject

ive:

To

man

age

and

faci

litat

e th

e pr

ovis

ion

of fi

nanc

ial a

nd s

uppl

y ch

ain

man

agem

ent s

ervi

ces

Sub-

prog

ram

me:

Chi

ef F

inan

cial

Offi

cer

14.P

erce

ntag

e of

valid

invo

ices

pai

d w

ithin

30

days

and

case

s w

here

non

-co

mpl

ianc

e le

ads

to

disc

iplin

ary

actio

n

All b

ut 5

invo

ices

wer

epa

id w

ithin

30

days

of r

ecei

ptof

a v

alid

invo

ice

100%

of v

alid

invo

ices

w

ere

paid

with

in 3

0 da

ys

All v

alid

invo

ices

paid

with

in 3

0da

ys

100%

of v

alid

invo

ices

pai

dw

ithin

30

days

or

disc

iplin

ary

actio

nta

ken

in 1

00%

of c

ases

whe

rein

voic

es a

re n

otpa

id w

ithin

30

days

100%

of v

alid

invo

ices

pai

dw

ithin

30

days

or

disc

iplin

ary

actio

n ta

ken

in 1

00%

of c

ases

w

here

invo

ices

are

not

pa

id w

ithin

30

days

100%

of v

alid

invo

ices

pai

dw

ithin

30

days

or

disc

iplin

ary

actio

n ta

ken

in 1

00%

of c

ases

w

here

invo

ices

are

not

pa

id w

ithin

30

days

100%

of v

alid

invo

ices

pai

dw

ithin

30

days

or

disc

iplin

ary

actio

nta

ken

in 1

00%

of c

ases

whe

rein

voic

es a

re n

otpa

id w

ithin

30

days

4.4

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd Q

uarte

rly T

arge

ts (2

019/

20)

Perf

orm

ance

In

dica

tor/

sTa

rget

2019

-202

0Re

portin

g Pe

riod

Mea

ns o

f ve

rifica

-tio

n1st

(A

pr-

June

)2nd

(Ju

ly-S

ept)

3rd

(Oct

-Dec

)4th

(Ja

n-M

arc

h)

1. A

ppro

ved

Stra

tegi

c an

d An

nual

Per

for-

man

ce P

lans

Prod

uce

an A

nnua

l Pe

rform

ance

Pla

n ac

-co

rdin

g to

pre

scrib

ed

stand

ards

/ fra

mew

orks

an

d tim

elin

es

Qua

rterly

Sign

ed-o

ff AP

P an

d/or

stra

tegi

c pl

an-

Revie

w a

nd p

rodu

ce 1

st dr

aft o

f stra

tegi

c pl

an a

nd

APP

and

subm

it to

NT

and

DPM

E

Revie

w a

nd p

rodu

ce

2nd

draf

t of s

trate

gic

plan

and

APP

and

sub

-m

it to

NT

and

DPM

E

Final

stra

tegi

c pl

an a

nd

APP

tabl

edto

Par

liam

ent b

y du

e da

te

set b

y Pa

rliam

ent

2. Q

uarte

rly im

plem

en-

tatio

n re

ports

aga

inst

APP

Prod

uce

4 qu

arte

rly

impl

emen

tatio

n re

ports

ag

ains

t APP

Qua

rterly

Qua

rterly

repo

rtsal

igne

d to

the

APP

targ

ets

1 (2

018/

2019

Q

uarte

r 4)

1 (2

019/

2020

Q

uarte

r 1)

1 (2

019/

2020

Q

uarte

r 2)

1 (2

019/

2020

Q

uarte

r 3)

3. A

udite

d An

nual

Re

port

Prod

uce

AR a

nd s

ubm

itto

AG

SA fo

r aud

it an

dto

NT

and

Parli

amen

tby

due

dat

es

Qua

rterly

Audi

ted

Annu

al

Repo

rtAn

nual

Rep

ort s

ubm

itted

to A

udito

r-Gen

eral

SA

by 3

1 M

ay 2

019

Audi

ted

Annu

al R

epor

t su

bmitte

d to

Nat

iona

l Tre

asur

y an

d Pa

rliam

ent

by d

ue d

ate

Pres

ent A

nnua

l Rep

ort

to P

arlia

men

ts-


18

Perf

orm

ance

In

dica

tor/

sTa

rget

2019

-202

0Re

portin

g Pe

riod

Mea

ns o

f ve

rifica

-tio

n1st

(A

pr-

June

)2nd

(Ju

ly-S

ept)

3rd

(Oct

-Dec

)4th

(Ja

n-M

arc

h)

4. A

ppro

ved

Inte

rnal

Au

dit T

hree

(3) Y

ear

Rollin

g Au

dit P

lan

and

Annu

al In

tern

al

Audi

t Pla

n

Prod

uce

a 3-

year

rollin

g str

ateg

icin

tern

al a

udit

plan

and

sub

mit

to th

e Au

dit

Com

mitte

e fo

rap

prov

al b

y 30

th A

pril

2019

Annu

ally

Inte

rnal

aud

it pl

an

Min

utes

of A

udit

Com

mitte

e M

eetin

g

Deve

lop

3-ye

ar s

trate

gic

and

annu

al p

lan

and

subm

it to

Aud

it C

omm

it-te

e fo

r app

rova

l by

30th

Apr

il 20

19

--

-

5. Q

uarte

rly R

epor

ting

on In

tern

al A

udit

Annu

al P

lan

to A

udit

Com

mitte

e

Qua

rterly

Inte

rnal

Aud

it Re

ports

pre

sent

edto

Aud

it C

omm

ittee

Qua

rterly

Qua

rterly

repo

rts

and

min

utes

indi

cat-

ing

that

the

repo

rts

serv

ed in

the

AC

1st Q

uarte

rly In

tern

al

Audi

t rep

ort

subm

itted

to A

udit

Com

-m

ittee

2nd

Qua

rterly

Inte

rnal

Au

dit r

epor

tsu

bmitte

d to

Aud

it C

om-

mitte

e

3rd

Qua

rterly

Inte

rnal

Au

dit r

epor

tsu

bmitte

d to

Aud

it C

omm

ittee

4th

Qua

rterly

Inte

rnal

Au

dit r

epor

tsu

bmitte

d to

Aud

it C

om-

mitte

e6.

Per

cent

age

of d

es-

igna

ted

empl

oyee

s su

bmitti

ng fi

nanc

ial

disc

losu

res

100%

com

plia

nce

in

subm

issio

n of

finan

cial

inte

rests

by

all

desig

nate

d em

ploy

ees

with

in th

e sp

ecifi

ed ti

me

fram

es

Annu

ally

Finan

cial

Disc

losu

res

Repo

rts10

0%10

0%-

-

7. A

ppro

ved

risk,

anti-

corru

ptio

n an

d in

-te

grity

man

agem

ent

impl

emen

tatio

n pl

an

Annu

al R

isk, A

nti-

Cor

rupt

ion

and

Inte

grity

Man

agem

ent

Impl

emen

tatio

n Pla

npr

oduc

ed

Annu

ally

Appr

oved

Risk

Man

-ag

emen

t Im

plem

en-

tatio

n Pla

n

--

-Ri

sk,a

nti-c

orru

ptio

n an

d in

tegr

ity m

anag

emen

t im

plem

enta

tion

plan

for

FY20

20/2

1

8. N

umbe

r of q

uarte

rly

prog

ress

repo

rts o

n Ri

sk, A

nti-C

orru

ptio

n an

d In

tegr

ity M

an-

agem

ent i

mpl

emen

-ta

tion

plan

pro

duce

d

4 qu

arte

rly p

rogr

ess

repo

rts o

n Ri

sk, a

nti-

corru

ptio

n an

d in

tegr

itym

anag

emen

t im

plem

en-

tatio

n pl

an p

rodu

ced

Qua

rterly

Qua

rterly

pro

gres

s re

ports

11

11

9. A

nnua

l com

mun

i-ca

tion

plan

and

Pe

rcen

tage

ach

ieve

-m

ent o

f tar

gets

in th

e C

omm

unic

atio

n Pla

n

Com

mun

icat

ions

plan

pro

duce

dan

d 80

% of

the

targ

ets

achi

eved

Annu

ally

Appr

oved

com

mun

i-ca

tion

plan

Prod

uce

annu

al c

om-

mun

icat

ion

plan

--

-

Qua

rterly

Qua

rterly

repo

rts

alig

ned

to th

eim

plem

enta

tion

plan

Achi

eve

20%

of

activ

ities

and

prod

uce

quar

terly

repo

rt

Impl

emen

t 40%

of a

ctivi

-tie

s an

d pr

oduc

e qu

arte

rly

repo

rt

Impl

emen

t 60

% of

ac

tivitie

s an

d pr

oduc

e qu

arte

rly re

port

Impl

emen

t 80%

of

activ

ities

and

prod

uce

quar

terly

repo

rt10

. Per

cent

age

of

fund

ed p

osts

filled

Mai

ntai

n a

vaca

ncy

rate

of 1

0% o

r les

s an

nual

ly

Qua

rterly

PERS

ALEs

tabl

ishm

ent

Repo

rt

10%

or le

ss o

nav

erag

e ov

er th

equ

arte

r

10%

or le

ss o

nav

erag

e ov

er th

equ

arte

r

10%

or le

ss o

nav

erag

e ov

er th

equ

arte

r

10%

or le

ss o

n av

erag

eov

er th

e qu

arte

r


19

Perf

orm

ance

In

dica

tor/

sTa

rget

2019

-202

0Re

portin

g Pe

riod

Mea

ns o

f ve

rifica

-tio

n1st

(A

pr-

June

)2nd

(Ju

ly-S

ept)

3rd

(Oct

-Dec

)4th

(Ja

n-M

arc

h)

11. H

R Pla

n im

plem

en-

tatio

n re

ports

H

R Pla

n de

velo

ped,

re-

view

ed a

nd im

plem

en-

tatio

n re

ports

pro

duce

d

Qua

rterly

Revie

wed

HR

Plan

HR

Plan

deve

lope

d an

d su

bmitte

d to

DPS

AH

R Pla

n re

view

ed a

nd

repo

rt pr

oduc

ed

HR

impl

emen

tatio

n re

port

prod

uced

HR

impl

emen

tatio

n re

port

prod

uced

12.A

ppro

ved

annu

al

I

CT

Plan

Prod

uce

annu

al IC

T pl

an b

y 30

Apr

il 20

19An

nual

lyAp

prov

ed IC

T Pla

nPr

oduc

e An

nual

ICT

plan

by

30 A

pril

2019

--

-

13.P

erce

ntag

e ac

hiev

e

men

t of t

arge

ts in

the

ICT

Plan

Prod

uce

quar

terly

re

ports

indi

catin

g 80

%

achi

evem

ent o

f tar

gets

of IC

T pl

an

Qua

rterly

Qua

rterly

Rep

orts

1 re

port

show

ing

80%

of

targ

ets

achi

evem

ent

1 re

port

show

ing

80%

of ta

rget

s ac

hiev

e-m

ent

1 re

port

show

ing

80%

of

targ

ets

achi

evem

ent

1 re

port

show

ing

80%

of

targ

ets

achi

evem

ent

14.P

erce

ntag

e of

val

id in

voic

es p

aid

w

ithin

30

days

and

cas

es w

here

non

-

com

plia

nce

lead

s to

disc

iplin

ary

actio

n

100%

of v

alid

invo

ices

pa

id w

ithin

30

days

or

disc

iplin

ary

actio

n ta

ken

in 1

00%

of c

ases

w

here

invo

ices

are

not

pa

id w

ithin

30

days

Mon

thly

Exce

ptio

n re

port

on p

aym

ent

of s

uppl

iers

subm

it-te

d to

AO

and

N

atio

nal T

reas

ury

100%

of v

alid

invo

ices

pa

id w

ithin

30

days

or

disc

iplin

ary

actio

n ta

ken

in 1

00%

of c

ases

whe

re

invo

ices

are

not

pai

d w

ithin

30

days

100%

of v

alid

invo

ices

pa

id w

ithin

30

days

or

disc

iplin

ary

actio

n ta

ken

in 1

00%

of c

ases

whe

re

invo

ices

are

not

pai

d w

ithin

30

days

100%

of v

alid

invo

ices

pa

id w

ithin

30

days

or

disc

iplin

ary

actio

n ta

ken

in 1

00%

of

case

s w

here

invo

ices

ar

e no

t pai

d w

ithin

30

days

100%

of v

alid

invo

ices

pa

id w

ithin

30

days

or

disc

iplin

ary

actio

n ta

ken

in 1

00%

of c

ases

whe

re

invo

ices

are

not

pai

d w

ithin

30

days

4.5

Reco

ncili

ng p

erfo

rman

ce ta

rget

s w

ith B

udge

t and

MTE

F

Adm

inis

trat

ion

Aud

ited

ou

tcom

eA

djus

ted

App

rop.

Revi

sed

Es

timat

eM

ediu

m T

erm

Exp

endi

ture

Est

imat

e

Rand

thou

sand

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Tota

l11

1,87

2

134

,299

15

4,93

1

170

,840

16

3,83

5 18

7,18

719

4,79

320

2,81

3


2020


21

5.1 National Planning Commission (NPC) Secretariat

5.1.1 Programme purpose and focus

The purpose of the programme is to provides management and support services to the programme and the National Plan-ning Commission

Programme Overview

The NPC is an advisory body to guide planning in the country and in government. The Commission was established in terms of the Revised Green Paper, National Planning Commission, General Notice 101 of 2010 in which reference is made to the powers of the President to, inter alia, appoint commis-sions, as per section 85(2) of the Constitution.

The mandate of the NPC is as follows:1. To promote and advance the implementation of the Na-

tional Development Plan across different sectors of society;2. To undertake detailed planning in a selected number of

sectors to be determined from time to time;3. To conduct regular engagements with various sectors of

society on all matters pertaining to the long-term develop-ment of the country;

4. To facilitate stakeholder engagements aimed at forging a social compact towards more effective implementation of the National Development Plan;

5. To take a cross-cutting view, undertake research into long-term trends, analyse implementation of short to medium term plans with a view to recommend improvements to Government as well as produce reports to inform policy and planning; and

6. To contribute to development of international partnerships and networks on national planning

The institutional set up of the NPC is made up of the Com-mission of 24 independent experts in different fields and a Secretariat located in the Department of Planning, Monitoring and Evaluation (DPME) since 2014.

The objective of the NPC Secretariat is:To provide technical, administrative and programme support to the NPC in pursuit of long-term planning.

The sub-objectives of the programme are as follows:1. To provide technical and administrative support to the

three work streams and task teams of the NPC in the imple-mentation of the National Development Plan (NDP) across different sectors of the society.

2. To facilitate and commission research on the long-term planning trends to produce reports to inform policy and planning in Government.

3. To plan and coordinate stakeholder and partnership en-gagements with various sectors of society on all matters pertaining to the long-term development of the country.

4. To coordinate the establishment of national and interna-tional partnerships and networks on national planning.

The key challenges:

1. The NPC’s mandate to promote implementation as a body outside government has been challenging for the Com-mission.

2. Long-term planning and the NDP are not yet fully imple-mented into government planning and implementation is uncoordinated and weak.

3. The use of data and statistics as well as of tools such as modeling and forecasting is limited and uneven

4. Capacity is constrained for effective planning and for sup-porting the expansive work programme of the NPC.

Key Interventions

1. Strengthen the capacity of NPC secretariat with additional staff members.

2. Leveraging on the capacity that is available within and outside DPME and in the state research agencies.

3. Strengthen partnerships with key stakeholders, sector de-partments, civil society and all social partners.

4. Leveraging the interface between NPC, Stats SA and DPME for national planning.

Links to NPC

The NPC has structured its mandate into three main themat-ic areas. Below are the priorities of the NPC identified for 2019/2020 financial year.

1. Enhancing the Quality of Life (EQL) Work Stream deals with social development issues.

2. Expanded, Inclusive and Fairer Economy Work Stream, which deals with economic development issues.

3. Active Citizenry, Capable State and Leadership Work stream which deals with Governance, Justice and Inter-national issues.

The NPC work entails extensive research, policy briefs and stakeholder engagements supported by the secretariat. The secretariat oversees the management of research projects, partnerships of the NPC and knowledge management of the outputs of the Commission.

NPC Projects for the 2019/2020 financial year are:

The Enhancing Quality of Life (EQL): A Social Protection Floor, and Reducing the Cost of Living for Poor Households;

21


2222

Youth Labour Market Transitions; and Early Childhood Devel-opment. Other work is on Comprehensive Social Security; Universal Health Care (NHI); Cost of Medicine Research Proj-ect; Disability; Children’s NDP; Social Cohesion; Gender In-equalities, including Gender-based budgeting and planning.The Expanded, Inclusive and Fairer Economy (EIFE): Eco-nomic Revitalisation; Township and Rural Economies and Enterprises. The work stream is also working on a series of papers on the economy, including on Active Labour Market Policies; a Water Security Framework; a Discussion Paper on

Energy; Transport; SOE Governance; Cost of Doing Business and Just Transition to Low-Carbon Economy.

The Active Citizenry, Capable State and Leadership (ACC-SL): Social Compacting; National Spatial Development Framework (NSDF), Reducing the number of illegal guns in South Africa; Building a Capable State; Implementation and Monitoring of the NDP; Heritage and the NDP; Justice, Cor-ruption and Policing Services as well as International Partner-ships.

22


23

5.1.

11

Stra

tegi

c ob

ject

ives

Ann

ual T

arge

ts fo

r 20

19/2

0

Sub-

prog

ram

me

obje

ctiv

esSt

rate

gic

Plan

Ta

rget

(5-y

ear

targ

et)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed p

erfo

r-m

ance

201

8/19

Plan

ned

Perf

or-

man

ce 2

019/

20M

ediu

m T

erm

Tar

gets

2015

/16

2016

/17

2017

/18

2020

/21

2021

/22

1. To

pro

vide

tech

nica

l, ad

-m

inist

rativ

e an

d pr

ogra

mm

e su

ppor

t to

the

NPC

in p

ursu

it of

long

-term

pla

nnin

g

To e

nsur

e ef

fec-

tive

and

effic

ient

op

erat

ion

of th

e N

PC

--

--

Coo

rdin

ate

adm

inist

rativ

e,

tech

nica

l and

re

sear

ch s

uppo

rt

Coo

rdin

ate

adm

inist

rativ

e,

tech

nica

l and

re

sear

ch s

uppo

rt

Coo

rdin

ate

adm

inist

rativ

e,

tech

nica

l and

re

sear

ch s

uppo

rt

5.1.

1.2

Pr

ogra

mm

e Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts fo

r 20

19/2

0 an

d M

TEF

Targ

ets

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

Tar

gets

2019

/20

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

Stra

tegi

c ob

ject

ive:

To

prov

ide

tech

nica

l, ad

min

istra

tive

and

prog

ram

me

supp

ort t

o th

e N

PC in

pur

suit

of lo

ng-te

rm p

lann

ing

1. N

umbe

r of r

esea

rch

repo

rts

initia

ted

in s

uppo

rt of

the

impl

emen

tatio

n of

the

NDP

A to

tal o

f 6

rese

arch

pro

ject

s co

mm

issio

ned

by

end

of fi

nanc

ial y

ear

(Dem

ogra

phic

,So

cial

Pro

tect

ion

and

Educ

atio

n, In

tegr

ated

w

ater

pla

n, U

rban

In

nova

tion

and

Nat

iona

l M

inim

um

wag

e re

port)

5 re

sear

ch p

roje

cts/

com

miss

ione

d/

com

men

ced

by e

nd

of fi

nanc

ial y

ear

-3

Repo

rts o

n al

l re

sear

chpr

ojec

ts to

revie

w

and

supp

ort t

heim

plem

enta

tion

of th

eN

DP p

rodu

ced

Repo

rts o

n al

l re

sear

chpr

ojec

ts to

revie

w

and

supp

ort t

heim

plem

enta

tion

of th

eN

DP p

rodu

ced

Repo

rts o

n al

l re

sear

chpr

ojec

ts to

revie

w

and

supp

ort t

heim

plem

enta

tion

of th

eN

DP p

rodu

ced

2. N

umbe

r of s

take

hold

er

enga

gem

ent r

epor

t-

Annu

al R

epor

t on

sta

keho

lder

en

gage

men

ts an

d th

e w

ork

of th

e N

PC

was

pro

duce

d an

d su

bmitte

d on

the

3rd

April

201

7

Qua

rterly

act

ivity

repo

rts a

nd A

nnua

l Re

port

wer

e pr

oduc

ed

10 e

ngag

emen

t re

ports

and

1 a

nnua

l re

port

4 en

gage

men

t re

ports

on

NDP

im

plem

enta

tion

4 en

gage

men

t re

ports

4

enga

gem

ent

repo

rts

3. N

umbe

r of N

PC P

lena

ries

--

-10

10 p

lena

ries

to

info

rm n

atio

nal

plan

ning

10 p

lena

ries

to

info

rm n

atio

nal

plan

ning

10 p

lena

ries

to

info

rm n

atio

nal

plan

ning


24

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

Tar

gets

2019

/20

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

4. A

nnua

l rep

ort o

n th

e w

ork

of

the

NPC

Annu

al R

epor

ton

sta

keho

lder

enga

gem

ents

prod

uced

by

end

of M

arch

2016

and

disc

usse

d w

ithN

PC

Evid

ence

for

subm

issio

n to

the

NPC

was

not k

ept

Ther

e

Annu

al R

epor

ton

sta

keho

lder

enga

gem

ents

and

the

wor

k of

the

NPC

was

pro

duce

d an

dsu

bmitte

d on

the

3rd

April

201

7

Qua

rterly

act

ivity

repo

rts a

ndAn

nual

Rep

ort w

ere

prod

uced

10 Q

uarte

rly re

ports

an

d 1

Annu

al R

epor

tAn

nual

Rep

ort f

or

2018

/19

prod

uced

by

30

June

Annu

al R

epor

t for

20

18/1

9 pr

oduc

ed

by 3

0 Ju

ne

Annu

al R

epor

t for

20

18/1

9 pr

oduc

ed

by 3

0 Ju

ne

5. N

umbe

r of r

epor

ts an

d pa

rtner

ship

s on

the

impl

emen

tatio

n of

regi

onal

(S

ADC

:RIS

DP),

cont

inen

tal

(Age

nda

2063

) and

in

tern

atio

nal (

SDG

s) en

gage

men

ts

--

--

2 re

ports

pro

duce

d Re

port

on

impl

emen

tatio

n of

re

gion

al,

cont

inen

tal

and

inte

rnat

iona

l en

gage

men

ts

Repo

rt on

im

plem

enta

tion

of

regi

onal

, co

ntin

enta

l an

d in

tern

atio

nal

enga

gem

ents


25

5.1.

1.3.

Pr

ogra

mm

e Pe

rfor

man

ce In

dica

tors

and

Qua

rterly

Tar

gets

(201

9/20

)

Perf

orm

ance

Indi

cato

r/s

Targ

et20

19-2

020

Repo

rtin

g Pe

riod

Mea

ns

of

verific

atio

n1st

(A

pr-

June)

2nd (Ju

ly-S

ept)

3rd

(Oct

-Dec

)4th

(Ja

n-M

arc

h)

1. N

umbe

r of r

esea

rch

repo

rts

initia

ted

in s

uppo

rt of

the

impl

emen

tatio

n of

the

NDP

Repo

rts o

n al

l re

sear

chpr

ojec

ts to

revie

w

and

supp

ort t

heim

plem

enta

tion

of

the

NDP

pro

duce

d

Qua

rterly

Rese

arch

repo

rts1

11

1

2. N

umbe

r of s

take

hold

er

enga

gem

ent r

epor

ts4

enga

gem

ent

repo

rts o

n N

DP

impl

emen

tatio

n

Qua

rterly

Enga

gem

ent r

epor

t1

enga

gem

ent r

epor

t1

enga

gem

ent r

epor

t1

enga

gem

ent r

epor

t1

enga

gem

ent r

epor

t

3. N

umbe

r of N

PC P

lena

ries

10 p

lena

ries

to

info

rm n

atio

nal

plan

ning

Qua

rterly

Min

utes

of

the

mee

ting

Atte

ndan

ce

Regi

sters

23

32

4. A

nnua

l rep

ort o

n th

e w

ork

of

the

NPC

Annu

al R

epor

t fo

r 201

8/19

pr

oduc

ed b

y 30

Ju

ne

Annu

ally

Annu

al R

epor

tAn

nual

repo

rt fo

r 20

18/1

9 fin

anci

al

year

--

-


26

Perf

orm

ance

Indi

cato

r/s

Targ

et20

19-2

020

Repo

rtin

g Pe

riod

Mea

ns

of

verific

atio

n1st

(A

pr-

June)

2nd (Ju

ly-S

ept)

3rd

(Oct

-Dec

)4th

(Ja

n-M

arc

h)

5. N

umbe

r of r

epor

ts an

d pa

rtner

ship

s on

the

impl

emen

tatio

n of

regi

onal

(S

ADC

:RIS

DP),

cont

inen

tal

(Age

nda

2063

) and

in

tern

atio

nal (

SDG

s) en

gage

men

ts

2 re

ports

pro

duce

d Bi

-ann

ually

Repo

rts

1-

-1

5.1.

1.4

Reco

ncili

ng p

erfo

rman

ce ta

rget

s w

ith B

udge

t and

MTE

F

Adm

inis

tratio

nA

udite

d

outc

ome

Adj

uste

d A

ppro

p.Re

vise

d

Estim

ate

Med

ium

Ter

m E

xpen

ditu

re E

stim

ate

Rand

thou

sand

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Tota

l17

,450

18,7

7019

,597

42,6

7341

,473

42,2

7546

,964

49,8

16


27

5.2 National Planning Coordination

5.2.1 Programme objectives, purpose and focus

The purpose of the programme is to develop, implementplanning frameworks, and facilitate the alignment of the planning and budgeting functions across government and in the department.

The objectives of the programme are:

• Alignment of government priorities and develop planning frameworks for short and medium term planning

• Results based planning institutionalised in the national and provincial sphere of government

The sub-objectives of the programme are as follows:

• To facilitate medium and short term planning and develop planning frameworks and guidelines, taking into account global, continental and regional frameworks.

• To ensure that national budget process is informed by priorities identified annually for government plans.

• Results based planning institutionalised in the national, provincial and local government.

• To enhance coherence and interpretation in policy and planning

Key Challenges

The key challenges faced by the programme are:• The programme should ensure that planning processes

contributes towards better plans, greater policy coherence and clear articulation of long-term goals and aspirations.

• Plans must be evidence-based• Increasing the use of data is likely to be one of the most

effective ways of improving the quality of plans. To this end, greater cooperation between The Department and Stats SA will ensure that national, provincial and local government planning processes are evidence based and coherent.

• Capacity constraints is one of the key challenges, which resulted in The Department’s inability to deliver on some of the priorities.

• Spatial integration of various sector investments, despite broad alignment of plans;

• Unintended spatial impacts of programmes and policies

Key Interventions

The focus of The Department in the 2019-20 financial year will be to:

• Finalise the Framework on the institutionalisation of planning;

• Finalise the revision of planning frameworks and ensure alignment of strategic plans, annual performance plans and MTEF budget allocations to the NDP and NDP 5-Year Implementation Plan priorities which also includes requirements for spatial integration and alignment to the National Spatial Development Framework;

• The NDP 5-Year Implementation Plan will be submitted for Cabinet approval. It should be noted that a nomenclature change of the Medium Term Strategic Plan to the NDP 5-Year Implementation Plan is effective after the adoption of the Concept Note on the NDP 5-Year Implementation Plan;

• Work collaboratively with responsible departments to finalise the National Spatial Development Framework, consult on the framework and raise awareness on the NSDF within and beyond Government;

• Collaborate with DRDLR and Department of Cooperative Governance (DCoG) to finalise the transfer of the spatial planning function to the DPME;

• Build the capability to develop sector specific plans aligned to the NDP in partnership with relevant sectors;

• Collaborate with National Treasury to ensure that the national budget is directed towards the NDP, NDP 5-Year Implementation Plan;

• Collaborate with National Treasury to ensure that the national budget is directed towards the NDP and NDP 5-Year Implementation Plan and National Spatial Devel- opment Framework priorities, through an Annual Budget Prioritisation Framework.


28

5.2.

1.1

Stra

tegi

c ob

ject

ives

Ann

ual T

arge

ts fo

r 20

19/2

0

Stra

tegi

c O

bjec

tives

Stra

tegi

c Pl

an

Targ

et (5

-yea

r ta

rget

)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

Plan

ned

Perf

orm

ance

/Ta

rget

Med

ium

term

targ

ets

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/202

2

1. A

lignm

ent o

f go

vern

men

t prio

ritie

s an

d de

velo

p pl

anni

ng

fram

ewor

ks fo

r sho

rt an

d m

ediu

m te

rm

plan

ning

Deve

lop

a fra

mew

ork

outlin

ing

appr

oach

es to

in

stitu

tiona

lisat

ion

of lo

ng te

rm

plan

ning

in

gove

rnm

ent

--

Con

sulta

tion

with

gov

ernm

ent

depa

rtmen

ts on

a d

iscus

sion

docu

men

t on

appr

oach

es to

insti

tutio

nalis

atio

n of

long

term

pl

anni

ng,

inco

rpor

atin

g a

fra

mew

ork

for

spat

ial p

lann

ing

Fram

ewor

k fo

r In

stitu

tiona

lisat

ion

of

Plann

ing

final

ised

Fram

ewor

k fo

r In

stitu

tiona

lisat

ion

of

Plann

ing

final

ised

Pilo

t im

plem

enta

tion

of th

e fra

mew

ork

Fram

ewor

k fo

r In

stitu

tiona

lisat

ion

of P

lann

ing

impl

emen

ted

2. R

esult

s ba

sed

plan

ning

in

stitu

tiona

lised

in th

e na

tiona

l and

pro

vinci

al

sphe

re o

f gov

ernm

ent

Deve

lop

and

impl

emen

t pl

anni

ng

fram

ewor

ks a

nd

ensu

re a

lignm

ent

of s

trate

gic

plan

s, a

nnua

l pe

rform

ance

pl

ans

and

MTE

F bu

dget

al

loca

tions

to

MTS

F pr

iorit

ies

--

Prod

uce

a re

vised

fram

ewor

k fo

r stra

tegi

c an

d an

nual

pe

rform

ance

pl

ans

Revis

ion

of th

e re

vised

fram

ewor

k of

str

ateg

ic a

nd a

nnua

l pe

rform

ance

pla

ns

base

d on

inpu

ts fro

m

cons

ultat

ion

proc

ess

Train

ing

of

depa

rtmen

ts an

d pu

blic

ent

ities

on th

e re

vised

Fra

mew

ork

Roll

out

of

revis

edFr

amew

ork

for

impl

emen

tatio

n by

dep

artm

ents

and

pub

lic

entiti

es

Supp

ort t

he

impl

emen

tatio

n of

the

Fram

ewor

k


29

5.2.

1.2

Prog

ram

me

perf

orm

ance

indi

cato

rs a

nd a

nnua

l tar

gets

for

2019

/20

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce

Plan

ned

Perf

orm

ance

/Ta

rget

Med

ium

term

targ

ets

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Stra

tegi

c O

bjec

tives

: Alig

nmen

t of g

over

nmen

t prio

ritie

s an

d de

velo

p pl

anni

ng fr

amew

orks

for

shor

t and

med

ium

term

pla

nnin

g

1. In

tegr

ated

Dev

elop

men

t Pla

nnin

g Bi

ll de

velo

ped

--

--

Revis

ed In

tegr

ated

De

velo

pmen

t Pla

nnin

g Bi

ll su

bmitte

d to

Cab

inet

Inte

grat

ed

Deve

lopm

ent

Plann

ing

Act

deve

lope

d2.

NDP

5-Ye

ar Im

plem

enta

tion

Plan

appr

oved

.-

-N

DP 5

-Year

Im

plem

enta

tion

Plan

su

bmitte

d to

Cab

inet

Supp

ort t

he

impl

emen

tatio

n of

th

e N

DP 5

-Year

Im

plem

enta

tion

Plan

Supp

ort t

he

impl

emen

tatio

n of

th

e N

DP 5

-Year

Im

plem

enta

tion

Plan

3. N

umbe

r of c

onsu

ltatio

n se

ssio

ns o

n th

e N

SDF

Prog

ress

repo

rts o

n N

SDF

deve

lopm

ent

prod

uced

w

ere

coor

dina

ted

by

DRDL

R

Con

sulta

tion

with

six

gov

ernm

ent

insti

tutio

ns o

na

disc

ussio

n do

cum

ent o

n ap

proa

ches

to

insti

tutio

nalis

atio

n of

long

term

pl

anni

ng

inco

rpor

atin

g fra

mew

ork

for

spat

ial

plan

ning

w

as c

ondu

cted

-Fr

amew

ork

on th

e in

stitu

tiona

lisat

ion

of

plan

ning

fin

aliz

ed

NSD

F d

evel

oped

Con

duct

10

cons

ultat

ions

on

the

draf

t NSD

F

Deve

lop

a m

onito

ring

fram

ewor

k fo

r the

N

SDF

Mon

itor a

nd e

valua

te

impl

emen

tatio

n of

the

NSD

F


30

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce

Plan

ned

Perf

orm

ance

/Ta

rget

Med

ium

term

targ

ets

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

4. A

nnua

l Bud

get P

riorit

isatio

n Fr

amew

ork

prod

uced

for t

he

Med

ium

Term

Exp

endi

ture

co

mm

ittee

-Pa

rtici

patio

n in

the

budg

et

revie

w a

nd

plan

ning

pr

iorit

izat

ion

for

key

gove

rnm

ent

depa

rtmen

ts

Annu

al b

udge

t pr

iorit

y pa

per

was

dev

elop

ed

and

appr

oved

by

Cab

inet

on

16

Augu

st 20

17

Annu

al m

anda

te

pape

r fin

alise

d by

30

Apr

il

Annu

al B

udge

t Pr

iorit

isatio

n Fr

amew

ork

subm

itted

to C

abin

et

Draf

t Ann

ual

Budg

et P

riorit

isatio

n Fr

amew

ork

subm

itted

Annu

al B

udge

t Pr

iorit

isatio

n Fr

amew

ork

subm

itted

to C

abin

et fo

r ap

prov

al

Stra

tegi

c O

bjec

tives

: Res

ults

bas

ed p

lann

ing

inst

itutio

nalis

ed in

the

natio

nal a

nd p

rovi

ncia

l sph

ere

of g

over

nmen

t

5. P

erce

ntag

e of

ass

essm

ent

repo

rts o

n th

e s

econ

d dr

aft A

nnua

l Per

form

ance

Pla

ns p

rovid

ed to

Nat

iona

l De

partm

ents

by 3

1 Ja

nuar

y 20

20

43 a

sses

smen

t rep

orts

wer

e pr

oduc

e by

31

Janu

ary

2016

44 a

sses

smen

t re

ports

wer

e pr

oduc

ed b

y 31

Janu

ary

2017

43 a

sses

smen

t re

ports

wer

e pr

oduc

ed b

y 31

Janu

ary

2016

The

seco

nd d

raft

2018

/19

Annu

al

Perfo

rman

ce P

lans

of

44

natio

nal

depa

rtmen

ts w

ere

asse

ssed

and

sen

t to

natio

nal d

epar

tmen

tsby

31

Janu

ary

2018

1 de

partm

ent w

as

resp

onde

d to

on

21

Febr

uary

201

7

Asse

ssm

ent r

epor

ts of

100

% of

APP

s re

ceive

d

Asse

ssm

ent r

epor

ts of

100

% o

f APP

s re

ceive

d

Asse

ssm

ent r

epor

ts of

100

% o

f APP

s re

ceive

d

6. P

erce

ntag

e of

ass

essm

ent

repo

rts o

n th

e se

cond

dra

ft An

nual

Per

form

ance

Pla

ns

prov

ided

to O

ffice

s of

the

Prem

ier b

y 31

Janu

ary

2020

9 as

sess

men

t rep

orts

wer

e pr

oduc

ed b

y 31

Janu

ary

2016

7 As

sess

men

t re

ports

on

the

seco

nd

draf

t Ann

ual

Perfo

rman

cePla

ns s

ubm

itted

to O

ffice

s of

the

Prem

ier b

y 31

Janu

ary

2017

7 As

sess

men

t rep

orts

on th

e se

cond

dra

ft 20

18/1

9 AP

P w

ere

sent

to 7

Offi

ces

of

the

Prem

ier b

y 31

Ja

nuar

y 20

18

7 as

sess

men

ts re

ports

by 3

1 Ja

nuar

y 20

18

Asse

ssm

ent r

epor

ts of

100

% of

APP

s re

ceive

d

Asse

ssm

ent r

epor

ts of

100

% o

f APP

s re

ceive

d

Ass

essm

ent r

epor

ts of

100

% o

f APP

s re

ceive

d


31

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce

Plan

ned

Perf

orm

ance

/Ta

rget

Med

ium

term

targ

ets

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

7. Q

uarte

rly P

erfo

rman

ce

Repo

rting

Gui

delin

e iss

ued

to

all N

atio

nal D

epar

tmen

ts

Gui

delin

es a

nd le

tters

sent

to N

atio

nal d

epar

t- m

ents

Gui

delin

es

wer

e iss

ued

to

45 N

atio

nal

Depa

rtmen

ts

QPR

gui

delin

e fo

r 20

17/1

8 is

sued

to

all

Nat

iona

l De

partm

ents

by 1

1M

ay 2

011

Gui

delin

e iss

ued

by 1

5 M

ay 2

018

Gui

delin

e iss

ued

by 1

5 M

ay 2

019

Gui

delin

e iss

ued

by 1

5 M

ay 2

020

Gui

delin

e iss

ued

by 1

5 M

ay 2

021

8. Q

uarte

rly P

erfo

rman

ce

Repo

rting

Gui

delin

e iss

ued

to

all O

ffice

of t

he P

rem

ier

Gui

delin

es a

nd le

tters

sent

to

Offi

ce o

f the

Pre

mie

rs, 9

pr

ovin

ces.

Gui

delin

es

wer

e iss

ued

to

9 O

ffice

s of

the

Prem

ier

QPR

gui

delin

e fo

r 20

17/1

8 is

sued

to

all

Offi

ces

of th

e Pr

emie

r by

15 M

ay

2011

Gui

delin

e iss

ued

by 1

5 M

ay 2

017

Gui

delin

e iss

ued

to a

ll O

ffice

s of

the

Prem

ier b

y 15

May

20

19

Gui

delin

e iss

ued

to a

ll O

ffice

s of

the

Prem

ier b

y 15

May

20

20

Gui

delin

e iss

ued

to a

ll O

ffice

s of

the

Prem

ier b

y 15

May

20

21


32

5.2.

1.3

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd Q

uarte

rly T

arge

ts (2

019/

20)

Perf

orm

ance

In

dica

tor/

sTa

rget

2019

-202

0Re

por

ting

Perio

dM

eans

of

verifi

catio

n1st

(A

pr-

June)

2nd (

July

-Sep

t)3

rd (

Oct

-Dec

)4th

(Ja

n-M

arc

h)

1. I

nteg

rate

d De

velo

pmen

t Pl

anni

ng B

ill de

velo

ped

Revis

ed In

tegr

ated

Deve

lopm

ent

Plann

ing

Bill

subm

itted

to C

abin

et

Annu

ally

Inte

grat

ed

Deve

lopm

ent P

lann

ing

Bill

-In

tegr

ated

De

velo

pmen

t Pla

nnin

g Bi

ll su

bmitte

d to

C

abin

et2.

NDP

5-Ye

ar

Impl

emen

tatio

n Pla

n ap

prov

ed

NDP

5-Ye

ar

Impl

emen

tatio

n Pla

n su

bmitte

d to

Cab

inet

Bi-a

nnua

llyPr

oof o

f sub

miss

ion

to

Cab

inet

for

app

rova

l of

the

NDP

5-Ye

ar

Impl

emen

tatio

n Pla

n

Draf

t of t

he N

DP

5-Ye

ar Im

plem

enta

tion

Plan

deve

lope

d

NDP

5-Ye

ar

Impl

emen

tatio

n Pla

n su

bmitte

d to

Cab

inet

--

3. N

umbe

r of

cons

ultat

ion

sess

ions

on

the

NSD

F

Con

duct

10

cons

ultat

ions

on

the

draf

t N

SDF

Qua

rterly

Con

sulta

tion

repo

rts3

3-

4

4. A

nnua

l Bud

get

Prio

ritisa

tion

Fram

ewor

k pr

oduc

ed

for t

he M

ediu

m

Term

Exp

endi

ture

co

mm

ittee

Annu

al B

udge

tPr

iorit

isatio

nFr

amew

ork

subm

itted

to C

abin

et

Annu

ally

Budg

et P

riorit

isatio

n Fr

amew

ork

Annu

al B

udge

t Pr

iorit

isatio

nFr

amew

ork

for

the

2020

/202

1 fin

anci

al y

ear

subm

itted

to C

abin

et

--


33

Perf

orm

ance

In

dica

tor/

sTa

rget

2019

-202

0Re

por

ting

Perio

dM

eans

of

verifi

catio

n1st

(A

pr-

June)

2nd (

July

-Sep

t)3

rd (

Oct

-Dec

)4th

(Ja

n-M

arc

h)

5. P

erce

ntag

e of

as

sess

men

t rep

orts

on th

e se

cond

dra

ft An

nual

Per

form

ance

Pla

ns p

rovid

ed to

N

atio

nal D

epar

tmen

ts by

31

Janu

ary

2020

Asse

ssm

ent r

epor

ts of

10

0% o

f APP

s re

ceive

d An

nual

lyAs

sess

men

t rep

orts

--

-As

sess

men

t rep

orts

of 1

00%

of A

PPs

rece

ived

6. P

erce

ntag

e of

as

sess

men

t rep

orts

on th

e se

cond

dra

ft An

nual

Per

form

ance

Pl

ans

prov

ided

to

Offi

ces

of th

e Pr

emie

r by

31

Janu

ary

2020

Asse

ssm

ent r

epor

ts of

10

0% o

f APP

s re

ceive

dAn

nual

lyAs

sess

men

t rep

orts

--

-As

sess

men

t rep

orts

of 1

00%

of A

PPs

rece

ived

7. Q

uarte

rly

Perfo

rman

ce

Repo

rting

Gui

delin

e iss

ued

to a

ll na

tiona

l de

partm

ents

Gui

delin

e iss

ued

by 1

5 M

ay 2

019

Annu

ally

Gui

delin

e1

--

-

8. Q

uarte

rly

Perfo

rman

ce

Repo

rting

Gui

delin

e iss

ued

to a

ll O

ffice

of

the

Prem

ier

Gui

delin

e iss

ued

to a

ll O

ffice

s of

the

Prem

ier b

y 15

May

201

9

Annu

ally

Gui

delin

e1

--

-

5.2.

1.4

Reco

ncili

ng p

erfo

rman

ce ta

rget

s w

ith th

e Bu

dget

and

MTE

F

Nat

iona

l Pla

nnin

g C

oord

inat

ion

Aud

ited

ou

tcom

eA

djus

ted

App

rop.

Revi

sed

Es

timat

eM

ediu

m T

erm

Exp

endi

ture

Est

imat

e

Rand

thou

sand

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Tota

l31

,035

24,6

7022

,902

31,4

7027

,623

32

,088

34,6

72

36 8

89


3434


35

6.1 Programme objectives, purpose and focus

The purpose of the branch is to ensure government policy coherence. Develop, facilitate, support and monitor the implementation of government prioritie, sector plans and interven-tion strategies.

Management: Sector MonitoringPurpose: Provide management and support services to the programme

Outcome Monitoring and Intervention SupportPurpose: : Facilitate the coordination and management of MTSF priorities through continuous monitoring of perfor-mance and the provision of appropriate support

Strategic Objectives of the branch are:1. To track progress towards the NDP 2030 implemented through the MTSF 2019 – 2024.2. To support initiatives undertaken to unblock problems and

accelerate implementation in key sectors of the economy and service delivery.

The sub-objectives of the programme are as follows:1. Improve long, medium term and sector policy, planning

and implementation through effective monitoring2. Review, monitor and support the implementation of the

Medium Term Strategic Framework/ across the Social, Eco- nomic, Security, Governance and Administration Clusters

3. Design and implement strategic interventions to support and unblock implementation

4. Provide guidance for the alignment of APPs, Strategic Plans and budgets to the MTSF (2019 – 2024) and NDP priorities

5. Provide technical support on the implementation of evaluations

6. Support the implementation of special interventions such as Operation Phakisa, servicing Inter-Ministerial Commit-tees, the Presidential Package on Mining Towns and the Public Private Growth Initiative.

Key challengesThe key challenges that the branch must respond to are as follows:1. Slow pace of transformation and delivery of the NDP

2030 (job creation; poverty reduction; priorities for reducing inequality)

2. Breakdown in the chain of accountability and conse- quence management in government

3. Institutional structures are not functioning optimally4. Accountability for dysfunctionality of other parts of the gov-

ernment attributed to the DPME5. The ineffectiveness of Operation Phakisa

Revisions to the APPThe Strategic Objective related to the pursuit of developmental agenda of government has been revised. The Strategic Objectives focuses on tracking progress towards the implementation of NDP 2030 through the MTSF 2019 - 2024. The indicators related to monitoring of SOEs, SOCs and DFIs and Inter-Ministerial Committees on Mining has been rational-ised. The following indicators were reviewed as follows:

2018/19 Indicator 2019/20 Indicator

Guidelines for the POA Monitoring System reviewed and updated annually

Close out performance report produced on 14 priority outcomes

Report on the review of implementation forums and coordination structures of government produced

Produce the MTSF monitor-ing framework for approval by Cabinet.

Strategies to deal with the challenges1. Ensure sustained focus on the core strategic priorities of

government through enhanced monitoring and reporting2. Design strategies to unblock impediments to service de-

livery3. Lead process of performance reviews in each outcome4. Support implementation of remedial and corrective actions5. Review the implementation methodology of Operations

Phakisa6. Ensure that MTSF priorities are integrated into the Strategic

Plans and Annual Performance Plans of departments7. Incorporate the recommendations of the 25-year review

report into the NDP 5 year plan

Key Interventions1. Accelerate progress towards the achievement of national

priorities and targets embodied in the NDP 2030, imple-mented through the MTSF 2014-2019, through design-ing, disseminating and enforcing robust and effective monitoring frameworks and improved accountability.

35


36

6.2

Stra

tegi

c ob

ject

ives

Ann

ual T

arge

ts fo

r 20

19/2

0

Sub-

prog

ram

me

obje

ctiv

esSt

rate

gic

Plan

Tar

get

(5-y

ear

targ

et)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

1. T

o tra

ck p

rogr

ess

tow

ards

the

NDP

203

0 im

plem

ente

d th

roug

h th

e 5

year

pl

an (2

019

– 20

24)

Mon

itor a

nd re

port

on

the

impl

emen

tatio

n of

th

e M

TSF.

(Mon

itorin

g re

ports

on

the

impl

emen

tatio

n of

th

e N

DP th

roug

h th

e 20

19-2

4 M

TSF)

--

Mid

-Term

revi

ew

repo

rt 2

014-

16

com

plet

ed b

y 31

st Ju

ly 2

017

25 Y

ear R

evie

w

1994

-201

9pr

oduc

ed

• C

lose

out

pe

rform

ance

repo

rt on

the

2014

-19

MTS

F 14

pr

iorit

y ou

tcom

es

prod

uced

. •

2019

-24

MTS

F in

tegr

ated

m

onito

ring

fram

ewor

k de

velo

ped.

• M

onito

ring

repo

rt on

the

MTS

F 20

19

– 24

sub

mitte

d to

C

abin

et.

2 bi

-ann

ual

mon

itorin

g re

ports

on

the

MTS

F (2

019

– 2

024)

subm

itted

to

Cab

inet

2 bi

-ann

ual m

onito

ring

repo

rts o

n th

e M

TSF

(201

9–

2024

) sub

mitte

d to

Cab

inet

2. T

o su

ppor

t In

itiat

ives

un

derta

ken

to

unbl

ock

prob

lem

s an

d ac

cele

rate

im

plem

enta

tion

in k

ey s

ecto

rs of

th

e ec

onom

y an

d se

rvic

e de

liver

y

• Su

ppor

t the

de

velo

pmen

t and

im

plem

enta

tion

of

deta

iled

3-fe

et p

lans

in

key

prio

rity

area

s.•

(Rev

ised

Ope

ratio

n Ph

akisa

fram

ewor

k an

d pr

epar

atio

n Ph

akisa

repo

rts

prod

uced

.)•

Serv

ice

Inte

r-M

inist

eria

l C

omm

ittees

•

Prog

ress

repo

rts

on th

e Sp

ecia

l Pr

esid

entia

l Pac

kage

on

Min

ing

Tow

ns

and

labo

ur s

endi

ng

area

s.

--

-2

sect

or s

peci

fic

Ope

ratio

n Ph

akisa

re

ports

.

11 3

Revi

sed

Ope

ratio

n Ph

akisa

fram

ewor

k do

cum

ent.

3 in

tegr

ated

as

sess

men

t rep

ort

Ope

ratio

n Ph

akisa

11 (o

r as

dete

rmin

ed

by C

abin

et)

3

3 in

tegr

ated

O

pera

tion

Phak

isa re

ports

7 (o

r as

dete

rmin

ed b

y C

abin

et)

3

3 in

tegr

ated

Ope

ratio

n Ph

akisa

repo

rts

6 (o

r as

dete

rmin

ed b

y C

abin

et)

3


37

6.3

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd A

nnua

l Tar

gets

for

2019

/20

and

MTE

F Ta

rget

s

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

Tar

gets

2019

/20

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

Stra

tegi

c O

bjec

tives

: To

track

pro

gres

s to

war

ds th

e N

DP

2030

impl

emen

ted

thro

ugh

the

5 ye

ar p

lan

(201

9 –

2024

)

1. C

lose

out p

erfo

rman

ce

repo

rt pr

oduc

ed o

n th

e 14

prio

rity

outc

omes

42 O

utco

mes

re

ports

wer

e pr

o-

duce

d an

d su

bmit-

ted

to c

abin

et fo

r br

iefin

g

Con

solid

ated

repo

rts

wer

e pr

esen

ted

to th

e C

abin

et M

akgo

tlaof

Aug

ust 2

016

and

Febr

uary

201

7. In

ad

ditio

n, q

uarte

rly

repo

rts o

f the

14

Out

com

es w

ere

pres

ente

d to

Cab

inet

in

Sept

embe

r 201

6

Qua

rterly

repo

rts o

n M

TSF

prog

ress

repo

rts

on a

ll ou

tcom

es w

ere

subm

itted

to C

abin

et in

Ju

ne, S

epte

mbe

r and

N

ovem

ber

201

7

24 M

TSF

prog

ress

repo

rts

subm

itted

to C

abin

et

in Ju

ne, a

nd

Nov

embe

r 201

8

Con

solid

ated

MST

F cl

oseo

ut re

port

--

2. A

ppro

ved

MTS

F

Mon

itorin

g Fr

amew

ork

--

--

Inte

grat

ed M

TSF

Mon

itorin

g Fr

amew

ork

subm

itted

to C

abin

et

Prod

uce

mon

itorin

g re

ports

on

the

impl

emen

tatio

n of

the

MTS

F (2

019-

2024

)

Prod

uce

mon

itorin

g re

ports

on

the

impl

emen

tatio

n of

the

MTS

F (2

019-

2024

)3.

MTS

F 20

19 –

24

mon

itorin

g re

ports

su

bmitte

d to

Cab

inet

.

--

--

Mon

itorin

g re

port

to

Cab

inet

Mon

itorin

g re

port

toC

abin

etM

onito

ring

repo

rt to

Cab

inet

4. R

evise

d PO

A gu

idel

ines

pr

oduc

ed.

--

-1

Revis

ed P

OA

guid

elin

eRe

vised

PO

A gu

idel

ine

Revis

ed P

OA

guid

elin

e5.

Pro

-form

a Pe

rform

ance

ag

reem

ents

of M

inist

ers

and

Depu

ty M

inist

ers

subm

itted

to T

he

Pres

iden

cy.

--

-Pe

rform

ance

Ag

reem

ents

of 2

8 M

inist

ers

and

34 D

eput

y M

inist

ers

prod

uced

6. R

evie

w re

ports

on

alig

nmen

t of s

trate

gic

plan

s an

d AP

Ps o

f na

tiona

l and

pro

vinci

al

depa

rtmen

ts w

ith M

TSF

prio

ritie

s.

--

--

100%

of s

ubm

itted

SPs

and

APPs

re

view

ed b

y en

d Ja

nuar

y 20

20

100%

of s

ubm

itted

SPs

and

APPs

re

view

ed b

y en

d Ja

nuar

y 20

21

100%

of s

ubm

itted

SPs

and

APPs

re

view

ed b

y en

d Ja

nuar

y 20

22


38

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

Tar

gets

2019

/20

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

7. N

umbe

r of

O

pera

tion

Phak

isa

repo

rts e

ncom

pass

ing

prog

ress

of d

eliv

ery

labs

Ope

ratio

n Ph

akisa

in

tera

ctive

das

h-

boar

d re

ports

per

la

b w

ere

prod

uced

an

d pu

blish

ed o

n O

pera

tion

Phak

isa

web

site

by31

Mar

ch 2

016

2 O

pera

tion

Phak

isa

inte

ract

ive d

ashb

oard

Re

ports

for O

cean

Ec

onom

y an

d Id

eal

Clin

ic la

bs w

ere

prod

uced

and

pu

blish

ed o

n O

pera

tion

Phak

isa w

ebsit

e by

31

Mar

ch 2

017

1 co

mpr

ehen

sive

Ope

ratio

n Ph

akisa

Pr

ogre

ss R

epor

t pr

oduc

ed q

uarte

rly,

enco

mpa

ssin

g pr

ogre

ss w

ith a

ll 6

deliv

ery

labs

2 in

tegr

ated

as

sess

men

t rep

orts

on

the

impl

emen

tatio

n of

the

Ope

ratio

n Ph

akisa

Del

ivery

labs

3 in

tegr

ated

as

sess

men

t re

ports

on

the

impl

emen

tatio

n of

the

Ope

ratio

n Ph

akisa

De

liver

y la

bs

3 in

tegr

ated

as

sess

men

t re

ports

on

the

impl

emen

tatio

n of

the

Ope

ratio

n Ph

akisa

De

liver

y la

bs

3 in

tegr

ated

as

sess

men

t re

ports

on

the

impl

emen

tatio

n of

the

Ope

ratio

n Ph

akisa

De

liver

y la

bs

Stra

tegi

c O

bjec

tive:

To

supp

ort I

nitia

tives

und

erta

ken

to u

nblo

ck p

robl

ems

and

acce

lera

te im

plem

enta

tion

in k

ey s

ecto

rs of

the

econ

omy

and

serv

ice

deliv

ery

8. N

umbe

r of p

rogr

ess

repo

rts o

n th

e Sp

ecia

l Pr

esid

entia

l Pac

kage

on

Min

ing

tow

ns a

nd

labo

ur s

endi

ng a

reas

3 br

iefin

g no

tes

on th

esta

tus

of m

inin

g to

wns

an

d la

bour

sen

ding

ar

eas

wer

e pr

oduc

ed

5 br

iefin

g no

tes

on th

e sta

tus

of m

inin

g to

wns

an

dla

bour

sen

ding

are

as

subm

itted

to M

inist

er fo

r pr

ogre

ss u

pdat

e an

d re

ques

ts

3 Pr

ogre

ss R

epor

ts on

th

e Sp

ecia

l Pre

siden

tial

Pack

age

on M

inin

g to

wns

and

labo

ur s

endi

ng

area

s

3 Pr

ogre

ss R

epor

tson

the

Spec

ial

Pres

iden

tial P

acka

ge

on M

inin

g to

wns

an

d la

bour

sen

ding

ar

eas

3 Pr

ogre

ss R

epor

ts on

the

Spec

ial

Pres

iden

tial

Pack

age

on M

inin

g to

wns

and

labo

ur

send

ing

area

s

3 Pr

ogre

ss R

epor

ts on

the

Spec

ial

Pres

iden

tial P

acka

ge

on M

inin

g to

wns

and

la

bour

sen

ding

are

as

3 Pr

ogre

ss R

epor

ts on

the

Spec

ial

Pres

iden

tial P

acka

ge

on M

inin

g to

wns

and

la

bour

sen

ding

are

as

9. N

umbe

r of L

GM

IM

self-

asse

ssm

ents

co

mpl

eted

Con

duct

ed 3

0 se

lf- as

sess

men

tsC

ondu

cted

41

self-

asse

ssm

ents

Con

duct

ed 3

3 se

lf- as

sess

men

tsC

ondu

cted

30

self-

asse

ssm

ents

Con

duct

ed 3

0 se

lf- as

sess

men

ts by

end

of

fina

ncia

l yea

r

Con

duct

ed 3

0 se

lf- as

sess

men

ts by

end

of

fina

ncia

l yea

r

Con

duct

ed 3

0 se

lf- as

sess

men

ts by

end

of

fina

ncia

l yea

r10

. Num

ber o

f LG

MIM

im

prov

emen

t pla

ns

com

plet

ed

--

--

6 Im

prov

emen

t pla

ns

com

plet

ed8

Impr

ovem

ent p

lans

co

mpl

eted

10 Im

prov

emen

t pl

ans

com

plet

ed

9. Number of progress reports on the implementation of the Public private Growth Initiative

- - - - 1 progress report produced and submitted to the President

2 progress reports produced and submitted to the President

2 progress reports produced and submitted to the President


39

6.4

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd Q

uarte

rly T

arge

ts (2

019/

20)

Perf

orm

ance

Indi

cato

r/s

Targ

et20

19-2

020

Repor

ting

Perio

dM

eans

of

verifi

catio

n1st

(A

pr-

June)

2nd (

July

-Sep

t)3

rd (

Oct

-Dec

)4th

(Ja

n-M

arc

h)

1. C

lose

out p

erfo

rman

ce re

port

prod

uced

on

the

14 p

riorit

y ou

tcom

es

Con

solid

ated

MST

F cl

oseo

ut re

port

Annu

alC

onso

lidat

ed

Out

com

e re

port

1 co

nsol

idat

ed

Out

com

e re

port

--

-

2. A

ppro

ved

MTS

F M

onito

ring

Fram

ewor

kIn

tegr

ated

MTS

F M

onito

ring

Fram

ewor

k su

bmitte

d to

Cab

inet

Annu

alIn

tegr

ated

MTS

F 20

19 -2

4 M

onito

ring

Fram

ewor

k do

cum

ent

-In

tegr

ated

Fr

amew

ork

docu

men

t sub

mitte

d to

Cab

inet

--

3. M

TSF

2019

– 2

4 m

onito

ring

repo

rts s

ubm

itted

to C

abin

et.

Mon

itorin

g re

port

to

Cab

inet

Annu

ally

Mon

itorin

g re

port

--

1-

4. R

evise

d PO

A gu

idel

ines

pr

oduc

ed.

Revi

sed

POA

guid

elin

eAn

nual

lyPO

A gu

idel

ine

--

1-

5. P

ro-fo

rma

Perfo

rman

ce

agre

emen

ts of

Min

ister

s an

d De

puty

Min

ister

s su

bmitte

d to

Th

e Pr

esid

ency

.

Perfo

rman

ce A

gree

men

ts of

28

Min

ister

s an

d 34

De

puty

Min

ister

s pr

oduc

ed

Annu

alPe

rform

ance

ag

reem

ents

-28

Min

ister

s34

DM

s-

6. R

evie

w re

ports

on

alig

nmen

t of

stra

tegi

c pl

ans

and

APPs

of

nat

iona

l and

pro

vinc

ial

depa

rtmen

ts w

ith M

TSF

prio

ritie

s.

100%

of s

ubm

itted

SPs

and

APPs

revi

ewed

by

end

Janu

ary

2020

Annu

al fo

r APP

sRe

view

repo

rts-

--

100%

of s

ubm

itted

SPs

and

APPs


40

Perf

orm

ance

Indi

cato

r/s

Targ

et20

19-2

020

Repor

ting

Perio

dM

eans

of

verifi

catio

n1st

(A

pr-

June)

2nd (

July

-Sep

t)3

rd (

Oct

-Dec

)4th

(Ja

n-M

arc

h)

7. N

umbe

r of O

pera

tion

Phak

isa re

ports

en

com

pass

ing

prog

ress

of

deliv

ery

labs

3 in

tegr

ated

ass

essm

ent

repo

rts o

n th

e im

plem

enta

tion

of th

e O

pera

tion

Phak

isa D

eliv

ery

labs

3 tim

es p

er y

ear

Inte

grat

ed re

ports

-1

11

8. N

umbe

r of p

rogr

ess

repo

rts

on th

e Sp

ecia

l Pre

siden

tial

Pack

age

on M

inin

g to

wns

an

d la

bour

sen

ding

are

as

3 Pr

ogre

ss R

epor

ts on

the

Spec

ial

Pres

iden

tial

Pack

age

on M

inin

g to

wns

an

d la

bour

send

ing

area

s

3 tim

es p

er y

ear

3 co

mpr

ehen

sive

repo

rts-

11

1

9. N

umbe

r of L

GM

IM s

elf-

asse

ssm

ents

com

plet

edC

ondu

cted

30

self-

asse

ssm

ents

by e

nd o

f fin

anci

al y

ear

Annu

ally

LGM

IM s

elf-

asse

ssm

ents

--

-30

sel

f-ass

essm

ents

10. N

umbe

r of L

GM

IM

impr

ovem

ent p

lans

co

mpl

eted

6 Im

prov

emen

t pla

ns

com

plet

edAn

nual

lyIm

prov

emen

t pla

ns-

--

6 Im

prov

emen

t pl

ans

com

plet

ed

6.5

Reco

ncili

ng p

erfo

rman

ce ta

rget

s w

ith B

udge

t and

MTE

F

Sect

or P

lann

ing

and

Mon

itorin

gA

udite

d

outc

ome

Adj

uste

d A

ppro

p.Re

vise

d

Estim

ate

Med

ium

Ter

m E

xpen

ditu

re E

stim

ate

Rand

thou

sand

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Tota

l53

,878

50,5

1858

,038

91 3

6379

,790

92,2

4210

0,93

010

7,42

2

40


4141


4242


43


The purpose of the branch is to support the implementation of the medium term strategic framework by monitoring and improving the capacity of state institutions to develop and implement plans and provide services

Programme overview The branch consists of the following sub-programmes:

Management: Public Sector Monitoring and supportPurpose: Provide management and support services to the branch

Public Sector Capacity DevelopmentPurpose: To monitor public service capabilities and support governance of public entities.

Frontline and Monitoring Support: Purpose: to facilitate service delivery improvements through frontline and citizen-based monitoring and effective com-plaints resolution systems.

Capacity Development Coordination: Purpose: to coordinate capacity development programmes to ensure effective development and application of PM&E policies, tools, systems and guidelines in government

Strategic Objective of the branch is:To support initiatives undertaken to unblock problems and accelerate implementation of good management practices

The sub-objectives of the programme are as follows:1. To support initiatives undertaken to unblock problems

and accelerate implementation of good management practices.

2. To monitor frontline service delivery and build relation-ships between government and citizens.

3. To facilitate implementation of NDP Chapter 13 and MTSF Priority 6 on “A capable, ethical and develop-mental state”

Key challengesThe branch seeks to address the following broad challenges:• Unblocking of governance challenges in all spheres of

government and public entities.• Ensure broad-based engagement of citizens (bottom-up),

including via the use of new advanced information and communication technology and social media.

• Development of mechanisms to ensure implementation of the NDP and MTSF in relation to building a capable, ethical and developmental state.

Revisions on the APPThe revised organisational structure resulted in the merging of programmes 4 and 5 into one programme and the focus of the branch has thus been reviewed. The strategic objective of the merged programmes has been revised. Some indica-tors in programmes 4 have been relocated to programme 3. Revisions to the indicators in the frontline and citizen based monitoring sub programme were made. The indicators re-lated to the Presidential Hotline Enhancement Plan, customer satisfaction survey, Siyahlola, and Izimbizo co-ordination have been rationalised and integrated into one indicator of the Overview report on the status of frontline performance and service delivery.

The programme is made up of the following sub-pro-grammes: Public Service monitoring whose purpose is to review, monitor and support the implementation of the medium term strategic framework’s outcome 12. Develop and implement strategic interventions to support and unblock implementationFrontline Monitoring Support whose purpose is to facili-tate service delivery improvements through frontline and citizen-based monitoring and effective complaints resolution systems.

PM&E Capacity Development Coordination whose pur-pose is to coordinate capacity development programmes to ensure effective development and application of PM&E policies, tools, systems and guidelines in government.The review resulted in Performance Indicator 1 below being amended to incorporate the changes in the Management Performance Assessment Tool (MPAT). From 2019/20, MPAT will no longer monitor compliance to policy require-ments but will integrate and consolidate performance information into a holistic profile of national and provincial departments. The profile would include amongst others the annual report information including the AG findings, quarterly performance reporting, frontline service delivery monitoring.

Strategies to address the challengesThe drivers of change of the Branch in the new financial year2019-20 are:1. Develop uniform standards to support the implementation

of improvement plans2. On-site monitoring (announced and unannounced)3. Build partnership platforms (interaction with CDW, Civil

society, CWP etc.)4. Strengthen capacity for citizen-based monitoring5. Data mining and analysis of complaints management

systems6. Engage researchers in different fields/sectors

43


44

7.2

Stra

tegi

c ob

ject

ives

Ann

ual T

arge

ts fo

r 20

19/2

0

Sub-

prog

ram

me

obje

ctiv

esSt

rate

gic

Plan

Tar

get

(5-y

ear

targ

et)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

20

19/2

0M

ediu

m T

erm

Tar

gets

2015

/16

2016

/17

2017

/18

2020

/21

2021

/22

1.

To s

uppo

rt in

itiativ

esun

derta

ken

to u

nblo

ckpr

oble

ms

and

acce

lera

teim

plem

enta

tion

of

good

man

agem

ent p

ract

ices

Deve

lop

and

use

appr

opria

te to

ols

to m

onito

r sta

teof

com

plia

nce

with

man

agem

ent

prac

tices

ann

ually

in th

e th

ree

sphe

res

ofgo

vern

men

t

--

-Fa

cilita

te a

sses

smen

t an

d pr

ovid

e su

ppor

t to

bui

ld te

chni

cal

and

wor

k-pla

ce

capa

biliti

esto

del

iver o

n go

vern

men

t Prio

ritie

s

Faci

litate

ass

essm

ent

and

prov

ide

supp

ort

to b

uild

tech

nica

l and

w

ork-p

lace

cap

abilit

ies

to d

elive

r on

gove

rnm

ent P

riorit

ies

Faci

litate

as

sess

men

t and

pr

ovid

e su

ppor

tto

bui

ld te

chni

cal

and

wor

k- pl

ace

capa

biliti

es

to d

elive

r on

gove

rnm

ent

prio

ritie

s

Faci

litate

ass

essm

ent

and

prov

ide

supp

ort

to b

uild

tech

nica

lan

d w

ork-p

lace

ca

pabi

lities

to d

elive

r on

gove

rnm

ent p

riorit

ies

2. To

mon

itor f

ront

line

serv

ice

deliv

ery

and

build

rela

tions

hips

be

twee

n go

vern

men

t an

d ci

tizen

s

Mon

itor f

ront

line

serv

ice

deliv

ery

and

build

rela

tions

hips

be

twee

n go

vern

men

t an

d ci

tizen

s

--

-M

onito

r fro

ntlin

e se

rvic

e de

liver

y an

d bu

ild re

latio

nshi

ps

betw

een

gove

rnm

ent a

nd

citiz

ens

Mon

itor f

ront

line

serv

ice

deliv

ery

and

build

rela

tions

hips

be

twee

n go

vern

men

t an

d ci

tizen

s

Mon

itor f

ront

line

serv

ice

deliv

ery

and

build

re

latio

nshi

ps

betw

een

gove

rnm

ent a

nd

citiz

ens

Mon

itor f

ront

line

serv

ice

deliv

ery

and

build

rela

tions

hips

be

twee

n go

vern

men

t an

d ci

tizen

s

3. To

faci

litate

im

plem

enta

tion

of

NDP

Cha

pter

13

and

MTS

F Pr

iorit

y 6

on “

A ca

pabl

e, e

thic

al a

nd

deve

lopm

enta

l sta

te”.

Faci

litate

im

plem

enta

tion

of

NDP

Cha

pter

13

and

MTS

F Pr

iorit

y 6

on “

A ca

pabl

e, e

thic

al a

nd

deve

lopm

enta

l sta

te”.

--

-To

faci

litate

im

plem

enta

tion

of N

DP C

hapt

er

13 a

nd M

TSF

Prio

rity

6 on

“A

capa

ble,

eth

ical

an

d de

velo

pmen

tal

state

”.

Faci

litate

im

plem

enta

tion

of

NDP

Cha

pter

13

and

MTS

F Pr

iorit

y 6

on “

A ca

pabl

e, e

thic

al a

nd

deve

lopm

enta

l sta

te”.

Faci

litate

im

plem

enta

tion

of

NDP

Cha

pter

13

and

MTS

F Pr

iorit

y 6

on “

A ca

pabl

e,

ethi

cal a

nd

deve

lopm

enta

l sta

te”.

Faci

litate

im

plem

enta

tion

of N

DP C

hapt

er

13 a

nd M

TSF

Prio

rity

6 on

“A

capa

ble,

eth

ical

an

d de

velo

pmen

tal

state

”.

7.3

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd A

nnua

l Tar

gets

for

2019

/20

and

MTE

F Ta

rget

s

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed p

erfo

rman

ce

2018

/19

Plan

ned

Perf

orm

ance

Ta

rget

s20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

Stra

tegi

c O

bjec

tive:

To

supp

ort i

nitia

tives

und

erta

ken

to u

nblo

ck p

robl

ems

and

acce

lera

te im

plem

enta

tion

of g

ood

man

agem

ent p

ract

ices

Sub-

prog

ram

me:

Pub

lic S

ervi

ce M

onito

ring

and

Supp

ort

1. A

nnua

l out

look

and

re

view

repo

rt on

na

tiona

l and

pro

vinci

al

depa

rtmen

ts de

velo

ped.

--

--

Annu

al o

utlo

ok a

nd re

view

re

port

on N

atio

nal a

nd

Prov

inci

al d

epar

tmen

tal

perfo

rman

ce a

sses

smen

t

Annu

al o

utlo

ok a

nd

revie

w re

port

on

Nat

iona

lan

d Pr

ovin

cial

de

partm

enta

l pe

rform

ance

as

sess

men

t

Annu

al o

utlo

ok a

nd

revie

w re

port

on

Nat

iona

l and

Prov

inci

al d

epar

tmen

tal

perfo

rman

ce

asse

ssm

ent


45

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed p

erfo

rman

ce

2018

/19

Plan

ned

Perf

orm

ance

Ta

rget

s20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

2. In

tegr

ated

repo

rt on

the

state

of p

ublic

ent

ities

gove

rnan

ce

--

-6

publ

ic e

ntitie

s an

d pu

blic

ent

ities

perfo

rman

ce a

nalyz

ed

base

d on

the

appr

oved

fra

mew

ork

Inte

grat

ed R

epor

t on

the

state

of p

ublic

ent

ities

Inte

grat

ed R

epor

t on

the

state

of p

ublic

en

tities

Inte

grat

ed R

epor

t on

the

state

of p

ublic

en

tities

3. A

repo

rt on

the

subm

issio

n of

PA

for

HoD

s in

nat

iona

l and

pr

ovin

cial

gov

ernm

ent

depa

rtmen

ts an

d co

mpo

nent

s

--

-Ap

prov

ed re

port

on n

atio

nal a

nd

prov

inci

al D

irect

or

Gen

eral

Per

form

ance

Ag

reem

ents

adhe

re to

H

ead

of D

epar

tmen

t M

anag

emen

t and

De

velo

pmen

t Sys

tem

(H

PMDS

) and

gu

idel

ines

A re

port

on th

e su

bmiss

ion

of p

erfo

rman

ce a

gree

men

ts re

ceive

d

A re

port

on th

e su

bmiss

ion

of

perfo

rman

ce

agre

emen

ts re

ceive

d

A re

port

on th

e su

bmiss

ion

of

perfo

rman

ce

agre

emen

ts re

ceive

d

4. E

stabl

ishm

ent o

f the

O

ffice

of t

he H

ead

of

Publ

ic A

dmin

istra

tion

supp

orte

d

--

--

Impl

emen

tatio

n str

ateg

y de

velo

ped

by 3

0 Se

ptem

ber

2019

n/a

n/a

5. N

umbe

r of a

nalyt

ical

re

ports

on

30-d

ay

paym

ents

prod

uced

--

-4

Anal

ysis

repo

rt on

30

-day

pay

men

ts pr

oduc

ed

4 An

alys

is re

port

on 3

0-da

y pa

ymen

ts pr

oduc

edn/

an/

a

Stra

tegi

c O

bjec

tive:

To

mon

itor

fron

tline

ser

vice

del

iver

y an

d bu

ild r

elat

ions

hips

bet

wee

n go

vern

men

t and

citi

zens

Sub-

prog

ram

me:

Fro

ntlin

e M

onito

ring

and

supp

ort

6.

Num

ber o

f ove

rvie

w

repo

rts o

n th

e sta

tus

of

front

line

perfo

rman

ce

and

serv

ice

deliv

ery

FSDM

Ann

ual

Repo

rtFS

DM A

nnua

l Re

port

-O

verv

iew

repo

rt on

th

e sta

tus

of fr

ontlin

e pe

rform

ance

and

se

rvic

e de

liver

y

Annu

al a

nd M

id-te

rm

over

view

repo

rts o

n th

e sta

tus

of fr

ontlin

e pe

rform

ance

and

ser

vice

deliv

ery

prod

uced

Annu

al a

nd M

id-

term

ove

rvie

w

repo

rts o

n th

e sta

tus

of fr

ontlin

e pe

rform

ance

and

se

rvic

e de

liver

y pr

oduc

ed

Annu

al a

nd M

id-te

rm

over

view

repo

rts o

n th

e sta

tus

of fr

ontlin

e pe

rform

ance

and

se

rvic

e de

liver

y pr

oduc

ed

7.

A pl

an to

faci

litate

ci

tizen

eng

agem

ent

deve

lope

d

Plan

deve

lope

d by

30

Sept

embe

r 201

9Pla

n im

plem

ente

dPla

n im

plem

ente

d


46

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed p

erfo

rman

ce

2018

/19

Plan

ned

Perf

orm

ance

Ta

rget

s20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

Stra

tegi

c O

bjec

tive:

To

faci

litat

e im

plem

enta

tion

of N

DP

Cha

pter

13

and

MTS

F Pr

iorit

y 6

on “A

cap

able

, eth

ical

and

dev

elop

men

tal s

tate

”.Su

b-pr

ogra

mm

e: C

apac

ity D

evel

opm

ent C

oord

inat

ion

8.

Impl

emen

tatio

n m

odel

fo

r Prio

rity

6 on

“A

capa

ble,

eth

ical

and

de

velo

pmen

tal s

tate

” de

signe

d

--

--

Impl

emen

tatio

n m

odel

de

velo

ped

by 3

0 Se

ptem

ber

2019

Mod

el im

plem

ente

dM

odel

impl

emen

ted

9.

Perc

enta

ge o

f tar

gets

in th

e PM

&E C

apac

ity

Deve

lopm

ent P

lan

achi

eved

-88

% KP

I tar

gets

in th

e C

apac

ity

Deve

lopm

ent

Impl

emen

tatio

n Pla

n ac

hiev

ed

Achi

eve

80%

of ta

rget

s in

the

PM&E

Cap

acity

De

velo

pmen

t Pla

n

85%

of ta

rget

s ac

hiev

ed85

% of

targ

ets

achi

eved

85%

of t

arge

ts ac

hiev

ed85

% o

f tar

gets

achi

eved

7.4

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd Q

uarte

rly T

arge

ts (2

019/

20)

Perf

orm

ance

Indi

cato

r/s

Targ

et20

19-2

020

Repo

rtin

g Pe

riod

Mea

ns

of

verific

atio

n1st

(A

pr-

June)

2nd (Ju

ly-S

ept)

3rd

(Oct

-Dec

)4th

(Ja

n-M

arc

h)

1. A

nnua

l out

look

and

re

view

repo

rt on

na

tiona

l and

pro

vinci

al

depa

rtmen

ts de

velo

ped.

Annu

al o

utlo

ok a

nd

revie

w re

port

on

Nat

iona

l and

Prov

inci

al d

epar

tmen

tal

perfo

rman

ce

asse

ssm

ent

Annu

ally

Man

agem

ent

asse

ssm

ent r

epor

ts-

--

Annu

al o

utlo

ok a

nd

revie

w re

port

on

Nat

iona

l and

Prov

inci

al d

epar

tmen

tal

perfo

rman

ce

asse

ssm

ent

2. In

tegr

ated

repo

rt on

the

state

of p

ublic

ent

ities

gove

rnan

ce

Inte

grat

ed R

epor

t on

the

state

of p

ublic

en

tities

Annu

ally

Repo

rt on

sta

te o

f pu

blic

ent

ities

--

-In

tegr

ated

Rep

ort o

n th

e sta

te o

f pub

lic

entiti

es

3. A

repo

rt on

the

subm

issio

n of

PA

for

HoD

s in

nat

iona

l and

pr

ovin

cial

gov

ernm

ent

depa

rtmen

ts an

d co

mpo

nent

s

A re

port

on th

e su

bmiss

ion

of

perfo

rman

ce

agre

emen

t rec

eive

d

Annu

ally

Repo

rts-

-Re

port

on p

erfo

rman

ce

agre

emen

ts re

ceive

d su

bmitte

d to

Min

ister

fo

r Pub

lic S

ervic

e an

d Ad

min

istra

tion

4. E

stabl

ishm

ent o

f the

O

ffice

of t

he H

ead

of

Publ

ic A

dmin

istra

tion

supp

orte

d

Impl

emen

tatio

n str

ateg

y de

velo

ped

by 3

0 Se

ptem

ber 2

019

Annu

alIm

plem

enta

tion

Stra

tegy

-Im

plem

enta

tion

strat

egy

deve

lope

d by

30

Sept

embe

r 201

9

--

5. N

umbe

r of a

nalyt

ical

re

ports

on

30-d

ay

paym

ents

prod

uced

4 An

alys

is re

port

on

30-d

ay p

aym

ents

prod

uced

Qua

rterly

Anal

ysis

repo

rt1

anal

ysis

repo

rt1

anal

ysis

repo

rt1

anal

ysis

repo

rt1

anal

ysis

repo

rt

46


47

Perf

orm

ance

Indi

cato

r/s

Targ

et20

19-2

020

Repo

rtin

g Pe

riod

Mea

ns

of

verific

atio

n1st

(A

pr-

June)

2nd (Ju

ly-S

ept)

3rd

(Oct

-Dec

)4th

(Ja

n-M

arc

h)

6. N

umbe

r of o

verv

iew

re

ports

on

the

statu

s of

fro

ntlin

e pe

rform

ance

an

d se

rvic

e de

liver

y

Annu

al a

nd M

id-te

rm

over

view

repo

rts o

n th

e sta

tus

of fr

ontlin

epe

rform

ance

and

se

rvic

e de

liver

y pr

oduc

ed

Bi-a

nnua

llyAn

nual

ove

rvie

w

Repo

rt

Mid

-term

Rep

ort

2018

/19

Annu

al

repo

rt -

Mid

-term

repo

rt on

th

e sta

tus

of fr

ontlin

e pe

rform

ance

pro

duce

d

-

7. A

pla

n to

faci

litate

ci

tizen

eng

agem

ent

deve

lope

d

Plan

deve

lope

d by

30

Sept

embe

r 201

9An

nual

Plan

deve

lope

d-

Plan

deve

lope

d by

30

Sept

embe

r 201

9-

8. Im

plem

enta

tion

mod

el

for P

riorit

y 6

on “

A ca

pabl

e, e

thic

al a

nd

deve

lopm

enta

l sta

te”

desig

ned

Impl

emen

tatio

n m

odel

de

velo

ped

by 3

0 Se

ptem

ber 2

019

Annu

ally

Impl

emen

tatio

n m

odel

-Im

plem

enta

tion

mod

el

deve

lope

d by

30

Sept

embe

r

--

9. P

erce

ntag

e of

targ

ets

in th

e PM

&E C

apac

ity

Deve

lopm

ent P

lan

achi

eved

85%

of ta

rget

s ac

hiev

edQ

uarte

rly

PM&E

Cap

acity

de

velo

pmen

t pla

n

Prog

ress

repo

rts

20%

of ta

rget

s ac

hiev

ed40

% of

targ

ets

achi

eved

60%

of t

arge

ts ac

hiev

ed85

% o

f tar

gets

achi

eved

7.5

Reco

ncili

ng p

erfo

rman

ce ta

rget

s w

ith B

udge

t and

MTE

F

Publ

ic S

ecto

r M

onito

ring

and

Cap

acity

Dev

elop

men

tA

udite

d

outc

ome

Adj

uste

d A

p-

prop

.

Revi

sed

Estim

ate

Med

ium

Ter

m E

xpen

ditu

re E

stim

ate

Rand

thou

sand

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Tota

l64

,466

66,4

6772

,633

86,3

0284

,857

85,7

4991

,114

96,7

84

47


4848


49


The purpose of the branch is to coordinate and support the generation, collation, accessibility and timely use of quality evidence to support performance monitoring and evaluation across government.

The branch consists of the following sub-programmes:

Management: Evidence and Knowledge SystemsPurpose: Provide management and support services to the programme

Evaluation, Research, Knowledge and Data SystemsPurpose: Provide evaluation, research, knowledge manage-ment and data integration and analysis services

Strategic Objective of the branch is:• To support evidence based Planning, Monitoring and

Evaluation (PM&E)

The key challenges that the programme faces are:

1. The lack of coordination, access and use of evidence (ex-isting research, evaluations and data) to inform planning and monitoring within DPME. Lack of a centralised Know-ledge Management System (Knowledge hum) to enhance the storage of information assets, data and knowledge products to ensure easy access and retrieval to inform planning and monitoring.

2. Limited capacity in DPME and departments to support evaluation across government and SOEs;

3. Lack of internal integration – which impact on how evi-dence is generated and used

4. Biases in sourcing data5. Lack of disaggregated data for informing plans6. Lack of capacity of knowledge management (research

and advanced data analysis techniques)

Revisions on the APP

Major revisions to activities listed in the APP were informed by the EKS’s branches objective towards enhancing integration of work conducted within DPME as well as realigning activities conducted within the branch to the overall strategic direction of the department. Accordingly, revisions will be undertaken. The revisions include the review of the 2011 National Evalu-ation Policy Framework (NEPF). The aim of the review is to incorporate methodologies and strategies to improve a rapid evaluation response to inform planning and monitoring as well as to widen the scope of DPME evaluations i.e., including sectoral reviews and extending the NES to cover government entities as well as to improve the uptake of implementation plans. To this end, an additional task of producing a progress report on the implementation of the NEP has been added. This report will provide an update of all new, ongoing and completed evaluation projects utilising both rapid and impact

evaluation methodologies within government and its entities. Also added is a Monitoring report on the implementation of improvement plans on evaluations to strengthen the uptake of evaluation results.

Other revisions focus on a wider DPME integration on inter-related tasks to avoid duplication in reporting. For instance, the activity of facilitating knowledge sharing sessions, an ac-tivity under research and knowledge system, dropped as it is also reported under the Capacity Development unit. The indicator for displaying Programme of Action (POA) reports on DPME’s website activity was removed. This activity will be aligned with the new MTSF 2019-24 cycle. To enhance use of evidence in the work of DPME, the number of data analysis reports (assignment) produced from 8 to 14 from the year 2020/21.

With respect to enhancing the storage of information assets, data and knowledge products to ensure easy access and re-trieval to inform planning and monitoring, the implementation of the knowledge management system-the Knowledge Hub (KH) remains a key objective for the branch. However, the im-plementation of a functional KH will be conducted in phases and consists of various components to it. This was not clearly depicted in the previous versions of the APP. The following change was implemented in the current APP in order to avoid superfluous repetition and duplication of reporting within the branch.

Key components of the KH such as the implementation of a centralised data management and analytical system (previ-ously referred as a data centre) have been incorporated un-der one task i.e., “ the consolidation of knowledge products from all DPME databases (2019/20)” and “ An operational Knowledge Management System providing knowledge prod-ucts, data and analytic services (2020/21 and onwards)”

Key strategic interventions to improve performance

The drivers of change of the Branch in the new financial year 2019-20 are:

1. Expanding the National Evaluation System to cover the whole of government including SOEs/DFIs

2. Conceptualisation of a knowledge management system to service DPME and government.

3. Building a more diverse set of evaluative tools and meth-odologies to provide rapid analysis including sectoral and synthesis evaluations

4. Develop evidence plans per sector to inform an evidence agenda and identify knowledge gaps

5. Strengthening the link between evaluations, research and data to inform planning, monitoring, and budgeting.

49


5050

8.2

Stra

tegi

c ob

ject

ives

Ann

ual T

arge

ts fo

r 20

19/2

0

Sub-

prog

ram

me

obje

ctiv

esSt

rate

gic

Plan

Tar

get

(5-y

ear

targ

et)

Aud

ited/

Act

ual P

erfo

rman

ceEs

timat

ed

perf

orm

ance

20

18/1

9

Plan

ned

Perf

orm

ance

20

19/2

0M

ediu

m T

erm

Tar

gets

2015

/16

2016

/17

2017

/18

2020

/21

2021

/22

1. To

sup

port

evid

ence

bas

ed

Plann

ing,

M

onito

ring

and

Eval

uatio

n (P

M&E

)

Deve

lop

fram

ewor

ks

for e

valua

tion,

re

sear

ch,

know

ledg

e m

anag

emen

t and

dat

a ha

rves

ting,

sto

rage

, re

triev

al a

nd a

nalys

is

--

6 Th

emat

ic

know

ledg

e ev

ents

wer

e co

nduc

ted

9 DP

ME

know

ledg

e pr

oduc

t di

ssem

inat

ed

Con

cept

dev

elop

ed

Con

solid

atio

n of

kn

owle

dge

prod

ucts

from

al

l DPM

E da

taba

ses

Know

ledg

e M

anag

emen

t Sy

stem

s (K

now

ledg

e H

ub) o

pera

ting

and

resp

ondi

ng

to re

ques

ts fro

m

DPM

E an

d go

vern

men

t

Know

ledg

e M

anag

emen

t Sy

stem

s (K

now

ledg

e H

ub) o

pera

ting

and

resp

ondi

ng

to re

ques

ts fro

m

DPM

E an

d go

vern

men

tPr

ovid

e da

ta,

rese

arch

, eva

luatio

n an

d k

now

ledg

e m

anag

emen

t ser

vices

7 Ev

alua

tion

repo

rts:

NSN

P;

IRDP

; IKS

P; II

FS-

(SAP

S); N

DMP;

Smal

l fa

rmer

s a

nd

CTC

SB -

(SAR

S)w

ere

prod

uced

. Al

l the

7 re

ports

w

ere

appr

oved

by

Eval

uatio

n St

eerin

g C

omm

ittee

8 im

prov

emen

t pl

ans

prod

uced

4 im

prov

emen

t pl

ans

wer

e pr

oduc

ed (C

APS,

N

PO, N

DMP

and

SAPS

)

8 N

EPev

alua

tions

four

re

sear

ch p

roje

cts

and

8 da

ta a

nalyt

ic

prod

ucts

com

plet

ed

8 N

EP e

valua

tions

four

re

sear

ch p

roje

cts

and

8 da

ta a

nalyt

ic p

rodu

cts

com

plet

ed

8 N

EPev

alua

tions

four

re

sear

ch p

roje

cts

and

8 da

ta

anal

ytic

prod

ucts

com

plet

ed

8 N

EPev

alua

tions

four

re

sear

ch p

roje

cts

and

8 da

ta a

nalyt

ic

prod

ucts

com

plet

ed

8.3

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd A

nnua

l Tar

gets

for

2019

/20

and

MTE

F Ta

rget

s

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orm

ance

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cato

r/s

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ited/

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erfo

rman

ceEs

timat

ed p

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r-m

ance

201

8/19

Plan

ned

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orm

ance

Ta

rget

s20

19/2

0

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ium

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m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

Stra

tegi

c O

bjec

tive:

To

supp

ort e

vide

nce

base

d Pl

anni

ng, M

onito

ring

and

Eval

uatio

n (P

M&

E)Su

b-pr

ogra

mm

e: E

valu

atio

n

1. A

repo

rt on

trai

ning

co

urse

s pr

ovid

ed to

go

vern

men

t offi

cial

s to

en

hanc

e ev

iden

ce b

ased

po

licy

deci

sion-

mak

ing

proc

esse

s in

gov

ernm

ent

prod

uced

.

--

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o co

urse

s fo

r sen

ior

man

ager

s in

evid

ence

A re

port

on th

e re

view

of

evid

ence

bas

ed p

olic

y de

cisio

n-m

akin

g tra

inin

g pr

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mm

es p

rodu

ced

by

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ch 2

020

Annu

al re

port

on

evid

ence

bas

ed

polic

y de

cisio

n-m

akin

g tra

inin

g pr

ogra

mm

es in

gov

-er

nmen

t pro

duce

d by

Mar

ch 2

021

Annu

al re

port

on

evid

ence

bas

ed p

ol-

icy

deci

sion-

mak

ing

train

ing

prog

ram

mes

in

gov

ernm

ent

prod

uced

by

Mar

ch

2022


5151

Perf

orm

ance

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cato

r/s

Aud

ited/

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ual P

erfo

rman

ceEs

timat

ed p

erfo

r-m

ance

201

8/19

Plan

ned

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orm

ance

Ta

rget

s20

19/2

0

Med

ium

Ter

m T

arge

ts20

15/1

620

16/1

720

17/1

820

20/2

120

21/2

2

2. N

atio

nal E

valua

tion

Plan

prod

uced

Nat

iona

l Eva

lu-at

ion

Plan

was

no

t app

rove

d by

C

abin

et

The

Nat

iona

l Eva

l-ua

tion

Plan

2017

-18

was

pro

duce

an

d sig

ned

by

the

Min

ister

and

ap

prov

ed b

y C

abin

et o

n th

e 7

Dece

mbe

r 201

6

2018

/19

Nat

iona

l Ev

alua

tion

Plan

ap-

prov

ed b

y C

abin

et b

y M

arch

201

8

Nat

iona

l Eva

luatio

n Pla

n ap

prov

ed b

y C

abin

et b

y M

arch

201

9

Nat

iona

l Eva

luatio

n Po

licy

Fram

ewor

k re

view

ed

and

Nat

iona

l Eva

luatio

n Pla

n pr

oduc

ed b

y M

arch

20

20

Nat

iona

l Eva

luatio

n Po

licy

Fram

ewor

k re

view

ed a

nd

Nat

iona

l Eva

luatio

n Pla

n pr

oduc

ed b

y M

arch

202

1

Nat

iona

l Eva

luatio

n Po

licy

Fram

ewor

k re

view

ed a

nd N

a-tio

nal E

valua

tion

Plan

prod

uced

by

Mar

ch

2022

yea

r

3. N

umbe

r of e

valua

tion

re-

ports

app

rove

d by

Eva

lua-

tion

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Com

mitte

e

--

8 ev

alua

tion

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eval

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ports

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prov

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eval

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n re

ports

ap

prov

ed8

eval

uatio

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ap

prov

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4. M

onito

ring

repo

rt on

the

impl

emen

tatio

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ove-

men

t pla

ns o

n ev

alua

tions

co

mpl

eted

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SNP;

Sm

all

hold

er fa

rmer

s,

Soci

al H

ous-

ing

Prog

ram

me

(SH

P), P

olic

y on

Com

mun

ity,

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onm

enta

l G

over

nanc

e In

Th

e M

inin

g Se

c-to

r; UI

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nd F

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dza

Lush

aka)

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prov

emen

t pla

ns

wer

e p

rodu

ced

8 im

prov

emen

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ans

prod

uced

4 im

prov

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t pla

ns

wer

e pr

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and

SAPS

)

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prov

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itorin

g re

port

on th

e im

plem

enta

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of im

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on

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com

plet

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y M

arch

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20

Annu

al M

onito

r-in

g re

port

on

the

impl

emen

tatio

n of

im

prov

emen

t pla

ns

on e

valua

tions

co

mpl

eted

by

Mar

ch

2021

Annu

al M

onito

r-in

g re

port

on

the

impl

emen

tatio

n of

im

prov

emen

t pla

ns

on e

valua

tions

co

mpl

eted

by

Mar

ch

2022

5. P

rogr

ess

repo

rt on

the

impl

emen

tatio

n of

the

NEP

pro

duce

d

--

-8

A pr

ogre

ss re

port

on th

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plem

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tion

of th

e N

EP

prod

uced

by

31 M

arch

20

20

Prog

ress

repo

rt on

th

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plem

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tion

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Prog

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repo

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plem

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Sub-

prog

ram

me:

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earc

h &

Know

ledg

e M

anag

emen

t6.

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ber o

f res

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nmen

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--

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ssig

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ents

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arch

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ign-

men

ts co

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7. F

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l Kno

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Man

agem

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r 20

19

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now

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g da

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serv

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and

tool

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ratio

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agem

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m (K

now

ledg

e H

ub) p

rovid

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and

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lytic

se

rvic

es a

nd to

ols


52

Perf

orm

ance

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cato

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ual P

erfo

rman

ceEs

timat

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rman

ce

2018

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ned

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a In

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lysis

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evel

opm

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ndic

ator

s re

port

prod

uced

Deve

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indi

cato

rs w

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lopm

ent

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cato

rs w

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prod

uced

by

31

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ch 2

017

and

poste

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DPM

E w

ebsit

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1

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201

7

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elop

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2017

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ch

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web

site

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1 M

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ent I

ndic

a-

tors

2019

repo

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20

21

Deve

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ndic

a-

tors

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repo

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oduc

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y M

arch

20

22

9. N

umbe

r of D

ata

anal

ysis

repo

rts p

rodu

ced

--

5 da

ta a

nalys

is as

-sig

nmen

ts un

derta

ken

for D

PME

8 da

ta a

nalys

is as

sign-

men

ts co

mpl

eted

for

DPM

E

8 da

ta a

nalys

is re

ports

pr

oduc

ed fo

r DPM

E14

dat

a an

alys

is re

ports

pro

duce

d fo

r DP

ME

14 d

ata

anal

ysis

repo

rts p

rodu

ced

for

DPM

E

8.4

Prog

ram

me

Perf

orm

ance

Indi

cato

rs a

nd Q

uarte

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arge

ts (2

019/

20)

Perf

orm

ance

Indi

cato

r/s

Targ

et20

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020

Repor

ting

Perio

dM

eans

of

verifi

catio

n1st

(A

pr-

June)

2nd (

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t)3

rd (

Oct

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)4th

(Ja

n-M

arc

h)

1. A

repo

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tra

inin

g co

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s pr

ovid

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go

vern

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s to

en

hanc

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020

Annu

ally

Atte

ndan

ce re

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rs-

--

A re

port

on th

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viden

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base

d po

licy

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g tra

in-

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ram

mes

pr

oduc

ed

2. N

atio

nal E

valua

tion

Plan

prod

uced

Nat

iona

l Eva

luatio

n Po

licy

Fram

ewor

k re

view

ed a

nd

Nat

iona

l Eva

luatio

n Pla

n pr

oduc

ed b

y M

arch

202

0

Bi-a

nnua

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wed

Nat

iona

l Ev

alua

tion

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y Fr

amew

ork

and

Na-

tiona

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tion

Plan

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aft p

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d pl

an

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iona

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alua

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y Fr

amew

ork

and

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tiona

l Eva

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n pr

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umbe

r of e

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tion

re-

ports

app

rove

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tion

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ring

Com

mitte

e

8 ev

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ally

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f St

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omm

ittees

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eval

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ports

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oved


53

Perf

orm

ance

Indi

cato

r/s

Targ

et20

19-2

020

Repor

ting

Perio

dM

eans

of

verifi

catio

n1st

(A

pr-

June)

2nd (

July

-Sep

t)3

rd (

Oct

-Dec

)4th

(Ja

n-M

arc

h)

4. M

onito

ring

repo

rt on

th

e im

plem

enta

tion

of

impr

ovem

ent p

lans

on

eval

uatio

ns c

ompl

eted

Mon

itorin

g re

port

on th

e im

plem

enta

-tio

n of

impr

ovem

ent

plan

s on

eva

lua-

tions

com

plet

ed b

y M

arch

202

0

Bi-a

nnua

llyAp

prov

ed m

onito

ring

repo

rtDr

aft r

epor

tAp

prov

ed m

oni-

torin

g re

port

5. P

rogr

ess

repo

rt on

the

impl

emen

tatio

n of

the

NEP

pro

duce

d

A pr

ogre

ss re

port

on th

e im

plem

enta

-tio

n of

the

NEP

pr

oduc

ed b

y 31

M

arch

202

0

Bi-a

nnua

llyAp

prov

ed re

port

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aft r

epor

t-

Appr

oved

repo

rt

6. N

umbe

r of r

esea

rch

as-

signm

ents

com

plet

ed4

rese

arch

ass

ign-

men

ts co

mpl

eted

Bi-a

nnua

llyFi

naliz

ed re

sear

ch

repo

rts-

2-

2

7. F

unct

iona

l Kno

wle

dge

Man

agem

ent S

yste

m

(KM

S)

Revis

ed K

now

ledg

e H

ub B

usin

ess

Pla

n pr

oduc

ed b

y Se

p-te

mbe

r 201

9

Bi-a

nnua

llyPh

ysic

al v

erifi

catio

n or

a

scre

ensh

ot o

f a th

e KM

S po

rtal

-Re

vised

Kno

wle

dge

Hub

Bu

sines

s Pla

n pr

oduc

ed-

Stak

ehol

der e

ngag

e-m

ent r

epor

t pro

-du

ced

8. D

evel

opm

ent I

ndic

ator

s re

port

prod

uced

Deve

lopm

ent

Indi

cato

rs 20

18

repo

rt pr

oduc

ed b

y M

arch

202

0

Qua

rterly

Deve

lopm

ent i

ndic

a-to

rs re

port

-St

akeh

olde

r wor

ksho

ps

cond

ucte

dDr

aft r

epor

t pro

-du

ced

Prod

uce

the

2018

DI

repo

rt by

31

Mar

ch

2020

9. N

umbe

r of D

ata

anal

ysis

repo

rts p

rodu

ced

8 da

ta a

nalys

is re

ports

pro

duce

d fo

r DPM

E

Qua

rterly

Repo

rt2

22

2

8.5

Reco

ncili

ng p

erfo

rman

ce ta

rget

s w

ith B

udge

t and

MTE

F

Evid

ence

and

Kno

wle

dge

Syst

ems

Aud

ited

ou

tcom

eA

djus

ted

App

rop.

Revi

sed

Es

timat

eM

ediu

m T

erm

Exp

endi

ture

Est

imat

e

Rand

thou

sand

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Tota

l64

,093

75,4

3710

1,17

246

,763

42,7

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,658

49,4

3052

,269


5454


55

10. Links to long term infrastructure and other capital assets

This section is not applicable to The Department.

11. Conditional grants

This section is not applicable.

12. Public entities


13. Public private partnerships


55


56

14. Annexure 1: Revised/Strategic Plan Objectives 2019/20

Programme 1: Administration

Strategic Goal 1. To provide an independent, objective assurance and consulting activity improve opera-tions and assist organization achieve its objectives.

Goal Statement Support the development and implementation of detailed 3-feet plans in key priority areasBaseline 4 sector specific reports initiatives and interventions aimed at unblocking service delivery con-

straints and catalyze improvementsJustification Produce a risk based 3 year rolling audit planLinks To manage the provision of Internal Audit servicesOutputs Compliance with good management and corporate governance principlesIndicators Produce a 3 year rolling strategic internal audit plan and submit to the Audit Committee for ap-

proval by 30 June 2019MTEF Targets Periodic internal audits on compliance with laws and regulations to identify potential gover-

nance weakness

Programme 2: National Planning Coordination

Objective Title 1. Alignment of government priorities and develop planning frameworks for short and medium term planning

Objective Statement Strengthening and institutionalise planning through facilitation of the development and periodic updating of spatial and long, medium and short term plans of government

Purpose/Importance To inform approaches for effective long term and sector planningSource/Collection of Data Framework for the Institutionalisation of Planning

Method of Calculation Simple countData Limitations NoneType of Objective OutputCalculation Type Cumulatively over the MTEF cycleReporting Cycle AnnuallyNew Objective NoDesired Performance Framework for the Institutionalisation of Planning producedObjective Responsibility Planning Coordination


57

Programme 3: Sector Monitoring Services

Objective Title 1. To track progress towards the NDP 2030 implemented through the 5 year plan (2019 – 2024)

Objective Statement To monitor implementation of government priorities as outlined in the NDP and MTSF Purpose/Importance To monitor and report to Cabinet on progress made on the implementation of government priori-

ties as outlined in the NDP, MTSF and other priorities such as SONA commitments Source/Collection of Data Monitoring reports Method of Calculation Simple countData Limitations NoneType of Objective OutputCalculation Type CumulativeReporting Cycle AnnuallyNew Objective No-RevisedDesired Performance Produce bi-annualy reviews of government performance against NDP 5-year plan 2019/2024Objective Responsibility DDG: Sector Monitoring Services.

Programme 4: Public Sector Monitoring and Capacity Building

Strategic Objective 1 To monitor frontline service delivery and build relationships between government and citizens.

Objective Statement DPME monitoring of frontline facilities and engagement with the citizens

Purpose/Importance Assess quality of services offered by government facilities and level of satisfaction by citizens

Source/Collection of Data Frontline monitoring reports: Presidential Hotline and Monitoring Visits

Method of Calculation Simple count

Data Limitations None

Type of Objective Output

Calculation Type Cumulative

Reporting Cycle Annual

New Objective Yes

Desired Performance Not quantified at strategic objective level.

Objective Responsibility Head: Frontline Monitoring and Support

Strategic Objective 2. To facilitate implementation of NDP Chapter 13 and MTSF Priority 6 on “A capable, ethi-cal and developmental state”

Short Definition MTSF (2019-2024) Priority 6: A capable, ethical and developmental state

Purpose/Importance Contribution of DPME in terms of driving implementation of MTSF (2019-2024) Priority 6: A capable, ethical and developmental state

Source/Collection of Data POA reports



Type of Indicator Output

Calculation Type Non-cumulative


New Indicator Yes

Desired Performance Not quantified at strategic objective level.

Indicator Responsibility Acting DDG: Public Sector Monitoring and Capacity Development


58

Programme 5: Evaluation, Evidence and Knowledge Systems

Objective Title 1. To support evidence-based Planning, Monitoring and Evaluation (PM&E)Objective Statement Conduct data analysis, research and evaluation to support evidence-based PM&EPurpose/Importance To develop frameworks for evaluation, research, knowledge management and data harvesting,

storage, retrieval and analysisSource/Collection of Data Data, research and evaluation reportsMethod of Calculation Simple count of data, research and evaluation reportsData Limitations Quality of some dataType of Objective OutputCalculation Type CumulativeReporting Cycle AnnuallyNew Objective No – revisedDesired Performance 8 evaluation reports, 8 data reports/products and 4 research reports/productsObjective Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

58


59

15. Annexure 2: Indicator DescriptorsIndicator Descriptors Programme 1: Administration

Programme Objectives

Objective Title 1. To coordinate the provision of strategy and organisational development services

Objective Statement Co-ordinate the development of The Department of Planning, Monitoring and Evaluation’s (DPME) Strategic and Annual Performance Plans and co-ordinate monitoring of the implementation of plans and report progress on their implementation

Purpose/Importance To manage good practices and corporate governance as fundamentals for efficient and effective service delivery

Source/Collection of Data Planning and M&E policies and terms of reference for management structures in placeMethod of Calculation Verification of the compliance of Strategic Plan, Annual Performance Plan and Annual Report

with National Treasury (NT) guidelines, approval by the Executing Authority (EA) and proof of submission to Parliament by due date

Data Limitations Inability of programmes to keep and provide valid performance information by due dateType of Objective OutputCalculation Type CumulativeReporting Cycle AnnuallyNew Objective NoDesired Performance 2021-2025 Strategic Plan and Annual Performance Plans developed according to National

Treasury guidelines and submitted to Parliament by due dateQuarterly reports approved by Executing Authority and submitted to National Treasury Produce AR and submit to the Auditor-General South Africa (AGSA) for audit and to National Treasury and Parliament within stipulated time frames

Objective Responsibility DDG: Corporate Services

Objective Title 2. To manage the provision of risk, anti-corruption and integrity management servicesObjective Statement Periodic risk assessment and audits on compliance with laws and regulations to identify

potential risks and governance weaknessPurpose/Importance Compliance with good management and corporate governance principlesSource/Collection of Data Risk management plan, quarterly risk reports, risk registers and minutes of Risk Management

CommitteeMethod of Calculation Verification of risk management plan, internal audit plan, updated risk register and proof of

submission to Risk Management and Audit Committee Data Limitations NoneType of Objective OutputCalculation Type CumulativeReporting Cycle Annually New Objective NoDesired Performance Conduct annual risk assessments, develop annual risk registers and monitor implementation of

risks and produce quarterly monitoring reportsProduce a risk based 3-year rolling audit plan

Objective Responsibility Head: Director Risk Management

59


60

Objective Title 3. To provide marketing, communication and stakeholder liaison services to the Department

Objective Statement Develop a communication strategy and plan for media engagement, and stakeholder liaison and communication with the public as well as internal staff

Purpose/Importance To keep the public informed of government programmes Source/Collection of Data Communication plan and stakeholder engagement activities in placeMethod of Calculation Simple count and verification of the presence of the plansData Limitations NoneType of Objective OutputCalculation Type CumulativeReporting Cycle Annually New Objective NoDesired Performance 1 Communication plan and 4 implementation reportsObjective Responsibility Chief Director: Marketing and CommunicationObjective Title To manage the provision of risk, anti-corruption and integrity management services

Objective Title 4. To provide Human Resource Management and Development services

Objective Statement Recruitment of appropriately skilled staff and maintenance of appropriate skills levels through training and development

Purpose/Importance HR processes and programmes in place

Source/Collection of Data PERSAL reports and HR manual data bases

Method of Calculation Number of vacancies divided by number of approved posts, expressed as a percentage, showing 10% vacancy rate

Data Limitations Risk of days in filling post due to security clearance delays



Reporting Cycle Annually

New Objective No

Desired Performance Maintain a vacancy rate of less than 10% annuallyEmpower and increase awareness among young people with the necessary workplace skills and experience to ensure that they are marketable to access the labour market

Objective Responsibility Director: Human Resources Management


61

Objective Title 5. To manage the provision of information, communication and technology management services

Objective Statement To provide ICT Infrastructure and business applications to support the Department to deliver on its mandate

Purpose/Importance To provide effective and efficient departmental operationsSource/Collection of Data Monthly departmental systems health report from service providers and the departmental ICT

systemApproved business applications plan and reports indicating percentage of systems availability

Method of Calculation Simple count of the number of reports produced and a systems generated analysis reportReports indicating the number of activities in the business applications plan achieved

Data Limitations NoneType of Objective OutputCalculation Type CumulativeReporting Cycle Annually New Objective NoDesired Performance Secure ICT systems and effective infrastructure plan

ICT business applications development, enhancement and maintenanceObjective Responsibility Chief Information Officer

Objective Title 6. To manage and facilitate the provision of financial and supply chain management services

Objective Statement To promote overall financial efficiency as measured by prudent financial management and compliance with prescripts and policies governing public finance by strengthening financial management practices in the areas of budgeting , expenditure monitoring and reporting

Purpose/Importance To achieve unqualified audit opinion on financial statement with findings Source/Collection of Data Financial statements and reports on payment of suppliersMethod of Calculation Total number of invoices received and paid within 30 days divided by the total number of

invoices received, expressed as a percentage

Unqualified financial statementsData Limitations NoneType of Objective Output Calculation Type CumulativeReporting Cycle Annually

Indicator Descriptors Programme 1: Administration

Annual Indicator Descriptors

1. Strategy and Communication

Indicator Title 1. Approved Strategic and Annual Performance PlansShort Definition Ensure that all departmental plans are timely developed and reported in line with planning

frameworksPurpose/Importance To provide strategic direction for The Department and promote accountability and good

corporate governanceSource/Collection of Data Strategic Plan and Annual Performance Plan filed in the DPME filing systemMethod of Calculation Verification of the presence of the plansData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance 2021-2025 Strategic Plan produced and Annual Performance Plans produced annually

according to National Treasury guidelines and submitted to Parliament by due dateIndicator Responsibility Director: Strategic Planning, Monitoring and Evaluation


6262

Indicator Title 2. Quarterly implementation reports against the APPShort Definition Quarterly reports showing the performance of the Department against set target in the Annual

Performance PlanPurpose/Importance To report progress on the departmental objectives and targetsSource/Collection of Data Quarterly reports and Annual Report filed in the DPME filing systemMethod of Calculation Verification of the compliance of Annual Performance Plan and reports with National Treasury

guidelines, approval by the Executing AuthorityData Limitations Inability of programmes to keep and provide valid performance information by due dateType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator YesDesired Performance Produce 4 quarterly implementation reports against APPIndicator Responsibility Director: Strategic Planning, Monitoring and Evaluation

Indicator Title 3. Audited Annual ReportShort Definition Annual Report on departmental activities against its planned targetsPurpose/Importance To report progress on the annual departmental objectives and targetsSource/Collection of Data Audited Annual Report filed in the DPME filing systemMethod of Calculation Verification of the compliance of the Annual Report with NT guidelines, approval by EA and

proof of submission by due dateData Limitations Inability of programmes to keep and provide valid performance information by due dateType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance Produce AR and submit to AGSA for audit and to NT and Parliament by due dates

Indicator Responsibility Director: Strategic Planning, Monitoring and Evaluation


63

2. Internal Auditing

Indicator Title 4. Approved Internal Audit Three (3) Year Rolling Audit Plan and Annual Internal Audit Plan

Short Definition Plan for conducting internal audits and monitoring reports on the implementation of the planPurpose/Importance To evaluate the effectiveness of internal controls and provide internal audit reports to manage-

ment and Audit CommitteeSource/Collection of Data Risk Assessments and / or Proof of consultation with management, Audit Committee Minutes,

EXCO Branch Heads Minutes. Method of Calculation Single count of the Approved Internal Audit Three (3) Rolling Plan 2021/2022

Single count of the Internal Audit Annual Plan 2019/20 Data Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance Produce a risk based Three (3) Year Rolling Strategic Internal Audit Plan and an Annual Internal

Audit as approved by the Audit Committee on / before 30 April 2019.Indicator Responsibility Chief Audit Executive

Indicator Title 5. Quarterly Reporting on Internal Audit Annual Plan to Audit Committee

Short Definition Monitoring reports on the implementation of the internal audit plan

Purpose/Importance To evaluate the effectiveness of internal controls and provide internal audit reports to manage-ment and Audit Committee

Source/Collection of Data Internal Audit Project Reports, Follow-Up Audit Reports, Resource Management etc.

Method of Calculation Simple count of reports produced and proof of submission to Audit Committee




Reporting Cycle Quarterly

New Indicator No

Desired Performance Quarterly Internal Audit reports presented to Audit Committee produced

Indicator Responsibility Chief Audit Executive

63


6464

3. Risk Management Indicator Title 6. Percentage of designated employees submitting financial disclosuresShort Definition All designated employees are required to disclose their registerable interests by 30 April,

30 June and 31 July of each year. Designated employees who are appointed after 1 April must make disclosures within 30 days after assumption of duty in respect of the period of 12 months preceding their assumption of duty

Purpose/Importance Designated employees are entrusted with public funds. As such, they need to maintain the highest standards of professional ethics. Their integrity and that of their departments must be beyond question. This framework is aimed atpreventing conflict of interests by requiring of designated employees to disclose their financial interests

Source/Collection of Data Financial e-disclosures system reportsMethod of Calculation Number of financial disclosures submitted, divided by total number of designated employees

compliment, expressed as a percentageData Limitations Risk of delays in submission of financial e-disclosures as a result of e-disclosure system not

being operationalType of Indicator Performance/complianceCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance 100% compliance in submission of financial interests by all designated employees within the

specified time framesIndicator Responsibility Chief Risk Officer

Indicator Title 7. Approved annual risk, anti-corruption and integrity management implementation plan

Short Definition Plan to implement risk, anti-corruption and integrity management activities

Purpose/Importance To ensure the effective systems of risk, anti-corruption and integrity management and provide reports to management and Audit Committee

Source/Collection of Data Proof of consultation with EXCO and Audit Committee

Method of Calculation Single count of the approved annual risk, anti-corruption and integrity management imple-mentation plan FY2019/20





New Indicator No

Desired Performance Produce an approved annual risk, anti-corruption and integrity management implementation plan

Indicator Responsibility Chief Risk Officer


65

Indicator Title 8. Number of quarterly progress reports on Risk, anti-corruption and integrity management implementation plan produced

Short Definition Monitor the completion of the risk, anti-corruption and integrity management implementation plan activities

Purpose/Importance To measure the effectiveness of the risk, anti-corruption and integrity management systems Source/Collection of Data Quarterly progress reports on risk, anti-corruption and integrity management implementation

planMethod of Calculation Verification of existence of quarterly progress reports on the risk, anti-corruption and integrity

management implementation planData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance 4 quarterly progress reports on risk, anti-corruption and integrity management implementation

planIndicator Responsibility Chief Risk Officer

4. Communication Services

Indicator Title 9. Annual communication plan produced and Percentage achievement of targets in the Communication Plan

Short Definition A communication plan to effective communicate the work of the Department and engage with stakeholders.

Purpose/Importance To ensure and enhance effective communication, raise awareness and information sharing on key matters relevant to both internal and external stakeholders.

Source/Collection of Data Approved communication plan and quarterly reports on activities filed in the DPME filing system.

Method of Calculation Simple count and verification of the presence of the planData Limitations NoneType of Indicator OutputCalculation Type Non-cumulative (communication plan)and cumulative (implementation reports)Reporting Cycle Annually (communication plan) and Quarterly (implementation reports)New Indicator NoDesired Performance Annual Communication plan produced and 80% of targets achievedIndicator Responsibility Chief Director: Strategy and Communication

5. Human Resource Management

Indicator Title 10. Percentage of funded posts filled

Short Definition Measurement of the average rate of vacancies in The Department

Purpose/Importance To ensure all vacant posts are filled on time

Source/Collection of Data PERSAL reports and manual data base

Method of Calculation Number of vacancies divided by number of approved posts, expressed as a percentage, showing 10% vacancy rate

Data Limitations Risk of delays in filling posts due to security clearance delays

Type of Indicator Performance



New Indicator No

Desired Performance Maintain a vacancy rate of 10% or less annually

Indicator Responsibility Director: Human Resources Management

6565


6666

Indicator Title 11. HR Plan implementation reports Short Definition To enhance efficiency and effectiveness of HR in the DepartmentPurpose/Importance Align skills to functions for optimum performance Source/Collection of Data Existing HR plan and reviewed planMethod of Calculation Quarterly reports produced against the HR Plan Data Limitations NoneType of Indicator OutputCalculation Type Non-CumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance HR Plan reviewed by 31 July 2019 and implementedIndicator Responsibility Chief Director: HR& CS

6. Chief Information Officer

Indicator Title 12. Approved Annual ICT Plan

Short Definition ICT Plan to guide implementation and alignment of business applications to the needs of DPME

Purpose/Importance To support efficient achievement of departmental strategic objectives

Source/Collection of Data Approved ICT services Standards

Method of Calculation Simple count of ICT Standards

Data Limitations Delays in procurement process and external dependencies




New Indicator No

Desired Performance Annual ICT Plan produced and approved by CIO by 30 April

Indicator Responsibility Chief Information Officer

Indicator Title 13. Percentage achievement of targets in the ICT Plan

Short Definition Measure implementation of ICT plan Purpose/Importance To support efficient achievement of departmental strategic objectivesSource/Collection of Data Service Standards and project ReportsMethod of Calculation Average percentage of achieved standards Data Limitations Delays in procurement process and external dependenciesType of Indicator Performance Calculation Type Non-cumulativeReporting Cycle Quarterly New Indicator NoDesired Performance 80% achievement of ICT services Indicator Responsibility Chief Information Officer


676767

7. Chief Financial Officer

Indicator Title 14. Percentage of valid invoices paid within 30 days and cases where non- compliance lead to disciplinary action

Short Definition The indicator measures the number of invoices paid within 30 days according to the NT guidelines and number of disciplinary cases taken against officials who failed to comply.

Purpose/Importance To assess the level of compliance with legislation, regulations and accounting standardsSource/Collection of Data Audited annual financial statementsMethod of Calculation Number of invoices paid within 30 days divided by the number of valid invoices received on

a monthly basisData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle MonthlyNew Indicator YesDesired Performance 100% of valid invoices paid within 30 days or disciplinary action taken in 100% of cases

where invoices are not paid within 30 daysIndicator Responsibility Chief Financial Officer

Indicator Descriptors Programme 2: National Planning Commission (NPC) Secretariat


Indicator Title 1. Number of research reports initiated in support of the implementation of the NDP

Short Definition Conduct research to support of long term trends in planning and implementation of the NDPPurpose/Importance To undertake research to recommend improvements to Government, inform policy and long

term planningSource/Collection of Data Report completedMethod of Calculation Simple countData Limitations The delays in the approval processType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator YesDesired Performance Research reports produced on the implementation of the NDPIndicator Responsibility Secretary for National Planning

Indicator Title 2. Number of stakeholder engagement report

Short Definition Recording the stakeholder engagement activities of the NPCPurpose/Importance To record the work of the NPC in supporting the implementation of the NDP through mobilising

stakeholders to implement the NDP in their own sectorsSource/Collection of Data Engagement activity reports on public engagementsMethod of Calculation Simple countData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance Produce engagements reports on stakeholder engagements and the work of the NPC on the

NDPIndicator Responsibility Secretary for National Planning


68

Indicator Title 3. Number of NPC Plenaries

Short Definition The NPC Plenaries are meeting of the National Planning Commission. This includes all the meetings of the work streams and the task teams.

Purpose/Importance To assist with the advancement of the implementation of the NDP.Source/Collection of Data Minutes of meetings and attendance registersMethod of Calculation Simple count of number of plenaries heldData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator YesDesired Performance 10 NPC plenary meetings, work streams and task teamsIndicator Responsibility Deputy Secretary for National Planning

Indicator Title 4. Annual report on the work of the NPC

Short Definition Report on the annual work of the national planning commissionPurpose/Importance To measure progress on the implementation of the work of NPC Source/Collection of Data Annual Report 2018/19 and quarterly progress reports on work of work streamsMethod of Calculation Simple count and verification of the Annual reportData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance Production of the NPC Annual Report Indicator Responsibility Deputy Secretary for National Planning

Indicator Title 5. Number of reports and partnerships on the implementation of regional (SADC:RISDP), continental (Agenda 2063) and international (SDGs) engagements

Short Definition Coordination of the work on global, continental and regional development i.e. SDGs, Agenda 2063, SADC and NDP

Purpose/Importance To coordinate the work on the implementation on global, continental and regional development pertaining to the long-term development of the country

Source/Collection of Data MoU, Cabinet approved Framework, TORs and Report on Voluntary national reviewMethod of Calculation Simple count of number of global, continental and regional engagementsType of Indicator OutputCalculation Type CumulativeNew Indicator YesDesired Performance Submission of quarterly reportsIndicator Responsibility Deputy Secretary for National Planning


69

2) Indicator Descriptors Programme 2: National Planning Coordination

Programme Objectives

Objective Title 1. Results based planning institutionalised in the national and provincial sphere of government

Objective Statement Results based planning institutionalised in the national and provincial sphere of government through the revision and roll out of the framework for medium term planning and ensuring alignment of medium term plans to government outcomes.

Purpose/Importance To ensure that medium term planning in government is aligned to the MTSF and NDP priorities.

Source/Collection of Data Approved revised Framework for Medium Term PlanningMethod of Calculation Simple countData Limitations None Type of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Objective NoDesired Performance Roll out of the Framework for Medium Term Planning implemented by the 2019/20 financial

year.Objective Responsibility Head: National Planning Coordination


Indicator Title 1. Integrated Development Planning Bill developed

Short Definition The integrated development planning Bill will provide the legal basis for long, medium and short term planning in Government.

Purpose/Importance The Bill will contribute towards the institutionalisation of planning across national, provincial and local spheres of government.

Source/Collection of Data Integrated Development Planning Bill




Calculation Type Non-Cumulative


New Indicator Yes

Desired Performance Integrated Development Planning Bill submitted to Cabinet for approval

Indicator Responsibility DDG Planning coordination


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Indicator Title 2. NDP 5-Year Implementation Plan approved

Short Definition The NDP 5-Year Implementation Plan is a 5-Year Medium Term Plan that facilitates the operation-alisation of the NDP priorities.

Purpose/Importance To craft an indicative medium term roadmap; which will be the basis for developing 5-Year institutional plans that will guide the realisation of the NDP objectives over the remaining period before 2030

Source/Collection of Data Cabinet approval of the NDP 5-Year Implementation Plan.



Type of Indicator Output indicator



New Indicator Yes

Desired Performance NDP 5-Year Implementation Plan submitted to Cabinet for approval

Indicator Responsibility DDG Planning coordination

Indicator Title 3. Number of consultation sessions on the NSDF

Short Definition Create awareness on the draft NSDF to solicit inputs for refinement of the NSDF

Purpose/Importance To enhance spatial coordination at a national level and coordinate Provincial and Municipal spatial development frameworks

Source/Collection of Data Proof of Submission to Cabinet and attendance registers from consultations/ engagements and consultation reports






New Indicator No

Desired Performance Conduct 10 consultations on the draft NSDF

Indicator Responsibility DDG: Planning Coordination

Indicator Title 4. Annual Budget Prioritisation Framework produced for the Medium Term Expenditure committee

Short Definition Annual Budget Prioritisation Framework developed, outlining the priorities of Government to inform revision of plans and budgets

Purpose/Importance Clearly communicate Government priorities for incorporation in budget deliberations and processes to ensure plan-budget alignment and effective implementation of the National Development Plan and approved by Cabinet

Source/Collection of Data Approved Budget Prioritization FrameworkMethod of Calculation Simple countData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance Annual Budget prioritisation Framework finalized and approved by Cabinet by 30 April 2019Indicator Responsibility Head: National Planning Coordination


71

Indicator Title 5. Percentage of assessment reports on the second draft Annual Performance Plans provided to National Departments by 31 January 2020

Short Definition A report that provides information on the assessment of the second draft national APP. The assessment is based on technical compliance with the framework for Strategic and Annual Performance Plans and alignment to the MTSF

Purpose/Importance To improve medium term planning within national departments and ensure that credible Strategic and Annual Performance Plans are developed in order to accelerate service delivery

Source/Collection of Data Assessment reportsSigned letters by DG and e-mail sent to national departments

Method of Calculation Simple countData Limitations Non-submission of Annual Performance Plans by national departmentsType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance Assessment reports by 31 January 2020 of 100% of APPs receivedIndicator Responsibility Chief Director: Planning Alignment

Indicator Title 6. Percentage of assessment reports on the second draft Annual Performance Plans provided to Offices of the Premier by 31 January 2020

Short Definition A report that provides information on the assessment of the provincial second draft revised Strategic and Annual Performance Plans. The assessment is based on the technical compliance with the framework for Strategic and Annual Performance Plans and alignment to the MTSF

Purpose/Importance To improve medium term planning within provincial departments and ensure that credible Strategic and Annual Performance Plans are developed in order to accelerate service delivery

Source/Collection of Data Assessment reportsSigned letters by DG and email sent to Offices of the Premier


Data Limitations Non-submission of Strategic Plans and Annual Performance Plans by Offices of the Premier




New Indicator No

Desired Performance Assessment reports by 31 January 2020 of 100% of APPs received

Indicator Responsibility Chief Director: Planning Alignment

Indicator Title 7. Quarterly Performance Reporting Guideline issued to all National Departments

Short Definition QPR Guidelines outlining reporting dates, roles and responsibilities and quarterly reporting processes for national departments

Purpose/Importance To improve compliance, accountability and institutionalise reporting against the Annual Performance Plans within national departments

Source/Collection of Data Email with attached QPR Guideline sent to national departments






New Indicator No

Desired Performance 1 Guideline issued by 15 May 2019

Indicator Responsibility Chief Director: Planning Alignment


72

Indicator Title 8. Quarterly Performance Reporting Guideline issued to all Office of the Premier by 15 May 2019

Short Definition QPR Guidelines outlining reporting dates, roles and responsibilities and quarterly reporting processes for provincial departments

Purpose/Importance To improve compliance, accountability and institutionalise reporting against the Annual Performance Plans within provincial department

Source/Collection of Data Email with attached QPR Guidelines sent to all Offices of the PremierMethod of Calculation Simple countData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance 1 Guideline issued to all Offices of the Premier by 15 May 2019Indicator Responsibility Chief Director: Planning Alignment

3) Indicator Descriptors Programme 3: Sector Monitoring Services

Strategic Objectives

Objective Title 1. To support Initiatives undertaken to unblock problems and accelerate implementation in key sectors of the economy and service delivery

Objective Statement Initiatives undertaken to unblock problems and accelerate implementation

Purpose/Importance Unblock identified blockages to support implementation and implement intervention strategies and plans in key priority areas

Source/Collection of Data Operation Phakisa website

Method of Calculation Simple countData Limitations NoneType of Objective OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Objective NoDesired Performance Facilitate initiatives and interventions aimed at unblocking problems, and service delivery and

catalyse improvements in identified areasObjective Responsibility Head: Sector Planning and Monitoring


Indicator Title 1. Closeout performance report produced on the 14 priority outcomes

Short Definition Monitoring reports measure progress against target set in each outcome and are used to inform the new Monitoring Plan

Purpose/Importance To inform EXCO on progress with the implementation of the outcomesSource/Collection of Data 1 closeout report produced on the 14 priority outcomesMethod of Calculation Simple count of the reportsData Limitations Risk of departments providing wrong dataType of Indicator Output

Calculation Type None-cumulativeReporting Cycle AnnualNew Indicator YesDesired Performance MTSF 2014/2019 report on all outcomes produced by June 2019Indicator Responsibility DDG: Sector Monitoring


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Indicator Title 2. Approved MTSF Monitoring FrameworkShort Description Approved NDP 5 Year Monitoring Plan (2019 – 2024) produced to monitor the implementation

of NDP Purpose To improve government performance on through the implementation of the outcomes systemSource / Collection of Data 5 Year NDP PlanMethod of calculation 1 NDP 5-Year monitoring plan and reportData Limitation None Type of indicator OutputCalculation Type Non-Cumulative Reporting Cycle Annual New Objective YesDesired Performance NPD 5-Year Monitoring Plan Submitted to Cabinet for approvalIndicator responsibility DDG: Sector Monitoring Branch

Indicator Title 3. MTSF 2019 – 24 monitoring reports submitted to Cabinet.

Short Definition Monitoring reports measure progress against target set in each outcome and are used to inform the relevant Cabinet Committees to enable them to take the appropriate actions

Purpose/Importance To inform Cabinet on progress with the implementation of the outcomes

Source/Collection of Data 14 monitoring progress reports and proof of submission to Cabinet

Method of Calculation Simple count of the reports

Data Limitations Risk of departments providing wrong data



Reporting Cycle Bi-annually

New Indicator No

Desired Performance MTSF report on all outcomes submitted in June and November

Indicator Responsibility DDG: Sector Monitoring

Indicator Title 4. Revised POA guidelines produced.

Short Definition Guidelines for the POA Monitoring System reviewed and updated annually

Purpose/Importance These guideless provide guidance to Outcome Coordinating Departments that are responsible for tracking progress towards the NDP2030, and assist them to track progress with the implementa-tion of the NDP 2030 through the Medium Term Strategic Framework (MTSF). The guidelines specify the reporting requirements and reporting timeframes

Source/Collection of Data Copy of the approved guidelines reflecting appropriate authorisation

Method of Calculation None



Calculation Type Not Applicable

Reporting Cycle Guidelines produced annually, implemented quarterly

New Indicator Yes

Desired Performance Guidelines to be approved by June every year

Indicator Responsibility DDG: Sector Monitoring


74

Indicator Title 5. Pro-forma Performance agreements of Ministers and Deputy Ministers submitted to The Presidency.

Short Definition Development of Performance Agreements for Ministers and Deputy Ministers and submitted to Presidency.

Purpose/Importance To ensure that performance agreements of the Minister and Deputy Minister are aligned to government priorities and to monitor progress against the priority actions and targets in the agreements

Source/Collection of Data NDP 2030 and DPME 5-year NDP: 2019 – 2024.






New Indicator Yes

Desired Performance Performance Agreements for Minister and Deputy Ministers produced and submitted to the President.

Indicator Responsibility DDG: Sector Monitoring Services.

Indicator Title 6. Review reports on alignment of strategic plans and APPs of national and provincial departments with MTSF priorities”

Short Definition Assess the alignment of the Strategic Plans for National and Provincial departments.

Purpose/Importance To ensure that National and Provincial departments targets addresses the MTSF priorities and accelerates the implementation of the MTSF priorities.

Source/Collection of Data NDP 2030, DPME 5-year NDP: 2019 – 2024, National and Provincial Departments Strate-gic Plans and APPs.






New Indicator Yes

Desired Performance Produce review report on the alignment of the Strategic Plans and APPs for National and Provin-cial departments.

Indicator Responsibility DDG: Sector Monitoring Services.

Indicator Title 7. Number of Operation Phakisa reports encompassing progress of delivery labsShort Definition Support the development and implementation of detailed 3-feet plans in key priority areasPurpose/Importance To provide regular feedback to the all stakeholders as well as the general public on the imple-

mentation progress on Lab initiativesSource/Collection of Data Delivery labs progress reportsMethod of Calculation Simple count of the number of reportsData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance One comprehensive Operation Phakisa Progress Report produced quarterly, encompassing

progress of delivery LabsIndicator Responsibility Chief Director: Operation Phakisa– Sector Monitoring Branch


75

Indicator Title 8. Number of progress reports on Special Presidential Package of Mining Towns and labour sending areas

Short Definition Reports on mining towns to assess progress on the outcomes defined in the Special Presiden-tial Package of Mining Towns and labour sending areas

Purpose/Importance To advise political principals on stakeholders on issues relating to distressed mining towns and labour sending areas, DPME Minister coordinates the IMC on the Revitalizing of distressed mining communities

Source/Collection of Data Progress report on each of the Special Presidential Package of Mining Towns and labour sending areas

Method of Calculation Simple countData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance Produce 3 reports on the status of mining towns and labour sending areas submitted to the

Minister updating him on progress.Indicator Responsibility Chief Director: Revitalization of Distressed Mining Towns– Sector Monitoring Branch

Indicator Title 9. Number of LGMIM self- assessments completedShort Definition Number of municipalities which submitted completed LGMIM initial self-assessmentsPurpose/Importance To assess the level of compliance by participating municipalities in terms of selected

management practicesSource/Collection of Data LGMIM web-based assessment tool

Method of Calculation Simple count of the number of completed LGMIM self-assessment completed on the LGMIM web system by end of the financial year

Data Limitations Completeness of information informing the assessments as received from municipalitiesType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance Produce 30 self-assessments by end of financial yearIndicator Responsibility Head: Local Government and Human Settlements – Sector Monitoring Branch

Indicator Title 10.Number of LGMIM improvement plans completedShort Definition Number of municipalities which submitted completed LGMIM improvement plansPurpose/Importance To facilitate improvement plans to be developed in targeted municipalities to address gaps

identified in management practices through the LGMIM assessmentSource/Collection of Data LGMIM web-based assessment tool

Method of Calculation Simple count of the number of completed LGMIM improvement plans completed on the LGMIM web system by end of the financial year

Data Limitations Completeness of information informing the assessments as received from municipalitiesType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance Produce 6 improvement plans by end of financial yearIndicator Responsibility Head: Local Government and Human Settlements: – Sector Monitoring Branch


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4) Indicator Descriptors Programme 4: Public Sector Monitoring and Capacity Development

Strategic Objectives

Objective Title 1. To support initiatives undertaken to unblock problems and accelerate implementation of good management practices

Objective Statement Facilitate assessment and provide support to build technical and workplace capabilities to deliver on government priorities

Purpose/Importance To support long, medium and short term sector planning functions and monitor, facilitate, support implementation and implement intervention strategies and plans in key priority areas

Source/Collection of Data Data from assessment tools and reports of assessmentsMethod of Calculation Simple count and data drawn from analysis of reportsData Limitations NoneType of Indicator OutputCalculation Type Simple countReporting Cycle AnnuallyNew Objective NoDesired Performance Develop and use appropriate tools to monitor state of compliance with management

practices annually in the three spheres of governmentObjective Responsibility Head: Public Sector Monitoring and Evaluation


Targets and Indicators

1. Public Service Monitoring and Support

Indicator Title 1. Annual outlook and review report on national and provincial departments developed

Short Definition A report to assess the capabilities of all national and provincial departments based on selected key indicators

Purpose/Importance The analysis in the report should indicate some signals where there might be insuf-ficient capabilities, which can potentially influence the performance of the public service.

Source/Collection of Data Annual reports analysis


Data Limitations Uptake by provincial Offices of the Premier to collect data to inform the report



Reporting Cycle Bi-annual

New Indicator No

Desired Performance Annual outlook and review report on National and Provincial departmental perfor-mance assessment

Indicator Responsibility Chief Director: Public Service Monitoring and Support


77

Indicator Title 2. Integrated report on the state of public entities governance

Short Definition Provision of analysis of performance of selected

Purpose/Importance To provide analysis report on performance on selected SOE and identify those SOEs that might be in need of support intervention

Source/Collection of Data Governance framework used by overseeing departments


Data Limitations Uptake by mother departments to use the governance framework




New Indicator No

Desired Performance Integrated Report on the state of public entities


Indicator Title 3. A report on the submission of PA for HoDs in national and provincial government departments and components

Short Definition Quality assured performance agreements based on the HoD PMDS and guidelines for alignment

Purpose/Importance To monitor and measure quality of all performance agreements based on the HoD PMDS guidelines

Source/Collection of Data Performance Agreements data received

Method of Calculation Approved report on national and DGs in the Offices of Premier by DPME DG

Data Limitations Capacity constraints could possibly contribute to the none achievement of the output and delays in submission of Performance Agreement by EAs and HoDs




New Indicator No

Desired Performance 1 report on the submission of performance agreements received


Indicator Title 4. Establishment of the Office of the Head of Public Administration supported

Short Definition Office of the Head of Public Administration established in the Presidency

Purpose/Importance To provide leadership in terms of managing the career incidence and performance of Heads of Departments as per the National Development Plan (Chapter 13) and MTSF Priority 6,

Source/Collection of Data Strategy document

Method of Calculation Simple calculation




Reporting Cycle Annual (30 September 2019)

New Indicator Yes

Desired Performance Implementation strategy developed by 30 September 2019

Indicator Responsibility Chief Director; Public Service Monitoring and SupportFrontline Monitoring


78

Indicator Title 5. Number of analytical reports on 30 day payments produced.

Short Definition Quarterly report analysing progress made on payment of supplier produced

Purpose/Importance To report on progress made by departments and trends on payment of suppliers within 30 days

Source/Collection of Data Analytical reports made


Data Limitations Timely submission of quarterly reports by the National Treasury




New Indicator No

Desired Performance Quarterly reports that provide an analysis of progress made by departments to sup-pliers within 30 days of receipt of an invoice


PM&E Capacity Development

Indicator Title 6. Number of overview reports on the status of frontline performance and service delivery

Short Definition Frontline monitoring overview report is defined as a performance status of frontline service delivery.

Purpose/Importance To provide on-site evidence of the status of service delivery and to support service delivery improvement

Source/Collection of Data Monitoring reports

Method of Calculation Monitoring report logged on FSDM system





New Indicator Yes

Desired Performance 1

Indicator Responsibility Head: Frontline Monitoring and Support

Indicator Title 7. A plan to facilitate citizen engagement developed

Short Definition Citizen engagement plan linked to frontline service delivery monitoring and support

Purpose/Importance Citizen engagement crucial for participatory democracy and building trust between the state and citizens as per NDP Chapters 13 and 14

Source/Collection of Data Copies of the plan and the report




Calculation Type Simple count

Reporting Cycle Bi-annually

New Indicator Yes

Desired Performance Plan developed by 30 September 2019

Indicator Responsibility Head: Frontline Monitoring and Support


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Indicator Title 8. Implementation model for Priority 6 on “A capable, ethical and developmental state” designed

Short Definition MTSF (2019-2024) Priority 6: A capable, ethical and developmental state

Purpose/Importance Contribution of DPME in terms of driving implementation of MTSF (2019-2024) Priority 6: A capable, ethical and developmental state

Source/Collection of Data Copy of the implementation model document




Calculation Type Simple count

Reporting Cycle Annual (30 September 2019)

New Indicator Yes

Desired Performance Implementation model developed by 30 September 2020

Indicator Responsibility Acting DDG: Public Sector Monitoring and Capacity Development

Indicator Title 9. Percentage of targets in the PM&E Capacity Development Plan achieved

Short Definition A comprehensive M&E capacity development plan covering priority projects for this year

Purpose/Importance To create a strategic and coordinated approach to PM&E capacity development across government

Source/Collection of Data Regular reports against the Capacity Development Plan as submitted through the DPME APP Electronic Reporting System. Original data is sourced from the individual project reports

Method of Calculation Number of targets achieved in the PM&E Capacity Development Plan expressed as a percentage of total targets





New Indicator No

Desired Performance Achieve 85% of targets in the PM&E Capacity Development Plan

Indicator Responsibility Chief Director: PM&E Capacity Development


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5) Indicator Descriptors programme 5: Evaluation Evidence and Knowledge Systems

Strategic Objectives revised


Targets and IndicatorsIndicator Title 1. A report on training courses provided to government officials to enhance evidence

based policy decision-making processes in government produced.

Short Definition Training of senior managers in evidencePurpose/Importance Senior managers understand why research, data and evaluation evidence is critical for effec-

tive policy and programme performanceSource/Collection of Data Attendance registers of courses and the programmeMethod of Calculation Simple count of the number of sessions conductedData Limitations NoneType of Indicator CumulativeCalculation Type Simple countReporting Cycle Bi-annuallyNew Indicator NoDesired Performance A report on the review of evidence based policy decision-making training programmesIndicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

Indicator Title 2. National Evaluation Plan ProducedShort Definition Approved national evaluation plan to guide the programme of evaluating priority programmesPurpose/Importance To ensure that priority evaluations are conducted on government programmes and policiesSource/Collection of Data Approved plan and Cabinet minutesMethod of Calculation Verification of the existence of approved plan by CabinetData Limitations Access to Cabinet minutes is restrictedType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle Bi-annuallyNew Indicator No (adapted from previous)Desired Performance National Evaluation Plan was not approved by CabinetIndicator Responsibility Head: Evaluation Unit

Indicator Title 3. Number of evaluation reports approved by the Evaluation Steering CommitteeShort Definition Indication of number of completed NEP evaluationsPurpose/Importance Indicates how many evaluations have been completedSource/Collection of Data National evaluation plan and approved evaluation reportsMethod of Calculation Simple count and verification of evaluation reports approved by the Evaluation Steering Com-

mitteeData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator NoDesired Performance 8 evaluation reports approvedIndicator Responsibility Head: Evaluation Unit


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Indicator Title 4. Monitoring report on the implementation of improvement plans on evaluations com-pleted

Short Definition Indication of progress in the implementation of evaluation improvement plansPurpose/Importance To monitor the implementation of evaluation improvement plans on evaluations completedSource/Collection of Data Improvement plans monitoring reportsMethod of Calculation Simple count of improvement plans monitoring reports producedData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle Bi-annuallyNew Indicator No, but indicator revisedDesired Performance Annual Monitoring report on the implementation of improvement plans on evaluations com-

pleted by March 2020Indicator Responsibility Head: Evaluation Unit

Indicator Title 5. Progress report on the implementation of the NEP approvedShort Definition Indication of implementation of the National Evaluation Plan Purpose/Importance To provide an update on the implementation of the National Evaluation PlanSource/Collection of Data Approved progress report by the DG on the implementation of the National Evaluation PlanMethod of Calculation Simple count of number of NEP progress reportData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle Bi-annuallyNew Indicator YesDesired Performance A progress report on the implementation of the NEP produced by 31 March 2020 Indicator Responsibility Head: Evaluation Unit

Indicator Title 6. Number of research assignments completedShort Definition Research assignments completedPurpose/Importance Use research to inform the work of DPMESource/Collection of Data Research reports completedMethod of Calculation Simple count of research assignments completedData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle Bi-annually New Indicator NoDesired Performance 4 Research assignments/papers completed by March 2020Indicator Responsibility Head: Research and Knowledge Management Unit


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Indicator Title 7. Functional Knowledge Management System (KMS) Short Definition A system designed to harvest, store, retrieve and knowledge productsPurpose/Importance To improve access to information for evidence-based decision-making in planning, monitoring

and evaluation.Source/Collection of Data Concept note, system design Method of Calculation Verification of the presence of an integrated knowledge management systemData Limitations NoneType of Indicator Performance indicatorCalculation Type Non-cumulativeReporting Cycle AnnuallyNew Indicator YesDesired Performance Revised Knowledge Hub Business Plan produced by September 2019 systemIndicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

Indicator Title 8. Development Indicators report producedShort Definition Report on selected indicators related to economic and social development in South Africa to

inform the public about the countries progress in meeting the developmental objectives.Purpose/Importance To communicate the country’s progress towards meeting developmental goalsSource/Collection of Data Annual Development Indicators publication booklet and departmental websiteMethod of Calculation Verification of the presence of Annual Development Indicators publication booklet and posting

on The Departmental websiteData Limitations NoneType of Indicator OutputCalculation Type Non-cumulativeReporting Cycle QuarterlyNew Indicator NoDesired Performance Development Indicators 2018 report produced by March 2020Indicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

Indicator Title 9. Number of Data analysis reports producedShort Definition Data analysis reports to support planning, monitoring and evaluation Purpose/Importance Provides data analytical services to support DPME’s workSource/Collection of Data Data analysis reportsMethod of Calculation Simple count of number of data analysis reports producedData Limitations NoneType of Indicator OutputCalculation Type CumulativeReporting Cycle QuarterlyNew Indicator No-RevisedDesired Performance 8 data analysis reports produced for DPMEIndicator Responsibility Head: Data Integration and Analysis Unit


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