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Annual Performance Plan Together we move South Africa forward 2018/19

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Page 1: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

Annual Performance Plan

T o g e t h e r w e m o v e S o u t h A f r i c a f o r w a r d

2018/19

Page 2: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

Department of Planning, Monitoring and EvaluationAnnual Performance Plan 2018/19

DATE OF TABLING: MARCH 2018

The

Dep

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of P

lann

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Mon

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Eva

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Ann

ual P

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ce P

lan

2018

/19

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FOREWORD BY THE MINISTER

The Department of Planning, Monitoring and Evaluation (DPME) mandate is to undertake national planning, monitoring and evaluations focusing on the implementation of the National Development Plan (NDP) in government and the rest of society. The NDP envisions a South Africa where the levels of inequality, joblessness and poverty are reduced. The DPME plays a critical role in ensuring that the NDP vision is put into practice through coordinated and focused planning, monitoring and evaluation. The Annual Performance Plan (APP) 2018-2019 is intended to carry through this vision.

The 2018-2019 APP is informed by the Departmental strategic objectives contained in the revised Strategic Pan 2015-2020. The overall objective of the Department is to improve government outcomes and it’s impact on society. This will be done through effective planning, monitoring and evaluation of government programmes aimed at improving service delivery.

The overall departmental strategic oriented goals are:

• Policies, plans and budget of government departments and entitites are evidence-based, integrated and aligned to the NDP

• Effective monitoring and supervision of implementation of the NDP/ MTSF

• To support the implementation of the NDP/ MTSF by monitoring and improving the capacity of State Institutions to develop and implement plans, and provide services

• To facilitate service delivery improvements through frontline and citizen-based monitoring and effective complaints resolution systems

• Use of evaluation and research to promote evidence based planning and monitoring

• Ensure youth development is mainstreamed across government and society

The Department has conducted an assessment of its performance in the previous and current ��������� ���� �� � ����� � �� ������ ��� ���� �� ��������� ��� ����������� ��� ����������assessments revealed that more still needs to be done to achieve the NDP vision amidst trying economic environment characterised by a stagnant economy and dwindling sources of revenue.

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�������������������� ���������� ������������ �� ���!"��#� �������� �������$�the system of planning, monitoring and evaluation. Some of the weaknesses relate to:

• Disjointedness between sector planning and monitoring which undermine its effectiveness

• Degree to which NDP/MTSF directs government plans/budget as being inadequate

• Poor PM&E and use of evidence affects design and implementation of policies and programmes across government

• Problems are not resolved quickly and there are no intervention mechanisms for sectors in crisis

• %�������$������'�$���� ������ �*��'���� �$��+���� �3�����+����3������'�������4��67��#����'4�%;<���$� �� =����#���

DPME does not have capacity to carry out these functions adequately

Achieving the key NDP/MTSF priorities and outcomes requires strong coordination, strategic �����*��� ����������� ������������������#����������� ������ �� � ��� ��������������2018-2019 are:

• to strengthen its planning functions by transforming it into government-wide integrated �� ��'��#��������'���� ���3������������� ������$�����*���4�

• to rethink the monitoring approach by focusing on key areas of government performance �� ���������� ��*�''� ������ ���� ������ ���4

• ��+���>��'� ��#�����$��#� ����� ��'��� �������������$�� ���#� � ����������������'3����� ����'�����$��#� ���������������� �$� ������?#���� ��*���'�����'����������$�� �4����4

• incrementally create a knowledge and research base to provide data and information to identify risks and long term forecasting, institutionalisation of planning and early detection of potential problems.

Mr Jeff Radebe (MP) Minister in the Presidency for Planning, Monitoring and Evaluation

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The APP 2018/19 of the Department of Planning, Monitoring and Evaluation is compiled with the latest available information to the Department.

For more information, please contact:

<��� �!����

@������ ��;������� ������ ���B����

Department of Planning, Monitoring and Evaluation

Private Bag X944

Pretoria

0001

South Africa

Tel: +27 12 312 0000

6�+L�O�Q����R���VQ�Q

www.dpme.gov.za

RP20/2018

ISBN: 978-0-621-46046-9

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OFFICIAL SIGN-OFF

7 ������*��� ���� �� � ����Z��#���������������������������L

• Was developed by the management of the Department of Planning, Monitoring and Evaluation (DPME) under the guidance of Minister Jeff Radebe

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

• Z��#�� ���]� �� ������������ ��' ����������!"���������$��� ������$3�'�$��the resources made available in the budget for 2018-2019

Mr. Pieter Pretorius: <����6���������;����

!���<��� ���!����L ;��������������*�������������'

Ms Nompumelelo Mpofu: Z���#� ��'�;����

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CONTENTS

6;^"_;^�� �

Abbrreviations 8

1. Updated situational analysis 12

1.1 Performance environment 12

����;�'����� �������$������ � �R

2. Revisions to legislative and other mandates 15

R��;$�$����������=���*#�' �� �#� #������!�"6�� ��� �� �`

R���"+���� #��� ��� �� �`

R���^�� ��'�+���� #�� ����� ��� �� '������� ��'����� ��

4. Programme 1: Administration 21

4.1 Strategic objectives annual targets for 2018/19 22

4.2 Programme Performance Indicators and Annual Targets for 2018/19 and MTEF Targets 26

4.3 Quarterly Targets for 2018/19 32

4.4 Reconciling performance targets with Budget and MTEF 35

V�����'������L�{� �������������'�<������� ���� R`

5.1 Strategic objective annual targets for 2018/19 and medium term targets for 2019/20 – 2020/21 38

5.2 Programme performance indicators and annual targets for 2018/19 39

5.3 Quarterly targets for 2018/19 42

5.4 Reconciling performance targets with the Budget and MTEF 45

6. Programme 3: Sector Monitoring 47

6.1 Strategic objective annual targets for 2018/19 and medium term targets for 2019/20 – 2020/21 48

6.2 Programme performance indicators and annual targets for 2018/19 49

6.3 Quarterly targets for 2018/19 52

6.4 Reconciling performance targets with Budget and MTEF 54

Q�����'�����|L��#*����%� ���!��� ����'�����<����� ��$����� � V`

7.1 Strategic objective for 2018/19 and medium term targets for 2019/20 – 2021/22 57

7.2 Programme performance indicators and annual targets 58

7.3 Quarterly targets for 2018/19 60

7.4 Reconciling performance targets with Budget and MTEF 61

8. Programme 5: Frontline Monitoring 63

8.1 Strategic objectives for 2018/19 and medium term targets for 2015-2020 64

8.2 Programme performance indicators and targets for 2018/19 65

8.3 Quarterly targets 2018/19 66

8.4 Reconciling performance targets with Budget and MTEF 67

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9. Programme 6: Evidence and Knowledge Systems 69

9.1 Strategic objective for 2018/19 and medium term targets for 2019/20 – 2020/21 70

9.2 Programme performance indicators and annual targets for 2018/19 71

9.3 Quarterly indicators and targets for 2018/19 76

9.4 Reconciling performance targets with Budget and MTEF 79

10. Programme 7: Youth Development 81

10.1 Strategic objective for 2018/19 and medium term targets for 2019/20 – 2020/21 82

10.2 Programme Performance Indicators and Annual Targets for 2018/19 and MTEF Targets 83

10.3 Programme Performance Indicator Quarterly Targets (2017/18) 84

10.4 Reconciling performance targets with Budget and MTEF 85

11. Links to long term infrastructure and other capital assets 87

����<���� ������'��� �� �Q

13. Public entities 87

14. Public private partnerships 87

�V��Z��+#����^$����% �� '��������� �� '������� ��'�������������=��� ��

Programme 1: Administration 88

���'������L�{� �������������'�<������� ���� ��

Programme 3: Sector Monitoring 90

���'�����|L���#*����%� ���!��� ����'�����<����� ��$����� � ��

Programme 5: Frontline Monitoring 92

Programme 6: Evidence and Knowledge Systems 92

Programme 7: Youth Development 93

�`���Z��+#���L�7����� ��������� ���� �V

Programme 1: Administration 98

Programme 2: National Planning 105

Programme 3: Sector Monitoring 111

���'�����|L��#*����%� ���!��� ����'�����<����� � ��`

Programme 5: Frontline Monitoring 119

Programme 6: Evidence and Knowledge Systems 123

Programme 7: Youth Development 129

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LIST OF ABBREVIATIONS/ACRONYMS

ZB%Z� �Z#�� ���B��������%�# ��Z�����

APP Annual Performance Plan

BBBEE Broad Based Black Economic Empowerment

<�!� �<� �>��*����!��� ����'

<6;� �<����6���������;����

DFI Development Finance Institutions

�B� ���� ���B����

�7^<;� ���� �� ����7� ��� ������^�� ���������<����� ���

DPME Department of Planning Monitoring and Evaluation

DPSA Department of Public Service and Administration

EU European Union

6;%Z�� 6��#�����%�# ��Z����������� ����B����

B7%� �B�'�������7������ ����%� �

B_!�"� B�$���� �_���!��� ����'�����"$��#� ���

@;�� �@���������� ��

@%^<� �@#����%������^������<�#����

IPM&E Institutional Performance Monitoring and Evaluation

KPI Key Performance Indicator

�B!7!� ������B�$���� �!���'�� ��7����$�� �!����

MAT Municipal Assessment Tool

!"<� �!�*�����"+�# �$�<�#����

M&E Monitoring and Evaluation

MPAT Management Performance Assessment Tool

!�"6� �!��#������"+���� #��6�������

MTSF Medium Term Strategic Framework

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NDP National Development Plan

{�<� �{� �������������'�<���������

NSDF National Spatial Development Framework

NYDA National Youth Development Agency

;�%<� �;������� ���#*����%�$���<���������

PA’s Performance Agreements

�<<� ������� ���<������� ��'�<�#����

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

SASSA South African Social Security Agency

%<!� �%#����<�����!���'��

SDIP Service Delivery Improvement Plan

SITA State Information Technology Agency

SMME Small Medium and Micro Enterprises

%;<� �% � ��������������

%;"� �% � ������� ������

SPLUMA Spacial Planning and Land Use Management Act

STATS SA Statistics South Africa

TR Treasury Regulations

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STRATEGIC OVERVIEW

PART A:

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The Department conducted its annual planning during 2017. The planning process involved the review of current and past performances, the mandate, current strengths and weaknesses as well as opportunities and ��� ������+������#����� ����� ����� ���� ������� �������$������� �������$�������������� ����������������������������*������

1.1 Performance environment ��� ���������� �$������ � ��� ��!"� ��� ������ ��>�� *� �� +������'� ����� � ������'� ����� ����� � # �����������'�� ������������'3����� ����'�����$��#� ������!�"���#�� �����������'� ���+�� � �������������� ��������������������� ���� ����������#����������� �������� �������+�� � ������?#������!"� ������ �� ��������� �������������������$��� �� '��� ��������� �� ��+������'������ �����+�� � ��������� ����������

;����� ����������'���!"��������� ��� ��� ������ �����?#��� �������� ��������� ��� ���!�"������ �and capacity to effectively carry out the mandate. To respond to these challenges, DPME has initiated a process to create an enabling legislation to guide its work and to create capacity to positively impact on the performance of government.

��������$������ ������������'���� �����������������'3����� ����'3�$��#� ���������# ���$����� �functions are discussed below:

1.1.1 PlanningPlanning is central to the achievements of government objectives of reducing poverty, inequality and #������� �����# �������� ��{�������� ��' ���� ���������'��#�� ���3���!"�������� ���� ����������'�key drivers:

• Review and capacitate the organisational structure for the planning function• Strengthen the use of data by working with Stats SA and other institutions to improve

evidence based planning and forecasting • Finalise the development of PM&E legislation • Speed up the transfer of the Spatial Planning and Land Use Management Act, 2013

�Z� �{����`�;�����R��%���!Z���#�� ���� ����!"• Firm up the NSDF as envisaged in the NDP• ���$����� �$���� ���� ��#���� � �� ��{�<• Institutionalise the process for the development of a Budget Prioritisation Framework

to support NDP goals

1.1.2 MonitoringMonitoring of government programmes is critical for the assessment of progress being made in the attainment of government objectives of reducing poverty, inequality and unemployment. • Review of the MTSF by reducing the number of indicators being monitored to improve focus and impact • "+ � � �����#��������� ����'� ��������#�����L�

��!����'���'� ���������'�����*����� ���� - Development Finance Institutions (DFIs)- to determine where is the investment are being made ��% � �;����"� ��������%;"�������#��� �� - Budget allocations by National Treasury

• Develop position papers on observations from monitoring and evaluation work and make submissions to cabinet with concrete proposals for interventions

• �$��������������� ���#���� � ����������7� ��!���� �����<���� ���7!<�• ����� ������� �� ���#'��6��� ����!��� ����'3������� ����@� ���3�%�����������<� �>��*����

monitoring to strengthen reporting and accountability

1.1.3 Evaluation, Evidence and Knowledge SystemsEvaluation is critical for understanding in-depth how government policies and programmes are working, the impact they are having and how they can be strengthened. DPME is the custodian of the National Evaluation System, which involves evaluations of important national programmes under the National Evaluation Plan, important provincial programmes under the Provincial Evaluation Plan, and the system of departmental evaluation plans is now becoming well established.

1. UPDATED SITUATIONAL ANALYSIS

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%�+ ��$���`Q���� ������$��#� ������������� �����#��������Z���� �� ���� ��*�� ��' ����include:

• Implementation of improvement plans

• Strengthening the capacity development of government departments

Research, data and knowledge management, are critical components in serving the internal needs of DPME PM&E functions. A key project is the establishment of a Knowledge Hub which some preparatory work has been done. Key issues that need to be addressed are:

• Developing a knowledge management system for DPME

• Widening the use internally in DPME of a range of evidence

• _�����'�+ ����������� ����!"�$�����

• Strengthening the access to and use of evidence in PM&E through collaboration with Stats SA

• <�� ��#��'� ����������� ��#�����$�����*�'�$����

1.1.4 Youth Development and Empowerment B�$���� � ���� ������ ���� �# �� �$����� � ���� ������� � �� ����� �� ������'�� �����'� �#�'�people. Key amongst these challenges are high rate of unemployment, drug and substance abuse and lack ��������� ���#�� ����*��#�'������������������#����������!"�����#��� ���� �#� #���'�+�����to create capacity to centrally coordinate and ensure mainstreaming of youth development in the country. ����������������#����� ���������# ���$����� ���� �L• Develop youth legislation and a framework for youth development to ensure mainstreaming of youth

development.• Develop a framework for monitoring youth development in the country 1.1.5 Communication<�*�� � �����$�� �� {��� <���#���� ����� % �� '� �� *� # ������ *� ���� '�$���� � ���� �� �� ����implementing agencies. The objective of the communications strategy is to ensure a uniform communication approach across all spheres of government and to emphasise that the NDP guides government developmental agenda. The Key focus will be to:

• Market and communicate the NDP to ensure societal support

• Effectively communicate the PM&E work of the Department

1.2 Organisational environment�#���'� ��% �� '�̂ $���+�����������`=�Q3� ����'����� �����������'�� �����*����#��� ��*�����?#� �to respond to the service delivery challenges that the Department has to respond to. The organisational ����'#�� ���� ���� ������ � �?#���� �� ��� �� ���� �� � ��� ��#��� �� *� ����?#� �� ��!"� ��� ������$������� ����$����������'������<�������� ��'����� �� �� ��$����� ������������� ���'���� � ���|�priority outcomes of government. Limited validation done through Frontline Monitoring, Presidential Hotline ����%����������'������ ��� ���#����� ������������ �����'����� �������������3���!"������� �$����organisational structure, which has been approved to respond to achieve it’s strategic outcomes. The operating ����� ������'����� ������ � �#� #����� ������ �� ������ *� ������ �� ��� ����������� �������=����"�������������*���������'� ������ ��'������������� ��'��?#��� ������� �*����#� ��'���� ������������ ��implement, monitor and evaluate government programmes.

6��� ������������������=��3� ���������� ������ �� ������'��������������'� �� ����������'�programmes:

Programme Sub-Programme

1. Administration

Purpose: Provide strategic leadership, management and support services to The Department

1.1 Ministry �#����L����$���+�# �$��#���� � ������ ���������������

1.2 Departmental ManagementPurpose: Provide strategic leadership and management to The Department

��R�<������ �%�$��������6���������Z������ �� ����#����L�^����������� ���$������������������������ �� ���� �����Department

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Programme Sub-Programme

2. National Planning <������� ���

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

����!���'�� L�{� �������������'�<������� ���Purpose: Provide programme management and support services to the programme ���� ��{� �������������'�<���������

�����������'�<������� ���Purpose: Develop and implement planning frameworks and facilitate the alignment of the planning and budgeting functions across government and in The Department.

2.3 Socio Economic Impact Assessment System�#����L�<���#� �������������������� �������� �

3. Sector Planning and Monitoring

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

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

3.2 Sector Planning, Monitoring and Intervention SupportPurpose: Support sector planning functions. Ensure government policy alignment in � ��'������6����� � 3��#���� ��������� ��� �������� � ��������� ��������4��������intervention strategies in priority areas.

4. Public Sector Monitoring ����<����� ��$�����

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.

|���!���'�� L��#*����%� ���!��� ����'�����<����� ��$����� Purpose: Provide management and support services to the programme

|����#*����%� ���<����� ��$����� �#����L�<������� ������� ��$����� ����'������ ����#�� ����� �$�development and application of planning, monitoring and evaluation policies, tools, systems and guidelines

|�R��#*����%�$�������������B�$���� �!��� ����'�����%#���� Purpose: Review, monitor and support the implementation of the medium term strategic framework’s outcomes 9 and 12. Develop and implement intervention strategies and programmes, as required

V��6��� ��������<� �>�������Service Delivery Monitoring

Purpose: Facilitate service delivery improvements through frontline and citizen-based monitoring and effective complaints resolution systems

V���!���'�� L�6��� ��������<� �>�������%�$������$��!��� ����'Purpose: Provide management and support services to the programme

V���6��� ��������<� �>��*����%�$������$��!��� ����'�����<������� ��Resolution�#����L�"+��������� �������� ����'3��� �>����������#�� ����� ����'�����complaints resolution systems capable of verifying government performance and implementing strategic interventions to improve performance

Page 16: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

The

Dep

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Ann

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15

Programme Sub-Programme

6. Evidence and Knowledge Systems

�#����L�<������� �����support the generation, collation, accessibility and timely use of quality evidence to support performance monitoring and evaluation across government

6.1 Management: Evidence and Knowledge Systems Purpose: Provide management and support services to the programme

6.2 Evaluation, Research, Knowledge and Data Systems Purpose: Provide evaluation, research, knowledge management and data integration and analysis services

7. National Youth Development

�#����L�;$����# ��development policy and its implementation. Transfer funds to the National Youth Development Agency.

7.1 Management: National Youth DevelopmentPurpose: Provide management and support services to the programme

7.2 Youth Development ProgrammesPurpose: Facilitate the development and implementation of national youth strategies and policies

7.3 National Youth Development Agency �#����L�;$������� ��������#���� �� ��{� ��������# ���$����� �Z'���

2. REVISIONS TO LEGISLATIVE AND OTHER MANDATESDPME was established after the 2014 national elections through the merger between Department of Performance Monitoring and Evaluation and the National Planning Secretariat to become the Department of Planning, Monitoring ����"$��#� ���� ���#'���������� ����|Q�����#�����|������� ���� �����Q���� ��%�# ��Z�������<��� � # �������!"������� ���$����������� �*������ ��'���� ����*# ������� ������� ������ ����������'L�

The above programme strcutures will be revised in the outer years to align with the approved organisational structure. The revised structure will be implemented, in phases, over the MTEF in line with the baseline allocations.

Legislation/policy

������<��� � # ������� ��^�#*�������%�# ��Z�����3����`

2. Proclamation no.47 of 2014

R��{� �������$����� ��������R����;#���# #������� ������������

|��B�����������{� ������% �� '����������'�������

5. Framework for Strategic Plans and Annual Performance Plans

`��������������������� ��B�$���� �����!��� ����'�����"$��#� ����%� ������Q

Q��7����$��'�B�$���� ����������L�;#��Z���������������

���<�*�� ���������

As indicated in section 1 above, DPME is currently in the process of drafting an enabling PM&E legislation to institutionalise it’s mandate. The proposed legislation will be processed through Parliament during 2018.

Page 17: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

16

3. OVERVIEW OF 2018/19 BUDGET STRUCTURE AND MTEF ESTIMATES

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Page 18: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 19: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

18

������� �� ���� ��*# �� ���# ���������������� 3���� �$������$����� ����� ���#*������$�������government’s 2014-2019 Medium-term Strategic Framework. The priorities of the Department include coordinating and supporting the planning functions across government to enhance greater policy and planning coherence of ���� � ����������#�� �� ���'� ���'����4����� ����'� �� ������ � ������� ��{� �������$����� �������{��������!��#�� ���% �� '���6�������3������$��'� �������� ����% � �7�� � # ����4�����#� ��'�$��#� �����and developing intervention programmes to support service delivery. In addition to providing entity oversight over the National Youth Development Agency, the Department is responsible for ensuring that youth development is entrenched in the work of government through instruments such as Annual Performance Plans and Budget Prioritisation.

During 2017/18, the Department continued consultations with the Department of Public Service and Administration on its revised organisational structure and has commenced with recruitment. It is envisaged that �� ����� ��'����� ������ � �#� #�� ����� *� �#��� ������ �� �#���'� �� ����=��� ��������� ���� ���� �#�*�� ���permanent posts will remain unchanged at 436 over the 2018 MTEF period with the budget for compensation ��� ������ ��������'� ����� ^�|R�Q� �������� ��� ���Q=��� �� ^R`��`� �������� ��� ����=���� ;$����� +���� #�� ���projected to increase from R898.5 million in 2017/18 to R1.057 billion in 2020/21.

Improving and strengthening government planning and coordinationThe key focus area for the Department over the medium term is to strengthen its planning functions by transforming it into government-wide integrated system that is evidence based. In addition, the Department will continue conducting assessments on the Strategic and Annual Performance Plans of national departments to ensure its alignment with the priorities of the NDP. The Department will also, in consultation with the National Treasury, ���#���� �$���� �� *#�' ������ � ����� �� ���'�� �� ������ ������� ��������� ���#���� �� '�$���� � ��$������$�������� ���������� �$� ������*#�' ��������� ���������'�<������� ����%#*����'�������� ��{� �������������'�<������� �������'������"+���� #����� ��%#*����'��������+�� �� ��������������^�������������in 2017/18 to R50.6 million in 2020/21.

Enhancing and planning coherence sector monitoring of short-term and medium to long term goals

The Department will continue to review, monitor and support the implementation of 2014-2019 Medium-term Strategic Framework by government departments and other government institutions. It will design and implement strategic interventions to support and unblock implementation. These activities are budgeted for in the Sector Planning, Monitoring and Intervention Support sub-programme of the Sector Planning and Monitoring Programme. "+���� #�� ��� �� �#*����'����� ��� +�� �� �� ������� �����^|V����������� ��� ���Q=��� ��^VQ����������� ���2020/21.

3.2 Relating expenditure trends to strategic oriented goals

Page 20: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Improving the capacity of State InstitutionsPursuant to the objectives articulated for outcomes 9 and 12 of the Medium-term Strategic Framework, the Department aims to provide support where weak institutional capacity results in service delivery failures. The ���� �� �������#���� �'�$���� ����� �� ������ ��+�# �$������� � # ��������������������'�� 3��payment of suppliers within 30 days and clean audit drive. These activities are budgeted for in the Public Service ����������B�$���� �!��� ����'�����%#���� �%#*����'�������� ���#*����%� ���!��� ����'�����<����� ��$����� � ���'������ "+���� #�� ��� �� %#*����'����� ��� +�� �� �� ������� ����� ^�Q��� �������� ���2017/18 to R37 million in 2020/21.

Developing intervention programmes to support service delivery The Department will over the Medium Term, monitor the impact of policy priorities at the coalface of service delivery through various frontline monitoring programmes. Frontline monitoring programmes include designing and implementing appropriate intervention strategies when plans, budgets and programmes fail to achieve policy intent. This will drive continuous improvement in government performance as the evidence and the insight is used �� ��������������$����������� �$� ������*#�' �� ���� ��� ��6��� ��������<� �>�������%�$������$��!��� ����'� ���� <������� �� ^���# ���� %#*����'����� ��� �� 6��� ���� ���� <� �>������� %�$��� ���$��!��� ����'����'������"+���� #����� ��%#*����'��������+�� �� ��������������^V��`���������������Q=���to R64.6 million in 2020/21.

Evaluations��� ���� �� � ����� ��� ��#� �� ���#�� ��� ��+������'� �� #�� ��� $��#� ���� ���� ������� �� '��� � ������and relevant evidence to inform planning and monitoring as well as interventions required to bring change and improvements. In addition, the Department will also work towards improving centralised research and knowledge management support in order to develop and maintain evidence based policy development, planning, implementation, monitoring and review. These activities are budgeted for in the Evaluation, Research, Knowledge and Data Systems %#*����'����� ��� �� "$����� ���� ������'� %� ��� ���'������ "+���� #�� ��� �� %#*����'����� ���+�� �� ��������������^V��`���������������Q=��� ��^`|�`����������������=���

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20

PROGRAMME AND SUB-PROGRAMME PLANS

PART B:

Page 22: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Dep

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of P

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Mon

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Eva

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/19

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4. PROGRAMME 1: ADMINISTRATION

The objectives of the programme are:

• To coordinate the provision of strategy and organisational development services.

• To provide human resource management and development services.

• �������'����������� � � �����$�����������������������#��������������'�� ���$���

• To manage the provision of information, communication and technology management services.

• To provide marketing, communication and stakeholder liaison services to the Department.

• To manage the provision of risk, anti-corruption and integrity management services.

• To manage the provision of internal audit services.

Key Challenges�����������'�������'� �����'��������4

• high vacancy rate resulting from the revised organisational structure.

• ���� �����$��'���������#�� ��# ���3� ��ZB%Z����������'����� �� ��?#��� ���� �����������'��'������������������ ���3�7<��'�$��������������������� ���� ����?#����'�� � ����

• 7� �����Z#�� �<���� ���������������������*�# ����������'�� ���� ������ �� �

Key Interventions

���������� �� ���������'�3� ������ �� �����4

• �$������������$�� ������ ������������ ����������'��*������'���� �����$���� ���� � ����� � requisite capacity.

• Embark on a change management process to promote and improve good corporate governance.

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

The programme consists of the following sub-programmes:

1.1 Ministry �#����L����$���+�# �$��#���� � ������ ���������������

1.2 Departmental ManagementPurpose: Provide strategic leadership and management to the Department

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Page 23: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

22

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Page 25: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 26: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 27: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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port

s ag

ains

t

APP

Page 28: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

The

Dep

artm

ent

of P

lann

ing,

Mon

itori

ng &

Eva

luat

ion

Ann

ual P

erfo

rman

ce P

lan

2018

/19

27

Perf

orm

ance

In

dica

tor/

sA

udite

d/ A

ctua

l Pe

rfor

man

ceEs

timat

ed

Perf

orm

ance

Plan

ned

Perf

orm

ance

/ Ta

rget

s

Med

ium

ter

m t

arge

ts

2014

-201

520

15-2

016

2016

-201

720

17-2

018

2018

-201

920

19-2

020

2020

-202

1

Stra

tegi

c ob

ject

ive:

To

coor

dina

te t

he p

rovi

sion

of s

trat

egy

and

orga

nisa

tion

al d

evel

opm

ent

serv

ices

3. A

udite

d A

nnua

l R

epor

tA

udite

d A

nnua

l R

epor

t (A

R)

appr

oved

and

su

bmitt

ed t

o N

atio

nal T

reas

ury

and

Parl

iam

ent

with

in s

tipul

ated

tim

e fr

ames

Aud

ited

Ann

ual R

epor

t w

as

appr

oved

and

sub

mitt

ed

to N

atio

nal T

reas

ury

and

Parl

iam

ent

with

in s

tipul

ated

tim

e fr

ames

Aud

ited

Ann

ual

Rep

ort

2015

-201

6 w

as p

rodu

ced

AR

��

���#

*�� �

ZB

%Z���

��au

dit

and

to N

T a

nd

Parl

iam

ent

by d

ue

date

s

Prod

uce

AR

and

�#

*�� �

��Z

B%Z

�fo

r Aud

it an

d to

N

T a

nd P

arlia

men

t by

due

dat

es

Prod

uce

AR

an

d su

bmit

to

ZB

%Z���

��Z#�

� �an

d to

NT

and

Pa

rlia

men

t by

du

e da

tes

Prod

uce

AR

an

d su

bmit

to

ZB

%Z���

���#

�� �

and

to N

T a

nd

Parl

iam

ent

annu

ally

by

due

date

s

Aud

ited

Ann

ual

Rep

ort

(AR

) ap

prov

ed a

nd

subm

itted

to

Nat

iona

l Tre

asur

y an

d Pa

rlia

men

t w

ithin

stip

ulat

ed

time

fram

es

Stra

tegi

c ob

ject

ive:

To

prov

ide

hum

an r

esou

rce

man

agem

ent

and

deve

lopm

ent

serv

ices

4. A

vera

ge

perc

enta

ge o

f fu

nded

pos

ts in

PE

RSA

L w

hich

ar

e va

cant

ove

r a

quar

ter

(vac

ancy

ra

te)

-16

.7%

ave

rage

ove

r th

e fu

ll ��

����

����

���

����

$�

(Ave

rage

num

ber

of p

ost

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����

$��

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�nu

mbe

r of

fund

ed v

acan

cies

+

���

���

����

���

��

�'�

i.e. (

57/3

41*1

00=

16.7

%)

10%

ave

rage

vac

ancy

ra

te w

as a

chie

ved

at t

he e

nd o

f the

��

����

���

����

(36/

350*

100=

10%

)

Mai

ntai

n a

vaca

ncy

rate

of 1

0% o

r le

ss

annu

ally

Mai

ntai

n a

vaca

ncy

rate

of

10%

or

less

an

nual

ly

Mai

ntai

n a

vaca

ncy

rat

e of

10%

or

less

an

nual

ly

Ave

rage

per

cent

age

of fu

nded

pos

ts

in P

ERSA

L w

hich

ar

e va

cant

ove

r a

quar

ter

(vac

ancy

ra

te)

5. P

erce

ntag

e of

in

tern

s en

rolle

d ag

ains

t th

e fu

nded

pos

t

-9%

of I

nter

ns w

ere

appo

inte

d ag

ains

t th

e ap

prov

ed fu

nded

pos

t es

tabl

ishm

ent

(2

6/28

0*10

0 =

9%

)

A t

otal

of 9

% o

f in

tern

s w

ere

appo

inte

d ��

� �

����

����

���

����

(32/

349*

100=

9%)

5% (

of t

he

appr

oved

fu

nded

pos

t es

tabl

ishm

ent)

of

inte

rns

are

appo

inte

d an

nual

ly

in t

he D

epar

tmen

t

5% (

of t

he

appr

oved

fu

nded

pos

t es

tabl

ishm

ent)

of

inte

rns

are

appo

inte

d an

nual

ly in

the

D

epar

tmen

t

5% (

of t

he

appr

oved

fu

nded

pos

t es

tabl

ishm

ent)

of

inte

rns

are

appo

inte

d an

nual

ly in

the

D

epar

tmen

t

Num

ber

of in

tern

s en

rolle

d on

an

annu

al b

asis

6. P

erce

ntag

e of

per

form

ance

ag

reem

ents

an

d re

port

s su

bmitt

ed o

n tim

e

90%

sub

mis

sion

s of

Per

form

ance

A

gree

men

ts, R

evie

ws

and

Ass

essm

ents

by

due

date

s

The

dra

ft o

f per

form

ance

ag

reem

ents

wer

e no

t su

bmitt

ed t

o H

R b

y 31

M

arch

95%

of p

erfo

rman

ce

agre

emen

ts, r

evie

ws

and

asse

ssm

ents

by

due

date

s

Ach

ieve

90%

su

bmis

sion

s of

pe

rfor

man

ce

agre

emen

ts,

revi

ews

and

asse

ssm

ents

by

due

date

s

Ach

ieve

90%

su

bmis

sion

s of

pe

rfor

man

ce

agre

emen

ts,

revi

ews

and

asse

ssm

ents

by

due

date

s

Ach

ieve

90%

su

bmis

sion

s of

pe

rfor

man

ce

agre

emen

ts,

revi

ews

and

asse

ssm

ents

by

due

date

s

Perc

enta

ge o

f pe

rfor

man

ce

agre

emen

ts a

nd

repo

rts

subm

itted

on

tim

e

Page 29: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

28

Perf

orm

ance

Indi

cato

r/s

Aud

ited/

Act

ual

Perf

orm

ance

Estim

ated

Pe

rfor

man

cePl

anne

d Pe

rfor

man

ce/

Targ

ets

Med

ium

ter

m t

arge

ts

2014

-201

520

15-2

016

2016

-201

720

17-2

018

2018

-201

920

19-2

020

2020

-202

1

7. A

ppro

ved

Wor

kpla

ce

Skill

s Pl

an (

WSP

)-

_%�

����

����

��$

��*

��B

�by

30

Apr

il 20

14W

SP w

as a

ppro

ved

*�

���

B�*

�R�

�Z��

���20

16

WSP

app

rove

d *

��B

�*�

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Apr

il 20

15

WSP

app

rove

d *

��B

�*�

R��

Apr

il 20

18

WSP

app

rove

d *

��B

�*�

R��

Apr

il of

eac

h ye

ar

App

rove

d W

orkp

lace

sk

ills

Plan

(W

SP)

perc

enta

ge t

arge

ts o

f w

orkp

lace

ski

lls p

lan

achi

eved

8. P

erce

ntag

e ta

rget

s of

wor

kpla

ce s

kills

pla

n ac

hiev

ed

-_

%���

����

����

$��

*��

B�

by 3

0 A

pril

2014

A

chie

ved

196%

of t

arge

ts

in t

he W

SP b

y th

e en

d ��

� �

����

����

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14/1

60*1

00=

196%

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WSP

was

app

rove

d *

� �

��B

�*�

R��Z

�����

2016

131%

of t

arge

ts

in t

he W

SP w

ere

achi

eved

by

the

end

���

���

����

����

���

(457

/350

*100

=13

1%)

Ach

ieve

80%

of

targ

ets

in t

he

WSP

by

the

end

���

���

����

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year

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ieve

80%

of

targ

ets

in t

he

WSP

by

the

end

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year

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ieve

80%

of

targ

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in t

he

WSP

by

the

end

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ach

the

����

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��

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ieve

80%

of

targ

ets

in t

he W

SP b

y th

e en

d of

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e ��

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e of

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sign

ated

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ploy

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disc

losu

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-65

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5 de

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00=

100%

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fram

e

100%

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SMS

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clos

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via

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e-di

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ubm

issi

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f ��

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by a

ll de

sign

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ploy

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with

in

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e fr

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100%

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plia

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ubm

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by a

ll de

sign

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with

in

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e fr

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100%

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nce

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ll de

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Page 30: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

The

Dep

artm

ent

of P

lann

ing,

Mon

itori

ng &

Eva

luat

ion

Ann

ual P

erfo

rman

ce P

lan

2018

/19

29

Perf

orm

ance

In

dica

tor/

sA

udite

d/ A

ctua

l Pe

rfor

man

ceEs

timat

ed

Perf

orm

ance

Plan

ned

Perf

orm

ance

/ Ta

rget

s

Med

ium

ter

m t

arge

ts

2014

-201

520

15-2

016

2016

-201

720

17-2

018

2018

-201

920

19-2

020

2020

-202

1

Stra

tegi

c ob

ject

ive:

To

prov

ide

mar

ketin

g, co

mm

unic

atio

n an

d st

akeh

olde

r lia

ison

ser

vice

s to

the

Dep

artm

ent

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ppro

ved

annu

al

com

mun

icat

ion

plan

and

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rcen

tage

ac

hiev

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t of

ta

rget

s in

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<

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an

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mm

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mun

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ion

Plan

A

com

mun

icat

ion

plan

with

4 k

ey

perf

orm

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ar

eas

was

de

velo

ped

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impl

emen

tatio

n of

act

iviti

es 2

4 co

mm

unic

atio

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ts lo

ok

plac

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ring

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pe

riod

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er

revi

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pla

n w

ere

impl

emen

ted

agai

nst

61

plan

ned

activ

ities

for

the

4

quar

ters

(82

/61*

100=

134

%)

<��

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plan

pro

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ead

of

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ith

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80

% o

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ta

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<

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pro

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e of

va

lid in

voic

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aid

with

in 3

0 da

ys a

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case

s w

here

non

-co

mpl

ianc

e le

ads

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isci

plin

ary

actio

n

- T

he D

epar

tmen

t ob

tain

an

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opin

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with

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20

14/1

5 A

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d no

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stat

emen

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100%

of v

alid

invo

ices

wer

e pa

id w

ithin

30

days

All

valid

invo

ices

pa

id w

ithin

30

days

100%

of v

alid

in

voic

es p

aid

with

in 3

0 da

ys o

r di

scip

linar

y ac

tion

take

n in

100

%

of c

ases

whe

re

invo

ices

are

not

pa

id w

ithin

30

days

100%

of v

alid

in

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es p

aid

with

in 3

0 da

ys

or d

isci

plin

ary

actio

n ta

ken

in

100%

of c

ases

w

here

invo

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ar

e no

t pa

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in 3

0 da

ys

Perc

enta

ge o

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id

invo

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pai

d w

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30

days

and

cas

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here

no

n-co

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ads

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disc

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Page 31: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

30

Perf

orm

ance

In

dica

tor/

sA

udite

d/ A

ctua

l Pe

rfor

man

ceEs

timat

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orm

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ned

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orm

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rget

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ium

ter

m t

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2014

-201

520

15-2

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2016

-201

720

17-2

018

2018

-201

920

19-2

020

2020

-202

1

Str

ateg

ic o

bjec

tive:

To

man

age

the

prov

isio

n of

info

rmat

ion,

com

mun

icat

ion

and

tech

nolo

gy m

anag

emen

t se

rvic

es

12. A

ppro

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prod

uced

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t ��

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20 o

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licat

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7<�

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t ��

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with

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catin

g 80

% a

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vem

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14. A

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lan

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isk

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as

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plet

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appr

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k M

anag

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t <

���

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Mar

ch 2

015

Ann

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isk

asse

ssm

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tatio

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an

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Page 32: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 33: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 34: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 35: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 36: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 37: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

36

5. PROGRAMME 2:

INSTITUTIONALISING NATIONAL PLANNING IN GOVERNMENT

NATIONAL PLANNING COORDINATIONThe purpose of this Branch is to facilitate and coordinate macro and transversal planning across government and coordinate planning functions in The Department.

The branch consists of the following sub-programmes:

The purpose of the programme is to ensure institutionalisation of planning across government. The aim is to establish an institutional framework for a new predictable planning paradigm and discipline within and across �������������'�$���� 4� �����$������� ���#�� �������� ��{� �������������'�<���������4���������* ��co-ordination, collaboration and alignment of Planning between and across the national, provincial and local ���������'�$���� 3���������#���'�% � �;����<�������3��$����� �6������7�� � # ����������#*����"� � ��3��������������$�� �� � # ��

The objectives of the programme are: • To facilitate long and medium term planning and develop planning frameworks and guidelines, taking into

account global, continental and regional frameworks. • �����#�� �� ��� ������*#�' �������������������*������� ������ �������#��������'�$���� �������• Results based planning institutionalised in the national, provincial and local government.• To enhance coherence and interpretation in policy and planning.

Key Challenges�����������'�������'� �����'�������4• The programme should ensure that planning processes contributes towards better plans, greater policy

coherence and clear articulation of long term goals and aspirations. • Plans should be informed by evidence. • Increasing the use of data is likely to be one of the most effective ways of improving the quality of plans which

are produced. 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.

• <����� ����� ���� ����������� ����������'����������#� ������������ �� ������*��� � �����$�����some of the priorities.

Key Interventions������#������������ �� ���� ���������������������������*� �4• 6������� ��6���������<���� �{� ����� ����� � # �������� ����������'� ����������'4• Finalise the revision of planning frameworks and ensure alignment of strategic plans, annual performance plans

����!�"6�*#�' ������� ����� �� ��{�������!�%6������� ��4• <����*��� ��� ��������� �� ����^#�����$����� ����������^�������^��^�� ��������� �� �������

��� ����� �����������'��#�� ���� �� ����!"4• �$����� ������{%�6��� ���#���� ������ ��{�<�����'#��� ���$����� �����#*����������4• �#���� ������*��� � ���$������ �������������������'��� �� ��{��������� ��������� ����$�� ��� ���4• <����*��� ��� ��{� ����������#�� ����#�� �� � ���� ������*#�' �������� �� ������� ��{�������!�%6�

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Purpose: Develop and implement planning frameworks and facilitate the alignment of the planning and budgeting functions across government and in The Department.

Page 38: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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NATIONAL PLANNING COMMISSION

���{�<���������$�����*��� ��'#����������'����'�$���� �����<�������������� �*��������� ������� ��^$����B�������3�{� �������������'�<���������3�B�����{� ������������������������������������� �� ����������� �������� � �3��� ������3������� ������������3��������� �����V������� ��<��� � # ����� ��������� ��# ����� ������� ���� ��{�<�����������L

1. To promote and advance the implementation of the National Development Plan across different sectors ������� 4

2. ���#��� ���� ������������'��������� ���#�*������� ���� ��*�� ����������� ��� �� ��4

3. To conduct regular engagements with various sectors of society on all matters pertaining to the long-term �$����� ���� ����#� �4

4. To facilitate stakeholder engagements aimed at forging a social compact towards more effective ������ � ������� ��{� �������$����� �����4�

5. To take a cross-cutting view, undertake research into long-term trends, analyse implementation of short to ���#�� ����������� ����$��� ���������������$�� �� ��B�$���� ���������������#������ �� ��������������������������'4����

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

��� ��� � # ������ � ���� ��{�<� �������#����� ��<���������� ���� �� %�� ���� 3� *� �� ���� �� ��� ������ �� � ��� �������'� !��� ����'� ���� "$��#� ���� ���!"�� ����� ���|3� �� �� �� <���������� *��'� ���autonomous, independent body, but resourced through the DPME.

• <���#� �������������������� �������� ������������+�� ��'��'���� ���������'#�� ����� ����#�����'��� ��� �� ��{��������� �'� �������#��� ��������?#�����������������4

• Develop guidelines for the development of national, provincial and local government NDP 5 year implementation plan

• Develop guidelines for the integrated policy formulation, planning and implementation• Review planning cycles and propose new enhanced arrangement for 2019-2024

!���'�� L�{� �������������'�<�����������{�<��%�� ����

Purpose: To provide technical, administrative and programme management support to the National Planning <���������

Page 39: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

38

5.1

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Page 40: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Mon

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Page 41: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 42: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 48: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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6. PROGRAMME 3: SECTOR MONITORING The purpose of the Branch is to monitor the implementation of the National Development Plan 2030, implemented through the Medium Term Strategic Framework as well as numerous other government plans, and to develop intervention programmes to support delivery.

The objectives of the programme are:• Support long, medium term and sector policy, planning and implementation through effective monitoring • Review, monitor and support the implementation of Medium Term Strategic Framework/ across the Social,

"�������3�%�#�� 3�B�$����������Z������ �� ����<�#� ��• Design and implement strategic interventions to support and unblock implementation• Support the alignment of APPs, Strat Plans and budgets to MTSF and NDP priorities• %#���� � �������� � �������;��� �������������� �$� ����• Support capacity development programmes• Support the implementation of evaluations

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Key Interventions���������� �� ���������'�3� ������ �� �����4• Accelerate progress towards the national priorities embodied in the NDP 2030, implemented through the

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• Review and strengthen the functioning of Implementation Forums• Enhance the technical support provided to Implementation Forums to enable them to accelerate

implementation of key national priorities• Review institutional structures across spheres of government and propose alignment for 2019-2024.

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

Sector Monitoring and Intervention SupportPurpose: : Enhance greater policy and planning coherence of long, medium and short term goals, monitor, implementation and develop intervention programmes to support delivery.

Socio Economic Impact Assessment System�#����L�<���#� �������������������� �������� �

Page 49: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 56: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 57: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

56

7. PROGRAMME 4: PUBLIC SECTOR MONITORING AND CAPACITY DEVELOPMENT

The purpose the Branch is contribute to the building of a capable developmental state through improvement of managerial leadership capabilities, institutional capacity and practices.

The objectives of the programme are:• Implement support initiatives to improve governance across the public service, state owned-companies,

and public entities.

• Support long, medium term and sector policy, planning and implementation through effective monitoring.

• ^$��3����� ��������#���� � �������� � ������� ��{��� ���#'��;# ��������������

• Design and implement strategic interventions to support and unblock weaknesses on the management capability of the public sector.

• <�� ��*# � ������� ��������������>� ��������������>� ������� ���#*������$����

Key challenges �����������'�������'� �����'�������4

• Lack of development orientation in the way public services works.

• Lack of coordination and integration inter-governmentally in relation to policy development and implementation.

• %�'������ ������������ ������'�� ������ �������������$����������� �� �3�% � �;����<��������and public entities.

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• State legitimacy and credibility is undermined by lack of integrity, ethics and prevalence of corrupt practices.

• Lack of skills and competences to use monitoring and evaluation to improve performance.

Key interventions To respond to these challenges, the Department will• Review, monitor and support the implementation of the NDP imperative of building a capable and

�$����� ���� � � ���#'��;# ��������������• Develop and implement intervention strategies and support packages to address problems in key public

sector programmes.

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• Manage the implementation of the new Heads of Departments Management and Development system.

• Assess management practices in all departments and weak municipalities.

• Implement capacity development programmes and innovations to enhance skills and competencies at institutional, leadership and technical levels.

!���'�� L��#*����!��� ����'�����<����� ��$����� �������Purpose: Provide management and support services to the programmes

Public Service Monitoring and SupportPurpose: Drive implementation of support initiatives to improve management of departments, state �������������3������#*����� � �������������#���� ������� � �������;# ���������� ���#*������$���

������B�$���� �!��� ����'�����%#���� �#����L�^$��3����� ��������#���� � �������� � ������� ��!�%63�;# ��������$��������implement intervention strategies and programmes as required.

<����� ��$����� �<������� ����#����L�<������� ������� ��$����� ����'����� ����#�� ����� �$��$����� ������������ ����of planning, monitoring and evaluation policies, tools, systems and guidelines.

Page 58: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 59: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 62: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 63: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 64: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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8. PROGRAMME 5: FRONTLINE MONITORING

The purpose of the Branch is to monitor frontline services and facilitate implementation of strategic interventions to improve service delivery.

The branch consists of the following sub-programmes:

The objectives of the programme are:

• To monitor and support service delivery improvements at facility and institutional level.

• To plan, facilitate, monitor and accelerate service delivery on Presidential and Ministerial priority projects.

• To support the development and implementation of citizen based monitoring by service delivery departments.

• To provide strategic leadership for improved complaints resolution systems in government.

Key challenges

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• Usefulness and relevance of monitoring reports.

• Uncoordinated duplication of programmes leading to reporting fatigue.

• Monitoring systems were set up before planning systems: - Monitoring tools set the parameters (agenda) for monitoring ��!��� ����'�����'� ��� ��#����� ��������*��=�#���*����������

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• Lack of appetite for new challenges, i.e. Monitoring focuses on “successes”.

• Poor utilisation of technology.

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Frontline Service Delivery MonitoringPurpose: Monitoring and implementation of the FSDM programme in facilities in line with DPME priorities.

"+�# �$�!��� ����'�Purpose: Provide support to Political Principles on taking government to the people and accelerate service delivery through the Presidential / Ministerial Siyahlola and Imbizo Programmes.

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Presidential HotlinePurpose: Manage and develop the Presidential Hotline and enhance complaints resolution systems in government.

Page 65: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 70: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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9. PROGRAMME 6: EVIDENCE AND KNOWLEDGE SYSTEMS

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:

The key objective of the programme is to generate, collect, collate, store and share evidence relevant to the National Development Plan with stakeholders in and outside government, to support evidence based planning, monitoring and evaluation (PM&E) in government.

Key challenges:�����������'�������'� �����'��������4• Inadequate research and analysis being conducted in DPME and in government to support evidence-in-

formed policy and decision-making.• No shared understanding of how knowledge is generated, stored and shared in DPME for institutional

memory.• Lack of internal integration – which impact on how evidence is generated and used• Biases in sourcing data in DPME and lack of systems in DPME to access, store and use DPME and

government data to support PM&E. This is also true for government as a whole.• ���� �������� ������!"��������� �� �� ���#���� �$��#� �����������'�$���� �����%;"�4• % ��' ����'� ��#�����$��#� ���������'���������'�$���� 4• Lack of capacity for research and analysis

Key interventions���������� �� ���������'�3� ������ �� �����4�• B��� ��'���������� ��'�$��#� ����3�������������� ��������������'�$���� �• Develop a DPME Knowledge Hub and knowledge management system, including systems and protocols

within DPME for sharing data, and systems for research and analysis.• Develop an evidence agenda for elements of the NDP, including evaluations, research and data, so as to

inform planning and budgeting.• % ��' ��� ���� �� ����������'�����+�� ��'�������������������3���� �� ������������*�����

evidence seeking is avoided.• Strengthen the capacity development role of the National Evaluation System so that departments and

%;"�����* ���*�� �������� �$��#� ��������$��#� �$���������• Strengthen the Improvement Plan system so that departments do implement the recommendations of

evaluations.• Work with stakeholders to strengthen the use of systematic research and analysis within DPME, and

across government.• ; �������'���?#�����#���'� �����������������������������#�L

��"+������'� ��{� ������"$��#� ����%� �� ������#��%;"�=�67� - Building a more diverse set of evaluative tools to provide rapid analysis as well as more rigorous evaluations, including sectoral and synthesis evaluations

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

Evaluation, Research, Knowledge and Data Systems Purpose: Provide evaluation, research, knowledge management and data integration and analysis services

Page 71: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 72: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 73: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 80: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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Page 82: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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10. PROGRAMME 7: YOUTH DEVELOPMENT The purpose of the Branch is to oversee youth development policy and its implementation. Transfer funds to the National Youth Development Agency.

The branch consists of the following sub-programmes:

The objectives of this programme are: • Monitor and evaluate implementation of national youth development legislation, policies, frameworks and

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• Manage, coordinate, and engage stakeholders nationally through a youth development coordinating forum and internationally

• Facilitate the undertaking of cross-cutting research on youth development

Management: National Youth Development�#����L�<������� ��������$����#���� ���$��������# ���$����� ����'�����

Youth Development ProgrammesPurpose: Ensure the development and implementation of national youth development legislation, policies, frameworks, and strategies.

National Youth Development Agency Purpose: Perform oversight of the National Youth Development Agency and facilitate transfer of funds.

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LINKS TO OTHER PLANS

PART C:

Page 88: Annual Performance Plan - DPME Plan... · The Department of Planning, Monitoring & Evaluation Annual Performance Plan 2018/19 7 9. Programme 6: Evidence and Knowledge Systems 69 9.1

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11. Links to long term infrastructure and other capital assets

This section is not applicable to the Department.

12. Conditional grants

This section is not applicable.

13. Public entities

The Department has an oversight role with regard to the NYDA. The function of the Department over the NYDA is to ensure that youth development programmes are developed, implemented, and monitored. The Department also plays a role of transferring of funds to the NYDA according �� ��+���� #���'���� � ����������

14. Public private partnerships

This section is not applicable.

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PROGRAMME 1 ADMINISTRATION

15. ANNEXURE 1 REVISED STRATEGIC PLAN STRATEGIC ORIENTED GOALS AND STRATEGIC OBJECTIVES FOR 2018/19

Revised strategic oriented goal

% �� '���B��� Provide strategic leadership, management and support services to the Department

B�����% � �� Facilitate effective and prudent management that delivers on its objectives and promote accountability and manage risks.

Baseline B�$������� �#� #�����������

�#� ���� ��� Accountability in the use of public resources.

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;# �# �� Plans, policies and accounting reports.

Indicators Number of plans.Accountability reports.

MTEF Targets ;* ����#�?#�������#�� ���������

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89

PROGRAMME 2: NATIONAL PLANNING COORDINATIONRevised strategic oriented goal

% �� '���B��� To facilitate long-term planning, alignment of budget allocations and short term plans and develop planning frameworks

B�����% � �� Strengthening and entrenching the planning system through facilitation of ���$����� ������ ���������������� ���$� ��� � ��������� ����#��� ����'�������������� ���������'�$���� ��<�� ��'���*#�' ������� ��� ����framework - the Mandate Paper to guide budget allocation for the achievement of NDP goals and objectives. For this reason, government has adopted a long term view on planning for various sectors of the economy and service delivery.

Purpose/Importance To inform approaches for effective long term and sector planning.

Baseline ;$�������'������ ��{�����������

;# �# �� Planning frameworks, guidelines and legislation.

Indicators {#�*������������'�������4�B#������4��'���� ���4�^���������� ��4�*#�' ������� ��� ����'#������4��#�*��������� ��������'��� ������������ �� ��NDP.

MTEF Targets Ensure that plans and budget of government institutions support implementation of NDP objectives.

% �� '���B��� To pursue the development of advancement agenda of government through outcomes monitoring and reporting

B�����% � �� B�$���� ��������� �� ��{������� �����'� �������� ���'� ���$� 3��-duce unemployment and inequality. The Medium Term Strategic Framework ����*������ ��������$���������� � ��������� ���#��#� ���$���-ment agenda of government as set out in the NDP. The objective is to assess progress towards the attainment of the NDP goals monitoring.

Baseline NDP and MTSF in place.

�#� ���� ��� To monitor and report on the implementation of the NDP/ MTSF.

Links NDP 2030 and MTSF 2014-2019.

;# �# �� Performance review reports .

Indicators {#�*����������������$������� ���#*�� �� ��<�*�� ���� �������-� �;# ������

MTEF Targets Produce quarterly, annually midterm reviews of government performance against the NDP / MTSF.

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PROGRAMME 3: SECTOR MONITORING

Revised strategic oriented goals

% �� '���B��� To pursue the development of advancement agenda of government through outcomes monitoring and reporting

B�����% � �� B�$���� ��������� �� ��{������� �����'� �������� ���'� ���$� 3���#��unemployment and inequality. The Medium Term Strategic Framework has been ���� ��������$���������� � ��������� ���#��#� ���$����� ��'�������government as set out in the NDP. The objective is to assess progress towards the attainment of the NDP goals monitoring.

Baseline NDP and MTSF in place.

�#� ���� ��� To monitor and report on the implementation of the NDP/ MTSF.

Links NDP 2030 and MTSF 2014-2019.

;# �# �� Performance review reports.

Indicators {#�*����������������$������� ���#*�� �� ��<�*�� ���� �������� �;# ������

MTEF Targets Produce quarterly, annually midterm reviews of government performance against the NDP / MTSF.

% �� '���B��� To support initiatives undertaken to unblock problems and accelerate implemen-tation in key sectors of the economy and service delivery

B�����% � �� Initiatives undertaken to unblock problem and accelerate implementation.

Baseline ;��� ��������������� �� �$���������

�#� ���� ��� To support long, medium and shorty term sector planning functions and moni-tor, facilitate, support implementation and implement intervention strategies and plans in key priority areas and sectors.

Links NDP 2030, MTSF and MTEF.

;# �# � <��������$3�;��� ���������������'����^��� �����#���?#�� �������-passing progress with all 7 delivery labs.

Indicator ;��� ���������������'����^��� �

MTEF Target/s Support the development and implementation of detailed 3 – feet plans in key priority areas.

% �� '���B��� To enhance coherence in policy and planning

B�����% � �� Legislation and policies are aligned.

Baseline Socio-Economic Impact Assessment system is being implemented.

�#� ���� ��� Elimination of unnecessary regulatory burdens and increased policy coherence fosters investment and economic growth.

Links NDP 2030.

;# �# �� SEAIS reports.

Indicator Report indicating Socio-Economic Impact Assessment completed for new or ������ �� ��+�� ��'��������3��'���� ���������'#�� ������

MTEF Target/s <���#� �������������������� �������� ���������+�� ��'��'���� ��������regulations to ensure alignment with the NDP and mitigation of unintended con-sequence.

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PROGRAMME 4: PUBLIC SECTOR MONITORING AND CAPACITY DEVELOPMENTRevised strategic oriented goal

% �� '���B��� 6#�� �����'�%;"�4�%;<�������67��

B�����% � �� "������ ���������������%;"��3�%;<��������67������� ������� ��*# ���� �� ��NDP 2030 and the MTSF 2014/2019.

Baseline Framework developed in 2017/2018

�#� ���� ���� Strategic levers of government that contribute to addressing the triple challenges of poverty, unemployment and inequality.

Links NDP.

;# �# �� {#�*��������'�������� ���#*�� �� ��<�*�� ���� ���������������%;"��3�%;<��������67���

Indicator ���'�������� ������� ��'� ���������������%;"��3�%;<��������67�����

MTEF Target/s Produce quarterly, annually midterm reviews of government performance against the NDP / MTSF.

% �� '���B��� Assessing progress on the rehabilitation and revitalizing of the mining towns and labour sending areas

B�����% � �� <������� ��'����'������ �����*��� � ������$� ���>������'� �����������*�#��sending areas.

Baseline 3 progress reports on the status of mining towns and labour sending areas.

�#� ���� ���� To support and monitor the rehabilitation of mining towns and labour sending areas.

Links MTSF.

;# �# �� Reports on the progress on status of mining towns and labour sending areas.

Indicator Progress reports.

MTEF Target/s To produce reports on the progress on mining towns and labour sending areas.

% �� '���B��� To support the implementation of the NDP/ Medium Term Strategic Framework (MTSF) by monitoring and improving the capacity of state institutions to develop and implement plans, and provide services.

B�����% � �� B�$���� ��������� �� ��{������� �����'� �������� ���'� ���$� �reduce unemployment and inequality. The MTSF has been adopted as ���$���������� � ��������� ���#��#� ���$����� ����'����of government as set out in the NDP. The object is to assess progress towards the attainment of the NDP goals through monitoring.

Baseline To monitor and report on the implementation of the NDP/MTSF.

�#� ���� ��� NDP/MTSF and budget process.

Links Performance review reports related to outcome 9 and 12.MTSF related to outcome 9 and 12.

;# �# �� Reports.

Indicators Monitoring report on the implementation of the MTSF.Monitoring report on the implementation of the MTSF.@;���!�%������� ��Number of analytical reports on 30 day payments produces.Percentage of targets in the PM&E capacity development plan achieved.

MTEF Targets To respond to these challenges, standards, must be developed and applied uniformly as well as monitoring tools to support development and implementation of improvement plans.

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PROGRAMME 5: FRONTLINE MONITORING

PROGRAMME 6: EVIDENCE AND KNOWLEDGE SYSTEMS

Revised strategic oriented goals

Revised strategic oriented goals

% �� '���B��� Effective M&E of implementation government policies and plans

B�����% � �� Develop and implement monitoring systems that are responsiveness to priority at policy and service delivery level.

Baseline "+�� ��'����� �������� ����'��� ���

�#� ���� ��� !��� ����'��� ������� �����'#��� ��������� ����'��'����#������������priorities.

Links Planning and prioritising for monitoring – in DPME branches Planning, Sector ���� ����'3�"$��#� ��������^����������������� ���+ ������ ��������3����������� ��������� ����'������� ��������+ ������ �����������$����� ���'��������� ��$����� �����<���� �������������� ����������!"�*������3�%� ������� ����'3�"$��#� ��������^����������������� ���+ ������ ��������������� ��������������� ����������!"�*�������%� ������� ����'3�"$��#� ��������Research.Drawing analysis from others- in DPME branches Sector monitoring, Evaluation ����^����������������� ���+ ������ ���������Report and utilisation- in DPME branches Planning, Sector monitoring, Evaluation ����^����������������� ���+ ������ ���������

;# �# �� FSDM monitoring and analysis reports.

Indicators {#�*��������� ����'�$��� ������#� ���������� �������� ����'���<�!3�6%�!�����!� ��<��� ��Number of government institutions supported in citizen based monitoringPercentage of targets in the Annual Presidential Hotline Enhancement Plan implemented.Number of new Siyahlola and Izimbizo coordinated.

MTEF Targets Z����������� ������� �>���+�������������$��'�'�$���� ���$����

% �� '���B��� To support evidence based Planning, Monitoring and Evaluation (PM&E)

B�����% � �� <���#� ������������$��#� ���� ���#���� �$�����*�����!�"�

�#� ���� ��� To coordinate and support the generation, collation, accessibility and timely use of quality evidence to support performance monitoring and evaluation in DPME and across government.

Links Evaluations policy framework in place.

;# �# �� Research and evaluation reports.

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PROGRAMME 7: YOUTH DEVELOPMENTRevised strategic oriented goal

Indicators • Building of evidence champions in government• National Evaluation Plan approved by cabinet• Number of NEP evaluation reports approved by evaluation steering commit-

tees• Number of improvement plans produced from NEP evaluations• Number of provinces with Provincial Evaluation Plans covering the year• Number of departments with Departmental Evaluation Plans covering the

year• {�����%;"���� ��"$��#� ���������• No of short evaluative assignments undertaken (e.g. Reviews, evaluative

workshops)• Number of strategic research/ synthesis assignments completed by the end

��� �������������• National Income Dynamics Study implemented and accessible• DPME knowledge sharing platforms implemented and knowledge products

disseminated• ������'��#*��$���������������� �<� ��� �*�����• {#�*�����;# ��������� ���������� �� ���#*��������;Z��� �• Development Indicators publication• Data analysis assignments undertaken• Support for development M&E in Africa

MTEF Targets {� ������"$��#� ��������������$��*�<�*�� �*�!�������� �������������������8 evaluations and 8 improvement plans

% �� '���B��� To support youth development and empowerment

B�����% � �� To develop and monitor implementation of the youth policy

Baseline Youth policy in place

�#� ���� ��� Youth empowerment is the key to the development of the country

Links MTSF outcome 13 and 14

;# �# � Youth policyM&E framework for National Youth Policy{��Z�;$���'� ����� ��

Indicators National Youth Policy (NYP) reviewedNYDA Act amended and implementation monitored!�"���������3�����3�����������B#�������$��������������� ��{��Z����� ���3�*� ��������� ���������������� ��������

MTEF Target/s Youth legislation and policy revised, implemented and monitored

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Revised Strategic Objectives

1. The following objectives (and targets) have been removed from the Strategic Plan because of duplication with other strategic objectives: �������#�� �� � ���� ������*#�' �������������������*������� ������ �������#��������'�$���� �������� - To enhance coherence in policy and planning - The 5-year target on sector plans produced on strategic sectors such as water and energy has been removed.

2. The following strategic objective has been reviewed as illustrated below: To facilitate long term planning, alignment of budget allocations and short term plans and develop planning frameworks

% �� '���;*�� �$ To facilitate long-term planning, alignment of government priorities and develop planning frameworks for short and medium term planning

;*�� �$�% � �� Strengthening and entrenching the planning system through the institutionalisation of long, medium and short term plans.

Baseline National Development Plan, MTSF

�#� ���� ��� Implementation of government priorities

Links Long term planning framework

;# �# � Framework for institutionalisation of Planning

Indicators Develop a framework outlining approaches to institutionalisation of long term planning in government

MTEF Target/s Framework for Institutionalisation of Planning

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16. ANNEXURE 2: INDICATOR DESCRIPTORS

Programme 1: Administration ���'�����;*�� �$�

;*�� �$��� � 1. To coordinate the provision of strategy and organisational development services

;*�� �$�% � �� <�������� � ���$����� ���� ������ �� �����������'3�!��� ����'�����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 �������'�'�������� ��������������� �'�$����������#����� ������������� ��and effective service delivery

%�#��=<���� ��������� � Planning and M&E policies and terms of reference for management structures in place

! �������<���#�� ��� ������ ������� ���������������% �� '�������3�Z��#����������������������Z��#���^��� ��� ��{� ����������#���{���'#������3������$���*� ��"+�# ��'�Z# ���� �(EA) and proof of submission to Parliament by due date

Data Limitations Inability of programmes to keep and provide valid performance information by due date

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No

Desired Performance 2015-2020 Strategic Plan and 2016/17 APP developed according to National Treasury guidelines and submitted to Parliament by due date�#�� ������� �������$��*�"+�# ��'�Z# ���� ������#*�� �� ��{� ������Treasury within 30 days of the end of the quarter����#��Z^������#*�� � �� ��Z#�� ���B�����%�# ��Z�������ZB%Z�������#�� ����� ��National Treasury and Parliament within stipulated time frames

;*�� �$�^������*��� @��L�;������� ���B

;*�� �$��� � 2. To provide Human Resource Management and Development services

;*�� �$�% � �� Recruitment of appropriately skilled staff and maintenance of appropriate skills levels through training and development

Purpose/Importance HR processes and programmes in place

%�#��=<���� ��������� � PERSAL reports and HR manual data bases

! �������<���#�� ��� {#�*�����$����������$����*��#�*����������$������ �3�+�����������percentage, showing 10% vacancy rate

Data Limitations ^�������������������'���� ��#� ����#�� �������������

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No

Desired Performance Maintain a vacancy rate of less than 10% annuallyEmpower and increase awareness among young people with the necessary ��������������������+������ ����#�� �� � ��������� �*�� �������� ��labour market

;*�� �$�^������*��� Director: Human Resources Management

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;*�� �$��� � R���������'����������� � � �����$���������6�������������%#����<�����!���'�� �services

;*�� �$�% � �� �������� ��$���������������������������#���*���#�� ��������������'�� ����������������� ��������� ��������������'�$����'��#*����������*�� ��' ����'��������������'�� ����� ������� ����������*#�' ��'3�+���� #��monitoring and reporting

Purpose/Importance �������$�#�?#�������#�� ���������������������� � �� ���� �������'�

%�#��=<���� ��������� � Financial statements and reports on payment of suppliers

! �������<���#�� ��� Total number of invoices received and paid within 30 days divided by the total �#�*�������$��������$�3�+��������������� �'��?#���������������� � �� �

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No

Desired Performance Z���$�#�?#�������#�� ���������������������� � �� ����� ��Z��#���^��� �����assess the effectiveness of internal control payment compliance and accountability

;*�� �$�^������*��� <����6���������;����

;*�� �$��� � |���������'� �����$���������7������ ���3�<���#���� ���������������'��management services

;*�� �$�% � �� ������$���7<��7����� �#� #������*#������������� ����� ���#���� � ������ �� �to deliver on its mandate

Purpose/Importance ������$������ �$���������� ������ �� ������� ����

%�#��=<���� ��������� � Monthly departmental systems health report from service providers and the ���� �� ���7<���� �Approved business applications plan and reports indicating percentage of systems availability

! �������<���#�� ��� 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 None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No

Desired Performance %�#��7<���� ���������� �$������� �#� #������7<��*#������������� ������$����� 3�������� ��������� ����

;*�� �$�^������*��� <����7������ ����;����

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;*�� �$��� � V��������$���!��� ��'3�<���#���� ��������% ������������������$���� �� � Department

;*�� �$�% � �� 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

%�#��=<���� ��������� � <���#���� �������������� ���������'�'�� ��� �$� ����������

! �������<���#�� ��� %�������#� �����$����� ������� ����������� �������

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No

Desired Performance ��<���#���� �������������|������� � �������� �

;*�� �$�^������*��� <�������� ��L�!��� ��'�����<���#���� ���

;*�� �$�^������*��� Head: Risk and Internal Audit

;*�� �$��� � 6. To manage the provision of Risk, Anti-corruption and Integrity Management services

;*�� �$�% � �� Periodic risk assessment and audits on compliance with laws and regulations to identify potential risks and governance weakness

Purpose/Importance <����������� ��'��������'�� ������������ �'�$���������������

%�#��=<���� ��������� � Risk management plan, quarterly risk reports, risk registers and minutes of Risk !���'�� �<����

! �������<���#�� ��� ������ ����������������'�� �����3��� ������#�� �����3�#��� ��������'�� ����������������#*�������� ��^����!���'�� �����Z#�� �<���� �

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No

Desired Performance <���#� ����#��������������� �3��$�������#���������'�� ����������� ���implementation of risks and produce quarterly monitoring reportsProduce a risk based 3-year rolling audit plan

;*�� �$�^������*��� Head: Risk and Internal Audit

;*�� �$��� � 7. To manage the provision of Internal Audit services

;*�� �$�% � �� Periodic internal audits on compliance with laws and regulations to identify potential governance weakness

Purpose/Importance <����������� ��'��������'�� ������������ �'�$���������������

%�#��=<���� ��������� � 3-year strategic internal audit plan, quarterly implementation reports and annual audit plan

! �������<���#�� ��� ������ ��������� ������#�� ��������������������#*�������� ��Z#�� �<����

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No

Desired Performance Produce a risk based 3-year rolling audit plan

;*�� �$�^������*��� Head: Internal Audit

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PROGRAMME 1 ANNUAL INDICATOR DESCRIPTORS ������������������

Indicator Title 1. Approved Strategic and Annual Performance Plans

%��� ����� ��� Ensure that all departmental plans are timely developed and reported in line with planning frameworks

Purpose/Importance To provide strategic direction for the Department and promote accountability and good corporate governance

%�#��=<���� ��������� � % �� '������������Z��#������������������������� ����!"�����'��� �

! �������<���#�� ��� ������ ������� ����������� �������

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance 2015-2020 Strategic Plan reviewed (if required) and 2016/17 APP developed according to National Treasury guidelines and submitted to Parliament by due date

Indicator Responsibility Director: Strategic Planning, Monitoring and Evaluation

Indicator Title 2. Number of quarterly implementation reports against the APP

%��� ����� ��� Quarterly reports showing the performance of the Department against set tar-gets in the Annual Performance Plan

Purpose/Importance To report progress on the Departmental objectives and targets

%�#��=<���� ��������� � �#�� ������� ������Z��#���^��� ��������� ����!"�����'��� �

! �������<���#�� ��� ������ ������� ���������������Z��#�������������������������� ���� ��{� ����������#��'#������3������$���*� ��"+�# ��'�Z# ���� ��������������submission by due date

Data Limitations Inability of programmes to keep and provide valid performance information by due date

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance �#�� ������� �������$��*�"+�# ��'�Z# ���� ������#*�� �� ��{� ������Treasury within 30 days of the end of the quarter

Indicator Responsibility Director: Strategic Planning, Monitoring and Evaluation

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2. Human Resource

Indicator Title 3. Audited Annual Report

%��� ����� ��� Annual Report on departmental activities against its planned targets

Purpose/Importance To report progress on the annual departmental objectives and targets

%�#��=<���� ��������� � Z#�� ��Z��#���^��� ��������� ����!"�����'��� �

! �������<���#�� ��� ������ ������� ��������������� ��Z��#���^��� ��� ��{��'#������3������$���by EA and proof of submission by due date

Data Limitations Inability of programmes to keep and provide valid performance information by due date

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance ����#��Z^������#*�� � ��ZB%Z������#�� ����� ��{�������������� �*��#�dates

Indicator Responsibility Director: Strategic Planning, Monitoring and Evaluation

Indicator Title 4. Average percentage of funded posts in PERSAL which are vacant over a quar-ter (vacancy rate)

%��� ����� ��� Measurement of the average rate of vacancies in the Department

Purpose/Importance �����#������$���� ���� ������������� ��

%�#��=<���� ��������� � PERSAL reports and manual data base

! �������<���#�� ��� {#�*�����$����������$����*��#�*����������$������ �3�+�����������percentage, showing 10% vacancy rate

Data Limitations ^��������������������'���� ���#� ����#�� �������������

������;*�� �$ Performance

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator No

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

Indicator Responsibility Director: Human Resources Management

Indicator Title 5. Percentage of interns enrolled against the funded post

%��� ����� ��� Measure the number of interns enrolled in the Department on an annual basis

Purpose/Importance ������$���$��#�*������ ����������+����������� �*����������� �$��� ���� �� ����� ��#�#���$����� ����#�����������?#�������# ������appointment in the labour market

%�#��=<���� ��������� � PERSAL reports and manual data base

! �������<���#�� ��� �� ����#�*������� ������$����*� � ������������+��������������� �'�

Data Limitations None

������;*�� �$ Performance

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance 5% (of the approved funded post establishment) of interns are appointed annually in the Department

Indicator Responsibility Director: Human Resources Management

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Indicator Title 6. Percentage of performance agreements and reports submitted on time

%��� ����� ��� !��#����� ��������������������������'�� ������������ ��Department

Purpose/Importance �������� �������� � ����������������'�� ������$����� ��� �

%�#��=<���� ��������� � Submission analysis report

! �������<���#�� ��� Number agreements, reviews and assessments submitted divided by total ?#������'�� ������������ 3�+��������������� �'3�������'��������������

Data Limitations Risk of incorrect information being captured and absence of some staff members during submission due dates

������;*�� �$ Performance

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance Achieve 90% submissions of performance agreements, reviews and assessments by due dates

Indicator Responsibility Director: Human Resources Management

Indicator Title 7. Approved Workplace Skills Plan (WSP)

%��� ����� ��� Measure whether the Workplace Skills Plan of the Department is being imple-mented

Purpose/Importance To ensure that staff are appropriately skilled and competent to deliver on the mandate of the Department

%�#��=<���� ��������� � Approved WSP and manual training database

! �������<���#�� ��� Approved WSP and number of targets achieved, divided by total number of ��' ����� ��_%�3�+��������������� �'

Data Limitations Risk of late submission resulting in late or incomplete submission

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance _%�������$��*��B�*�R��Z���������

Indicator Responsibility Director: Human Resources Management

Indicator Title 8. Percentage targets of workplace skills plan achieved

%��� ����� ��� Measure whether the Workplace Skills Plan of the Department is being imple-mented

Purpose/Importance To ensure that staff are appropriately skilled and competent to deliver on the mandate of the Department

%�#��=<���� ��������� � Approved WSP and manual training database

! �������<���#�� ��� Approved WSP and number of targets achieved, divided by total number of ��' ����� ��_%�3�+��������������� �'

Data Limitations Risk of late submission resulting in late or incomplete submission

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance Z���$�������� ��' ����� ��_%��*� �������� �������������

Indicator Responsibility Director: Human Resources Management

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Indicator Title ������� �'�������'�� ����������*����#*�� ��'�����������������#��

%��� ����� ��� All designated employees are required to disclose their registerable interests by not later than 30 April 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 at ��$� ��'����]�� ������ �� ��*��?#����'�������'�� �������� ���������� ��������������� �� �

%�#��=<���� ��������� � 6����������������#��������'��� ������ �

! �������<���#�� ��� {#�*���������������������#����#*�� �3���$����*� � ����#�*��������'�� -���������������� 3�+��������������� �'

Data Limitations ^���������������#*����������������������������#����������#� ������������#��system not being operational

������;*�� �$ Performance/compliance

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator Yes

Desired Performance �������������������#*���������������������� �� ��*��������'�� ���������� ���� ��������� ��������

Indicator Responsibility <����^����;����

3. Communications

Indicator Title 10. Approved annual communication plan and Percentage achievement of targets ��� ��<���#���� ��������

%��� ����� ��� 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 ������'�������� �����$�� � ��*� ���� ���������+ ������ ��������

%�#��=<���� ��������� � Z����$������#���� �������������?#�� ������� ������� �$� ���������� ����!"�����'��� �

! �������<���#�� ��� %�������#� �����$����� ������� ����������� ������

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative (communication plan)and cumulative (implementation reports)

^��� ��'�<�� Annually (communication plan) and Quarterly (implementation reports)

New Indicator No

Desired Performance Z��#���<���#���� �������������#������������$���B�*�R���#��

Indicator Responsibility <�������� ��L�!��� ��'�����<���#���� ���

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4. Financial Management

5. Information Technology Support

Indicator Title 11. Percentage of valid invoices paid within 30 days and cases where non-compliance lead to disciplinary action

%��� ����� ��� The indicator measures the number of invoices paid within 30 days according to the NT guidelines

Purpose/Importance To assess the level of compliance with legislation, regulations and accounting standards

%�#��=<���� ��������� � Z#�� �����#������������� � �� �

! �������<���#�� ��� Number of invoices paid within 30 days divided by the number of valid invoices received on a monthly basis

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Monthly

New Indicator Yes

Desired Performance 100% of valid invoices paid within 30 days or disciplinary action taken in 100% of cases where invoices are not paid within 30 days

Indicator Responsibility <����6���������;����

Indicator Title ����Z����$�����#���7<�������

%��� ����� ��� 7<������� ��'#��������� � �����������'��� ����*#������������� ����� �� ��needs of DPME

Purpose/Importance ����#���� ������ �����$�� �������� �� ���� �� '����*�� �$�

%�#��=<���� ��������� � Approved business applications plan and reports indicating percentage of systems availability

! �������<���#�� ��� Reports indicating the number of activities in the business applications plan ����$�3���$����*� � ����#�*����� ��' ���� �$� ��3�+��������������� -age

Data Limitations None

������;*�� �$ Performance

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator Yes

Desired Performance Z��#���7<�����������#������������$��*�<7;��*�R���#�

Indicator Responsibility <����7������ ����;����

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6. Risk Management

Indicator Title �R������ �'�����$�� ���� ��' ����� ��7<������

%��� ����� ��� !��#�������� � �����������'��� ����7<������� �� �����������!"

Purpose/Importance ����#���� ������ �����$�� �������� �� ���� �� '����*�� �$�

%�#��=<���� ��������� � ^��� �������� ��'����� �'������$�� ����� ��' ����� ��7<������

! �������<���#�� ��� ^��� �������� ��'� ������ �'�����$�� ���� ��' ������ ��7<���������#�-ber of planned activities achieved, divided by total number of targeted activities, +��������������� �'�

Data Limitations None

������;*�� �$ Performance

<���#�� ������ {���<#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance Achieve an average of 80% systems availability on an annual basis, measured by reports produced quarterly as generated by the system

Indicator Responsibility Director: Business Intelligence

Indicator Title 14. Approved Risk Management Plan

%��� ����� ��� Monitor the implementation of risk management plan and produce risk register to identify accessible risks and mitigating actions

Purpose/Importance To identify and mitigate risks that might hamper achievement of departmental objectives

%�#��=<���� ��������� � Risk management plan, quarterly risk reports, risk registers and minutes of Risk !���'�� �<����

! �������<���#�� ��� ������ �������+�� ������?#�� ������� ���'���� ����������'�� �����3�updated risk register and proof of submission to Risk Management and Audit <����

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Bi-annually

New Indicator No

Desired Performance <���#� ����#��������������� ����������#�����#������������� and quarterly progress reports

Indicator Responsibility <����^����;����

Indicator Title 15. Number of quarterly Progress Reports produced

%��� ����� ��� Monitor the implementation of risk management plan and produce risk register to identify accessible risks and mitigating actions

Purpose/Importance To identify and mitigate risks that might hamper achievement of departmental objectives

%�#��=<���� ��������� � �#�� ������������ ���������# �����^����!���'�� ��<����

! �������<���#�� ��� ������ �������+�� ������?#�� ������� ��

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance Produce quarterly progress reports against the targets in the risk plan

Indicator Responsibility <����^����;����

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7. Internal Audit

Indicator Title 16. Approved Internal Audit Plan

%��� ����� ��� Plan for conducting internal audits and monitoring reports on the imple-mentation of the plan

Purpose/Importance To evaluate the effectiveness of internal controls and provide internal audit ���� �� ������'�� �����Z#�� �<����

%�#��=<���� ��������� � 3-year strategic internal audit plan and annual audit plan

! �������<���#�� ��� ������ ������� ����������� ����� ������#�� �������������������#� ��������� ������#�����������������#*�������� ��Z#�� �<����

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance Produce a 3-year rolling strategic internal audit plan and submit to the Z#�� �<���� ����������$���*�R���#������

Indicator Responsibility <����Z#�� �"+�# �$

Indicator Title 17. Quarterly Internal Audit Monitoring Reports

%��� ����� ��� Monitoring reports on the implementation of the internal audit plan

Purpose/Importance To evaluate the effectiveness of internal controls and provide internal audit ���� �� ������'�� �����Z#�� �<����

%�#��=<���� ��������� � Quarterly implementation monitoring reports of the annual audit plan

! �������<���#�� ��� %�������#� ��������� ������#�����������������#*�������� ��Z#�� �<��-mittee

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance �#�� ����#�� ������� � �������� ������ �� ��Z#�� �<���� �and management produced

Indicator Responsibility <����Z#�� �"+�# �$

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PROGRAMME 2: NATIONAL PLANNING Strategic Objectives

% �� '���;*�� �$��� � 1. To facilitate long-term planning, alignment of government priorities and develop planning frameworks for short and medium term planning

%��� ����� ��� 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 planning

%�#��=<���� ��������� � B#�����������#���������'� ������������������ ����#�� ���$����

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$���$�� ��!�"6�����

^��� ��'�<�� Annually

New Indicator Yes

Desired Performance Framework for Planning Developed and implemented Sector plans developed

Indicator Responsibility @��L�{� �������������'�<������� ����

% �� '���;*�� �$��� � 2. Results based planning institutionalised in the national and provincial sphere of government

%��� ����� ��� 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.

%�#��=<���� ��������� � Approved revised Framework for Medium Term Planning

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance Roll out of the Framework for Medium Term Planning implemented by the ����=���������������

Indicator Responsibility @��L�{� �������������'�<������� ���

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PROGRAMME ANNUAL INDICATOR DESCRIPTORS Indicator Title ���B#���������� ���$����� ���� ���{���V���������� � �������������#��

%��� ����� ��� B#���������� ���$����� ���� ��{���V���������� � ��������

Purpose/Importance The guideline will provide guidance on the development of the NDP 5 year implementation plan, which will guide the realization of the NDP objectives over the remaining period before 2030.

%�#��=<���� ��������� � Research reports

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance B�$���� � ���$���� ��!�%����������� �� ���'#������

Indicator Responsibility ��B��������'��������� ���

Indicator Title ���B#������������ '�� ���������'�����#��

%��� ����� ��� B#����������� '�� ���������'3�����������#�� �������������� � �����

Purpose/Importance To ensure that the different spheres of government and entities understand the inter relatedness between the different planning documents.

%�#��=<���� ��������� � Research reports

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance B�$���� ��$�����#����� '�� ����������������*��������������$� implementation thereof.

Indicator Responsibility <�L��������'�Z��'���

Indicator Title 3. Assessment report on the review of the planning cycles produced

%��� ����� ��� The assessment report will focus on the current planning cycles and will propose ���#� �� ��*������� �������'����� ��������� �

Purpose/Importance To ensure that planning cycles contribute to accelerated performance with government

%�#��=<���� ��������� � Research reports

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance �������'������ �� ���� ��*# � ��������������������� �������������� ����government.

Indicator Responsibility <�L��������'�Z��'���

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Indicator Title 4. Develop legislation for national planning coordination

%��� ����� ��� Development of legislation in the form of a new Planning, Monitoring and Evaluation Bill

Purpose/Importance To provide for a legislation that will govern the National Development Plan, Vision 2030 as the primary long-term plan and vision that will guide all government planning in the Republic and to introduce a set of broad principles for the workings of the Department of Planning, Monitoring and Evaluation (DPME)

%�#��=<���� ��������� � A bill for planning, monitoring and evaluation which will be submitted to parliament

! �������<���#�� ��� Simple count

Data Limitations The delays in the approval process

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator Yes

Desired Performance �!�"��� ������$��*�<�*��

Indicator Responsibility Secretary of National Planning

Indicator Title 5. National Spatial Development Framework (NSDF) approved

%��� ����� ��� NSDF Report in line with requirements of Section 13 of the Spatial Planning and Land Use Management Act

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

%�#��=<���� ��������� � Z �������'�� ������������#� � ����3�%"7Z%�^��� �3�<�*�� �� � �� �3� Publication in the government gazette

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance {%�6��#*�� �� ��<�*�� ������������� �������������$��

Indicator Responsibility Secretary for National Planning

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Indicator Title Q��{#�*����������������� ������#���� ���� ��{�<

%��� ����� ��� ^������������������ ��������� ���������� �� ���{�<�_����% ����3�����Z� �$�<� �>��3�<���*��% � ���������������Z<<%��4�"�������'��#��� ���������"��������"+�����3�7���#��$�����6�����"�������"76"���

Purpose/Importance �����#��$�����*������������ ����� ��B�$���� �

%�#��=<���� ��������� � Research reports completed

! �������<���#�� ��� %�������#� ���������������'��� ������� ��*� �������� �������������

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non cumulative

^��� ��'�<�� Annually

New Indicator New

Desired Performance 3 research reports

Indicator Responsibility Secretary for National Planning

Indicator Title ���{#�*������ ���������'�'�� ������#���� ���� ��{�<

%��� ����� ��� ^������'� ��� ���������'�'�� ��� �$� ������ ��{�<

Purpose/Importance ��������� ���������� ��{�<�����#���� ��'� �������� � ������� ��{���through mobilising stakeholders to implement the NDP in their own sectors

%�#��=<���� ��������� � Quarterly activity reports on public engagements

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually and Quarterly

New Indicator No

Desired Performance Produce Annually and Quarterly Reports on stakeholder engagements and the work ��� ��{�<���� ��{��

Indicator Responsibility Secretary for National Planning

Indicator Title 6. Annual budget mandate paper issued

%��� ����� ��� Z��#�������� �������$����3��# �����'� �������� ���B�$���� � ���������budget allocations

Purpose/Importance <���������#���� �B�$���� ������� ���������������� �������*#�' � deliberations and processes to ensure plan-budget alignment and effective implementation of the National Development Plan

%�#��=<���� ��������� � �������������� ���������������#���� ���������!���� ������������'

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Bi-annually

New Indicator Yes

Desired Performance Document released by end of April

Indicator Responsibility @��L�{� �������������'�<������� ����

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Indicator Title 10. Number of Integrated Planning Forums convened

%��� ����� ��� The Integrated Planning Forum is a stakeholder engagement which includes all spheres of government on integrated planning to improve service delivery and value for money.

Purpose/Importance The Integrated Planning Forum will be convened to institutionalise integrated planning in all sphere of government.

%�#��=<���� ��������� � Attendance Registers

! �������<���#�� ��� Simple count of number of planning forums

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance Attendance by relevant stakeholders

Indicator Responsibility Deputy Secretary for National Planning

Indicator Title 11. Number of assessment reports on the second draft Annual Performance Plan provided to national departments by 31 January 2019

%��� ����� ��� 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

%�#��=<���� ��������� � Assessment reports%�'���� ���*��B������������� � ���� ���������� �� �

! �������<���#�� ��� Simple count

Data Limitations Non-submission of Annual Performance Plans by national departments

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance Produce 40 assessment reports by 31 January 2019

Indicator Responsibility <�������� ��L��������'�Z��'���

Indicator Title ���{#�*�����{�<��������

%��� ����� ��� ���{�<������������� ��'���� ��{� �������������'�<��������������������#���all the meetings of the work streams and the task teams.

Purpose/Importance The Plenaries assist with the advancement of the implementation of the NDP.

%�#��=<���� ��������� � Minutes of meetings and attendance registers

! �������<���#�� ��� Simple count of number of plenaries held

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance ���{�<�������� ��'�3����� ��������� ���� ���

Indicator Responsibility Deputy Secretary for National Planning

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Indicator Title 12. Number of assessment reports on the second draft Annual Performance Plan ���$���� ��;�������� ��������*�R�����#�������

%��� ����� ��� 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

%�#��=<���� ��������� � Assessment reports %�'���� ���*��B������������ � ��;�������� �������

! �������<���#�� ��� Simple count

Data Limitations {����#*�����������% �� '�������������Z��#�������������������*�;�������� ��Premier

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance Produce 7 assessment reports by 31 January 2019

Indicator Responsibility <�������� ��L��������'�Z��'���

Indicator Title �R��{#�*������#�� �������������^��� ��'�B#���������#�� �������� ������departments by 15 May 2018

%��� ����� ��� ��^�B#��������# �����'����� ��'��� �3�����������������*��� �������?#�� ���reporting processes for national departments

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

%�#��=<���� ��������� � "������� ��� �������^�B#�������� � ���� ���������� �� �

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance ��B#���������#��*��V�!������

Indicator Responsibility <�������� ��L��������'�Z��'���

Indicator Title �|��{#�*������#�� �������������^��� ��'�B#���������#�� ������;�������the Premier by 15 May 2018

%��� ����� ��� ��^�B#��������# �����'����� ��'��� �3�����������������*��� �������?#�� ���reporting processes for provincial departments

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

%�#��=<���� ��������� � "������� ��� �������^�B#��������� � ������;�������� �������

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance ��B#���������#�� ������;�������� ��������*��V�!������

Indicator Responsibility <�������� ��L��������'�Z��'���

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PROGRAMME 3: SECTOR MONITORINGObjective Indicators

;*�� �$��� � 1. To track progress towards the NDP 2030 implemented through the MTSF 2014-2019

;*�� �$�% � �� B�$���� ��������� �� ��{������� �����'� �������� ���'� ���$� 3���#��unemployment and inequality. The Medium Term Strategic Framework (MTSF) has *������ ��������$���������� � ��������� ���#��#� ���$����� ����'����of government as set out in the NDP. The object is to assess progress towards the attainment of the NDP goals through monitoring

Purpose/Importance Assess progress government makes against its long, medium term and short term plans

%�#��=<���� ��������� � MTSF monitoring reports

! �������<���#�� ��� Simple count of the number of reports

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Every 4 months

Desired Performance Produce quarterly, annually and midterm reviews of government performance against NDP/MTSF

;*�� �$�^������*��� Head: Sector Planning and Monitoring

;*�� �$��� � 2. To support initiatives undertaken to unblock problems and accelerate implementation in key sectors of the economy and service delivery

;*�� �$�% � �� Initiatives undertaken to unblock problem and accelerate implementation

Purpose/Importance ��*�������� ����*�����'�� ���#���� ������� � �������������� ��� �$� ����strategies and plans in key priority areas

%�#��=<���� ��������� � ;��� �������������*��

! �������<���#�� ��� Simple count

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

Desired Performance Facilitate initiatives and interventions aimed at unblocking problems, and service ���$�������� ���������$�� �������� ��������

;*�� �$�^������*��� Head: Sector Planning and Monitoring

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PROGRAMME ANNUAL INDICATOR DESCRIPTORS Indicator Title ���B#����������� ���;Z�!��� ����'�%� ���$��������#��� �����#���

%��� ����� ��� B#����������� ���;Z�!��� ����'�%� ���$��������#��� �����#���

Purpose/Importance ����'#����������$���'#������ ��;# �����<������� ��'����� �� �� �� �are responsible for tracking progress towards the NDP 2030, and assist them to track progress with the implementation of the NDP 2030 through the Medium Term Strategic Framework (MTSF). The guidelines specify the reporting require-ments and reporting time frames

%�#��=<���� ��������� � <������ �������$��'#��������]� ��'���������� ��# ����>� ���

! �������<���#�� ��� None

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Not Applicable

^��� ��'�<�� B#�����������#������#���3������� ��?#�� ��

New Indicator Yes

Desired Performance B#������� ��*������$��*��#��$����

Indicator Responsibility ��BL�%� ���!��� ����'�������

Indicator Title ���B#�����������;# �����<������� ������$��������#��� �����#���

%��� ����� ��� B#�����������;# �����<������� �����$��������#��� �����#���

Purpose/Importance ����'#����������$���'#������ ��;# �����<������� ��'����� �� �� �� �����������*��������#���'���� �$������� � ������� ���|�;# ��������government, which are linked directly to the NDP 2030, implemented through the MTSF

%�#��=<���� ��������� � <������ �������$��'#��������]� ��'���������� ��# ����>� ���

! �������<���#�� ��� None

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Not Applicable

^��� ��'�<�� B#�����������#������#���3������� ��?#�� ��

New Indicator Yes

Desired Performance B#������� ��*������$��*��#��$����

Indicator Responsibility ��BL�%� ���!��� ����'�������

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Indicator Title 3. Report on the review of implementation forums and coordination struc-tures of government produced

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

Purpose/Importance Implementation Forums consist of two structures, the Technical 7����� � ����6��#�3�������������������������� ����B����������the Ministerial Implementation Forums. Both structures provide oversight ���� �������� � ������� ���|�;# ����������������� ������#������ ��review of their functioning, and the production of a report on this review

%�#��=<���� ��������� � <������ ��������$�������

! �������<���#�� ��� None

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Not Applicable

^��� ��'�<�� Review completed annually, recommendations implemented quarterly, including the reforms of these structures, where required

New Indicator Yes

Desired Performance Review to be completed by September 2018

Indicator Responsibility ��BL�%� ���!��� ����'�������

Indicator Title |��{#�*�����?#�� ����������������� ���#*�� �� ��<�*�� ���� �����priority outcomes

%��� ����� ��� Monitoring reports measure progress against target set in each outcome and ���#��� ��������� ����$�� �<�*�� �<���� �� ����*�� ��� �� ��� ��appropriate actions

Purpose/Importance ����������<�*�� �������'������ �� �������� � ������� ���# �����

%�#��=<���� ��������� � ������� ����'����'�������� ����������������#*�������� ��<�*��

! �������<���#�� ��� Simple count of the reports

Data Limitations Risk of departments providing wrong data

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Bi-annually

New Indicator No

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

Indicator Responsibility ��BL�%� ���!��� ����'

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Indicator Title 6. {#�*��������'�������� ������#������%;<��3�%;"������67��

%��� ����� ��� !��� ����'����� ������������������%;<��3�%;"��������67����� ��contribution to the NDP 2030 and the MTSF 2014/19

Purpose/Importance Strategic levers of government that contributes to addressing the triple challenges of poverty, unemployment and inequality

%�#��=<���� ��������� � Annual Reports, APP, Research Reports

! �������<���#�� ��� Simple count

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Bi-annually

New Indicator Yes

Desired Performance Produce a framework and 2 progress reports and submit to Minister by 31 March 2019

Indicator Responsibility ��BL�%� ���!��� ����'

Indicator Title V���$�����������������%;<��3�%;"��������67

%��� ����� ��� ���$����������������������������������%;<��3�%;"��������67

Purpose/Importance ������$������������������ �������������������� ��%;<��3�%;"��������67�������� ��� ����%;<��3�%;"��������67� �� ���'� �*�����������#���� �interventions

%�#��=<���� ��������� � Z�����������#� ��*� ��<�������� ��� ����%;<��3�%;"��������67

! �������<���#�� ��� Simple count

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non cumulative

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance ����#������������� ������ ���%;<��3�%;"��������67

Indicator Responsibility ��BL�%� ���!��� ����'

Indicator Title Q��{#�*��������������$�;��� ���������������� ������������'����'����of all 7 delivery labs

%��� ����� ��� Support the development and implementation of detailed 3-feet plans in key priority areas

Purpose/Importance To provide regular feedback to the all stakeholders as well as the general public on the implementation progress on Lab initiatives

%�#��=<���� ��������� � ^��� ��'�����*��������� ��;��� �������������*��

! �������<���#�� ��� Simple count of the number of dashboard reports per Lab

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance ;�����������$�;��� ���������������'����^��� �����#���?#�� ��3�encompassing progress with all 7 delivery Labs

Indicator Responsibility <�������� ��L�;��� ������������

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Indicator Title 8. Percentage of feedback provided on SEIAS reports analysed

%��� ����� ��� All policies and legislation are assessed through the SEIA system to mitigate against unintended consequences

Purpose/Importance To ensure that policies and legislations are aligned to the NDP and related risks ������� �������������������*�� �������+�����

%�#��=<���� ��������� � • Proposed Policies, Legislation and Regulations as well as the SEIAS reports from Departments

• Feedback reports on analysis of SEIAS reports to Departments

! �������<���#�� ��� Simple count of feedback on SEIAS reports analysed divide by the number of ���$��%"7Z%����� ����������� �� ��+��������������� �'

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator No (Revised)

Desired Performance Progress report showing 80% of feedback on analysis of SEIAS reports

Indicator Responsibility <�������� ��L�%"7Z%

Indicator Title 9. Number of comprehensive progress reports on Special Presidential Package of Mining Towns and labour sending areas

%��� ����� ��� <��������$����� ����������'� ����� �����������'������� ���# ������������� ��%������������� ���������'����!����'�������������*�#�������'�areas

Purpose/Importance To advise political principals on stakeholders on issues relating to distressed �����'� �����������*�#�������'�����3���!"�!���� ���������� �� ��7!<����the Revitalizing of distressed mining communities

%�#��=<���� ��������� � Proof of submission of reports

! �������<���#�� ��� Simple count

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance Produce 3 comprehensive reports on the status of mining towns and labour sending areas submitted to the Minister updating him on progress.

Indicator Responsibility <�������� ��L�^$� ���>� ���������� �����!����'������

Indicator Title ����{#�*�����<��������$����'�������� ����� �������� � ������� �# �������� ��7� ��!���� �����<���� �������� �����!����'������

%��� ����� ��� �������'�������'������������# �������� �*�7!<�

Purpose/Importance ����#���� �7!<��� �� �����������*� ��!���� ������!"

%�#��=<���� ��������� � 7!<����� ������7!<����# �

! �������<���#�� ��� Simple count

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance ����#�������������$����� ������ ��;# �������� ��7!<�

Indicator Responsibility ��BL�%� ���!��� ����'

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PROGRAMME 4: PUBLIC SECTOR MONITORING AND CAPACITYProgramme Objectives

;*�� �$��� � ������������ � � �������� � �������;# �������������������������#���� �implementation of the MTSF to monitor and improve the capacity of state institutions for achievement of NDP .

;*�� �$�% � �� B�$���� ��������� �� ��{������� �����'� �������� ���'� ���$� 3���#��unemployment and inequality. The Medium Term Strategic Framework has been ���� ��������$���������� � ��������� ���#��#� ���$����� ����'����of government as set out in the NDP. The object is to assess progress towards the attainment of the NDP goals through monitoring

Purpose/Importance To support and strengthen the capacity to deliver on its mandates

%�#��=<���� ��������� � Monitoring reports

! �������<���#�� ��� Simple count of the number of reports

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Every 4 months

{��;*�� �$ No-revised

Desired Performance !�� ������������� ����$�������'�$���� �������������� �� ��;# �����9 and 12 completed!�%6����|������<��� ����$���!��� ����'����� �����;# �������������

;*�� �$�^������*��� Head: Public Sector Monitoring and Evaluation

;*�� �$��� � 2. To support initiatives undertaken to unblock problems and accelerate implementation of good management practices

;*�� �$�% � �� 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

%�#��=<���� ��������� � Data from assessment tools and reports of assessments

! �������<���#�� ��� Simple count and data drawn from analysis of reports

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ Simple count

^��� ��'�<�� Annually

{��;*�� �$ No-revised

Desired Performance Develop and use appropriate tools to monitor state of compliance with management practices annually in the three spheres of government

;*�� �$�^������*��� Head: Public Sector Monitoring and Evaluation

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PROGRAMME ANNUAL INDICATOR DESCRIPTORS Indicator Title 1. {#�*������#�� ����������������� ���#*�� �� ��<�*�� ����

;# ������������

%��� ����� ��� Monitoring reports measure progress against target set in each outcome and ���#��� ��������� ����$�� �<�*�� �<���� �� ����*�� ��� �� ��� ��appropriate actions

Purpose/Importance ����������<�*�� �������'������ �� �������� � �������;# �������������

%�#��=<���� ��������� � !��� ����'����� �����;# �������������

! �������<���#�� ��� Simple count of reports

Data Limitations Risk of departments providing wrong data

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Bi-annually

New Indicator No

Desired Performance Monitoring report on the implementation of the MTSF

Indicator Responsibility ��BL��#*����%� ���!��� ����'

Indicator Title ���%;"�����������������������������$����3������$������������ �����`�%;"��

%��� ����� ��� ���$����������������������������������`���� ��%;"�

Purpose/Importance ������$������������������ �������������������� ��%;"��������� ��� ����%;"�� �� ���'� �*�����������#���� ��� �$� ����

%�#��=<���� ��������� � Z�����������#� ��*� ��<�������� ��� ����`���� ��%;"�

! �������<���#�� ��� %�������#� ����`������������� �����%;"�

Data Limitations 7������ �������%;"���'� �*������#� � ���* ���

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance Z����������� � �� �������������$�����+����� ������������ of good performance and poor performance if any.

Indicator Responsibility <�������� ��� L��#*����%�$���!��� ����'�����%#����

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Indicator Title R��Z����� ������ �������������$����������� ����B���������������Z'�-ments adhere to Head of Department Management and Development System (HPMDS) and guidelines

%��� ����� ��� �#��� ����#��������������'��� ��*������� �����@;���!�%�����guidelines for alignment

Purpose/Importance To monitor and measure quality of all performance agreements based on the ���@;���!�%�����'#������

%�#��=<���� ��������� � Performance Agreement data received

! �������<���#�� ��� Z����$������ ������ �������������$����������� ���B������Z�*���!"����� ���B����

Data Limitations <����� ����� ���� ����#��������*����� ��*# � �� ����������$�� ���� ��30-day timeline

������;*�� �$ ;# �#

<���#�� ������ Non cumulative

^��� ��'�<�� Bi-annually

New Indicator No

Desired Performance Z����$������ �������� ����B���������������Z'��� ��������'� ��the Head of Department Management and Development System (HPMDS) and guidelines

Indicator Responsibility Head: Public Service Monitoring and Support

Indicator Title 4. Number of analytical reports on 30 day payments produced

%��� ����� ��� Quarterly report analyzing progress made on payment of suppliers produced.

Purpose/Importance To report on progress made by departments and trends on payment of suppli-ers within 30 days.

%�#��=<���� ��������� � Analytical reports developed

! �������<���#�� ��� Simple count

Data Limitations Timely submission of quarterly reports by the National Treasury.

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance Quarterly reports that provide an analysis of progress made by departments to pay suppliers within 30 days of receipt of an invoice.

Indicator Responsibility <�������� ��� L��#*����%�$���!��� ����'

Indicator Title 5. Percentage of targets in the PM&E capacity development plan achieved

%��� ����� ��� 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

%�#��=<���� ��������� � ^'#�������� ���'���� � ��<����� ��$����� ����������#*�� �� ���#'�� ����!"�Z���"�� ������^��� ��'�%� ���;��'������� �������#��������� ��individual project reports

! �������<���#�� ��� {#�*����� ��' ������$����� ���!�"�<����� ��$����� ������+������as a percentage of total targets

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance Z���$�������� ��' ����� ���!�"�<����� ��$����� ������

Indicator Responsibility <�������� ��L��!�"�<����� ��$�����

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Indicator Title `��{#�*������B!7!������������ ������� �

%��� ����� ��� {#�*������#�������� ����������#*�� ������� ����B!7!���� ����self-assessments

Purpose/Importance To assess the level of compliance by participating municipalities in terms of selected management practices

%�#��=<���� ��������� � �B!7!��*�*����������� � ���

! �������<���#�� ��� %�������#� ���� ���#�*���������� ���B!7!������������ ������ -����� ���B!7!��*��� ��*������� �������������

Data Limitations <���� �������������� ������������'� ��������� ��������$�������municipalities

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance ����#��R������������� ��*������������������

Indicator Responsibility @��L�������B�$���� �����������Z������ L�;!"�������

PROGRAMME 5: FRONTLINE MONITORINGProgramme Objectives

;*�� �$��� � 1. To monitor the quality of the services provided by government to citizens at institution and facility level

;*�� �$�% � �� To conduct on-site monitoring of the quality of frontline service delivery

Purpose/Importance Increased responsiveness of public servants and accountability to citizens

%�#��=<���� ��������� � Quarterly reports against the APP

! �������<���#�� ��� A count of the number of site reports for each site visited

Data Limitations None

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No

Desired Performance Number of monitoring visits to support policy prioritiesNumber of government institutions supported in citizen based monitoringPercentage implementation of Annual Presidential Hotline Enhancement PlanTotal number of Siyahlola and Izimbizos conducted

;*�� �$�^������*��� ��BL�6��� ����!��� ����'

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PROGRAMME INDICATOR DESCRIPTORS Indicator Title ���{#�*��������� ����'�$��� ������#� ���������� �������� ����'��<�!3�6%�!�

����!� ��<��� �

%��� ����� ��� Z����� �������� ����'�$��� ��������������������!"�������������#� ��������site visit to a government facility and/or project site

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

%�#��=<���� ��������� � Monitoring reports

! �������<���#�� ��� Reports logged on FSDM system

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance 400 monitoring reports

Indicator Responsibility Head: Presidential Frontline Monitoring and Support

Indicator Title 2. Number of government institutions supported in citizen based monitoring

%��� ����� ��� B�$���� ���� � # ������������������� ������������$����������� �� ������municipality, either directly delivering services or supporting other government ��� � # ����� �����$����$�����%#���� ����������������$��'� ��������assistance to plan, implement and/or review a citizen-based monitoring �� �$� ������<� �>��*�������� ����'��������������� ��6������������% ��' ����'�<� �>��B�$���� ���� ������������!��� ����'�6��� ����%�$���Delivery Monitoring

Purpose/Importance To support government institutions to build capacity, knowledge and tools to implement citizen-based monitoring as a means to advance policy priorities

%�#��=<���� ��������� � ���'�������� ����'�������*� ��<�������� ��

! �������<���#�� ��� Simple count.

Data Limitations None

Type of Indicator ;# �# ������� ��

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance 3

Indicator Responsibility ���� ��L�<� �>�������!��� ����'��!

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Indicator Title 3. Percentage of targets in the Annual Presidential Hotline Enhancement Plan implemented

%��� ����� ��� The Annual Presidential Hotline Enhancement Plan captures all activities and outputs planned for 2017/18 to support continuous improvement in the quality, speed and overall resolution rate of complaints logged with the Presidential Hotline

Purpose/Importance To enhance the Presidential Hotline system through implementing projects focused on enhancing the inter-departmental case resolution system, the analytical and reporting capability and the communication platform

%�#��=<���� ��������� � Quarterly progress monitoring report against Annual Presidential Enhancement Plan

! �������<���#�� ��� {#�*����� ��' ����� ��Z��#��������� ����"������� ������+���������a percentage

Data Limitations None

Type of Indicator ;# �# ������� ��

<���#�� ������ Non-cumulative (performance will be measured against quarterly targets of the plan)

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance 80% achievement of targets in Annual Presidential Enhancement Plan

Indicator Responsibility Director: Presidential Hotline

Indicator Title 4. Number of customer satisfaction survey reports produced indicating per-centage of respondents who log queries at the Presidential Hotline and rate the satisfaction of response as good or fair

%��� ����� ��� Satisfaction survey results to support and enhance good practices in manage-ment and resolution of complaints in national departments and provinces that will impact positively on citizens’ satisfaction

Purpose/Importance To encourage departments to monitor and improve the management and the ?#��� ������������ �������# �����7 ������������ ������� �������;# ������

%�#��=<���� ��������� � Raw data on citizens surveyed will be used to produce reports on percentage satisfaction of

! �������<���#�� ��� %�������#� �����$����� ����������� ������#�����������#�� ������� ����-centage of respondents who rated the satisfaction as good or fair by adding the respondents who rated the service as good or fair, divided by total number of ������� ������+��������������� �'

Data Limitations Not all departments/provinces will be sampled for surveys to be conducted. ;��� ������ ����'��$��#�������������� ������$��$��?#�� �

Type of Indicator ;# �# �

<���#�� ������ <#�#�� �$�

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance Produce customer satisfaction survey reports by end of each quarter

Indicator Responsibility Director: Hotline

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Indicator Title 5. Number of new Siyahlola and Izimbizo coordinated.

%��� ����� ��� Siyahlola and Izimbizo is a programme for political heads to visits communities and to listen and respond to their concerns regarding the quality of public services they receive

Purpose/Importance ������$���������� �����*�# � ������������� ������=����#�� ���*��'�$��� ��*����� ������������������� ����������*����'��� �=���� ��������� �������������enable them to conduct monitoring of government services to communities

%�#��=<���� ��������� � ^��� �����$��� ������������������'�� ������ ���?#� ��'�� �

! �������<���#�� ��� %�������#� ���� �� � ����#�*��������� �=����������=*����'��� ������������all areas visited as per request register

Data Limitations None

Type of Indicator Performance

<���#�� ������ <#�#�� �$�

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance <���#� ����$��� ����������#������������=*����'��� �=���� �����%������������Izimbizo quarterly

Indicator Responsibility <�������� ��� L�!��� ����'�"+�# �$�%#���� �

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PROGRAMME INDICATOR DESCRIPTORS Indicator Title 1. Building of evidence champions in government

%��� ����� ��� Training of senior managers in evidence

Purpose/Importance Senior managers understand why research, data and evaluation evidence is critical for effective policy and programme performance

%�#��=<���� ��������� � Attendance registers for courses

! �������<���#�� ��� Numbers

Data Limitations None

Type of Indicator <#�#�� �$

<���#�� ������ Number

^��� ��'�<�� Bi-Annually

New Indicator Yes

Desired Performance 70 senior managers per year

Indicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

PROGRAMME 6: EVIDENCE AND KNOWLEDGE SYSTEMSProgramme Objectives

;*�� �$��� � 1. To support evidence-based Planning, Monitoring and Evaluation (PM&E)

;*�� �$�% � �� <���#� ������������$��#� ���� ���#���� �$�����*�����!�"

Purpose/Importance To develop frameworks for evaluation, research, knowledge management and data harvesting, storage, retrieval and analysis

%�#��=<���� ��������� � Data, research and evaluation reports

! �������<���#�� ��� Simple count of data, research and evaluation reports

Data Limitations Quality of some data

������;*�� �$ ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

{��;*�� �$ No – revised

Desired Performance 8 evaluation reports, 8 data reports/products and 4 research reports/prod-ucts

;*�� �$�^������*��� Head: Evaluation, Evidence and Knowledge Systems Branch

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Indicator Title ���{� ������"$��#� ��������������$��*�<�*��

%��� ����� ��� Approved national evaluation plan to guide the programme of evaluating priority programmes

Purpose/Importance To ensure that priority evaluations are conducted on government programmes and policies

%�#��=<���� ��������� � Z����$�����������<�*�� ����# �

! �������<���#�� ��� ������ ������� ��+�� �����������$�������*�<�*��

Data Limitations Z����� ��<�*�� ����# ������� ��� �

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No (adapted from previous)

Desired Performance ����=���{� ������"$��#� ��������������$��*�<�*�� �*�!���������

Indicator Responsibility Head: Evaluation Unit

Indicator Title 3. Number of NEP Evaluation Reports approved by evaluation steering committees

%��� ����� ��� Indication of number of completed NEP evaluations

Purpose/Importance Indicates how many evaluations have been completed

%�#��=<���� ��������� � National evaluation plan and approved evaluation reports

! �������<���#�� ��� %�������#� �����$����� �������$��#� �������� �������$��*� ��"$��#� ����% ���'�<����

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance ��{"��$��#� �������� �������$��*�"$��#� ����% ���'�<���� �

Indicator Responsibility Head: Evaluation Unit

Indicator Title 4. Number of improvement plans produced from NEP evaluations

%��� ����� ��� Z���$��#� ��������#�������#�������$�� ��������� �� ����������� ����accepted

Purpose/Importance For evaluations to have impact, it must be translated into improvement plans which show how programmes or policies must be changed

%�#��=<���� ��������� � Improvement plans

! �������<���#�� ��� Simple count of improvement plans produced

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance 8 Improvement plans produced from NEP evaluations

Indicator Responsibility Head: Evaluation Unit

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Indicator Title 5. Number of provinces with Provincial Evaluation Plans covering the year

%��� ����� ��� Number of provinces with current provincial evaluation plans

Purpose/Importance To ensure that priority evaluations are conducted on provincial government programmes and policies

%�#��=<���� ��������� � Provincial evaluation plan

! �������<���#�� ��� Simple count of number of current provincial evaluation plans

Data Limitations Reliance on provinces

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No (adapted from previous)

Desired Performance 7 Provincial evaluation plans covering 2018/19

Indicator Responsibility Head: Evaluation Unit

Indicator Title 6. Number of departments with Departmental Evaluation Plans covering the year

%��� ����� ��� Number of departments with current departmental evaluation plans

Purpose/Importance To ensure that priority evaluations are conducted on government programmes and policies

%�#��=<���� ��������� � Departmental evaluation plan

! �������<���#�� ��� Simple count of number of current departmental evaluation plans

Data Limitations Reliance on departments

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No (adapted from previous)

Desired Performance `��$��������� �� ���"$��#� ����������������!�Z����#� �

Indicator Responsibility Head: Evaluation Unit

Indicator Title Q��{�����%;"���� ��"$��#� ���������

%��� ����� ��� {#�*�����%;"���� ���#��� ���'����� ������$��#� ���������

Purpose/Importance �����#�� �� ������� �$��#� ������������#� �����%;"����'����������policies

%�#��=<���� ��������� � ;�'����� ������$��#� ��������

! �������<���#�� ��� Simple count of number of current organisational evaluation plans

Data Limitations ^���������%;"�

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No (adapted from previous)

Desired Performance V�$�����%;"�;�'����� ������"$��#� ����������������!�Z����#� �

Indicator Responsibility Head: Evaluation Unit

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Indicator Title 8. No of short evaluative assignments undertaken (eg Reviews, evaluative workshops)

%��� ����� ��� Short evaluative assignments ranging from workshops to annual reviews

Purpose/Importance Short evaluative assignments allow for rapid response to the need for an evaluation, and give feedback for learning

%�#��=<���� ��������� � DPME reports on assignments

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator Yes

Desired Performance 2 models applied in DPME/ government with 3rd model piloted

Indicator Responsibility Head: Evaluation Unit

Indicator Title 9. Number of strategic research/synthesis assignments completed by the end of �������������

%��� ����� ��� Research assignments and analytical papers completed

Purpose/Importance DPME is using the results of research to inform its work

%�#��=<���� ��������� � Research and analytical reports completed

! �������<���#�� ��� Simple count of research assignments and analytical papers completed by the end ��� �������������

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

New Indicator No

Desired Performance 4 Research assignments/papers completed by March 2019

Indicator Responsibility Head: Research and Knowledge Management Unit

Indicator Title 10. National Income Dynamics Study implemented and accessible

%��� ����� ��� Data from the National Income Dynamics Study accessible in DPME and to the public

Purpose/Importance NIDS is a very important dataset on the evolution of livelihoods, poverty and inequality and must be accessible to be used

%�#��=<���� ��������� � Knowledge hub website, NIDS papers and papers from launch

! �������<���#�� ��� Simple count of electronic access points and physical access points

Data Limitations None

Type of Indicator Number

<���#�� ������ <#�#�� �$

^��� ��'�<�� Annually

New Indicator Yes

Desired Performance {7�%��� ��������*�� ���#'����!"�������'�@#*3�R+�{7�%��������������and NIDS Wave 5 launch

Indicator Responsibility Head, Data Integration and Analysis Unit

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Indicator Title 11. Number of DPME knowledge sharing platforms implemented

%��� ����� ��� Sharing platforms run

Purpose/Importance ��!"����������'�� ��$������������������� ����]#�������������practice

%�#��=<���� ��������� � Events and knowledge products produced by different branches

! �������<���#�� ��� Simple count of events run and knowledge products produced

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance 4 DPME knowledge sharing platforms implemented

Indicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

Indicator Title 12. Number of knowledge products disseminated

%��� ����� ��� Sharing platforms run and knowledge products disseminated

Purpose/Importance ��!"����������'�� ��$������������������� ����]#�������������practice

%�#��=<���� ��������� � Events and knowledge products produced by different branches

! �������<���#�� ��� Simple count of events run and knowledge products produced

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance 4 DPME knowledge sharing platforms implemented and 13 knowledge products disseminated

Indicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

Indicator Title �R��������'��#*��$���������������� �<� ��� �*�����

%��� ����� ��� <� ������������ ���� ������������'��*�# � ���� �������$�����

Purpose/Importance To diagnose, plan, learn and improve it is essential for government to have up to date and accessible data, evidence and knowledge

%�#��=<���� ��������� � Knowledge Hub/data centre website

! �������<���#�� ��� Simple count

Data Limitations None

Type of Indicator Performance indicator

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator Yes

Desired Performance ������'�@#*��#�� ����������*#���������������������� �<� ��developed

Indicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

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Indicator Title �|��{#�*�����;# ��������� ���������� �� ���#*��������;Z��� �

%��� ����� ��� Quarterly progress reports on implementation of outcomes displayed to the �#*�����+��#���'��# �������������� ��������������

Purpose/Importance To inform the public on progress made on implementation of government prior-ity outcomes

%�#��=<���� ��������� � DPME website and data war-room

! �������<���#�� ��� %�������#� �����$����� ������� ��������������� �������!"��*�� �����data sourced from the war-room

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ <#�#�� �$

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance R�^��� �����������# ������� ���;Z��� ���+��#���'��# ��������������� ������ ���������������*�R��!���������

Indicator Responsibility Head: Data Integration and Analysis Unit

Indicator Title 15. Development Indicators publication

%��� ����� ��� 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 goals

%�#��=<���� ��������� � Annual Development Indicators publication booklet and departmental website

! �������<���#�� ��� ������ ������� �����������Z��#����$����� �7����� �����#*���� ����booklet and posting on the Departmental website

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator No

Desired Performance 2017 Development Indicators produced and posted on DPME website by November 2018. 2018 Development Indicator database produced and posted on DPME website by 31 March 2019

Indicator Responsibility Head: Data Integration and Analysis Unit

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Indicator Title 16. Number of Data analysis assignments undertaken

%��� ����� ��� Data analysis assignments undertaken to support DPME

Purpose/Importance Provides analytical evidence to support DPME’s work

%�#��=<���� ��������� � Reports of assignments

! �������<���#�� ��� Simple count of number of assignments

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Number

^��� ��'�<�� Quarterly

New Indicator Yes

Desired Performance 8 data assignments undertaken for DPME

Indicator Responsibility Head, Data Integration and Analysis Unit

Indicator Title 17. Support for development of M&E in Africa

%��� ����� ��� <����� �*#�����'���� �� �$��#��� ���� ���#���� ������!*��Z������� M&E Partnership

Purpose/Importance Twende Mbele is helping to build M&E capacity and its use to improve govern-ment performance in Africa

%�#��=<���� ��������� � Twende Mbele Annual Review Report

! �������<���#�� ��� Score/grade in report

Data Limitations None

Type of Indicator ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Annually

New Indicator Yes

Desired Performance Twende Mbele Programme annual review successfully completed

Indicator Responsibility Head: Evaluation, Evidence and Knowledge Systems Branch

PROGRAMME 7: YOUTH DEVELOPMENTProgramme Objectives

;*�� �$��� � 1. To support youth development and empowerment

;*�� �$�% � �� Youth development and empowerments is government priority

Purpose/Importance To address unemployment

%�#��=<���� ��������� � % � ��%Z��� �4����� �� ������� ����������������� ��

! �������<���#�� ��� Data analysis on youth

Data Limitations None

������;*�� �$ ;# �# �

<���#�� ������ Simple count

^��� ��'�<�� Quarterly

{��;*�� �$ Revised

Desired Performance Promote youth employment and empowerment through implementation of youth policy

;*�� �$�^������*��� Head: Youth Programme

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PROGRAMME INDICATOR DESCRIPTORS Indicator Title 1. National Youth Policy (NYP) monitored and evaluated

%��� ����� ��� This indicator refers to monitoring and evaluation of the approved National Youth Policy 2015/2020

Purpose/Importance To report progress on the monitoring and evaluation of the National Youth Policy.

%�#��=<���� ��������� � Monitoring and Evaluation reports

! �������<���#�� ��� Simple count

Data Limitations Non submission of monitoring and evaluation reports

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative and cumulative

^��� ��'�<�� Annually and Quarterly

New Indicator No

Desired Performance Implemented NYP

Indicator Responsibility Head: Youth Programme

Indicator Title |��;$���'� ����� �����{��Z

%��� ����� ��� ���+ � � ����������!"��$���� ��{��Z3���� ����*� ��������������recommendations

Purpose/Importance ;$���'� ���� ��{��Z��������#��?#��� ����#�������� ������ �������$���-ment of interventions to prevent issues from getting out of control

%�#��=<���� ��������� � National Youth Development Agency quarterly performance reports

! �������<���#�� ��� Quarterly oversight meetings

Data Limitations Late submission of required reports may prohibit them from being quality assured.

������;*�� �$ ;# �#

<���#�� ������ Non-cumulative

^��� ��'�<�� Quarterly

New Indicator No

Desired Performance "��� �$���������� ����� �����$������*�?#��� ����� ��'�

Indicator Responsibility Head: Youth Programme

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Union Building EastwingB�$���� �Z$�#3����$� ���'���||

Pretoria, 0001

Enquiries: (012) 312 0011Swithboard (012) 312 1200

www.dpme.gov.za