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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
Department of Planning, Monitoring and EvaluationAnnual Performance Plan 2018/19
DATE OF TABLING: MARCH 2018
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
1
2
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.
The
Dep
artm
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of P
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Mon
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ng &
Eva
luat
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Ann
ual P
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ce P
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2018
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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����� ����'�����$��#� ���������������� �$� ������?#���� ��*���'�����'����������$�� �4����4
• incrementally create a knowledge and research base to provide data and information to identify risks and long term forecasting, institutionalisation of planning and early detection of potential problems.
Mr Jeff Radebe (MP) Minister in the Presidency for Planning, Monitoring and Evaluation
4
The APP 2018/19 of the Department of Planning, Monitoring and Evaluation is compiled with the latest available information to the Department.
For more information, please contact:
<��� �!����
@������ ��;������� ������ ���B����
Department of Planning, Monitoring and Evaluation
Private Bag X944
Pretoria
0001
South Africa
Tel: +27 12 312 0000
6�+L�O�Q����R���VQ�Q
www.dpme.gov.za
RP20/2018
ISBN: 978-0-621-46046-9
The
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of P
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Mon
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Eva
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Ann
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2018
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OFFICIAL SIGN-OFF
7 ������*��� ���� �� � ����Z��#���������������������������L
• Was developed by the management of the Department of Planning, Monitoring and Evaluation (DPME) under the guidance of Minister Jeff Radebe
• Was prepared in line with the current Strategic Plan of the Department Planning, Monitoring and Evaluation
• Z��#�� ���]� �� ������������ ��' ����������!"���������$��� ������$3�'�$��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
The
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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
!"<� �!�*�����"+�# �$�<�#����
M&E Monitoring and Evaluation
MPAT Management Performance Assessment Tool
!�"6� �!��#������"+���� #��6�������
MTSF Medium Term Strategic Framework
The
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NDP National Development Plan
{�<� �{� �������������'�<���������
NSDF National Spatial Development Framework
NYDA National Youth Development Agency
;�%<� �;������� ���#*����%�$���<���������
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
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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
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5. Framework for Strategic Plans and Annual Performance Plans
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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.
16
3. OVERVIEW OF 2018/19 BUDGET STRUCTURE AND MTEF ESTIMATES
3.1
Expe
ndit
ure
Esti
mat
es
Dep
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of P
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520
15/1
620
16/1
720
17/1
820
18/1
920
19/2
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20/2
1
Prog
ram
mes
Adm
inis
trat
ion
112
318
112
932
134
299
173
446
173
446
186
630
196
952
208
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or P
lann
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and
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28 8
83
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106
953
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413
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415
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164
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2018
/19
17
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300
581
324
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367
618
452
107
452
107
470
977
499
749
534
239
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pens
atio
n of
em
ploy
ees
161
141
176
910
202
190
243
737
243
737
312
788
331
556
356
423
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ds a
nd s
ervi
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139
440
148
054
165
428
208
370
208
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158
189
168
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17
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300
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8
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3.1
Expe
ndit
ure
Esti
mat
es
Dep
artm
ent
of P
lann
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Mon
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ng a
nd E
valu
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920
19/2
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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, ���#���� �$���� �� *#�' ������ � ����� �� ���'�� �� ������ ������� ��������� ���#���� �� '�$���� � ��$������$�������� ���������� �$� ������*#�' ��������� ���������'�<������� ����%#*����'�������� ��{� �������������'�<������� �������'������"+���� #����� ��%#*����'��������+�� �� ��������������^�������������in 2017/18 to R50.6 million in 2020/21.
Enhancing and planning coherence sector monitoring of short-term and medium to long term goals
The Department will continue to review, monitor and support the implementation of 2014-2019 Medium-term Strategic Framework by government departments and other government institutions. It will design and implement strategic interventions to support and unblock implementation. These activities are budgeted for in the Sector Planning, Monitoring and Intervention Support sub-programme of the Sector Planning and Monitoring Programme. "+���� #�� ��� �� �#*����'����� ��� +�� �� �� ������� �����^|V����������� ��� ���Q=��� ��^VQ����������� ���2020/21.
3.2 Relating expenditure trends to strategic oriented goals
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
19
Improving the capacity of State InstitutionsPursuant to the objectives articulated for outcomes 9 and 12 of the Medium-term Strategic Framework, the Department aims to provide support where weak institutional capacity results in service delivery failures. The ���� �� �������#���� �'�$���� ����� �� ������ ��+�# �$������� � # ��������������������'�� 3��payment of suppliers within 30 days and clean audit drive. These activities are budgeted for in the Public Service ����������B�$���� �!��� ����'�����%#���� �%#*����'�������� ���#*����%� ���!��� ����'�����<����� ��$����� � ���'������ "+���� #�� ��� �� %#*����'����� ��� +�� �� �� ������� ����� ^�Q��� �������� ���2017/18 to R37 million in 2020/21.
Developing intervention programmes to support service delivery The Department will over the Medium Term, monitor the impact of policy priorities at the coalface of service delivery through various frontline monitoring programmes. Frontline monitoring programmes include designing and implementing appropriate intervention strategies when plans, budgets and programmes fail to achieve policy intent. This will drive continuous improvement in government performance as the evidence and the insight is used �� ��������������$����������� �$� ������*#�' �� ���� ��� ��6��� ��������<� �>�������%�$������$��!��� ����'� ���� <������� �� ^���# ���� %#*����'����� ��� �� 6��� ���� ���� <� �>������� %�$��� ���$��!��� ����'����'������"+���� #����� ��%#*����'��������+�� �� ��������������^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=��� ��^`|�`����������������=���
20
PROGRAMME AND SUB-PROGRAMME PLANS
PART B:
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
21
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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22
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18/1
9
The
Dep
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ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
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Ann
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erfo
rman
ce P
lan
2018
/19
23
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ces
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he D
epar
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t
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elop
im
plem
ent,
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mun
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stra
tegy
and
pl
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r m
edia
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gage
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t, st
akeh
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r lia
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l as
inte
rnal
st
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nnua
lly
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elop
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plem
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re
view
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mm
unic
atio
n st
rate
gy a
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plan
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ell
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tern
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taff
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ally
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l as
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lly
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tegy
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r m
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t, st
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r lia
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l as
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ff an
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tegy
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r m
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t, st
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ly
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t, re
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mm
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rate
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ia e
ngag
emen
t, st
akeh
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r lia
ison
as
wel
l as
inte
rnal
sta
ff an
nual
ly
24
Sub-
prog
ram
me
obje
ctiv
es
Stra
tegi
c Pl
an
Targ
et (
5-ye
ar
targ
et)
Aud
ited
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ual P
erfo
rman
ceEs
tim
ated
pe
rfor
man
ce20
17/1
8
Plan
ned
Pe
rfor
man
ce
2018
/19
Med
ium
Ter
m T
arge
ts
2014
/15
2015
/16
2016
/17
2019
/20
2020
/21
Sub-
prog
ram
me:
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k, A
nti-c
orru
ptio
n an
d In
tegr
ity M
anag
emen
t
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o m
anag
e th
e pr
ovis
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lann
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ng &
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luat
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ual P
erfo
rman
ce P
lan
2018
/19
25
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prog
ram
me
obje
ctiv
es
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tegi
c Pl
an
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et (
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ited
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ual P
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rman
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ated
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rfor
man
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8
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ned
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rfor
man
ce
2018
/19
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ium
Ter
m T
arge
ts
2014
/15
2015
/16
2016
/17
2019
/20
2020
/21
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prog
ram
me:
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rnal
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7. T
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e th
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rnal
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rvic
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ual
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rate
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al a
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al
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26
4.2
Prog
ram
me
Perf
orm
ance
Indi
cato
rs a
nd A
nnua
l Tar
gets
for
2018
/19
and
MT
EF T
arge
ts
Perf
orm
ance
In
dica
tor/
sA
udite
d/ A
ctua
l Pe
rfor
man
ceEs
timat
ed
Per
form
ance
Plan
ned
Perf
or-
man
ce/ T
arge
tsM
ediu
m t
erm
tar
gets
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
1. A
ppro
ved
Stra
tegi
c an
d A
n-nu
al P
erfo
rman
ce
Plan
s
2014
-201
9 St
rate
-gi
c Pl
an a
nd 2
015-
16 A
PP d
evel
oped
ac
cord
ing
to
Nat
iona
l Tre
asur
y gu
idel
ines
and
ap
prov
ed b
y th
e "+
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ity a
nd s
ubm
itted
to
Par
liam
ent
on
time
acco
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de
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es s
et b
y Pa
rlia
men
t
The
Ann
ual r
ev
iew
of A
PP a
s pr
escr
ibed
by
the
rele
vant
pla
nnin
g fr
amew
orks
was
co
nduc
ted.
The
St
rate
gic
Plan
20
15-2
020
was
no
t ch
ange
d
The
Fin
al S
trat
egic
Pl
an a
nd A
PP w
ere
tabl
ed t
o Pa
rlia
-m
ent
by d
ue d
ate
set
by P
arlia
men
t
Prod
uce
an A
nnua
l Pe
rfor
man
ce P
lan
acco
rdin
g to
pre
-sc
ribe
d st
anda
rds/
fr
amew
orks
and
tim
elin
es
Prod
uce
an A
nnua
l Pe
rfor
man
ce P
lan
acco
rdin
g to
pre
-sc
ribe
d st
anda
rds/
fr
amew
orks
and
tim
elin
es
Prod
uce
an A
nnua
l Pe
rfor
man
ce P
lan
ac-
cord
ing
to p
resc
ribe
d st
anda
rds/
fram
ewor
ks
and
timel
ines
Prod
uce
an A
nnua
l Per
-fo
rman
ce P
lan
acco
rdin
g to
pre
scri
bed
stan
dard
s/
fram
ewor
ks a
nd t
imel
ines
2. N
umbe
r of
qu
arte
rly
im
plem
enta
tion
repo
rts
agai
nst
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uart
erly
pr
ogre
ss r
epor
ts
appr
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by
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and
sub
mitt
ed
to N
atio
nal T
rea-
sury
with
in 3
0 da
ys o
f the
end
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quar
ter
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arte
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pr
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appr
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and
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itted
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reas
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r
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ere
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uced
and
su
bmitt
ed t
o �
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hori
ty, N
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nal
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sury
and
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ithin
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days
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om t
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nd o
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qu
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rter
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itted
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ion-
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end
of
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qua
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uce
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im
plem
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tion
repo
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nst
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uce
4 Q
uart
erly
im
plem
enta
tion
re
port
s ag
ains
t
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Prod
uce
4 Q
uart
erly
im
plem
enta
tion
re
port
s ag
ains
t
APP
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
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d A
nnua
l R
epor
t (A
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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
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6 w
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and
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nd
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ue
date
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and
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r Aud
it an
d to
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t by
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dat
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an
d su
bmit
to
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d to
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and
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t by
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e da
tes
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annu
ally
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date
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(AR
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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
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tern
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ains
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nded
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t
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inte
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ed fu
nded
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t es
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otal
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tern
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nded
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ent)
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inte
rns
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inte
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nual
ly
in t
he D
epar
tmen
t
5% (
of t
he
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oved
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nded
pos
t es
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rns
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appo
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d an
nual
ly in
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epar
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t
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of t
he
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oved
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nded
pos
t es
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nual
ly in
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epar
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t
Num
ber
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tern
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rolle
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al b
asis
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per
form
ance
ag
reem
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an
d re
port
s su
bmitt
ed o
n tim
e
90%
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mis
sion
s of
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form
ance
A
gree
men
ts, R
evie
ws
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essm
ents
by
due
date
s
The
dra
ft o
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form
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reem
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t su
bmitt
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arch
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ws
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bmis
sion
s of
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rfor
man
ce
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ts,
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ews
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asse
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due
date
s
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su
bmis
sion
s of
pe
rfor
man
ce
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ts,
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ews
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asse
ssm
ents
by
due
date
s
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bmis
sion
s of
pe
rfor
man
ce
agre
emen
ts,
revi
ews
and
asse
ssm
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by
due
date
s
Perc
enta
ge o
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rfor
man
ce
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ts a
nd
repo
rts
subm
itted
on
tim
e
28
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orm
ance
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cato
r/s
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ited/
Act
ual
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orm
ance
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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
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kpla
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an (
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lan
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pril
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eved
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artm
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lann
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luat
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erfo
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lan
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29
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orm
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dica
tor/
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udite
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ctua
l Pe
rfor
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timat
ed
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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
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Stra
tegi
c ob
ject
ive:
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prov
ide
mar
ketin
g, co
mm
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atio
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akeh
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ser
vice
s to
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artm
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ppro
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annu
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mun
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plan
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mun
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mun
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plan
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perf
orm
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eas
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velo
ped
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tatio
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iviti
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mm
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nst
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linar
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tion
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ases
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t pa
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enta
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id
invo
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pai
d w
ithin
30
days
and
cas
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n-co
mpl
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iplin
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actio
n
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orm
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dica
tor/
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udite
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l Pe
rfor
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ceEs
timat
ed
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orm
ance
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ned
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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
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920
19-2
020
2020
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1
Str
ateg
ic o
bjec
tive:
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man
age
the
prov
isio
n of
info
rmat
ion,
com
mun
icat
ion
and
tech
nolo
gy m
anag
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t se
rvic
es
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ppro
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t ��
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tatio
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duce
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artm
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lann
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luat
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orm
ance
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cato
r/s
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orm
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rfor
man
cePl
anne
d Pe
rfor
man
ce/
Targ
ets
Med
ium
ter
m t
arge
ts
2014
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520
15-2
016
2016
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720
17-2
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30
June
201
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tern
al
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4 29
9 17
3 44
6 17
3 44
6 18
6 63
0 19
6 95
2 20
8 22
8
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��� ���#���� ������ ��{�<�����'#��� ���$����� �����#*����������4• �#���� ������*��� � ���$������ �������������������'��� �� ��{��������� ��������� ����$�� ��� ���4• <����*��� ��� ��{� ����������#�� ����#�� �� � ���� ������*#�' �������� �� ������� ��{�������!�%6�
������ ��3� ���#'�����Z��#����#�' �!���� �����4
!���'�� L�{� �������������'�<������� ���
Purpose: Develop and implement planning frameworks and facilitate the alignment of the planning and budgeting functions across government and in The Department.
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
37
NATIONAL PLANNING COMMISSION
���{�<���������$�����*��� ��'#����������'����'�$���� �����<�������������� �*��������� ������� ��^$����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 <���������
38
5.1
Stra
tegi
c ob
ject
ive
annu
al t
arge
ts fo
r 20
18/1
9 an
d m
ediu
m t
erm
tar
gets
for
2019
/20
– 20
20/2
1
% ��
'�
��;
*��
�$�
Stra
tegi
c Pl
an T
arge
t (5
-yea
r ta
rget
)A
udite
d/A
ctua
l Per
form
ance
Estim
ated
pe
rfor
man
cePl
anne
d Pe
rfor
man
ce
Med
ium
ter
m t
arge
ts
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
1. T
o fa
cilit
ate
long
-ter
m p
lann
ing,
alig
nmen
t of
go
vern
men
t pr
iori
ties
and
deve
lop
plan
ning
fr
amew
orks
for
shor
t an
d m
ediu
m
term
pla
nnin
g
Dev
elop
a fr
amew
ork
outli
ning
app
roac
hes
to in
stitu
tiona
lizat
ion
of lo
ng t
erm
pla
nnin
g in
gov
ernm
ent
--
<��
�#� �
����
with
gov
ernm
ent
depa
rtm
ents
on
a di
scus
sion
doc
umen
t on
app
roac
hes
to
inst
itutio
nalis
atio
n of
lo
ng t
erm
pla
nnin
g, in
corp
orat
ing
a fr
amew
ork
for
spat
ial
plan
ning
Fram
ewor
k fo
r
Inst
itutio
nalis
atio
n of
Pla
nnin
g ��
����
�
Fram
ewor
k fo
r
Inst
itutio
nalis
atio
n of
Pla
nnin
g ��
����
��
Pilo
t im
plem
enta
tion
of t
he fr
amew
ork
Rev
ise
fram
ewor
k
Dev
elop
ann
ual
man
date
pap
er t
o in
form
the
bud
get
--
-A
nnua
l man
date
pa
per
(by
Apr
il of
ea
ch y
ear)
Ann
ual M
anda
te
pape
r (b
y A
pril
of
each
yea
r)
Ann
ual m
anda
te
pape
r (b
y A
pril
of
each
yea
r)
Ann
ual M
anda
te
pape
r (b
y A
pril
of
each
yea
r)
2. R
esul
ts
base
d pl
anni
ng
inst
itutio
nalis
ed in
th
e na
tiona
l and
pr
ovin
cial
sph
ere
of
gove
rnm
ent
Dev
elop
and
im
plem
ent
plan
ning
fr
amew
orks
and
en
sure
alig
nmen
t of
st
rate
gic
plan
s, an
nual
pe
rfor
man
ce p
lans
an
d M
TEF
bud
get
allo
catio
ns t
o M
TSF
pr
iori
ties
--
Prod
uce
a re
vise
d fr
amew
ork
for
stra
tegi
c an
d an
nual
pe
rfor
man
ce p
lans
Rev
isio
n of
the
re
vise
d fr
amew
ork
of s
trat
egic
an
d an
nual
pe
rfor
man
ce p
lans
ba
sed
on in
puts
fr
om c
onsu
ltatio
n pr
oces
s
Trai
ning
of
depa
rtm
ents
and
pu
blic
ent
ities
on
the
rev
ised
Fr
amew
ork
Rol
l out
of r
evis
ed
Fram
ewor
k fo
r im
plem
enta
tion
by
depa
rtm
ents
and
pu
blic
ent
ities
Supp
ort
the
impl
emen
tatio
n of
th
e Fr
amew
ork
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
39
5.2
Prog
ram
me
perf
orm
ance
indi
cato
rs a
nd a
nnua
l tar
gets
for
2018
/19
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual
Perf
orm
ance
Estim
ated
Pe
rfor
man
cePl
anne
d
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 O
bjec
tive
s: T
o fa
cilit
ate
long
-ter
m p
lann
ing,
alig
nmen
t of
gov
ernm
ent
prio
riti
es a
nd d
evel
op p
lann
ing
fram
ewor
ks fo
r sh
ort
and
med
ium
ter
m p
lann
ing
���B
#��
����
����
��
deve
lopm
ent
of t
he N
DP
5 ye
ar im
plem
enta
tion
plan
pr
oduc
ed
--
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ew in
dica
tor
B#�
����
���
�� �
�de
velo
pmen
t of
th
e N
DP
5 ye
ar
impl
emen
tatio
n pl
an d
evel
oped
--
���B
#��
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����
��
'��
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plan
ning
pro
duce
d-
--
New
indi
cato
rB
#��
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inte
grat
ed
plan
ning
de
velo
ped
--
3. A
sses
smen
t re
port
on
the
revi
ew o
f the
pla
nnin
g cy
cles
pr
oduc
ed
--
-N
ew in
dica
tor
Ass
essm
ent
repo
rt o
n th
e re
view
of t
he
plan
ning
cyc
les
deve
lope
d
--
4. D
evel
op le
gisl
atio
n fo
r na
tiona
l pla
nnin
g co
ordi
natio
n
--
-N
ew in
dica
tor
Legi
slat
ion
����
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Mar
ch 2
019
App
rova
l of l
egis
latio
n *
�<�*
��
Supp
ort
the
impl
emen
tatio
n of
the
le
gisl
atio
n
40
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual
Perf
orm
ance
Estim
ated
Pe
rfor
man
cePl
anne
d
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
5. N
atio
nal S
patia
l D
evel
opm
ent
Fram
ewor
k ap
prov
ed
--
New
indi
cato
rFr
amew
ork
on t
he
inst
itutio
nalis
atio
n ��
����
����
'���
����
�
NSD
F de
velo
ped
NSD
F ap
prov
edD
evel
opm
ent
of t
he
Nat
iona
l Sp
atia
l D
evel
opm
ent
Plan
s in
line
w
ith t
he
NSD
F
Supp
ort
the
Impl
emen
tatio
n of
th
e N
atio
nal S
patia
l D
evel
opm
ent
Plan
6. A
nnua
l bud
get
man
date
pa
per
issu
ed
--
New
indi
cato
rA
nnua
l m
anda
te
���
����
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il
Ann
ual
man
date
pap
er
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il
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ual
man
date
pa
per
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Apr
il
Ann
ual
man
date
��
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30 A
pril
7. N
umbe
r of
res
earc
h pr
ojec
ts in
sup
port
of t
he
{�<
-3
rese
arch
pro
ject
s co
mm
issi
oned
/ com
men
ced
by
���
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��
3 re
sear
ch p
roje
cts
com
mis
sion
ed/
com
men
ced
by e
nd o
f �
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-3
33
8. N
umbe
r of
sta
keho
lder
en
gage
men
ts in
sup
port
of
��
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�
--
Ann
ual r
epor
t on
sta
keho
lder
en
gage
men
t an
d th
e �
����
���
��{
�<�
prod
uced
Qua
rter
ly r
epor
ts
on t
he a
ctiv
ities
of
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10 q
uart
erly
re
port
s an
d 1
annu
al r
epor
t
1010
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#�*
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--
-10
1010
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
41
Perf
orm
ance
Indi
cato
r/s
Aud
ited/
Act
ual
Perf
orm
ance
Estim
ated
Pe
rfor
man
cePl
anne
d
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
10. N
umbe
r of
inte
grat
ed
Plan
ning
For
ums
conv
ened
-
--
-4
plan
ning
foru
ms
4 pl
anni
ng
foru
ms
4 pl
anni
ng
foru
ms
% ��
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umbe
r of
ass
essm
ent
repo
rts
on t
he s
econ
d dr
aft A
nnua
l Per
form
ance
Pl
ans
prov
ided
to
Nat
iona
l D
epar
tmen
ts b
y 31
Janu
ary
2019
-43
ass
essm
ent
re
port
s w
ere
prod
uced
by
31 Ja
nuar
y 20
16
43 a
sses
smen
t
repo
rts
wer
e pr
oduc
ed b
y 31
Ja
nuar
y 20
16
40 a
sses
smen
t re
port
s by
31
Janu
ary
2018
40
ass
essm
ent
repo
rts
42 a
sses
smen
t re
port
s42
ass
essm
ent
repo
rts
12. N
umbe
r of
ass
essm
ent
repo
rts
on t
he s
econ
d dr
aft
Ann
ual P
erfo
rman
ce P
lans
��
�$��
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Janu
ary
2019
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asse
ssm
ent
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wer
e pr
oduc
ed b
y 31
Janu
ary
2016
7 A
sses
smen
t re
port
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sec
ond
draf
t A
nnua
l Per
form
ance
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ans
subm
itted
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y 20
17
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ts r
epor
ts
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1 Ja
nuar
y 20
187
asse
ssm
ent
repo
rts
7 as
sess
men
t re
port
s 7
asse
ssm
ent
repo
rts
13. N
umbe
r of
Qua
rter
ly
Perf
orm
ance
Rep
ortin
g B
#��
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atio
nal D
epar
tmen
ts b
y
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ay 2
018
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iona
l dep
artm
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iona
l D
epar
tmen
ts
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201
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201
81
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umbe
r of
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rter
ly
Perf
orm
ance
Rep
ortin
g B
#��
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��
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of t
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rem
ier
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5 M
ay
2018
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the
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ier
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201
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the
Prem
ier
by 1
5 M
ay 2
018
1-
42
5.3
Qua
rter
ly t
arge
ts fo
r 20
18/1
9
Perf
orm
ance
In
dica
tor/
sTa
rget
2018
-201
9R
epor
ting
Peri
odM
eans
of
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1st
(A
pr-Ju
ne)
2nd
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ly-S
ept)
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h (Ja
n-M
arch
)
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the
deve
lopm
ent
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he N
DP
5 ye
ar
impl
emen
tatio
n pl
an p
rodu
ced
B#�
����
���
�� �
�de
velo
pmen
t of
th
e N
DP
5 ye
ar
impl
emen
tatio
n pl
an d
evel
oped
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rter
lyB
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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.
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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.
• %�'������ ������������ ������'�� ������ �������������$����������� �� �3�% � �;����<��������and public entities.
• B�$������������'�������% � �;����"� � ��3��$����� �6������7�� � # ����3������#*����� � ���
• 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
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artm
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lann
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Mon
itori
ng &
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luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
57
7.1
Stra
tegi
c ob
ject
ive
for
2018
/19
and
med
ium
ter
m t
arge
ts fo
r 20
19/2
0 –
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ited/
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ual P
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rman
ceEs
timat
ed
perf
orm
ance
Plan
ned
Perf
orm
ance
M
ediu
m t
erm
tar
gets
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
1. T
o fa
cilit
ate
the
impl
emen
tatio
n of
ou
tcom
es 9
as
wel
l as
12
and
supp
ort
impl
emen
tatio
n of
the
M
TSF
to
mon
itor
and
impr
ove
the
capa
city
of
sta
te in
stitu
tions
for
achi
evem
ent
of N
DP
Mon
itor
and
repo
rt o
n th
e im
plem
enta
tion
of
the
MT
SF
Mon
itori
ng
repo
rts
for
ou
tcom
es
9 an
d 12
pr
oduc
ed
Mon
itori
ng
repo
rts
for
ou
tcom
es 9
and
12
pro
duce
d
Mon
itori
ng
repo
rts
for
ou
tcom
es
9 an
d 12
pr
oduc
ed
Rev
iew
ed
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iver
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gree
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t
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iew
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onito
r im
plem
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tion
of
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omes
9 a
nd
12 M
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cha
pter
s
Rev
iew
and
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onito
r im
plem
enta
tion
of
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omes
9 a
nd 1
2 M
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cha
pter
s
Rev
iew
and
m
onito
r im
plem
enta
tion
of o
utco
mes
9
and
12 M
TSF
ch
apte
rs
2. T
o su
ppor
t in
itiat
ives
un
dert
aken
to
unbl
ock
prob
lem
s an
d ac
cele
rate
im
plem
enta
tion
of g
ood
man
agem
ent
prac
tices
Dev
elop
and
use
ap
prop
riat
e t
ools
to
mon
itor
stat
e of
com
plia
nce
with
man
agem
ent
prac
tices
ann
ually
in
the
thr
ee
sphe
res
of
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rnm
ent
---
--Fa
cilit
ate
asse
ssm
ent
and
prov
ide
supp
ort
to b
uild
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hnic
al
and
wor
k-pl
ace
capa
bilit
ies
to d
eliv
er o
n go
vern
men
t pr
iori
ties.
Faci
litat
e as
sess
men
t an
d pr
ovid
e su
ppor
t to
bui
ld t
echn
ical
an
d w
ork-
plac
e ca
pabi
litie
s to
del
iver
on
gove
rnm
ent
prio
ritie
s.
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litat
e as
sess
men
t an
d pr
ovid
e su
ppor
t to
bui
ld t
echn
ical
an
d w
ork-
plac
e ca
pabi
litie
s to
del
iver
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rnm
ent
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ritie
s.
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litat
e as
sess
men
t an
d pr
ovid
e su
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t to
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ild t
echn
ical
an
d w
ork-
plac
e ca
pabi
litie
s to
del
iver
on
gove
rnm
ent
prio
ritie
s.
58
7.2
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ram
me
perf
orm
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indi
cato
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nd a
nnua
l tar
gets
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orm
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cato
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ited/
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rman
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timat
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rman
cePl
anne
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rfor
man
ce/
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ets
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ium
ter
m t
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-201
520
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19-2
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1
Stra
tegi
c O
bjec
tive
: To
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ue t
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evel
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and
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ncem
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agen
da o
f gov
ernm
ent
thro
ugh
outc
omes
mon
itor
ing
and
repo
rtin
g1.
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ber
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rfor
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alys
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artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
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Ann
ual P
erfo
rman
ce P
lan
2018
/19
59
Perf
orm
ance
Indi
cato
r/s
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ited/
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erfo
rman
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timat
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erfo
rman
cePl
anne
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rfor
man
ce/
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ium
ter
m t
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Ann
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lan
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62
The
Dep
artm
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of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
63
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
�����������'�������'� �������'�������4
• !��� ����'��� ����� �����'#��� ����� �������������'���'�����'��<���#�� ����#�������#��� ����consequences of policy implementation.
• 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 ��!��� ����'�����'� ��� ��#����� ��������*��=�#���*����������
• _������ ���������� ��� ������ � # ��������$������� 3�� ���'�$���� ����� �� �3�<���#�� ��$����� �_����������<���#�� �_��������'�����
• Lack of appetite for new challenges, i.e. Monitoring focuses on “successes”.
• Poor utilisation of technology.
Key interventions
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• 6��#����� ������������������� �$�������% � �;����"� ��������%;"���
• Area-Based Monitoring Approach based on the following: ��Z�����������'�'���������������� ����4 - An area as a focus area (issue) or a provincial/national priority.
• <���#� ��'�;���� ����� ����'������#���3�#�����#���3��� ������ ��
• Build partnership platforms and strengthening stakeholder engagements
• Building monitoring capacity for sustainability within communities.
• <��� ������'���� ������'�����$� ����������� ������� ����������*����
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.
<� �>�������!��� ����'Purpose: Establish, coordinate and enhance citizen based monitoring systems.
Presidential HotlinePurpose: Manage and develop the Presidential Hotline and enhance complaints resolution systems in government.
64
8.1
Stra
tegi
c ob
ject
ives
for
2018
/19
and
med
ium
ter
m t
arge
ts fo
r 20
15-2
020
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timat
ed
Perf
orm
ance
Plan
ned
Perf
orm
ance
M
ediu
m t
erm
tar
gets
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
1. T
o m
onito
r th
e qu
ality
of t
he
serv
ices
pro
vide
d by
gov
ernm
ent
to
citiz
ens
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and
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lity
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l
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m
otor
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evis
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ools
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mon
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ools
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ools
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vern
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t in
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tions
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The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
65
8.2
Prog
ram
me
perf
orm
ance
indi
cato
rs a
nd t
arge
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r 20
18/1
9
Perf
orm
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cato
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ed
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orm
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orm
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rget
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ediu
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erm
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gets
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520
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720
17-2
018
2018
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920
19-2
020
2020
-202
1
Stra
tegi
c O
bjec
tive
: To
mon
itor
the
qua
lity
of t
he s
ervi
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prov
ided
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gove
rnm
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itiz
ens
at in
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8.3
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lyPr
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Ann
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67
8.4
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46
939
47
357
53
307
53
307
59
130
63
309
67
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22 3
15
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59
28 8
96
34 8
36
34 8
36
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41
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17 3
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18 8
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18 4
71
18 4
71
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sfer
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72
37
17
51
51
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Mon
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Ann
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erfo
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lan
2018
/19
69
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
70
9.1
Stra
tegi
c ob
ject
ive
for
2018
/19
and
med
ium
ter
m t
arge
ts fo
r 20
19/2
0 –
2020
/21
% ��
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Stra
tegi
c
Plan
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get
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r ta
rget
)
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ited/
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ual P
erfo
rman
ceEs
timat
ed
perf
orm
ance
Plan
ned
Perf
orm
ance
M
ediu
m t
erm
tar
gets
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
1. T
o su
ppor
t ev
iden
ce
base
d Pl
anni
ng,
Mon
itori
ng a
nd
Eval
uatio
n (P
M&
E)
Prov
ide
data
, re
sear
ch,
ev
alua
tion
and
know
ledg
e m
anag
emen
t se
rvic
es
--
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NEP
ev
alua
tions
, fo
ur r
esea
rch
proj
ects
and
5
data
pro
duct
s co
mpl
eted
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EP
eval
uatio
ns
four
res
earc
h pr
ojec
ts a
nd
8 da
ta a
naly
tic
prod
ucts
co
mpl
eted
8 N
EP e
valu
atio
ns
four
res
earc
h pr
ojec
ts a
nd 8
dat
a an
alyt
ic p
rodu
cts
com
plet
ed
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EP e
valu
atio
ns
four
res
earc
h pr
ojec
ts a
nd 8
dat
a an
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ic p
rodu
cts
com
plet
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EP e
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four
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ojec
ts a
nd
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ta a
naly
tic
prod
ucts
co
mpl
eted
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elop
fr
amew
orks
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r e
valu
atio
n,
rese
arch
, kn
owle
dge
man
agem
ent
and
dat
a ha
rves
ting,
stor
age,
re
trie
val a
nd
anal
ysis
--
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r K
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ub
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op
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ing
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ng t
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ques
ts fr
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wle
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ques
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PME
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rnm
ent
Kno
wle
dge
Hub
op
erat
ing
and
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ondi
ng t
o re
ques
ts fr
om
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d go
vern
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t
Kno
wle
dge
Hub
op
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ng t
o re
ques
ts fr
om
DPM
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The
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artm
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of P
lann
ing,
Mon
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Eva
luat
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Ann
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erfo
rman
ce P
lan
2018
/19
71
9.2
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ram
me
perf
orm
ance
indi
cato
rs a
nd a
nnua
l tar
gets
for
2018
/19
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orm
ance
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dica
tor/
sA
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d/ A
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l Per
form
ance
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rfor
man
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d Pe
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man
ce/
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ets
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ter
m t
arge
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016
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17-2
018
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920
19-2
020
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Stra
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tive
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denc
e ba
sed
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ning
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onit
orin
g an
d Ev
alua
tion
(PM
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ing
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ence
cha
mpi
ons
in g
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nmen
t
--
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ew in
dica
tor
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cour
ses
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anag
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ence
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valu
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denc
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onit
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alua
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denc
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alua
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onit
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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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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.
82
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The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
85
10.4
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86
LINKS TO OTHER PLANS
PART C:
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
87
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.
88
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.
Links ;# �������
;# �# �� Plans, policies and accounting reports.
Indicators Number of plans.Accountability reports.
MTEF Targets ;* ����#�?#�������#�� ���������
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
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 {#�*����������������$������� ���#*�� �� ��<�*�� ���� �������-� �;# ������
MTEF Targets Produce quarterly, annually midterm reviews of government performance against the NDP / MTSF.
90
PROGRAMME 3: SECTOR MONITORING
Revised strategic oriented goals
% �� '���B��� To pursue the development of advancement agenda of government through outcomes monitoring and reporting
B�����% � �� B�$���� ��������� �� ��{������� �����'� �������� ���'� ���$� 3���#��unemployment and inequality. The Medium Term Strategic Framework has been ���� ��������$���������� � ��������� ���#��#� ���$����� ��'�������government as set out in the NDP. The objective is to assess progress towards the attainment of the NDP goals monitoring.
Baseline NDP and MTSF in place.
�#� ���� ��� To monitor and report on the implementation of the NDP/ MTSF.
Links NDP 2030 and MTSF 2014-2019.
;# �# �� Performance review reports.
Indicators {#�*����������������$������� ���#*�� �� ��<�*�� ���� �������� �;# ������
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.
;# �# � <��������$3�;��� ���������������'����^��� �����#���?#�� �������-passing progress with all 7 delivery labs.
Indicator ;��� ���������������'����^��� �
MTEF Target/s Support the development and implementation of detailed 3 – feet plans in key priority areas.
% �� '���B��� To enhance coherence in policy and planning
B�����% � �� Legislation and policies are aligned.
Baseline Socio-Economic Impact Assessment system is being implemented.
�#� ���� ��� Elimination of unnecessary regulatory burdens and increased policy coherence fosters investment and economic growth.
Links NDP 2030.
;# �# �� SEAIS reports.
Indicator Report indicating Socio-Economic Impact Assessment completed for new or ������ �� ��+�� ��'��������3��'���� ���������'#�� ������
MTEF Target/s <���#� �������������������� �������� ���������+�� ��'��'���� ��������regulations to ensure alignment with the NDP and mitigation of unintended con-sequence.
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
91
PROGRAMME 4: PUBLIC SECTOR MONITORING AND CAPACITY DEVELOPMENTRevised strategic oriented goal
% �� '���B��� 6#�� �����'�%;"�4�%;<�������67��
B�����% � �� "������ ���������������%;"��3�%;<��������67������� ������� ��*# ���� �� ��NDP 2030 and the MTSF 2014/2019.
Baseline Framework developed in 2017/2018
�#� ���� ���� Strategic levers of government that contribute to addressing the triple challenges of poverty, unemployment and inequality.
Links NDP.
;# �# �� {#�*��������'�������� ���#*�� �� ��<�*�� ���� ���������������%;"��3�%;<��������67���
Indicator ���'�������� ������� ��'� ���������������%;"��3�%;<��������67�����
MTEF Target/s Produce quarterly, annually midterm reviews of government performance against the NDP / MTSF.
% �� '���B��� Assessing progress on the rehabilitation and revitalizing of the mining towns and labour sending areas
B�����% � �� <������� ��'����'������ �����*��� � ������$� ���>������'� �����������*�#��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.
92
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����������� ������� �>���+�������������$��'�'�$���� ���$����
% �� '���B��� To support evidence based Planning, Monitoring and Evaluation (PM&E)
B�����% � �� <���#� ������������$��#� ���� ���#���� �$�����*�����!�"�
�#� ���� ��� To coordinate and support the generation, collation, accessibility and timely use of quality evidence to support performance monitoring and evaluation in DPME and across government.
Links Evaluations policy framework in place.
;# �# �� Research and evaluation reports.
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
93
PROGRAMME 7: YOUTH DEVELOPMENTRevised strategic oriented goal
Indicators • Building of evidence champions in government• National Evaluation Plan approved by cabinet• Number of NEP evaluation reports approved by evaluation steering commit-
tees• Number of improvement plans produced from NEP evaluations• Number of provinces with Provincial Evaluation Plans covering the year• Number of departments with Departmental Evaluation Plans covering the
year• {�����%;"���� ��"$��#� ���������• 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#�������$��������������� ��{��Z����� ���3�*� ��������� ���������������� ��������
MTEF Target/s Youth legislation and policy revised, implemented and monitored
94
Revised Strategic Objectives
1. The following objectives (and targets) have been removed from the Strategic Plan because of duplication with other strategic objectives: �������#�� �� � ���� ������*#�' �������������������*������� ������ �������#��������'�$���� �������� - 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
;*�� �$�% � �� Strengthening and entrenching the planning system through the institutionalisation of long, medium and short term plans.
Baseline National Development Plan, MTSF
�#� ���� ��� Implementation of government priorities
Links Long term planning framework
;# �# � Framework for institutionalisation of Planning
Indicators Develop a framework outlining approaches to institutionalisation of long term planning in government
MTEF Target/s Framework for Institutionalisation of Planning
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
95
16. ANNEXURE 2: INDICATOR DESCRIPTORS
Programme 1: Administration ���'�����;*�� �$�
;*�� �$��� � 1. To coordinate the provision of strategy and organisational development services
;*�� �$�% � �� <�������� � ���$����� ���� ������ �� �����������'3�!��� ����'�����Evaluation’s (DPME) Strategic and Annual Performance Plans and co-ordinate monitoring of the implementation of plans and report progress on their implementation
Purpose/Importance �������'�'�������� ��������������� �'�$����������#����� ������������� ��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
;*�� �$�^������*��� Director: Human Resources Management
96
;*�� �$��� � 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�������� ��������� ����
;*�� �$�^������*��� <����7������ ����;����
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
97
;*�� �$��� � 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
;*�� �$�^������*��� Head: Internal Audit
98
PROGRAMME 1 ANNUAL INDICATOR DESCRIPTORS ������������������
Indicator Title 1. Approved Strategic and Annual Performance Plans
%��� ����� ��� Ensure that all departmental plans are timely developed and reported in line with planning frameworks
Purpose/Importance To provide strategic direction for the Department and promote accountability and good corporate governance
%�#��=<���� ��������� � % �� '������������Z��#������������������������� ����!"�����'��� �
! �������<���#�� ��� ������ ������� ����������� �������
Data Limitations None
������;*�� �$ ;# �#
<���#�� ������ 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 �#�� ������� �������$��*�"+�# ��'�Z# ���� ������#*�� �� ��{� ������Treasury within 30 days of the end of the quarter
Indicator Responsibility Director: Strategic Planning, Monitoring and Evaluation
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
99
2. Human Resource
Indicator Title 3. Audited Annual Report
%��� ����� ��� Annual Report on departmental activities against its planned targets
Purpose/Importance To report progress on the annual departmental objectives and targets
%�#��=<���� ��������� � Z#�� ��Z��#���^��� ��������� ����!"�����'��� �
! �������<���#�� ��� ������ ������� ��������������� ��Z��#���^��� ��� ��{��'#������3������$���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
100
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���$�������� ��' ����� ��_%��*� �������� �������������
Indicator Responsibility Director: Human Resources Management
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
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rman
ce P
lan
2018
/19
101
Indicator Title ������� �'�������'�� ����������*����#*�� ��'�����������������#��
%��� ����� ��� All designated employees are required to disclose their registerable interests by not later than 30 April of each year. designated employees who are appointed after 1 April must make disclosures within 30 days after assumption of duty in respect of the period of 12 months preceding their assumption of duty
Purpose/Importance Designated employees are entrusted with public funds. As such, they need to maintain the highest standards of professional ethics. Their integrity and that of their departments must be beyond question. This framework is aimed at ��$� ��'����]�� ������ �� ��*��?#����'�������'�� �������� ���������� ��������������� �� �
%�#��=<���� ��������� � 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��#���<���#���� �������������#������������$���B�*�R���#��
Indicator Responsibility <�������� ��L�!��� ��'�����<���#���� ���
102
4. Financial Management
5. Information Technology Support
Indicator Title 11. Percentage of valid invoices paid within 30 days and cases where non-compliance lead to disciplinary action
%��� ����� ��� The indicator measures the number of invoices paid within 30 days according to the NT guidelines
Purpose/Importance To assess the level of compliance with legislation, regulations and accounting standards
%�#��=<���� ��������� � Z#�� �����#������������� � �� �
! �������<���#�� ��� Number of invoices paid within 30 days divided by the number of valid invoices received on a monthly basis
Data Limitations None
������;*�� �$ ;# �#
<���#�� ������ 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<�����������#������������$��*�<7;��*�R���#�
Indicator Responsibility <����7������ ����;����
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
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rman
ce P
lan
2018
/19
103
6. Risk Management
Indicator Title �R������ �'�����$�� ���� ��' ����� ��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 <����^����;����
104
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#�� �"+�# �$
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
105
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�{� �������������'�<������� ����
% �� '���;*�� �$��� � 2. Results based planning institutionalised in the national and provincial sphere of government
%��� ����� ��� Results based planning institutionalised in the national and provincial sphere of government through the revision and roll out of the framework for medium term planning and ensuring alignment of medium term plans to government outcomes.
Purpose/Importance To ensure that medium term planning in government is aligned to the MTSF and NDP priorities.
%�#��=<���� ��������� � Approved revised Framework for Medium Term Planning
! �������<���#�� ��� Simple count
Data Limitations None
Type of Indicator ;# �#
<���#�� ������ Non-cumulative
^��� ��'�<�� Annually
New Indicator No
Desired Performance Roll out of the Framework for Medium Term Planning implemented by the ����=���������������
Indicator Responsibility @��L�{� �������������'�<������� ���
106
PROGRAMME ANNUAL INDICATOR DESCRIPTORS Indicator Title ���B#���������� ���$����� ���� ���{���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��'���
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
107
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
108
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�$���� ������� ���������������� �������*#�' � deliberations and processes to ensure plan-budget alignment and effective implementation of the National Development Plan
%�#��=<���� ��������� � �������������� ���������������#���� ���������!���� ������������'
! �������<���#�� ��� Simple count
Data Limitations None
Type of Indicator ;# �#
<���#�� ������ Non-cumulative
^��� ��'�<�� Bi-annually
New Indicator Yes
Desired Performance Document released by end of April
Indicator Responsibility @��L�{� �������������'�<������� ����
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
109
Indicator Title 10. Number of Integrated Planning Forums convened
%��� ����� ��� The Integrated Planning Forum is a stakeholder engagement which includes all spheres of government on integrated planning to improve service delivery and value for money.
Purpose/Importance The Integrated Planning Forum will be convened to institutionalise integrated planning in all sphere of government.
%�#��=<���� ��������� � Attendance Registers
! �������<���#�� ��� Simple count of number of planning forums
Data Limitations None
Type of Indicator ;# �#
<���#�� ������ <#�#�� �$
^��� ��'�<�� 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
110
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��'���
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
111
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 ���$�������� ���������$�� �������� ��������
;*�� �$�^������*��� Head: Sector Planning and Monitoring
112
PROGRAMME ANNUAL INDICATOR DESCRIPTORS Indicator Title ���B#����������� ���;Z�!��� ����'�%� ���$��������#��� �����#���
%��� ����� ��� 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�%� ���!��� ����'�������
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
113
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�%� ���!��� ����'
114
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 ;�����������$�;��� ���������������'����^��� �����#���?#�� ��3�encompassing progress with all 7 delivery Labs
Indicator Responsibility <�������� ��L�;��� ������������
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
115
Indicator Title 8. Percentage of feedback provided on SEIAS reports analysed
%��� ����� ��� All policies and legislation are assessed through the SEIA system to mitigate against unintended consequences
Purpose/Importance To ensure that policies and legislations are aligned to the NDP and related risks ������� �������������������*�� �������+�����
%�#��=<���� ��������� � • Proposed Policies, Legislation and Regulations as well as the SEIAS reports from Departments
• Feedback reports on analysis of SEIAS reports to Departments
! �������<���#�� ��� Simple count of feedback on SEIAS reports analysed divide by the number of ���$��%"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 ����#�������������$����� ������ ��;# �������� ��7!<�
Indicator Responsibility ��BL�%� ���!��� ����'
116
PROGRAMME 4: PUBLIC SECTOR MONITORING AND CAPACITYProgramme Objectives
;*�� �$��� � ������������ � � �������� � �������;# �������������������������#���� �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
;*�� �$�^������*��� Head: Public Sector Monitoring and Evaluation
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
117
PROGRAMME ANNUAL INDICATOR DESCRIPTORS Indicator Title 1. {#�*������#�� ����������������� ���#*�� �� ��<�*�� ����
;# ������������
%��� ����� ��� Monitoring reports measure progress against target set in each outcome and ���#��� ��������� ����$�� �<�*�� �<���� �� ����*�� ��� �� ��� ��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����������� � �� �������������$�����+����� ������������ of good performance and poor performance if any.
Indicator Responsibility <�������� ��� L��#*����%�$���!��� ����'�����%#����
118
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��!�"�<����� ��$�����
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
119
Indicator Title `��{#�*������B!7!������������ ������� �
%��� ����� ��� {#�*������#�������� ����������#*�� ������� ����B!7!���� ����self-assessments
Purpose/Importance To assess the level of compliance by participating municipalities in terms of selected management practices
%�#��=<���� ��������� � �B!7!��*�*����������� � ���
! �������<���#�� ��� %�������#� ���� ���#�*���������� ���B!7!������������ ������ -����� ���B!7!��*��� ��*������� �������������
Data Limitations <���� �������������� ������������'� ��������� ��������$�������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
;*�� �$�^������*��� ��BL�6��� ����!��� ����'
120
PROGRAMME INDICATOR DESCRIPTORS Indicator Title ���{#�*��������� ����'�$��� ������#� ���������� �������� ����'��<�!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�<� �>�������!��� ����'��!
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
121
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 ;# �# �
<���#�� ������ <#�#�� �$�
^��� ��'�<�� Quarterly
New Indicator No
Desired Performance Produce customer satisfaction survey reports by end of each quarter
Indicator Responsibility Director: Hotline
122
Indicator Title 5. Number of new Siyahlola and Izimbizo coordinated.
%��� ����� ��� Siyahlola and Izimbizo is a programme for political heads to visits communities and to listen and respond to their concerns regarding the quality of public services they receive
Purpose/Importance ������$���������� �����*�# � ������������� ������=����#�� ���*��'�$��� ��*����� ������������������� ����������*����'��� �=���� ��������� �������������enable them to conduct monitoring of government services to communities
%�#��=<���� ��������� � ^��� �����$��� ������������������'�� ������ ���?#� ��'�� �
! �������<���#�� ��� %�������#� ���� �� � ����#�*��������� �=����������=*����'��� ������������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�!��� ����'�"+�# �$�%#���� �
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
123
PROGRAMME INDICATOR DESCRIPTORS Indicator Title 1. Building of evidence champions in government
%��� ����� ��� Training of senior managers in evidence
Purpose/Importance Senior managers understand why research, data and evaluation evidence is critical for effective policy and programme performance
%�#��=<���� ��������� � Attendance registers for courses
! �������<���#�� ��� Numbers
Data Limitations None
Type of Indicator <#�#�� �$
<���#�� ������ 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
;*�� �$�^������*��� Head: Evaluation, Evidence and Knowledge Systems Branch
124
Indicator Title ���{� ������"$��#� ��������������$��*�<�*��
%��� ����� ��� Approved national evaluation plan to guide the programme of evaluating priority programmes
Purpose/Importance To ensure that priority evaluations are conducted on government programmes and policies
%�#��=<���� ��������� � Z����$�����������<�*�� ����# �
! �������<���#�� ��� ������ ������� ��+�� �����������$�������*�<�*��
Data Limitations Z����� ��<�*�� ����# ������� ��� �
Type of Indicator ;# �#
<���#�� ������ Non-cumulative
^��� ��'�<�� Annually
New Indicator No (adapted from previous)
Desired Performance ����=���{� ������"$��#� ��������������$��*�<�*�� �*�!���������
Indicator Responsibility Head: Evaluation Unit
Indicator Title 3. Number of NEP Evaluation Reports approved by evaluation steering committees
%��� ����� ��� Indication of number of completed NEP evaluations
Purpose/Importance Indicates how many evaluations have been completed
%�#��=<���� ��������� � National evaluation plan and approved evaluation reports
! �������<���#�� ��� %�������#� �����$����� �������$��#� �������� �������$��*� ��"$��#� ����% ���'�<����
Data Limitations None
Type of Indicator ;# �#
<���#�� ������ Non-cumulative
^��� ��'�<�� Annually
New Indicator No
Desired Performance ��{"��$��#� �������� �������$��*�"$��#� ����% ���'�<���� �
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
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
125
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
126
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
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
127
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
128
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��#����$����� �7����� �����#*���� ����booklet and posting on the Departmental website
Data Limitations None
Type of Indicator ;# �#
<���#�� ������ Non-cumulative
^��� ��'�<�� Annually
New Indicator No
Desired Performance 2017 Development Indicators produced and posted on DPME website by November 2018. 2018 Development Indicator database produced and posted on DPME website by 31 March 2019
Indicator Responsibility Head: Data Integration and Analysis Unit
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
129
Indicator Title 16. Number of Data analysis assignments undertaken
%��� ����� ��� Data analysis assignments undertaken to support DPME
Purpose/Importance Provides analytical evidence to support DPME’s work
%�#��=<���� ��������� � Reports of assignments
! �������<���#�� ��� Simple count of number of assignments
Data Limitations None
Type of Indicator ;# �#
<���#�� ������ Number
^��� ��'�<�� Quarterly
New Indicator Yes
Desired Performance 8 data assignments undertaken for DPME
Indicator Responsibility Head, Data Integration and Analysis Unit
Indicator Title 17. Support for development of M&E in Africa
%��� ����� ��� <����� �*#�����'���� �� �$��#��� ���� ���#���� ������!*��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
;*�� �$�^������*��� Head: Youth Programme
130
PROGRAMME INDICATOR DESCRIPTORS Indicator Title 1. National Youth Policy (NYP) monitored and evaluated
%��� ����� ��� This indicator refers to monitoring and evaluation of the approved National Youth Policy 2015/2020
Purpose/Importance To report progress on the monitoring and evaluation of the National Youth Policy.
%�#��=<���� ��������� � Monitoring and Evaluation reports
! �������<���#�� ��� Simple count
Data Limitations Non submission of monitoring and evaluation reports
������;*�� �$ ;# �#
<���#�� ������ 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
The
Dep
artm
ent
of P
lann
ing,
Mon
itori
ng &
Eva
luat
ion
Ann
ual P
erfo
rman
ce P
lan
2018
/19
131
Union Building EastwingB�$���� �Z$�#3����$� ���'���||
Pretoria, 0001
Enquiries: (012) 312 0011Swithboard (012) 312 1200
www.dpme.gov.za