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Office of the Premier Strategic Plan

2003/04 – 2005/06

Contents

Part A: Vision, Mission and Values

1. Statement of policy by the Premier

2. Overview by the Accounting Officer

3. Vision

4. Mission and Strategic Goals

5. Values

6. Legislative and other mandates

7. Description of status quo

8. Description of strategic planning process

Part B: Three-year Strategic Plan

9. Strategic Objectives

10. Measurable objectives, strategic activities, outputs, measures and monitoring

mechanisms

11. Performance targets and MTEF budgets

12. Medium-term revenue and expenditures

13. Coordination, cooperation and outsourcing plans

Part C: One-year Operational Plan

14. Service delivery plan

15. Expected revenue and expenditure and cash flow

16. Conditional grants

17. Proposed use of donor funding

18. Financial management

Part D: Background Information

19. Appendix 1: Analysis of service delivery environment

20. Appendix 2: Organisational information and the institutional environment

Annexure

A: Measurable objectives, strategies, outputs, measures and monitoring mechanisms

Office of the Premier Strategic Plan 2003/04 – 2005/06

Office of the Premier Strategic Plan

2003/04 – 2005/06

PART A: VISION, MISSION AND VALUES

1. Statement of policy and commitment by the Premier

1. Policy statement and commitment by the Premier

In a year’s time the South African nation will be celebrating the first decade of our young democracy, a milestone whose achievement we owe to millions of our people, past and present, some of whom even paid the ultimate price of life for all to enjoy a better life.

As part of national celebrations, the province will too cherish the achievements and challenges of the years when a firm foundation of our thriving democratic and development state was laid. We will also take pride in the acceleration of service delivery and the setting of a firm agenda, nationally and internationally, for the reengineering and transformation of our society to defeat poverty, underdevelopment and all related social ills.

This strategic plan is crafted with an understanding that particularly the next twelve months is time to add impetus to the implementation of programmes aimed at accelerating service delivery by providing even stronger leadership of this sphere of government. Our approach is multi-pronged and includes the effective implementation of the performance management programme, skills development as well as the pull-strategy of showcasing best service delivery practices through the Premier’s Good Governance Awards (PGGA).

Although we seem to have adopted a ‘fish syndrome’ of delivering more and talking less about it, evidence provided by many independent sources confirm the good work done by the government of the province over the years to improve people’s quality of life. Over the years the province registered a phenomenal economic growth rate in a context of international downturn, agricultural produce improved considerably, development of infrastructure in the form of roads, houses, schools and clinics also contributed in placing the province as a leader in the country. We also led in maximizing people and stakeholder participation in governance as the outreach programme that began in 1998 is now the country’s flagship communication and development programme. This will be enhanced with the deployment of multi-skilled development officers (foot-soldiers) in municipal districts to work closer to the people.

It is also through our strong leadership that one of the greatest social ills that compromise government’s capacity to accelerate service delivery, corruption and unethical behaviour, was exposed and set as a focus of integrated anti-corruption fight by both the national and provincial government. We are definitely winning because victory starts with unconditional exposure of the problem for all to join hands in helping to achieve good clean governance in the Eastern Cape. As in many instances, we again will help build models for our nation for

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defeating corruption and indolence in the civil service. This should also be a warning to those within and outside of the public service that you will be caught and dealt with decisively. We will intensify the building of provincial and national integrity with every social sector embracing and practicing ethical behaviour.

Last year we committed ourselves to improve the capacity of the Office of the Premier to be a centre of governance through effective leadership and coordination. Largely the institutional framework is now in place and the implementation of programmes aimed at achieving this objective will be progressively improved, by all branches of the office viz. Cabinet Office, Organisational Development and Governance, Shared Legal Services and Shared Internal Audit. Even the internal efficiencies of the office will indeed confirm that we are leading by example, a position will progressively enhance over the medium term strategic framework in line with our motto of “spearheading service delivery”.

With the assistance of our implementing agencies such as Eastern Cape Socio Economic Consultative Council, Eastern Cape Appropriate Technology Unit and the Youth Commission the office will ensure that the whole government operates in unison to meet our development targets in line with our priorities.

The imperatives outlined in 1997 Provincial Growth and Development Strategy are still relevant although there has been commendable improvements towards achieving targets set including economic growth, rural development and civil service transformation to mention but a few. Currently we are in a process of developing a new Provincial Growth and Development Plan, which will focus on the strengthening the agrarian economy and on consolidating and diversifying the manufacturing sector of the province. A tripartite partnership of the Provincial Government, the United Nations Development Programme and the DFID supported Integrated Provincial Support Programme is in place to drive the development of the new PGDP framework. Consultations are underway with various stakeholders including business, labour and civil society structures.

With the assistance of various other international partners and sister provinces we are guaranteed to achieve phenomenal success also in many areas of civil service transformation. Credit goes to the Swedish International Development Agency (SIDA), the German Technical Assistance (GTZ), the British Department for International Development (DFID), and several other partner provinces such as British Columbia, Connecticut etc.

The positive outlook of the province’s future is progressively growing. The office of the Premier will build on that good spirit to ensure a government that moves in unison and in partnership with the people to ensure a better life for all.

06 March 2003

Rev Makhenkesi Stofile Date

Eastern Cape Premier

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Signed:

_____________________


2. Overview by the Head of department and Accounting Officer

With the EXCO resolution to increase delegations to departments, OTP has already positioned itself to be able to take this added responsibility by establishing Provisioning section as a directorate. Effective supply chain management will be the focus for this branch. We will build on what we have already done during the past financial year, strengthening supplier relations through structured agreements and communication of our strategic objectives which are aimed at improved service delivery. The development of a ten year Provincial Growth and Development Strategy (PGDS) is progressing well. The establishment of Project management unit (PMU) to drive this process has added advantage in that there is concerted effort to integrate all inputs from all stakeholders and enhance cluster integration. Finalization of Provincial Growth Development Plan (PGDP) and determination of organization developmental needs to ensure successful implementation of the plan will be the focus for this period. At the heart of an effective organization is effective Human Resource Management, it is in this light that OTP will give special emphasis on leadership development, performance management and recognition mechanisms. All newly recruited management within OTP had to undergo competency profiling to ensure job fit and this will continue and be extended to all existing provincial managers. This exercise is crucial in the development of a training program which is focused on both organizational and individual needs. Human Resource Development plan will be aggressively implemented with special focus on leadership. Reinforcement of performance management and it’s roll-out to districts will continue to be the focus for this period. As the Eastern Cape province committed to the use of South African Excellence model, the Governance and administration cluster has decided to improve the evaluation tool for the Premier’s Good Governance Award System using this model as a framework, to include implementation of PMS, Batho Pele and effective Leadership. The new OTP organizational structure is geared towards ensuring effective cluster coordination, support, monitoring and evaluation. Our challenge is to make ensure that it is fully resourced within the first quarter of the next financial (2003/2004). The strengthened Cabinet Office is structured such that all provincial policy matters are resolved timely, communicated and implemented in an integrated fashion, aligned to the overall provincial and national priorities. We take pride in that this province is leading nationally in the redeployment process within the public service and hence we are confident that we will implement Resolution 7 of 2002 in time. The major challenge will be the cost of retraining and socio-economic development plan for those additional to the establishment. Upgrading of IT systems and equipment will be one of our main cost drivers in the next financial year. Introduction of SITA agreement last year had it’s challenges in that there was no cost benchmark on in-house operations; the time now is right for the GITO council to clean up all service level agreements so that the province can start reaping benefits of outsourcing these services. The Youth Commission has for the first time been established as

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The Office of the Premier (OTP) has a more important role to play over this medium term.


an independent entity during 2002/2003 financial year however they still need the support of OTP as they will be operating independently from 2003/2004 financial year. Implementation of policies developed both provincially and departmentally will the focus for the MTEF period. In summary; supply chain management, optimum utilization of IT systems, improved monitoring and evaluation mechanisms, organizational development and integrated policy implementation will be the focus over this medium term.

_____________________ 06 March 2003

Dr Mvuyo Tom Date

Director-General

_____________________ 06 March 2003

Mrs Nombulelo Hackula Date

Deputy Director General

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3. Vision

The vision of the province is “An Eastern Cape which is devoid of the inequalities of the past,

unified through an integrated and sustainable, economic, social and cultural development;

thus providing acceptable quality of life for all its people in the context of a united, non-racial,

non-sexist and democratic South Africa”.

In order to contribute to this vision the Office of the Premier formulated its own vision of “ A

provincial administration that moves in unison towards the realisation of a high quality of life

for the people of the Eastern Cape. “

4. Mission and strategic goals

The mission of the Office of the Premier is “Ensuring integrated service delivery to the

citizens of the Eastern Cape through strategic leadership, critical interventions and co-

ordinated effective provincial governance. “

The strategic goals of the Office of the Premier are as follows:

a) Service delivery goals

1. Coordinate the functions of the provincial administration and its departments

2. Coordinate the Implementation of and compliance with national policies and

legislation in the province

3. Coordinate the formulation and implementation of provincial policies and legislation

4. Lead public service transformation and monitor service delivery

5. Coordination and management of Special Programmes for those vulnerable sections

of the population who were previously discriminated against (youth, women, children,

aged and persons with disabilities)

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6. Effective and efficient communication and intergovernmental relations system that

informs and encourages maximum participation and contribution to the development

efforts of the Eastern Cape by all of the public sector, civil society stakeholders and

international partners.

7. The facilitation and coordination of policy and strategy formulation and

implementation relating to the development of the province.

8. Establishment of effective information systems in the province.

9. Efficient and economic use of limited financial resources in the province.

b) Management /Organisational goals

1. Efficient and effective administrative support to the Office of the Premier

c) Financial management goals

1. Effective management of the department’s finance and assets

d) Training and learning goals

1. Competent, empowered and performance focussed employees

The key planning documents used to inform the mission and strategic goals of the Office

of the Premier are detailed in section 8 where the Strategic Planning process is

described.

5. Values

The Office of the Premier believes in:

o Courtesy, respectfulness, helpfulness and fairness

o High proficiency levels in all workplaces

o Openness, transparency and easy access to information and services

o Equality, responsiveness and social justice

o Stable and up-to-date administration

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o Peaceful and constructive co-existence

o Creative and innovative public management

o High quality service for all citizens

o The development of all staff and citizens to their highest possible potential

6. Legislative and other mandates

The Office of the Premier is a government department at the centre of the provincial

administration. It is a department created in terms of the Constitution (Act 108 of 1996) and

the Public Service Act of 1994 to enable the Premier to lead the Eastern Cape government in

the service of the public. It is thus mandated to ensure that:

o The Constitution, national and provincial laws, rules and regulations as well as

policies, are faithfully and effectively executed;

o Through the Executive Council, the Premier drives the transformation process in

the province;

o Government is effectively co-ordinated, and

o The Office of the Premier strives to be an exemplary and effective centre of

administration.

In addition to the Constitution and the Public Service Act, other important legislative

guidelines include inter alia:

Employment Equity Act, Skills Levy Act, Skills Development Act, Public Finance

Management Act, Labour Relations Act, Promotion of Access to Information Act, Domestic

Violence Act, the Convention on the elimination of all forms of discrimination against women,

the Integrated National Disability Strategy, the International Beijing Platform for Action, the

United Nations Children’s Charter and the Public Service Regulations.

In addition to the acts referred to above, the Provincial Communications Policy and the

nationally adopted Development Communication Policy provide a legislative and policy

framework for provincial communications.

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The Promotion of Access to Information Act that came into effect in February 2001, places

the obligation on government to make information accessible to the public in order for them

to realise their constitutional right of access to information;

The Provincial Communications and the Development Communication Policies place an

obligation on government to innovatively establish and sustain methods of ensuring that even

the poor are helped to realise their constitutional rights (Section 32.1 a of the South African

Constitution).

Section 41 (1) and 154 (1) of the Constitution provide guidelines for intergovernmental

relations characterised by principles of cooperative government and international relations.

The Provincial Growth and Development Strategy and the Batho Pele principles documents

are among the key overall development guidelines used by the Office of the Premier.

With the establishment of the Youth Commission being finalised in the 2002/3 financial year,

the Office of the Premier shall as executive authority over the Youth Commission play a

supportive role in ensuring and implementation of an integrated youth development strategy

for the province.

With the focus the national government is giving to the protection and development of the

potential of children, it has been decided to establish a children’s desk in the Office of the

Premier. This will facilitate a more focussed approach by the government to the development

of children.

A Business Agreement has been signed with the State Information Technology Agency

(SITA). This will be followed by signing of an Incorporating Agreement and a Service Level

Agreement. The effect of this is that the Office of the Premier will be responsible for

managing this contractual arrangement so as to ensure that SITA provides effective and

efficient IT services to provincial government departments.

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7. Description of the status quo

7.1 Summary of service delivery environment and challenge

The service delivery environment within which the Office of the Premier operates includes

policy, development strategies, short, medium and long-term strategic frameworks and sector

development programmes and their budgets.

It is necessary for the Office of the Premier to comply with a variety of regulatory and

development policies in carrying out its responsibility for facilitation, coordination, monitoring,

evaluation, adjustment and mentoring.

The new legislation and policy framework in terms of government communications has

placed greater demands on the Office of the Premier to lead, facilitate and coordinate the

provision of access to information. In the context of high illiteracy, poor penetration of the

media in especially rural areas that constitute 65% of the population, as well as high poverty

and underdevelopment, ensuring maximum participation of the communities in their own

development is a scenario that demands extraordinary efforts from the government in

general and the communications services in particular.

The Office of the Premier is also affected by development strategies developed in various

government forums. Some of the products of these forums include the Medium Term

Strategic Framework, the Government Planning Cycle, Guidelines on the development of

IDPs, Restructuring of the Public Service etc.

There are eight provincial strategic pillars that guide planning activity in the province:

o Job creation

o Investment in people

o Meeting basic needs

o Sustainable use of natural resources

o Rural development

o Redistribution of income

o Crime prevention

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o Efficient and effective civil service

The above relate to a certain extent with the ten national policy thrusts:

o Fighting crime

o Fighting corruption

o Economic growth, investment and employment

o Integrated rural development

o Prioritise the poor and the disadvantaged

o Review and intensify action against HIV/AIDS

o Human resource development

o Governance and administration

o Nation building

o Building a better Africa and a better world

The government delivery and administration programme, which the Premier is responsible to

coordinate is divided into:

o Short-term, equivalent of a year,

o Medium-term, equivalent of three years, and

o Long-term, equivalent of ten years.

Within the period of a year (short-term) the Strategic Framework provides for certain critical

actions and/or events to be undertaken by government or its agencies to meet its mandates

and obligations. It is therefore, important for the Office of the Premier to take the Strategic

Framework into consideration in performing its mandate.

Naturally, the various sector-departments/agencies, look internally into their mandated

programmes with limited focus on issues of integration and efficiency. In response to the

above, the Office of the Premier has to facilitate and coordinate the various sector

programmes to ensure that integration, cooperation and efficiency occur.

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To evaluate the extent to which the existing strategies address challenges in the institutional

environmental the department held a strategy review session, conducted a risk assessment

exercise and an organizational self-assessment using the South African Excellence

Foundation (SAEF) model.

The outcomes of these exercises all confirmed the need to realign the organogram to enable

the department to perform at optimal level.

The department operates as per the Public Service Act, 1994 (as amended) and the Public

Service regulations 1999 and PFMA, 1999, the National Treasury Regulations and the

Eastern Cape Provincial Treasury Regulations. The Executing Authority and the accounting

officer have respectively delegated powers and duties vested in them down to senior

management level.

Monthly line management meetings and quarterly performance reports are means used to

monitor and manage such delegations between the levels of the accounting officer and

programme managers.

The staff complement in the Office of the Premier is expected to reduce from 459 to 404 at

the end of the 2003/4 financial year. Detailed information of the staff situation in each of the

programmes and sub-programmes is given in appendix 2.

Full implementation of the “Performance Management System and Development” has

commenced for senior management level from 13 upwards.

The department is ready to cascade the system fully effect from April 2003.

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7.2 Summary of organizational environment and challenges


The Eastern Cape Government has opted for a shared Internal Audit Unit.

This Unit is placed in the Office of the Premier. The Unit conducted a risk assessment for the

province and a three-year rolling audit plan has been developed. This plan will be

implemented during the MTEF period.

Progress has been made in the implementation of the PFMA. A PFMA implementation

monitoring tool has been developed and is being utilised.

8. Description of strategic planning process

Various strategic planning workshops have been held by the provincial government. Some

have focussed on the determination of high priority goals for the provincial government, while

others have focussed on the Office of the Premier and its role in achieving provincial

priorities.

Key documents that have arisen from provincial strategic planning initiatives include inter

alia:

“Provincial Growth and Development Strategy” (PGDS);

“Provincial Spatial Development Plan”;

“Towards Sustainable Social and Economic Infrastructure Development in the Eastern

Cape province, 2001/2 to 2005/6”; and

the proceedings from the annual Budget Indibanos held in 2000 to 2002.

These documents were prepared on the basis of consultation both between provincial

government departments and stakeholders such as business, labour and the non-

government organisations’ (NGOs) sector.

Documents that have arisen from strategic planning sessions of persons at management

level in the Office of the Premier include inter alia:

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“Office of the Premier Strategic Plan for the period 1999 to 2004”;

“Office of the Premier Strategic Plan and Budget for 2001/2 to 2003/4”;

Report of the South African Excellence Foundation (SAEF) workshop held with the Office

of the Premier management held on 1 February 2002;

“Office of the Premier Strategic and Annual Audit Plan”, August 2001; and

“Office of the Premier Business Plan for 2002/3”.

Consultation took place over a wide front between senior and middle management in the

Office of the Premier to determine the issues that should be covered in the business plan

document. Outside facilitators were also involved in the process of preparing the business

plan. A key reference source for the business plan was the State of the Province address by

the Premier at the opening of the Provincial Legislature in February 2002.

In addition national planning documents that informed the strategic planning process include

inter alia:

The “Batho Pele White Paper”; and

The “African National Congress 1999 Election Manifesto”.

PART B: THREE –YEAR STRATEGIC PLAN

9. Strategic objectives

In the November 2001 document prepared by the National Treasury, “Proposed generic

format for Strategic Plans of Provincial departments”, strategic objectives are defined as

“statements that concretely and specifically describe things that will be done to achieve the

goal or outcome. As such they describe or define the outputs that the department will seek to

produce in order to achieve the desired goals”.

It is the above definition that has been used as a guide in the selection of the strategic

objectives listed below.

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Strategic goal 1: Coordinate the functions of the provincial administration and its

departments

Strategic objectives

1. Implementation of the Integrated Sustainable Rural Development Programme (ISRDP)

and the Urban Renewal Programme.

2. Updated and credible provincial Human Resource Management Information in place.

3. Coordinated Skills development programme for staff in the provincial government in

place.

4. Strategy to ensure utilisation of existing international cooperation agreements and the

promotion of new ones.

5. Cluster committees operating at administrative level in the provincial government

function in a coordinated and effective manner in terms of service delivery.

6. Effective coordination of the poverty alleviation programmes in the province.

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a) Service delivery goals


Strategic goal 2: Coordinate the implementation of and compliance with national

policies and legislation in the province


1. All spheres of government implement development programmes in an integrated and

coordinated way, with participation of international partners.

2. The provincial government complies with the Skills Development Act and implements

the sectoral plans of the respective SETAs.

3. Coordination and implementation of the fraud prevention plan.

4. Implementation of the findings and recommendations of the Government

Communication and Information System (GCIS) audit.

Strategic goal 3: Coordinate the formulation and implementation of provincial policies

and legislation


1. Render secretarial services for the Executive Council, the Cabinet Committees and

the Top Management meetings.

2. Implementation of the Project Management System in selected provincial government

programmes.

3. Documentation of policy lessons on development projects implemented by the Office

of the Premier since 1994.

4. Effective coordination of legislative and litigation processes by provincial government

departments. Continued rationalisation of former apartheid laws.

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Strategic goal 4: Lead public service transformation and monitor service delivery


1. Strategy on how to improve the access for the general population to public sector

services.

2. Strategy to ensure compliance by provincial government employees with the Code

of Conduct of the public service.

3. Effective monitoring and evaluation of transformation initiatives.

4. Improvement in the level of customer care by provincial government departments.

5. Improved representativeness of women, people with disabilities, youth and race in

the provincial government.

Strategic goal 5: Coordination and management of Special Programmes (youth,

women, children, aged and persons with disabilities)


1. Increased involvement by youth, women and persons with disabilities in

entrepreneurial skills empowerment programmes.

2. Establishment of a database that provides information on disabled person initiatives.

3. Provincial government buildings are made more accessible to disabled persons.

4. Unit for promoting children’s programmes is established.

5. The Youth Commission is transformed into a public entity with sufficient capacity to

drive youth development programmes in the province.

6. Integrated youth development strategy is in place and business plans are developed

to facilitate stakeholder involvement.

Strategic goal 6: The provision of an effective communication and information service

in the provincial administration

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1. Effective coordination of communication services within the provincial sphere and

across spheres of government in order to improve the impact of communication

projects and campaigns.

2. Develop and implement communication and Intergovernmental relations (IGR)

projects that inform and encourage maximum participation and contribution to the

development efforts of the government by all publics, stakeholders and international

partners.

3. HIV/AIDS awareness campaign communicated effectively in the province.

Strategic goal 7: The facilitation and coordination of policy and strategy formulation

and implementation relating to the development of the province


1. The implementation of quality systems to manage Human Resource Development

information and the provision of strategic education and training programmes.

2. Determine the extent to which current plans and strategies are addressing the

development needs and potentials of the province.

3. Preparation of a Provincial Growth and Development Plan for the province.

4. Monitor and evaluate the implementation of existing provincial development strategies.

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Strategic goal 8: Establishment of effective information systems in the province


1. Clear information technology strategy that includes the regular coordination and

management of the State Information Technology Agency (SITA) contract.

2. Establishment of a development and management information system that enables

the Office of the Premier to effectively monitor and evaluate provincial government

policies, programmes and projects.

Strategic goal 9: Efficient and economic use of limited financial resources in the

province


1. Anti-corruption strategy in place and implemented.

2. Reduction and elimination of irregular practices in the provincial government

departments in respect of the statutory regulations, management policies and

directives.

b) Management /organisational goals

Strategic goal 1: Efficient and effective administrative support to the Office of the

Premier


1. Personnel, financial and procurement services delivered on time by the respective

components in the Office of the Premier.

2. Develop an inspired team that shares the Vision, Mission and Strategic Objectives

cascaded through clear delegation and empowerment to implement.

3. Policy and Strategy to be translated into business and action plans with clear

performance standards which are understood, communicated and regularly reviewed.

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4. Implementation of the new organisational structure of the Office of the Premier

c) Financial management goals

Strategic goal 1: Effective management of the department’s finance and assets


1. Improve financial management skills within the Office of the Premier to ensure efficient

budget management, control and monitoring.

d) Training and learning goals

Strategic goal 1: Competent, empowered and performance focussed employees


1. Building of teams empowered to participate in decision-making processes through

appropriate induction, placement, continuous development and improvement.

10. Measurable objectives, strategies/ activities, outputs, measures and monitoring

mechanisms

Information in respect of this issue on all the programmes and sub-programmes in the Office

of the Premier is set out in Attachment A.

11. Performance targets and MTEF Budgets

Information in respect of this issue on all the programmes and sub-programmes in the Office

of the Premier is set out in Attachment B.

12. Medium- term revenues and expenditures

12.1 Summary of revenue

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Table 1: Summary of revenue: (Office of the Premier)

R’ 000

2000/2001

Actual

2001/02

Actual

2002/03

Estimate

2003/04

MTEF

2004/05

MTEF

2005/06

MTEF

Equitable share 132715 185823 172 739 227 919 240 185 251 592

Finance Supplementary 1025 1 572

Roll overs

Reallocated Treasury Reserve 43 709 47 286

133740 187395 172 739 227 919 240 185 251 592

12.2 Departmental revenue collection

Table 2: Departmental revenue collection: (Office of the Premier)

R’ 000 2000/2001 Actual

2001/02 Actual

2002/03 Estimate

2003/04 MTEF

2004/05 MTEF

2005/06 MTEF

Current revenue

Tax revenue

Non-tax revenue 159 1025 40 44 40 36

Capital revenue

(specify)

Departmental revenue 159 1025 40 44 40 36

12.3 Expenditure summary by programme

Table 3: Summary of expenditure and estimates: (Office of the Premier)

R’ 000 2000/01 Actual

2001/02 Actual

2002/03 Estimate

2003/04 MTEF

2004/05 MTEF

2005/06 MTEF

1. Management 10 216 6 395 10 359 9 349 9 844 10 307

2. Cabinet Office 19 308 30 336 41 857 59 221 62 451 65 452

3. Corporate Services 47 009 67 248 54 722 85 079 89 676 93 941

4.Organisational Development & Gov.

5. Shared Legal Services

6.Shared Internal Audit

8 644

1 776

3 078

20 188

4 250

10 120

45 684

8 052

13 233

51 081

8 413

14 338

53 877

8 823

15 053

56 473

9 210

15 726

Total: (Office of the Premier) 90 031 138 537 173 907 227 481 239 724 251 109

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13. Coordination, cooperation and outsourcing plans

13.1 Interdepartmental linkages

As outlined in the policy statement of the Premier set out in an earlier paragraph, the Office

of the Premier is responsible for providing a comprehensive support service to the Premier to

carry out his constitutional obligations. These include the provision of quality support

services to the Executive Council and three cabinet clusters, that were set up to ensure

political supervision and leadership in various programmes that need strong integration by

various departments. These include Governance, Social Needs and Economic

Development.

Under the leadership of the Director-general, heads of departments (HODs) also periodically

meet in the Top Management meeting and in their clusters. The Director-general also leads

the Intergovernmental Forum, which has continued to move from strength to strength in

building greater sharing of plans and resources across various spheres of government,

including the parastatals.

Other interdepartmental and intergovernmental forums are in place and operating under the

leadership of the Office of the Premier in various facets of governance viz. Human

Resources Management, Departmental Communicators, Health and Safety, Labour

Relations, Human Resources Development etc.

Besides intergovernmental coordination, a framework also exists under the Office of the

Premier for cooperation with key stakeholders. The Eastern Cape Socio-Economic

Consultative Council (ECSECC) operates generally along the lines of Nedlac and involves

the business community, labour and the non-government organisations’ (NGOs). This

cooperation helps to bring a better understanding among these sectors on macro-policy and

economic issues.

There is also a progressive improvement in collective planning and sharing of resources

through the work of these forums.

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Outcomes from this cooperation include the Executive Council Outreach programme,

Integrated Sustainable Rural Development and Urban Renewal Programmes and the

planning, implementation and monitoring of the provincial Capital Expenditure (CAPEX) Plan.

Another strategic initiative arising from collaborative efforts by various departments, agencies

and stakeholders is the provincial HIV/AIDS Council which is chaired by the Premier, with the

Office of the Premier providing backup support including the coordination of donor

assistance.

13.2 Public entities

Table 4: Details of public entities

Name of public entity

Main purpose of public entity

Transfers from the departmental budget

2003/4 MTEF 2004/5 MTEF 2005/6 MTEF

Eastern Cape Appropriate Technology Unit (ECATU)

To plan, finance and carry out projects that apply appropriate technologies in the various development fields in the province

8 000 000 8 440 000 7 950 000

Eastern Cape Socio-Economic Consultative Council (ECSECC)

To advise and assist the provincial government achieve an integrated development strategy for the province

8 000 000 8 440 000 7 950 000

Youth Commission To coordinate and facilitate the planning and implementation of an integrated youth development strategy for the province

6 000 000 6 330 000 6 710 000

Total 22 000 000 23 210 000 22 610 000

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13.3 Public, private partnerships, outsourcing

The Office of the Premier does not transfer funds to any non-governmental organisation.

During the 2002/03 financial year the Office of the Premier outsourced information

technology to the State Information Technology Agency (SITA).

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PART C: ONE-YEAR OPERATIONAL PLAN

14. Service delivery plan

Table 1: Template for reporting performance targets and MTEF budgets

1: Management

Objective Output Measure 2002

actual

2003

estimated

2004

target

2005

target

2006

target

% change over MTEF

1.1 Management [output as in table 5]

6 395 14 541 9 349 9 844 10 307

1.2 Management Support Services

[output as in table 5]

Budget for programme 1 6 395 14 541 9 349 9 844 10 307

2 : Cabinet Office

Objective

Output Measure

2003

estimated

2004

target

2005

target

2006

target

% change over MTEF

2.1 Director General Office


1 235 1 420 2 273 2 387 2 494

2.2 Provincial Strategy & Planning

2.3 Intergovt. and Protocol Servs.

2.4 Cildrens & elderly persons’ affairs

2.5 Gender Affairs

2.6 Disabled Person’s Affairs

2.7 Communication Services

2.8 Cabinet Secretariat

21 736

889

747

693

932

3 174

930

25 520

1 560

704

1 008

927

6 122

1 246

39 485

2 916

2 375

1 742

1 119

7 720

1 611

41 680

3 059

2 498

1 834

1 175

8 130

1 688

43 730

3 195

2 613

1 919

1 228

8 512

1 761


Key inputs no budget no budget no budget no budget No budget

(i) MEC’s salary

(ii) Office staff

(iii) Other

25


3. Corporate Services

Output Measure 2002

actual

2003

estimated

2004

target

2005

target

2006

target

% change

over MTEF

3.1 Deputy Director General


662 1 302 1 838 1 931 2 018

3.2 Financial Management

29 032 10 804 5 935 6 214 6 468

3.3 Procurement & Logistics

11 724 8 467 7 977 8 373 8 748

3.4 Human Recources 5 978 3 543 14 235 14 919 15 568

3.5 PGITO 19 852 36 319 55 532 58 700 61 624

Budget for programme 3:

[sub-programme budget]

67 248 60 435 85 517 90 137 94 424

Key inputs no budge

t no

budget

no budge

t no

budget

no budge

t

(i) No. of professional staff

(ii) No. of support staff

(iii) Expenditure on consultants

(iv) Transport

(v) Other

4. Organisational Dev. and Governance

Objective Output Measur

e

2002

actual

2003

estimate

d

2004

target

2005

target

2006

target

% change over

MTEF

4.1 Human Resource Development [output as in table 5]

10 992 33 554 38 889 41 093 43 129

4.2 Labour Relations

4.3 Cluster Support : Social

4.4 Cluster Support : Economic

4.5 Cluster Support : Governance


1 135

8 061

1 489

6 635

1 998

3 984

3 556

2 654

2 098

4 176

3 726

2 784

2 193

4 358

3 887

2 906


5. Shared Legal Services

Objective

Output

Measure

2002

actual

2003

estimated

2004

target

2005

target

2006

target

% change over

MTEF

5.1 Litigations [output as in table 5]

5 362 5 622 5 868

5.2 Legislation

5.3 Contracts and Agreements

5.4 Legal Support


2 701

1 549

6 214

436

1 417

686

947

1 485

721

995

1 550

752

1 040

Budget for Programme 5 4 250 6 650 8 413 8 823 9 210

6. Shared Internal Audit

Objective

Output

Measure

2002

actual

2003

estimated

2004

target

2005

target

2006

target

% change over

MTEF

6.1Internal Audit [output as in table 5]

7 782 8 471 11 005 11 555 12 073

6.2 Performance Audit 2 338 2 457 3 333 3 498 3 653


Budget for Programme 6 10 120 10 928 14 338 15 053 15 726

26


15. Expected revenue and expenditure and cash flow

See attachment D

Departmental Expenditure April May June July Aug Sept Oct Nov Dec Jan Feb Mar

Expenditure standard item

Personnel expenditure Administrative expenditure Inventories Equipment Professional and special services Land and buildings Transfer payments Miscellaneous expenditure

5305 4657

560 1869 4517

6250

5305 4657

560 1869 4517

5305 4657

560 1869 4517

5305 4657

560 1869 4517

6250

5305 4657

560 1869 4517

5305 4657

560 1869 4517

5305 4657

560 1869 4517

6250

5305 4657

560 1869

4517

5305 4657

560 1868 4517

5310 4654

560 1866 4515

6250

5310 4655

562 1872 4519

5305 4659

567 1957 4618

Total expenditure standard item 23158 16908 16908 23158 16908 16908 23158 16908 16908 23155 16922 16921

Departmental Expenditure April May June July Aug Sept Oct Nov Dec Jan Feb Mar

Programme Expenditure Programme 1: Management Programme 2: Cabinet Office Programme 3. Corporate Services Programme 4. Organisational Dev. and Gov. Programme 5. Shared Legal Services Programme 6. Shared Internal Audit

1 279 8 602 7 125 4 257

701 1 194

529 3 102 7 125 4 257

701 1 194

529 3 102 7 125 4 257

701 1 194

1279 8 602 7 125 4 257

701 1 194

529 3 102 7 125 4 257

701 1 194

529 3 102 7 125 4 257

701 1 194

1279 8 602 7 125 4 257

701 1 194

529 3 102 7 125 4 257

701 1 194

529 3 102 7 125 4 257

701 1 193

1278 8 596 7 125 4 261

701 1 194

531 3 102 7 137 4 248

699 1205

529 3 105 7 130 4 259

704 1 194

Total expenditure 23158 16908 16908 23158 16908 16908 23158 16908 16907 23155 16922 16921

Expenditure GSF classification

Current 21428 15178 15178 21428 15178 15178 21428 15178 15177 21428 15182 15188

Compensation of employees Salaries and wages Other remuneration Use of goods and services Interest paid Transfer payments Subsides to business enterprises Local government Extra-budgetary institution Household Non-profit organisation

5305

9873

5 500

750

5305

9873

5305

9873

5305

9 873

5 500

750

5305

9 873

5 305

9 873

5 305

9873

5 500

750

5 305

9 873

5305

9872

5 310

9868

5 500

750

5 310

9 872

5305

9883

Capital 1730 1730 1730 1730 1730 1730 1730 1730 1730 1727 1740 1733

Non-financial assets Buildings and structure Machinery and equipment Non-produced assets

1730

1730

1730

1730

1730

1730

1730

1730

1730

1727

1740

1733

Total expenditure GFS classification

23158 16908 16908 23158 16908 16908 23158 16908 16907 23155 16922 16921

27


16. Conditional grants

Not applicable to the Office of the Premier.

17. Proposed use of donor funding

Table 7: Sources and use of donor funding

Donor

Amount/ service in kind

Description of programme or project for which funds are to

be used

Reporting date

Reporting responsibility

Swedish International Aid for Development

11,4 million Swedish krone

Human resource management and

development programme Quarterly

Director-general

German technical cooperation (GTZ)

4,8 million South African Rands

Rural livelihoods Quarterly Director-general

Canadian International Aid for Development

(CIDA)

150 000 Canadian dollars

Strengthen governance Quarterly Director-general

Department for International

Development (DFID)

12 million South African Rands

Enhance the ability of the Eastern Cape

administration to achieve service standards as

agreed with communities

Quarterly

Director-general

Total

18. Financial Management

18.1 Strategies to address audit queries

An action plan to deal with audit queries has been set-up in the Office of the Premier.

Specific tasks are delegated to specific individuals to deal with them. The aim of the

committee is to ensure that audit queries are dealt with as they arise and similar

issues are not repeated in future.

28


18.2 Implementation of PFMA

The PFMA seeks to amongst other things:

o Modernise the system of financial management;

o Enable public sector managers to manage and be more accountable;

o Ensure timely provision of quality information; and

o Eliminate waste and corruption in the use of public assets.

In order to meet these objectives the Office of the Premier will embark on the following

strategies during the MTEF period:

o Intensive training of all staff members on the PFMA;

o Training of the financial management staff on the accrual based system of accounting;

o Full implementation of the asset management policy;

o Filling of the structure with adequately trained personnel. Emphasis will be put on the

following:

� Fraud prevention

� Public sector procurement

� Performance management

29


PART D: BACKGROUND INFORMATION

19. Appendix 1: Analysis of service delivery environment

The service delivery environment within which the Office of the Premier operates is grouped

into the following categories:

o Policy;

o Development strategies;

o Short, medium and long term strategic framework;

o Sector development programmes and their budgets.

19.1 Policy environment

This is further divided into regulatory and development policies.

Regulatory policies include: the Constitution of the Republic of South Africa, Public

Finance Management Act, Treasury Regulations, Public Service Act and its Regulations,

Procurement Policy, etc. For purposes of running this department as one of the state

agencies it is necessary to comply with all or part of the above-mentioned policies from

time to time.

Development Policies refer to the Development Facilitation Act, Municipal Systems Act

(with respect to IDPs), Municipal Structures Act, Municipal Demarcation Act, Land

Reform, Small Medium and Micro Enterprises (SMMEs) policies, the Integrated

Sustainable Rural Development Programme (ISRDP), Urban Renewal Programme, etc. It

is common knowledge that most of the above-mentioned policies are a direct

responsibility of sector departments and/or agencies. However, the Office of the Premier

has the overall responsibility for facilitation, coordination, monitoring, evaluation,

adjustment and mentoring, and these policies therefore affect the operational

environment of the department.

30


19.2 Development strategies

The Office of the Premier is also affected by development strategies developed in various

government fora, including the Presidential Coordinating Council, Forum for South African

Directors-general (FOSAD), the Integrated Development Planning (IDP) Forum, etc. Some of

the products of these fora include the Medium Term Strategic Framework, the Government

Planning Cycle, Guidelines on the development of IDPs, Restructuring of the Public Service

etc.

There are eight provincial strategic pillars that guide planning activity in the province:

o Job creation

o Investment in people

o Meeting basic needs

o Sustainable use of natural resources

o Rural development

o Redistribution of income

o Crime prevention

o Efficient and effective civil service

The above relate to a certain extent with the ten national policy thrusts:

o Fighting crime

o Fighting corruption

o Economic growth, investment and employment

o Integrated rural development

o Prioritise the poor and the disadvantaged

o Review and intensify action against HIV/AIDS

o Human resource development

o Governance and administration

o Nation building

o Building a better Africa and a better world

31


19.3 Short, medium and long term Strategic Framework

The government delivery and administration programme, which the Premier is responsible to

coordinate, is divided into:

o Short-term, equivalent of a year,

o Medium-term, equivalent of three years, and

o Long-term, equivalent of ten years.

Within the period of a year (short-term) the Strategic Framework provides for certain critical

actions and/or events to be undertaken by government or its agencies to meet its mandates

and obligations. It is therefore, important for the Office of the Premier to take the Strategic

Framework into consideration in performing its mandate.

19.4 Sector development programmes and their budgets.

Naturally, the various sector-departments/agencies, look internally into their mandated

programmes with limited focus on issues of integration and efficiency. In response to the

above, the Office of the Premier has to facilitate and coordinate the various sector

programmes to ensure that integration, cooperation and efficiency occur.

19.5 Evaluation of current implementation performance

19.5.1 Progress over the past financial year (2002/3)

The department is proud to report that significant progress has been made in all the

challenges that were identified for 2002/2003. These include inter alia:

o The implementation of the Performance Management System (PMS) commenced in

all departments from April 2001 at Senior Management Level. A roll out to lower

levels is targeted from April 2003.

o The quest to improve service delivery through a concerted effort of implementing

Batho Pole principles in all work of the Office of the Premier culminated in the

Premier’s Good Governance Award held on 30 November 2001.

32


o The fight against corruption is beginning to pay dividends with more cases coming

before the criminal courts whilst following the disciplinary code of the government and

dismissing the culprits from the civil service.

o Four Integrated Sustainable Rural Development Programme (ISRDP) nodes have

been identified and projects have been implemented in the following district

municipalities: Chris Hani, Ukhahlamba, OR Tambo and Alfred Nzo. Rural livelihood

projects have also been implemented at the Mbashe Municipality.

o The programme of getting the records of civil servants straight and meeting the

minimum information requirements as required by law is progressing well.

o Communication with the Eastern Cape public and stakeholders has improved and the

results of the outreach programmes have influenced the Office of the Premier’s

planning for the rest of the Medium Term Revenue and Expenditure Framework

(MTREF) period.

o A master systems plan for the provision of holistic comprehensive information

technology has been completed as well as the signing of a contract with the State

Information Technology Agency (SITA) to provide to the province a comprehensive

information technology service.

o The Youth Commission has been established as a public entity and progress in the

staffing of the structure is at an advanced stage. The Chief Financial Officer (CFO)

and Chief Executive Officer (CEO) have been appointed.

o Risk assessment carried out for all of the key activities of all provincial government

departments, including the Office of the Premier have been completed.

Implementation of the recommendations arising from this assessment is underway.

33


19.5.2 Challenges for the forthcoming financial year (2003/2004)

The optimal utilization of all public servants through redeployment and appropriate placement

and thereby reducing the number of personnel in excess to operational requirements remains

a challenge.

It should be noted that most of the activities of the Office of the Premier are of a transversal

nature (external in character). Service delivery by all provincial departments will be seriously

impaired if the Office of the Premier is not able to provide the support services required by

provincial departments. These services included inter alia:

o The operationalisation of a management information system that enables the Office of

the Premier to monitor service delivery. The system should also facilitate coordinated

and integrated development planning and implementation in the province.

o Further implementation of the Integrated Sustainable Rural Development Programme

for the province through effective coordination and facilitation. The four nodal points

referred to above will be particular focus areas. The Rural Livelihoods strategy, which

involves a wide range of stakeholders as well as international donors, will also be

further implemented. In addition programme pilots will be facilitated in respect of the

Urban Renewal programme.

20. Appendix 2: Organizational Information and the Institutional

Environment

To evaluate the extent to which the existing strategies address challenges in the institutional

environmental the department held a strategy review session, conducted a risk assessment

exercise and an organizational self-assessment using the South African Excellence

Foundation (SAEF) model.

The outcomes of these exercises all confirmed the need to realign the organogram to enable

the department to perform at optimal level. In addition four priority areas were identified viz:

34


o Asset management, skills development, record keeping especially the credibility of

personnel records and recruitment of a high caliber employees.

o From the above it is evident that the Office of the Premier has the opportunity to

challenge the existing government systems and embark on groundbreaking changes

that would result in synergy, mobilization of resources and unity of purpose.

20.1 Organizational Design

The departmental organogram with reporting lines of senior managers down to deputy

director levels is set out in attachment D.

20.2 Delegations

The department operates as per the Public Service Act, 1994 (as amended) and the Public

Service regulations 1999 and PFMA, 1999. The National Treasury Regulations and the

Eastern Cape Provincial Treasury. The Executing Authority and the accounting officer have

respectively delegated powers and duties vested in them down to senior management level.

Monthly line management meetings and quarterly performance reports are means used to

monitor and manage such delegations between the levels of the accounting officer and

programme managers.

Between the levels of the DG, DDG and Premier weekly meetings serve as the basis of

monitoring such delegations over and above the quarterly performance reports

35


20.3 Capital investment, maintenance and asset management plan

An asset maintenance and management plan is set out in the asset management policy of

the Office of the Premier. An asset management register has also been compiled by the

Office of the Premier.

20.4 Personnel

The table below gives a summary of the past and projected personnel situation in the various

programmes and sub-programmes of the Office of the Premier over the period 2001 to 2006

Table 8: Summary of personnel numbers in the various programmes and sub-programmes of the Office of the Premier, 2001 to 2006

Programme and Subprogramme As at 31

March 2001 As at 31

March 2002 As at 31

March 2003 As at 31

March 2004 As at 31

March 2005

As at 31 March 2006

1.Corporate Services 0 2 2

1.1. Human Resources and Admin 36 40 23 31 31

1.2.Financial Management & Provisioning

200 209 208 64 75 82

2. Management Advisory Services 1 2 2 2

2.1. Organisation and Methods 20 19 8 8 10 15

2.2. Administration Evaluation 7 8 8 11 11 11

3. Policy Research, Planning & Strategy Development

0 0 0 2 2 2

3.1. Development Policy & Strategy 5 5 4 11 11 15

3.2. Development Programmes, Projects & Transformation Co-ordination

2 2 8 7 12 15

3.3 Special Programmes * 6 8 8

4. Communication and Intergovernmental Relations

2 2 2

4.1 Communications 19 17 12 14 20 26

4.2 Intergovernmental and Protocol Services

5 3 4 8 11 11

5.Shared Legal Services 2 2 2

5.1. Legal Support 0 0 0 2 8 8

36


Programme and Subprogramme As at 31

March 2001 As at 31

March 2002 As at 31

March 2003 As at 31

March 2004 As at 31

March 2005

As at 31 March 2006

5.2. Litigations 6 8 8 8 20 20

5.3. Legislation 0 0 1 2 5 5

5.4.Contracts& Agreements 0 0 0 2 2

6. Human Resource Management 0 0 0 2 2 2

6.1. HR – Provisioning & Utilisation 8 10 10 13 15 15

6.2. HR – Development 17 21 11 5 12 16

6.3. E.A.P. 5 2 2 2 2 2

6.4. Labour Relations 1 1 3 4 8 8

7. Information Technology

7.1. Information Technology Policy Development

5 5 9 13 13

7.2. Informatics 18 39 35 48 48 5

8. Internal Audit 27 40 53

9. Cabinet Secretariat 4 5 2 5 10 10

Total staffing 358 394 374 333 380 364

37


20.5 IT Systems

To enable good governance and seamless service delivery the department is using the

following IT systems: BAS, Persal and Logis.

20.6 Performance Management and Development System (PMS and D)

Full implementation of PMS and D has commenced for senior management level from 13

upwards.

The department is ready to cascade the system to levels 12 and lower with effect from April

2003.

20.7 Financial management

The office of the Premier implemented the Basic Accounting System in September 2001.

Relevant staff members have been trained on this system. Training will be rolled out to

program and responsibility managers during the MTEF period.

The financial management staff will also be trained on the accrual based system of

accounting during this period.

The Provincial Treasury has approved the implementation of LOGIS in the Eastern Cape.

The Office of the Premier will implement this system during the coming years for better

management of its stores.

38


Table 7: Expenditure pattern for the Office of the Premier over the last three years:

Classification of expenditure Actual

2000/2001

Actual

2001/2002

Estimated Actual

2002/2003

Current Expenditure 77 677 125 633 162 794

Personnel Expenditure 47 004 53 073 59 534

Transfer Payments 2 955 14 572 21 175

Other Current Expenditure 27 718 57 988 82 085

Capital Expenditure 12 354 12 904 11 113

Transfer Payments 8 073 4 100 5 790

Other Capital Expenditure 4 281 8 804 5 323

Total 90 031 138 357 173 907

20.8 Audit queries

A great improvement in the audit report has been noted for the 2001/2002 financial year. In

2000/2001 8% of items raised were raised as the emphasis of matter. In 2001/2002 this

increased to 67%. The except for issues were reduced to 33% compared with 92% in the

previous year. Two major items, the Treasury balance and Persal to Bas reconciliation have

been identified as areas that need urgent attention. These are currently receiving such

attention.

39


20.9 Internal audit

The Eastern Cape Government has opted for a shared Internal Audit Unit. This Unit is placed

in the Office of the Premier. The Unit conducted a risk assessment for the province and a

three-year rolling audit plan has been developed. This plan will be implemented during the

MTEF period.

20.10 Implementation of Public Finance Management Act (PFMA)

Progress has been made in the implementation of the PFMA. The following are notable

achievements:

o A PFMA implementation monitoring tool has been developed and is being utilised.

o Key appointments in terms of the act have been made.

o Monthly and quarterly reports are submitted on due dates.

o Public Entities for which the Office of the Premier is responsible are monitored in

terms of the PFMA.

40


ANNEXURE A

Measurable Objectives, Strategies, Outputs, Measures

and Monitoring Mechanisms

41

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dependin

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n

suffic

ient support

arr

angem

ents

in

our

com

ponent

Report

s s

ubm

itte

d to

decis

ion-m

akers

regula

rly a

nd o

n

tim

e,d

ependin

g o

n

suffic

ient support

arr

angem

ents

in o

ur

com

ponent

Researc

hed a

nd

usefu

l advic

e is u

sed

by P

ublic

Serv

ice

Pro

vid

ers

.

3 c

luste

rs r

eceiv

e

Secre

tariat and

Technic

al support

Pro

gra

mm

es a

re

tracked o

n tim

e

Quart

erly

Facili

tate

and

Org

anis

e r

egula

r

revie

w a

nd r

esearc

h

opport

unitie

s for

ou

r

ad

vis

ory

syste

m .

Public

Serv

ice

Pro

vid

ers

are

able

to

impro

ve the r

ate

at

whic

h they d

eliv

er

serv

ices their and

infr

astr

uctu

re

2 c

om

ple

x a

nd

str

ate

gic

advic

e

researc

hed d

uring

year

2003/2

004

Impro

ved

develo

pm

ent

decis

ions taken by

decis

ion-m

akers

.

Quart

erly

Monitoring a

nd

Evalu

ation R

eport

s.

Public

Serv

ice

Pro

vid

ers

are

capable

of ta

kin

g info

rmed

and e

ffective

develo

pm

ent

decis

ions.

As s

pecifie

d in the

join

t clu

ste

r

develo

pm

ent

pro

gra

mm

e.

Pla

nned targ

et

achie

vem

ent

Quart

erly

Monitoring a

nd r

evie

w

report

s

Ad

vis

e o

n

develo

pm

en

t an

d

revie

win

g o

f

pri

ori

ties, str

ate

gie

s

an

d o

bje

cti

ves

Pro

vin

cia

l S

trate

gy, p

lan

nin

g, co

-ord

inati

on

, m

on

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rin

g a

nd

evalu

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on

to c

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, fa

cili

tate

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valu

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Clu

ste

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cesses a

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t C

abin

et and d

epart

menta

l le

vel fo

r th

e p

rom

otion o

f in

tegra

ted

govern

ance


43

Pro

gra

mm

e

str

uctu

re a

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ves

Str

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ing S

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Public

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Pro

gra

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rackin

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valu

ation

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m.

All

pro

vin

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ublic

Serv

ice P

rovid

ers

are

info

rmed a

nd a

ctive in

Pro

vin

cia

l

develo

pm

ent.

Incre

ased s

haring o

f

a C

om

mon V

isio

n,

Obje

ctives a

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Priorities

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erly

Monitoring a

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evie

w

report

s a

nd m

inute

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of

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Conduct

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onth

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Pro

vin

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riority

Pro

gra

mm

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hro

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rdepart

menta

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Team

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Fre

sh R

ecord

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f

Pro

vin

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orm

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vaila

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for

decis

ion a

nd

dis

sem

ination a

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replic

ation

All

pro

vin

cia

l P

ublic

Serv

ice P

rovid

ers

are

info

rmed a

nd a

ctive in

Pro

vin

cia

l

develo

pm

ent.

Incre

ased s

haring o

f

a C

om

mon V

isio

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ctives a

nd

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erly

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evie

w

report

s a

nd m

inute

s

of

meetings

Conduct

Annual

Evalu

ation o

f

Pro

vin

cia

l P

riority

Pro

gra

mm

e t

hro

ugh

Inte

rdis

cip

linary

Team

s a

nd

Consula

tancie

s

Info

rmative R

ecord

on L

essons a

vila

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for

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sem

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ation

6 p

roje

cts

/

pro

gra

mm

e e

valu

ate

d

by M

arc

h 2

004

Impro

ved p

rovin

cia

l

develo

pm

ent

managem

ent

and

Str

ate

gie

s.

Annually

Evalu

ation R

eport

s

Impro

ve a

nd m

ain

tain

a s

ound

com

munic

ation

syste

m w

ith k

ey

institu

tions s

upport

ing

ISR

DP

in

Ch

ris

Han

i,U

kh

ah

lam

ba,

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bo

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d

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red

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d N

ew

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ns

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orm

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ce

in C

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i,

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SR

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dal

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achie

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arg

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Month

lyM

inute

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eport

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nte

gra

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Su

sta

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ura

l

Develo

pm

en

t

Str

ate

gy (

ISR

DS

)


44

Pro

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Ch

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ject

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OT

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pecifie

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pla

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gra

mm

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lan f

or

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ent

of

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lyM

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s o

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meetings c

ircula

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ime w

ith p

roje

ct

and institu

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report

s.

Org

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of IS

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n C

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in

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Dis

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Serv

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and

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sta

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lans

and

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gra

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pla

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vid

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.

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achie

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Evalu

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Decis

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in C

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Quart

erly

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and

Actions t

aken.


45

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ased s

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dvis

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Team

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f polic

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reduced c

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exposure

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Decis

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makers

to a

conduciv

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environm

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makers

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rmed p

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tain

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inte

rnal pro

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ith

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ag

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al

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Serv

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47

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ualit

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ct

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pport

unitie

s

of th

e im

ple

menta

tion

of pro

vin

cia

l P

lans

and S

trate

gie

s.

Regula

r R

evie

ws o

f

the im

ple

menta

tion o

f

the p

lans a

nd

sstr

ate

gie

s b

yO

TP

and p

art

ner

depart

ments

,

One E

valu

ation

Exerc

ise

Impro

ved L

essons

availa

ble

Annually

Pre

para

tio

n o

f th

e

Pro

vin

cia

l G

row

th

an

d D

evelo

pm

en

t

Pla

n (

PG

DP

) fo

r th

e

pro

vin

ce.

Esta

blis

h a

nd

main

tain

sound

Coord

ination,

Managem

ent and

com

munic

ation

syste

ms w

ith a

ll

Public

Serv

ice

Pro

vid

ers

and

institu

tions o

n P

GD

P

Public

Serv

ice

Pro

vid

ers

'

Pro

gra

mm

e a

re

alig

ned to the P

GD

P.

All

pro

vin

cia

l

depart

ments

have

cle

ar

imple

menta

tion

pro

gra

mm

es.

Impro

ved

coord

ination a

nd

serv

ice d

eliv

ery

Annually


49

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/ acti

vit

yO

utp

ut

Co

st

measu

re

(R'0

00)

Qu

an

tity

measu

reQ

uality

measu

reT

imelin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

Org

anis

e r

egula

r

revie

w o

pport

unitie

s

of th

e im

ple

menta

tion

of P

GD

P

Mid

-term

and fin

al

Pro

ject re

vie

ws h

eld

One E

valu

ation

Exerc

ise

Incre

ased s

haring o

f

com

mon v

isio

n,

obje

ctives a

nd

priorities.

Annually

Facili

tate

the

exposure

of D

ecis

ion

makers

to

pro

gre

ssiv

e

imple

menta

tion o

f

PG

DP

EX

CO

Resolu

tion

taken

Tw

o e

xposure

s p

er

annum

Str

ate

gic

Develo

pm

ent

Decis

ions taken

Once e

very

six

month

s


50

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/ acti

vit

yO

utp

ut

Co

st

measu

re

(R' 000)

Qu

an

tity

measu

reQ

uality

measu

reT

imelin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

Cabin

et offic

e -

Develo

pm

ent

Polic

y a

nd

Str

ate

gy

Develo

pm

ent

1. S

ecre

tariat to

the

Econom

ic G

row

th a

nd

Develo

pm

ent C

luste

r

Com

mitte

e

1. F

acili

tating follo

w-u

p

actions a

risin

g fro

m m

eetings

of th

e C

abin

et and C

luste

r

Com

mitte

es

500

Regula

r re

port

s to the

Clu

ste

r and C

abin

et

com

mitte

es o

n the

pro

gre

ss b

ein

g m

ade

with h

igh p

riority

pro

gra

mm

es/ pro

jects

Month

lyF

ollo

w-u

p

actions

reflecte

d in

the m

inute

s o

f

the C

luste

r

meetings

2. P

erf

orm

ance m

anagem

ent

syste

m that w

ould

enable

effective m

onitoring a

nd

evalu

ation o

f above a

ctions

70

This

PM

S is

inte

gra

ted w

ith

exis

ting s

yste

ms

such a

s the o

ne that

is lin

ked to the ID

Ps

of lo

cal

munic

ipalit

ies

Apr-

03

Develo

pm

ent im

pact

assessm

ents

are

carr

ied o

ut of at

least th

ree h

igh

priority

govern

ment

pro

gra

mm

es u

sin

g

this

PM

S

Mar-

04

Report

s

subm

itte

d o

n

quart

erly

basis

to the

Clu

ste

r

Com

mitte

e o

n

the p

rogre

ss

made

3. F

orm

at fo

r re

port

ing to the

Clu

ste

r and C

abin

et

com

mitte

es d

evelo

ped

Form

at accepte

d b

y the

Clu

ste

r and C

abin

et

com

mitte

es

Form

at used for

subm

itting r

eport

s

Jun-0

3

2. G

ive

furt

her

mo

men

tum

to

th

e p

roce

ss

of

esta

bli

shin

g l

earn

ing

net

wo

rks

in t

he

pro

vin

ce


51

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/

acti

vit

yO

utp

ut

Co

st

measu

re

(R' 000)

Qu

an

tity

measu

reQ

uali

ty m

easu

reT

imeli

ness

measu

re

Mo

nit

ori

ng

mech

an

ism

2.1

Pre

para

tion o

f le

arn

ing

netw

ork

pla

n

Develo

pm

ent

part

icip

ants

in

the p

rovin

ce p

art

icip

ate

in

imple

menting learn

ing

netw

ork

pla

n b

y s

haring b

est

pra

ctice o

n s

erv

ice d

eliv

ery

issues

40

a. W

ebsi

te e

stab

lish

ed

for

shar

ing

bes

t

pra

ctic

e in

res

pec

t o

f

serv

ice

del

iver

y.

Au

g-0

3Q

uar

terl

y

rep

ort

70

b.

Wo

rksh

op

hel

d t

o

shar

e b

est

pra

ctic

e in

resp

ect

of

com

mu

nit

y

lev

el a

gri

cult

ure

an

d

rura

l d

evel

op

men

t

stra

teg

ies

that

hav

e

bee

n i

mp

lem

ente

d

Sep

-03

Qu

arte

rly

rep

ort

2.2

Carr

y o

ut

evalu

ation o

f

pro

jects

im

ple

mente

d b

y t

he

Off

ice o

f th

e P

rem

ier

that

rela

te t

o d

evelo

pm

ent

polic

y

form

ula

tion

Ter

ms

of

refe

ren

ce f

or

carr

yin

g o

ut

eval

uat

ion

of

pro

ject

s fu

nd

ed (

R4

00

m)

by

th

e O

ffic

e o

f th

e

Pre

mie

r (O

TP

) i

n t

he

per

iod

19

95

to

19

98

30

Term

s o

f re

fere

nce

docum

ent

pre

pare

d o

n

the b

asis

of

litera

ture

revie

w o

f best

pra

ctice

in t

erm

s o

f im

pact

assessm

ent

and input

from

develo

pm

ent

part

icip

ants

in t

he

pro

vin

ce

Sep

-03

Ste

erin

g

com

mit

tee

to

mee

t o

n a

reg

ula

r b

asis

wit

h

spec

iali

st

team

app

oin

ted

wit

h f

un

din

g

assi

stan

ce

fro

m t

he

Bri

tish

go

ver

nm

ent


52

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/

acti

vit

yO

utp

ut

Co

st

measu

re

(R' 000)

Qu

an

tity

measu

reQ

uali

ty m

easu

reT

imeli

ness

measu

re

Mo

nit

ori

ng

mech

an

ism

Ap

po

intm

ent

of

serv

ice

pro

vid

er(s

) to

car

ry o

ut

eval

uat

ion

of

OT

P p

roje

cts

as s

pec

ifie

d i

n t

he

abo

ve

term

s o

f re

fere

nce

Inte

rnat

ion

al

stan

dar

ds

ob

serv

ed

in r

esp

ect

of

the

app

oin

tmen

t

pro

ced

ure

Oct

-03

2.3

Evalu

ation o

f pro

jects

that w

ere

funded to e

xplo

re

more

effective s

erv

ice

deliv

ery

appro

aches

A. D

ocum

enta

tion o

f polic

y

lessons o

n d

evelo

pm

ent

pro

jects

im

ple

mente

d b

y the

Offic

e o

f th

e P

rem

ier

sin

ce

1994

500

Evalu

ation r

eport

s in

respect of at le

ast 40

diffe

rent pro

gra

mm

e/

pro

ject in

itia

tives

Evalu

ation r

eport

s

should

indic

ate

the

polic

y lessons

rele

vant to

ensuring

pro

ject susta

inabili

ty

with p

art

icula

r fo

cus

on the follo

win

g four

aspects

:econom

ic,

financia

l, p

hysic

al

and o

rganis

ational/

institu

tional capacity

Oct-

03

Quart

erly

report

s o

n the

pro

gre

ss w

ith

this

activity to

be s

ubm

itte

d

B. Id

entification o

f susta

inable

appro

aches to s

erv

ice

deliv

ery

10

0P

rop

osa

ls t

hat

hav

e

bee

n f

ield

tes

ted

in

term

s o

f su

stai

nab

ilit

y

are

bei

ng

imp

lem

ente

d b

y

var

iou

s g

ov

ern

men

t

agen

cies

Feb-0

4

3. P

rop

osa

ls r

e th

e

pri

ori

tisa

tio

n o

f C

AP

EX

exp

end

itu

re i

n t

he

pro

vin

ce

Do

cum

ent

to b

e su

bm

itte

d

to t

he

IGF

bas

ed o

n i

np

ut

fro

m r

elev

ant

stak

eho

lder

s

15

Pro

po

sals

inco

rpo

rate

bes

t

pra

ctic

e fr

om

So

uth

Afr

ica

as

wel

l as

inte

rnat

ion

ally

Sep

-03


53

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/ acti

vit

yO

utp

ut

Co

st

measu

re

(R' 000)

Qu

an

tity

measu

reQ

uality

measu

reT

imelin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

Pri

ort

isat

ion

sy

stem

use

d

by

pro

vin

cial

an

d l

oca

l

auth

ori

ties

in

res

pec

t o

f

pre

par

ing

th

e S

trat

egic

Pla

ns

and

bu

dg

ets

for

20

04

/5

10

0N

ov

-03

Tas

k t

eam

of

IGF

su

bm

its

reg

ula

r

rep

ort

s to

th

e

IGF

4. P

rop

osa

ls r

e th

e

imp

lem

enta

tio

n o

f th

e

Mas

siv

e F

oo

d S

ecu

rity

pro

gra

mm

e

5 L

oca

l E

con

om

ic

Dev

elo

pm

ent

Stu

dy

Par

tici

pat

ion

in

th

e B

riti

sh

go

ver

nm

ent

fun

ded

LE

D

stu

dy

in

Stu

tter

hei

m a

nd

Co

fim

vab

a lo

cal

mu

nic

ipal

itie

s

15

Stu

dy

to

be

com

ple

ted

by

Ap

ril

20

03

6 P

arti

cip

atio

n i

n t

he

stee

rin

g c

om

mit

tee

of

the

Wil

d C

oas

t S

pat

ial

Dev

elo

pm

ent

Init

iati

ve

(SD

I)

Inv

olv

emen

t w

ith

th

e

Ste

erin

g C

om

mit

tee

of

the

Wil

d C

oas

t S

DI

and

car

ry

ou

t fo

llo

w -

up

act

ion

s su

ch

as t

he

liai

son

wit

h

rep

rese

nta

tiv

e o

f th

e

nat

ion

al d

epar

tmen

t o

f

Tra

de

and

In

du

stry

on

po

ver

ty a

llev

iati

on

pro

j ect

s

dat

abas

es f

or

the

pro

vin

ce.

15


54

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/ acti

vit

yO

utp

ut

Co

st

measu

re

(R' 000)

Qu

an

tity

measu

reQ

uality

measu

reT

imelin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

7.

Co

ord

inat

e p

oli

cy

rese

arch

in

itia

tiv

es a

nd

com

mis

sio

n r

esea

rch

an

d

info

rm t

he

po

licy

mak

ing

pro

cess

7.1

Pro

po

sals

re

com

mu

nit

y b

ased

dec

isio

n –

mak

ing

bas

ed

on

pro

ject

imp

lem

enta

tio

n

Iden

tifi

cati

on

of

pil

ot

area

s

to i

mp

lem

ent

the

pro

po

sals

set

ou

t in

th

e p

oli

cy p

aper

,

“Ap

pro

ach

es t

o u

nlo

ckin

g

the

po

ten

tial

in

lo

cal

com

mu

nit

ies

for

con

trib

uti

ng

to

th

e

red

uct

ion

of

soci

al a

nd

ph

ysi

cal

infr

astr

uct

ure

bac

klo

gs

in t

he

Eas

tern

Cap

e” w

hic

h w

as p

rese

nte

d

at n

atio

nal

go

ver

nm

ent

Lea

rnin

g A

cad

emy

wo

rksh

op

30

7.2

Dia

gn

ost

ic r

esea

rch

on

th

e in

teg

rate

d n

utr

itio

n

pro

gra

mm

e o

f H

ealt

h a

nd

Ed

uca

tio

n

Est

abli

sh t

he

pro

ble

ms

in

imp

lem

enti

ng

th

e

pro

gra

mm

e an

d m

ake

pro

po

sals

on

ho

w t

o r

ecti

fy

the

situ

atio

n

40

7.3

Stu

dy

on

rem

ote

are

as

hy

bri

d p

ow

er s

yst

em i

n

Cw

eben

i, P

ort

St

Joh

ns

and

Hlu

lek

a

Inte

gra

tio

n o

f p

ow

er

syst

em w

ith

co

mm

un

ity

bas

ed a

gri

cult

ura

l

pro

du

ctio

n

80


55

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/ acti

vit

yO

utp

ut

Co

st

measu

re

(R' 000)

Qu

an

tity

measu

reQ

uality

measu

reT

imelin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

7.4

Ru

ral

ho

use

ho

ld h

igh

val

ue

cro

p p

rod

uct

ion

and

co

mm

un

ity

bas

ed

tou

rism

pil

ot

pro

ject

s

Incr

ease

d a

nd

via

ble

ho

use

ho

ld c

rop

pro

du

ctio

n

and

co

mm

un

ity

bas

ed

tou

rism

in

th

ree

area

s- P

ort

St

Joh

ns,

Lib

od

e an

d

Lu

sik

isik

i

50

8.

Sta

ff t

rain

ing

Up

gra

din

g o

f st

aff

skil

ls7

0

9.

Sp

ecia

l as

sig

nm

ents

9.1

Pro

vin

cial

pro

gre

ss

sin

ce 1

99

4 a

nd

chal

len

ges

an

d s

trat

egie

s

to t

he

yea

r 2

00

7

Up

dat

ing

of

do

cum

ent

“Ach

iev

emen

ts,

chal

len

ges

and

str

ateg

ies

19

94

to

20

07

” p

rep

ared

in

con

sult

atio

n w

ith

all

pro

vin

cial

go

ver

nm

ent

dep

artm

ents

90

9.2

Mee

tin

g w

ith

ser

vic

e

del

iver

y

pro

fess

ion

al/t

ech

nic

al

rep

rese

nta

tiv

e b

od

ies

Str

ateg

ies

on

ach

iev

ing

bet

ter

serv

ice

del

iver

y i

n

the

pro

vin

ce

10

9.3

Mo

nit

ori

ng

of

bra

nch

cash

flo

w s

itu

atio

n

A.

Ad

vis

e v

ario

us

div

isio

ns

in t

he

bra

nch

on

th

e

avai

lab

ilit

y o

f fu

nd

s fo

r th

e

curr

ent

fin

anci

al y

ear

50

Reg

ula

r co

nta

ct w

ith

var

iou

s d

ivis

ion

rep

rese

nta

tiv

es

Hea

d o

f th

e

bra

nch

to

be

giv

en r

e gu

lar

up

dat

es o

n

the

cash

flo

w

situ

atio

n o

f

the

bra

nch

.


56

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/ acti

vit

yO

utp

ut

Co

st

measu

re

(R' 000)

Qu

an

tity

measu

reQ

uality

measu

reT

imelin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

B.

Pre

par

e u

pd

ated

cas

h

flo

w f

ore

cast

s fo

r th

e

var

iou

s d

ivis

ion

s in

th

e

bra

nch

in

co

nsu

ltat

ion

wit

h

rele

van

t p

erso

ns

35

Cas

h f

low

fo

reca

sts

for

the

bra

nch

sub

mit

ted

on

a r

e gu

lar

bas

is t

o t

he

Fin

ance

div

isio

n o

f th

e O

TP

Cas

h f

low

fore

cast

s to

be

sub

mit

ted

by

the

seco

nd

wee

k o

f th

e

mo

nth

Reg

ula

r

con

tact

to

tak

e p

lace

bet

wee

n t

he

bra

nch

an

d

the

Fin

ance

div

isio

n o

f

the

OT

P

C.

Pre

par

e v

irem

ent

pro

po

sal

for

the

bra

nch

fo

r

the

20

03

/4 f

inan

cial

yea

r

40

Virem

ent

pro

posal

dis

cussed w

ith a

ll

rele

vant

pers

ons a

nd

subm

itte

d f

or

appro

val

by t

he h

ead o

f th

e O

ffic

e

of

the P

rem

ier

Suff

icie

nt

fundin

g

pro

vis

ion m

ade

within

the b

udget

constr

ain

ts f

or

hig

h

priority

activitie

s o

f

the b

ranch.

Virem

ent

pro

posal to

be

form

ally

subm

itte

d t

o

the h

ead o

f th

e

OT

P b

y f

irst

week in

Novem

ber

2003

Regula

r

conta

ct

to

take p

lace

betw

een t

he

bra

nch a

nd

the F

inance

div

isio

n o

f th

e

OT

P

9.4

Lia

iso

n w

ith

hea

lth

faci

liti

es d

evel

op

men

t

and

mai

nte

nan

ce f

oru

m

Contr

ibute

to t

he

develo

pm

ent

of

pro

posals

on

how

to s

tream

line t

he s

erv

ice

deliv

ery

pro

cess in r

espect

of

Health infr

astr

uctu

re p

rovis

ion

40

Part

icip

ation in t

he

meetings o

f th

e s

teering

com

mitte

e f

or

this

pro

ject


57

12

34

56

78

Pro

gra

mm

e s

tru

ctu

re

an

d k

ey o

bje

cti

ves

Str

ate

gy/a

cti

vit

yO

utp

ut

Co

st

measu

re

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an

tity

measu

re

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ality

measu

re

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elin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

Effective &

syste

matic

inte

rgovern

menta

l &

inte

rnational syste

ms for

the p

rovin

ce

1. S

erv

ice e

xis

ting

IG

R s

tructu

res to

ensure

that

pro

vin

cia

l

inte

rventions a

re

com

patible

with

key r

ole

pla

yers

Part

icip

ate

in the

IGF

(T

echnic

al)

Secre

tariat re

sponsib

le

for

Pro

vin

cia

l IG

F

Meetings. A

ctively

facili

tate

the form

ation &

opera

tion o

f IG

F

Polit

ical. U

pdate

DP

LG

& P

EC

with a

ll

necessary

info

rmation

Str

ate

gy w

ith c

lear

bro

ad

unders

tandin

g

vis

ion

Periodic

ally

IGF

(T

echnic

al)

meetings IG

F

(polit

ical) m

eetings

Report

s &

info

rmations

update

s to D

PLG

PC

C

2. S

erv

ice e

xis

ting

inte

rnational

agre

em

ents

Lia

ise &

coord

inate

activitie

s b

etw

een

pro

vin

cia

l depart

ments

munic

ipalit

ies &

inte

rnational part

ners

Quart

erly R

eport

s

Periodic

al R

eport

s

to inte

rnational

part

ners

.

3. D

evelo

p a

pro

-

active d

onor

&

inte

rnational

part

ner

solic

itin

g

str

ate

gy

Develo

p d

eta

iled

report

s

on e

xis

ting d

onors

&

inte

rnational part

ners

&

use d

ata

as b

aselin

e for

develo

pin

g a

str

ate

gy o

f

solic

itin

g p

roactively

donors

& p

art

ners

Str

ate

gy o

n

solic

itin

g

pro

actively

donors

&

inte

rnational

part

ners

Deta

iled r

eport

s &

data

base o

n

donors

& tw

innin

g

agre

em

ents

.

Esta

blis

h &

main

tain

a

well

functionin

g p

roto

col

com

ponent

Ensure

that all

rele

vant offic

es in

the p

rovin

ce

unders

tand their

responsib

ilities &

oblig

ations in a

s

far

as p

roto

col w

as

concern

ed

Conduct tr

ain

ing

sessio

ns for

the

follo

win

g P

rem

ier's

Core

Sta

ff A

ll M

EC

's

Core

Sta

ff A

ll E

xecutive

Mayor's C

ore

Sta

ff, V

IP

Pro

tection U

nit, &

VIP

Drivers

Cre

ate

Pro

tocol's

Pers

onnel

Foru

m

Quart

erly R

eport

Foru

m M

eetings

Report

INT

ER

GO

VE

RN

ME

NT

AL

RE

LA

TIO

NS

AN

D P

RO

TO

CO

L

To

ren

der

eff

ecti

ve, eff

icie

nt

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d s

yste

mati

c in

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overn

men

tal an

d in

tern

ati

on

al re

lati

on

s s

erv

ice in

ord

er

to m

eet

co

nsti

tuti

on

al,

leg

isla

tive, p

olicy a

nd

develo

pm

en

tal ch

allen

ges o

f th

e p

rovin

ce


58

SP

EC

IA

L P

RO

GR

AM

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OB

JE

CT

IVE

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ND

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gra

mm

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re

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ject

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ivit

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form

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ce

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st

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an

tity

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sure

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ali

ty

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sure

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elin

ess

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sure

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efra

me

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ng

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ha

nis

m

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inat

e an

d M

anag

e

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PD

/OS

W t

hre

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yea

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ild

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gra

mm

e

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ram

me

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tin

uat

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rce

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acit

y

in t

he

off

ice.

�

Un

icef

su

pp

ort

assi

stan

ce t

o t

ake

the

chil

dre

n’s

pro

gra

mm

e o

ff

the

gro

un

d.

Co

nv

ene

PP

A

Ste

erin

g

Co

mm

itte

e

trai

nin

g

wo

rksh

op

s.

15

0 0

00

ov

er 8

mo

nth

s p

erio

d

Six

PP

A

mee

tin

gs,

Fo

ur

trai

nin

g

wo

rksh

op

s an

d

fou

r se

xu

al

off

ence

s an

d

chil

d j

ust

ice

wo

rksh

op

s

�

Res

tru

ctu

re

Pro

gra

mm

e o

f

Act

ion

fo

r

chil

dre

n f

or

effe

ctiv

e

serv

ice

del

iver

y

�

Su

pp

ort

to

chil

dre

n’s

org

anis

atio

ns

No

vem

ber

20

02

to

Ju

ne

20

03

Un

icef

Mo

nth

ly r

epo

rt,

qu

arte

rly

rep

ort

s to

HO

D

and

Sta

nd

ing

Co

mm

itte

e


61

Pro

gra

mm

e

str

uctu

re

an

d k

ey

ob

jecti

ves

Str

ate

gy/a

cti

vit

yO

utp

ut

Co

st

measu

reQ

uan

tity

measu

re

Qu

ality

measu

re

Tim

elin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

Effective a

nd

inte

gra

ted p

rov.

Com

m.

Syste

ms

Develo

p c

om

m.

Polic

ies, str

ate

gie

s

and

imple

menta

tion

pro

gra

mm

es for

all

part

ners

com

m s

trat, y

ear's

pro

gr,

coord

inating

fora

done.

R4.5

mS

trate

gy w

ith c

lear

& u

nders

tood

vis

ion a

nd

benchm

ark

s in

pla

ce

Sta

ff e

ngaged a

nd

co-o

pera

tion is h

igh

Mar-

04

Regula

r

accounting

to m

anagem

ent,

perf

orm

ance

agre

em

ents

, T

M,

PC

F's

and E

XC

O

report

s

Effective inte

rnal

com

munic

ation

Inte

rnal com

m.

Str

ate

gy d

one.

Com

m. G

uid

e in

pla

ce w

ith a

ll

R 5

00 k

All

targ

ete

d

benchm

ark

s

Inte

rnal

com

munic

ation

Oct-

03

Part

icip

ation levels

in p

ublic

ations

Mark

eting o

f

Easte

rn C

ape

and O

TP

Mark

eting p

lan

with s

takehold

er

buy-in for

effective

mark

eting

Mark

eting s

trate

gy

and p

rogra

mm

es

for

media

use a

nd

events

iclu

din

g

websites, sum

mits,

join

t public

ations

and g

reate

r co-

opera

tion

All

identified

benchm

ark

s a

re

achie

ved

Gre

ate

r m

utu

al

unders

tandin

g, co-

opera

tion a

nd

inpro

ved im

pact of

initia

tives

July

, O

ct 2003

Marc

h 2

004

Regula

r re

port

s to

managem

ent of

OT

P, P

CF

, T

M

and E

xco

Pro

ductive

govern

ment/

media

rela

tions

Effective m

edia

scannin

g

Dis

sem

ination o

f

new

sw

ort

hy info

Sum

mary

of m

edia

covera

ge;

analy

sis

& a

dvic

e

Well

researc

hed

media

rele

ases

20 S

um

maries p

er

month

4 b

riefings p

er

month

3 r

ele

ases w

eekly

Responsiv

eness

to m

edia

will

impro

ve.

Pro

active m

edia

managem

ent

Daily

by 8

am

Weekly

Month

ly r

eport

on

responses c

arr

ied

Month

ly r

eport

of

the n

um

ber

of

rele

ases c

arr

ied

Arc

hiv

e o

f

rele

ases

Aim

: T

o r

en

der

co

mm

un

icati

on

serv

ices in

ord

er

to m

eet

co

nsti

tuti

on

al, leg

isla

tive, p

olicy a

nd

develo

pm

en

tal ch

allen

ges o

f th

e p

rovin

ce

Co

mm

un

icati

on


62

Pro

gra

mm

e

str

uctu

re

an

d k

ey

ob

jecti

ves

Str

ate

gy/a

cti

vit

yO

utp

ut

Co

st

measu

reQ

uan

tity

measu

re

Qu

ality

measu

re

Tim

elin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

Impro

ved d

irect

com

munic

ation

with s

takehold

ers

and p

ublic

s

Exco, to

p

managem

ent and

offic

ials

im

biz

os

and info

rmation

days a

re

org

anis

ed a

cro

ss

the E

aste

rn C

ape

Impro

ved im

age o

f

govern

ment and

leaders

hip

thro

ugh

inte

gra

ted

imple

menta

tion o

f

com

munic

ation

support

for

the

outr

each

pro

gra

mm

e a

s

R 5

50 k

All

eig

ht outr

each

pro

gra

mm

es

org

anis

ed w

ith

more

decentr

alis

ed

info

rmation d

ays a

t

dis

tric

t m

unic

ipal

level

Impro

ved

unders

tandin

g o

f

govern

ment and

accessin

g o

f

serv

ices b

y p

ublic

s

Every

tw

o m

onth

s

at le

ast an

outr

each

pro

gra

mm

e/ vis

it is

undert

aken

Public

opin

ion

surv

ey in

colla

bora

tion w

ith

reasearc

h

institu

tions for

effecting c

hanges

to the p

olic

y

pro

gra

mm

e o

f

govern

ment

Effective m

edia

pro

duction a

ns

libra

ry s

upport

serv

ice to the

OT

P a

nd E

aste

rn

Cape

Desig

n

public

ations, ta

ke

photo

gra

phs a

nd

vid

eo for

record

s

and d

istr

ibution to

the p

ublic

An o

pera

ting

libra

ry is m

axim

ally

used b

y O

TP

sta

ff

All

corp

ora

te

public

ations a

re

pro

duced in tim

e

and the a

rchiv

ing

syste

m a

nd

dis

trib

ution

str

ate

gy for

oth

er

mate

rials

is d

one

Furn

iture

insta

lled,

syste

m o

f

R 7

50 k

All

targ

ets

met,

and d

efined c

learly

Impro

ved

corp

ora

te

bra

ndin

g o

f O

TP

and E

CP

A

Qualit

atively

the

work

of O

TP

sta

ff

is im

pro

ved

(researc

hers

,

managers

, etc

) as

Oct 2003

and M

arc

h 2

003


63

Cab

inet

Secre

tari

at

12

34

56

78

Pro

gra

mm

e s

tru

ctu

re

an

d k

ey o

bje

cti

ves

Str

ate

gy/a

cti

vit

yO

utp

ut

Co

st

measu

reQ

uan

tity

measu

re

Qu

ality

measu

re

Tim

elin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

Secre

tari

al su

pp

ort

to

the E

XC

O a

nd

HO

Ds

Dis

trib

ution o

f

EX

CO

resolu

tion

for

imple

menta

tion

by d

epts

..

Dra

ftin

g o

f E

XC

O

resolu

tions a

nd

ensuring

imple

menta

tion

12 C

ale

ndar

month

s

Secre

tari

al su

pp

ort

to

the IG

F

Coord

ination o

f

inte

gra

ted

develo

pm

ent pla

ns

Monitoring o

f

develo

pm

ent at

local, p

rovin

cia

l

and N

ational le

vel

Ongoin

g

Ensuring that

there

’s

coord

ination o

f

dev. pla

ns

Ongoin

g

Co

ord

inate

an

d

man

ag

e

Execu

tive C

ou

ncil

Ou

treach

Pro

gra

mm

e

Facili

tation o

f

meetings w

ith

com

munitie

s

Inte

ractive

govern

ance

impro

ved


64

Pro

gra

mm

e

str

uctu

re a

nd

key

ob

jecti

ves

Str

ate

gy/ acti

vit

yO

utp

ut

Co

st

measu

re

Qu

an

tity

measu

re

Qu

ality

measu

reT

imelin

ess

measu

re

Mo

nit

ori

ng

mech

an

ism

Pro

gr.

3

Corp

ora

te

Serv

ices

1.

Restr

ucti

ng i

n

the O

ffic

e o

f th

e

Pre

mie

r an

d

fill

ing o

f vacan

t

posts

in

lin

e

wit

h R

esolu

tion

Num

ber

7.

1.

Iden

tify

vacan

t posts

.

Posts

filled b

y r

igh

t

people

for

the r

igh

t

job a

t th

e r

igh

t ti

me

1 ?

??

All c

riti

cal post

are

fille

d.

No e

xcess e

mplo

yee

wh

en

th

ere

are

gen

eri

c p

osts

to b

e

filled

30th

Ju

ne

2003

DTT &

ID

Tt,

GPS

BC

Top

Mn

gt

an

d D

TU

2.

Fascilit

ati

on

of

the

com

ple

tion

of

the

str

uctu

re.

3.

Develo

p e

mplo

yee

pro

file

s.

4.

Matc

hin

g a

nd

pla

cem

en

t of

em

plo

yees

5.

Sele

cti

on

an

d f

illin

g

of

vacan

t posts

wit

hin

the d

epart

men

t

6.

Develo

p a

nd

su

bm

issio

n o

f excess lis

t

to I

DTT.

7.

Tra

inin

g a

nd

retr

ain

ing o

f em

plo

yees

8.

Open

vacan

cy

9.

Alt

ern

ati

ve

em

plo

ym

en

t searc

h f

or

excess e

mplo

yees

Su

sta

inable

liv

ing

9.

Exit

Man

agem

en

t

Pro

gra

mm

e d

evelo

pm

en

t

Care

of

excess

em

plo

yees


65

2.

Develo

pm

en

t

of

depart

men

tal

poli

cie

s a

nd

pro

cedure

man

uals

* I

den

tify

policie

s t

hat

need u

rgen

t

develo

pm

en

t

Policie

s k

now

nR

20K

Cle

arl

y

un

ders

tood a

nd

user

frie

ndly

policie

s a

nd

pro

cedu

res

10 p

olicie

s

develo

ped

En

d J

un

e

03

Th

e

Depart

men

tal

Tra

nsfo

rmati

on

Un

it:

Top

Man

agem

en

t to

scorp

ion

th

e

pro

cess

* D

raft

policie

s f

or

inpu

t

gath

eri

ng f

rom

vari

ou

s

sta

ke h

old

er

like t

op

man

agem

en

t, lin

e

man

agers

, gen

era

l sta

ff

an

d o

rgan

ised labor

Dra

ft c

ircu

ltate

d f

or

com

men

ts

* D

evelo

p f

inal dra

ftF

inal dra

ft

develo

ped

Pre

sen

tati

on

of

su

ch

policie

s t

o t

he

man

agem

en

t fo

r by-i

n

Mn

gt

to b

uy-t

he

policy f

or

eff

ecti

ve

imple

men

tati

on

* A

dopti

on

an

d

imple

men

tati

on

of

policie

s t

here

of

* S

mooth

an

d

eff

icie

nt

man

agem

en

t of

issu

es

Develo

p f

low

ch

art

s a

nd

job d

escri

pti

on

s

Flo

wch

art

s o

f

pro

cesses


66

3.

Relo

cati

on

to

the E

CD

C

Buil

din

g

Ren

ovati

on

of

bu

ildin

gs.

Con

du

civ

e w

ork

ing

en

vir

on

men

t.

Impro

ved s

ecu

rity

of

the b

uildin

g.

Pu

rch

ase o

f off

ice

equ

ipm

en

t.

Insta

lati

on

of

a s

ecu

rity

syste

m.

Secu

red

en

vir

on

men

t.

Main

tan

an

ce o

f

bu

ildin

gs a

nd g

rou

nds.

4.

Asset

Man

agem

en

t

Imple

men

tati

on

of

logis

dti

cal in

form

ati

on

Syste

m.

Com

pu

teri

sed

Pu

rch

asin

g.

Str

ream

lin

ed

pro

cu

rem

en

t

pro

cesses.

Imple

men

tati

on

an

d

main

tan

ace B

au

d (

Asset

Man

agem

en

t

Syste

m).

Fix

ed A

ssets

Regis

ter.

Repla

cem

en

t of

the

cu

rren

t fleet

New

Fle

et

10 M

oto

r

Veh

icle

s

New

Fle

et

5.

Fin

an

cia

l

Man

agem

en

t

Tra

inin

g

Con

du

ct

a s

kills

Au

dit

.E

ffecti

ve

man

agem

en

t of

fin

an

ces.

Redu

cti

on

in

Au

dit

qu

eri

es.

Iden

tify

tra

inin

g n

eeds

Impro

ved s

pen

din

g.

Pro

vid

e t

rain

ing.

All m

an

agers

are

train

ed o

n b

asic

fin

an

cia

l

man

agem

en

t.


67

6.

Supply

Ch

ain

Man

agem

en

t

Esta

blish

an

d m

ain

tain

a s

upplier

data

base

Acti

ve

su

pplier

data

base.

60%

of

pu

rch

ases

are

ch

an

nelled t

o

BE

Es.

Impro

ve c

om

mu

nic

ati

on

wit

h

su

ppliers

Impro

ved

rela

tion

sh

ip w

ith

the s

upplier.

Paym

en

ts a

re d

on

e

wit

hin

30 d

ays o

f

invoic

e.

Hold

an

open

su

pplier.

Impro

ve u

se o

f E

mail

con

mm

un

icati

on

wit

h

su

ppliers

.

Imple

men

t a s

hare

d

pro

cu

rem

en

t serv

ice

Impro

ved e

ffic

ien

cy

A t

urn

aro

un

d t

ime

of

1 w

eek p

er

ord

er.

Con

tract

Man

agem

en

tC

on

tracts

used t

o

the o

pti

mu

m

Develo

pm

en

t of

a

depart

men

tal

pro

cu

rem

en

t pla

n.

Impro

ved e

ffic

ien

cy

7. IP

SP

su

pp

ort

Tra

velli

ng a

nd s

ubsis

tence


68

Pro

gra

mm

e s

tru

ctu

re a

nd

ke

y o

bje

cti

ve

sS

tra

teg

y/a

cti

vit

yO

utp

ut

Co

st

me

as

ure

Qu

an

tity

me

as

ure

Qu

ality

me

as

ure

Tim

elin

es

s m

ea

su

reM

on

ito

rin

g m

ec

ha

nis

m

Up

gra

de

ne

two

rk

infr

astr

uctu

re a

t h

ea

d o

ffic

e

an

d r

eg

ion

al/d

istr

ict o

ffic

es

Sta

ble

ne

two

rkR

19

59

7 3

62

All

reg

ion

al a

nd

dis

tric

t o

ffic

es

co

nn

ecte

d to

th

e p

rovin

cia

l

ne

two

rk

Effe

ctive

co

mm

un

ica

tio

n

be

twe

en

co

mp

ute

rs a

t a

ll

tim

es

By 2

00

5/0

3/3

1P

rovin

cia

l G

ove

rnm

en

t

Info

rma

tio

n T

ech

no

log

y

Offic

ers

(P

GIT

O)

Co

un

cil

me

etin

gs

Up

gra

de

an

d r

ep

lace

ou

tda

ted

ne

two

rk s

erv

ers

Ne

two

rk o

f se

rve

rs s

uite

d to

the

Pro

vin

cia

l n

ee

ds

R3

31

0 8

85

Re

pla

ce

26

se

rve

rs a

nd

up

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de

20

se

rve

rs

All

use

rs a

uth

en

tica

ted

by

loca

l se

rve

rs p

rio

r to

acce

ssin

g th

e n

etw

ork

By e

nd

of O

cto

be

r 2

00

3M

on

thly

re

po

rts fro

m S

ITA

an

d P

GIT

O C

ou

ncil

me

etin

gs

Inve

stig

ate

an

d im

ple

me

nt, in

ph

ase

s, a

co

mm

un

ica

tio

n

syste

m u

sin

g th

e p

rovin

cia

l

ne

two

rk

Co

mm

un

ica

tio

n s

yste

m u

sin

g

Inte

rne

t P

roto

co

l (I

P)

de

sig

n

R1

60

88

4T

ele

co

mm

un

ica

tio

n s

yste

m

ove

r th

e n

etw

ork

(re

du

ce

d

co

sts

)

Inve

stig

atio

n b

y 2

00

3/1

0/3

1

Ph

ase

s s

tart

ing

20

04

/05

fin

an

cia

l ye

ar

PG

ITO

mo

nth

ly r

ep

ort

Vid

eo

/au

dio

co

nfe

ren

cin

g

syste

m u

sin

g In

tern

et P

roto

co

l

(IP

)

A v

ide

o/a

ud

io c

on

fere

ncin

g

syste

m in

th

e P

rovin

ce

R9

60

88

4A

ll re

gio

na

l a

nd

dis

tric

t o

ffic

es

eq

uip

pe

d a

s r

eq

uir

ed

Co

mm

un

ica

tio

n w

ith

Re

gio

ns

an

d D

istr

icts

via

ne

two

rk

Up

gra

de

of cu

rre

nt e

qu

ipm

en

t

by e

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Rep

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com

pli

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pro

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Dep

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1200

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mit

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Sk

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ity

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PM

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mp

lem

ente

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2003

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all

sta

ff.

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par

t o

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e P

MS

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ince

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bee

n d

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vic

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arte

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d

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15

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lem

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Pre

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rov

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pro

gra

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d

app

lica

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pro

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nu

mb

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f

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awar

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ges

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nit

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rep

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rov

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2003

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mo

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org

aniz

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per

form

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fun

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IPS

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70%

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SM

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nd

dep

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nd

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EF

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del

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sal

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KT

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dib

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pd

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1200

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sup

po

rt &

pro

vin

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sury

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ject

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ple

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2004

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KT

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mo

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b

eval

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stem

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imp

lem

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1100

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man

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Mar

Qu

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n

dep

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9760

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Pro

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1350

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Pro

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Lab

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infl

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LR

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EA

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SD

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SH

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IDA

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web

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Fu

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g,

Bes

t P

ract

ises

an

d

glo

bal

par

tici

pat

ion

.

8721

6C

reat

ion

of

reso

urc

es a

nd

wea

lth

of

info

rmat

ion

fo

r

uti

lisa

tio

n i

n

EC

PA

.

Un

der

stan

din

g a

nd

uti

lisa

tio

n o

f b

est

pra

ctic

es i

n t

he

Co

rpo

rate

,

alig

nm

ent

wit

h t

he

Pu

bli

c S

erv

ice

Sta

nd

ard

s w

hic

h

un

der

pin

s th

e

pra

ctis

es o

f P

MS

,

Bat

ho

Pel

e an

d

SA

EF

.

On

go

ing

Res

earc

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nd

Info

rmat

ion

up

dat

e.


76

Pro

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OD

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lust

er

fun

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g.

Em

po

wer

men

t an

d

cap

acit

y b

uil

din

g t

o

clu

ster

s o

n h

ow

to

dea

l w

ith

mat

eria

l

issu

es i

n o

rder

to

pro

vid

e ap

prp

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e

serv

ices

to

dep

artm

ents

.

1200

00N

eed

s an

aly

sis

con

du

cted

on

LR

fun

ctio

ns.

Rel

evan

t tr

ain

ing

pro

vid

ed t

o a

dd

ress

gap

s. O

n t

he

job

skil

ls t

ran

sfer

.

Ev

alu

atio

n o

f th

e

imp

act

of

trai

nin

g

and

ap

pli

cati

on

of

skil

ls o

n t

he

job

.

May

-03

Po

st t

rain

ing

eval

uat

ion

rep

ort

,

trai

nin

g p

rog

ress

rep

ort

- m

on

ito

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g

pro

gre

ss.

Pro

vid

e g

uid

ance

to

clu

ster

s an

d

Dep

artm

ents

wh

ile

mo

nit

ori

ng

co

-

ord

inat

ion

an

d

imp

lem

enta

tio

n o

f th

e

reso

luti

on

s co

ncl

ud

ed

bet

wee

n E

mp

loy

er

and

Lab

ou

r.

Ad

her

ence

to

coll

ecti

ve

agre

emen

ts.

1454

16G

oo

d

un

der

stan

din

g

and

kn

ow

led

ge

of

thes

e re

solu

tio

ns

the

by

LR

Pra

ctit

ion

ers.

Wo

rksh

op

s

con

du

cted

.

Man

agem

ent

dem

on

stra

tin

g

un

der

stan

din

g.

Imp

lem

enta

tio

n a

t a

req

uir

ed t

ime,

in

acco

rdan

ce w

ith

th

e

term

s o

f th

e

reso

luti

on

.

Jun

-03

Mo

nit

or

pro

gre

ss

acco

rdin

g t

o t

he

acti

on

pla

n.

Imp

lem

enta

tio

n i

n

lin

e w

ith

th

e te

rms

of

the

reso

luti

on

.

Su

pp

ort

an

d p

rom

ote

the

uti

lisa

tio

n o

f p

re-

arb

itra

tio

n p

roce

sses

to s

ettl

e d

isp

ute

s

spee

dil

y.

Pre

-arb

itra

tio

n

Pro

cess

Aw

aren

ess

wo

rksh

op

s.

In-s

erv

ice

trai

nin

g

wo

rksh

op

s.

Dis

pu

tes

han

dle

d i

n a

win

-win

man

ner

.

7911

4M

anag

emen

t

un

der

stan

din

g o

f

app

rop

riat

e to

ols

to d

eal

wit

h

dif

fere

nt

kin

ds

of

dis

pu

tes.

Man

ager

s,

sup

erv

iso

rs a

nd

wo

rker

s u

tili

se t

he

avai

lab

le p

roce

sses

.

Imp

rov

ed a

nd

con

tin

uu

ou

s

com

mu

nic

atio

n

bet

wee

n m

anag

ers

and

lab

ou

r

org

anis

atio

ns.

Co

nti

nu

ou

sA

vai

lib

ilit

y o

f d

ata

per

tain

ing

to

dis

pu

tes.

Mo

nth

ly R

epo

rts.

Su

rvey

on

dis

pu

tes.

Pro

vid

e th

e P

rod

uct

Sp

ecia

list

wit

h t

he

corr

ect

and

up

dat

ed

info

rmat

ion

. Mo

nit

or

and

an

aly

se

info

rmat

ion

su

pp

lied

to a

dv

ise

man

agem

ent.


77

Pro

gra

mm

e S

tru

ture

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Str

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En

sure

th

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idel

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fo

r th

e

imp

lem

enta

tio

n o

f fa

ir

and

just

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cip

lin

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pra

cice

s.

Pro

vid

e g

uid

ance

to

clu

ster

s an

d

man

agem

ent,

wh

ilst

mo

nit

ori

ng

th

e

adh

eren

ce t

o t

he

term

s o

f R

eso

luti

on

2

of

1999

, th

e L

RA

an

d

nat

ura

l ju

stic

e in

han

dli

ng

dis

cip

lin

e

and

gri

evan

ces.

Fai

r an

d ju

st

dis

ipli

nar

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ract

ices

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6500

0A

ll p

eop

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man

ager

s sh

ou

ld

pra

ctis

e an

d a

pp

l y

the

rule

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pre

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bed

, tak

ing

into

co

gn

isan

ce

the

pra

ctis

e o

f

fair

nes

s.

Red

uct

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of

un

nec

essa

ry

dis

cip

lin

ary

hea

rin

gs.

Red

uct

ion

in l

itig

atio

nan

d

imp

rov

ed

com

mu

nic

atio

n a

t

the

wo

rkp

lace

.

On

go

ing

Mo

nth

ly r

epo

rts.

Su

bp

rog

ram

me

4.3:

HR

D

Pu

t in

pla

ce t

he

Inst

itu

tio

nal

Fra

mew

ork

to

del

iver

effe

ctiv

e H

RD

inte

rven

tio

ns

Su

pp

ort

th

e

dev

elo

pm

ent

of

the

pro

vii

nci

al H

RD

Po

licy

Fra

mew

ork

and

th

e N

atio

nal

Sk

ills

Dev

elo

pm

ent

Leg

isla

tio

n.

WS

Ps

op

erat

ion

al i

n

all

dep

artm

ents

by

Jun

e 20

03

5000

00A

ll d

epar

tmen

ts

sub

mit

th

eir

WS

Ps

and

qu

arte

ly

rep

ort

s o

n t

ime

90%

co

mp

lian

ce o

n

req

uir

emen

ts

Jun

-03

Qu

arte

rly

rep

ort

s


78

Pro

gra

mm

e S

tru

ture

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Mech

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Inte

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h

SE

TA

s an

d P

SE

TA

and

oth

er n

atio

nal

inst

itu

tio

ns

for

up

dat

ed r

equ

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ents

reg

ard

ing

sk

ills

dev

elo

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ent.

Imp

lem

enta

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n o

f

HR

D P

oli

cy

Fra

mew

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rk.

2000

00D

epar

tmen

ts

bu

dg

et i

n l

ine

wit

h n

atio

nal

crit

eria

an

d a

lig

n

pla

ns

acco

rdin

gly

Co

mp

lian

ce w

ith

the

Sk

ills

Dev

elo

pm

ent

Act

,

pro

vin

cial

req

uir

emen

ts a

nd

sect

ora

l p

lan

s o

f th

e

resp

ecti

ve

SE

TA

s.

Mar

-04

Dep

artm

ents

pa y

lev

y

to S

ET

As

and

use

avai

lab

le b

ud

get

Dev

elo

p o

uts

tan

din

g

po

lici

es r

elat

ed t

o

HR

D

Fo

cus

on

po

licy

are

as

re R

PL

, In

tern

ship

s,

Acc

elar

ated

Dev

elo

pm

ent

Pro

gra

mm

es.

3000

00P

oli

cies

are

dev

elo

ped

Po

lici

es a

pp

rov

ed

by

th

e E

XC

O, T

op

Man

agem

ent

and

Lab

ou

r

Org

anis

atio

ns

01-O

ctM

on

thly

Rep

ort

s

Fac

ilit

ate

the

Imp

lem

enta

tio

n W

SP

Uti

lisa

tio

n o

f f

un

ds

avai

lab

le f

or

trai

nin

g

Pro

vin

cial

lev

y

90%

of

dep

artm

ents

use

all

the

avai

lab

le

fun

din

g

Dep

artm

ents

use

thei

r b

ud

get

s

effe

ctiv

ely

Mar

-04

Qu

arte

rly

rep

ort

s

Rev

iew

th

e g

ener

al

Ind

uct

ion

Pro

gra

mm

e

for

staf

f.

Imp

rov

ed I

nd

uct

ion

/

Re-

ori

enta

tio

n

Pro

gra

mm

es f

or

staf

f.

A m

ult

i m

edia

Ind

uct

ion

Pro

gra

mm

e

is p

ut

inp

lace

fo

r

dif

fere

nt

lev

els

of

staf

f.

6000

00N

um

ber

of

emp

loy

ees

wh

o

atte

nd

ed t

he

Ind

uct

ion

Pro

gra

mm

e.

Nu

mb

er o

f

Ind

uct

ion

Pro

gra

mm

es r

un

.

No

v-0

3

Imp

lem

ent

trai

nin

g

eval

uat

ion

sy

stem

At

leas

t 30

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urs

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re

eval

uat

ed i

n t

erm

s o

f

thei

r im

pac

t

3500

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Ten

der

aw

ard

ed

to e

xte

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pro

vid

er

Imp

act

and

rele

van

ce o

f

trai

nin

g i

s

con

tin

uo

usl

y

mea

sure

d a

nd

pro

gra

mm

es a

re

adje

sted

acco

rdin

gly

Mar

-04

Ev

alu

atio

n r

epo

rts

and

an

aly

sis

of

trai

nin

g e

val

uat

ion

inst

rum

ents


79

Pro

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Str

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Mech

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Dev

elo

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g

man

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info

rmat

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A t

rain

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man

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info

rmat

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l

trai

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1000

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All

dep

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Info

rmat

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Sy

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80%

of

info

rmat

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corr

ectl

y c

aptu

red

on

th

e sy

stem

Mar

-04

Qu

arte

rly

rep

ort

s

cap

ture

d

Imp

lem

ent

a

tran

sver

sal

trai

nin

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pro

gra

mm

e

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of

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staf

f

iden

tifi

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or

tran

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hav

e u

nd

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on

e

app

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e tr

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ing

1500

0000

All

Dep

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ents

use

th

e tr

ansv

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l

trai

nin

g

pro

gra

mm

e to

dev

elo

p t

hei

r

com

pet

enci

es

80%

par

tici

pat

ion

in

all

pro

gra

mm

es

Mar

-04

Qu

arte

rly

rep

ort

s

fro

m F

HIG

Co

-ord

inat

e th

e u

se o

f

ov

erse

as s

tud

y

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po

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nit

es

Po

licy

to

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te a

nd

gu

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uti

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n o

f

ov

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as s

tud

y

op

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rtu

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Dat

a b

ase

on

ov

erse

as

stu

die

s av

aila

ble

.

5000

00D

epar

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ts

no

min

ate

the

rig

ht

staf

f to

att

end

th

e

apt

ov

erse

as c

ou

rse

Mar

-04

Co

urs

e re

po

rts

wit

hin

on

e m

on

th o

f

atte

nd

ance

an

d

ther

afte

r se

mes

ter

pro

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ss r

epo

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80

Pro

gra

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Str

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th

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cap

acit

y o

f li

ne

man

ager

s to

ass

um

e

thei

r H

RM

resp

on

sib

ilit

ies.

Lea

der

ship

dev

elo

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ent

Lin

e m

anag

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are

able

to

han

dle

th

eir

hu

man

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man

agem

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form

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elo

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MS

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Gen

eric

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ship

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elo

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ent

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gra

mm

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dev

elo

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.

2000

0030

% o

f th

e si

x

iden

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ed

dep

artm

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. Lin

e

man

ager

s sk

ille

d

to p

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rm t

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r

HR

resp

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All

SM

S h

ave

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ned

PA

.

30%

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six

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e

man

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ten

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ely

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eir

HR

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nct

ion

s. A

ll

SM

S h

ave

focu

sed

dev

elo

pm

ent

pla

ns.

Mar

-04

Imp

act

stu

dy

.

Qu

arte

ly r

evie

ws

of

SM

S.

Pro

vid

e su

pp

ort

to

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imp

lem

enta

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n o

f

the

Co

nsu

ltan

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Dev

elo

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ent

Pro

gra

mm

e fo

r O

DG

Tra

nsf

er s

kil

ls f

rom

con

sult

ants

to

pro

vin

cial

sta

ff i

n

ord

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or

the

adm

inis

trat

ion

to

be

mo

re s

elf-

suff

icie

nt

in

the

area

of

Per

sal

3000

00D

epen

den

cy o

n

ou

tsid

e

con

sult

ants

red

uce

d b

y 5

0%

Imp

lem

ent

a

com

pre

hen

siv

e

trai

nin

g p

rog

ram

me

for

all

HR

per

son

nel

Mar

-04

Pro

fess

ion

alis

e H

RM

fun

ctio

n i

n t

he

pro

vin

ce.

Str

eng

then

HR

M

fun

ctio

ns

and

org

anis

atio

n, f

acil

itie

s

and

sta

ff

com

pet

enci

es i

n a

ll

dep

artm

ents

. L

ead

and

su

pp

ort

th

e

dev

elo

pm

ent

of

suit

able

HR

str

uct

ure

and

str

eng

hte

n

faci

liti

es a

nd

all

HR

staf

f co

mp

eten

ce.

2000

0T

he

HR

M

org

anis

atio

n i

n

thre

e p

ilo

t

dep

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ents

has

bee

n a

sses

sed

an

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reco

mm

end

atio

n

mad

e.

HR

M u

nit

s p

ilo

t

dep

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ents

hav

e

bee

n u

pg

rad

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ith

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ard

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ry

tech

nic

al,

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ent

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syst

ems.

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v-0

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and

om

su

rvey

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n

per

form

ance

rev

iew

s.

HR

M a

uth

ori

ty

del

egat

ed t

o t

he

low

est

po

ssib

le l

evel

.


81

Pro

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M

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enci

es i

n a

ll

dep

artm

ents

. L

ead

and

su

pp

ort

th

e

dev

elo

pm

ent

of

a

suit

able

HR

str

uct

ure

and

str

eng

then

faci

liti

es a

nd

all

HR

staf

f co

mp

eten

ce?

2000

00T

he

HR

M

org

anis

atio

n i

n a

ll

dep

artm

ents

has

bee

n a

sses

sed

an

d

reco

mm

end

atio

n

mad

e.

HR

M u

nit

s in

dep

artm

ents

hav

e

bee

n u

pg

rad

ed w

ith

reg

ard

to

nec

essa

ry

tech

nic

al e

qu

ipm

ent

and

sy

stem

s

No

v-0

3R

and

om

su

rvey

s o

n

per

form

ance

rev

iew

s.

HR

M a

uth

ori

ty

del

egat

ed t

o t

he

low

est

po

ssib

le l

evel

.

Pu

t in

pla

ce a

Gen

der

Dev

elo

pm

ent

Pro

gra

mm

e

Gen

der

sen

siti

ve

op

erat

ion

al p

oli

cies

and

pro

gra

mm

es, a

s

par

t o

f em

plo

ym

ent

equ

ity

pla

n, i

n p

lace

2000

00Im

ple

men

t a

com

pre

hen

siv

e

Gen

der

Dev

elo

pm

ent

Pro

gra

mm

e

60%

of

man

ager

s

imp

lem

ent

a g

end

er

dev

elo

pm

ent

coac

hin

g

pro

gra

mm

e

Mar

-03

Att

end

ance

of

pro

gra

m a

nd

vo

lun

teer

co

ach

es

Su

pp

ort

ing

th

e P

GD

P,

in t

he

Pro

vin

ce.

Est

abli

shm

ent

of

Reg

ion

al L

earn

ing

an

d

reso

urc

e ce

ntr

es.

Man

a ge

the

Pro

vin

cial

Bu

rsar

y S

chem

e.

Set

tin

g u

p t

he

lear

nin

g c

entr

es.

Dis

adv

anta

ged

stu

den

ts i

n t

he

pro

vin

ce s

tud

y a

t

inst

itu

tio

ns

of

hig

her

lear

nin

g i

n s

ub

ject

area

s b

enef

itin

g t

he

pro

vin

ce.

Co

nce

pt

do

cum

ent

end

ors

ed.

Man

agem

ent

stru

ctu

re o

f th

e ce

ntr

e

fun

ded

an

d c

reat

ed i

n

the

esta

bli

shm

ent.

2400

0000

Fu

nd

ing

mad

e

avai

lab

le v

ia

NS

FA

S a

nn

ual

ly

to s

tud

ents

in

nee

d. T

wo

lear

nin

g c

entr

es

are

fun

ctio

nal

.

Cri

teri

a fo

r se

lect

ion

app

rov

ed b

y E

XC

O.

Th

e n

um

ber

of

hit

s

in t

he

inte

rnet

/in

tran

et.

Th

e n

um

ber

of

emp

loy

ee w

alk

ins

in t

he

cen

tre.

Dec

-03

Qu

arte

rly

rep

ort

s


82

Pro

gra

mm

e S

tru

ture

an

d O

bje

ctiv

es

Str

ate

gy

/Act

ivit

yO

utp

ut

Co

st

Measu

re

Qu

an

tity

measu

reQ

uali

ty m

easu

reT

imeli

ness

me

asu

re

Mo

nit

ori

ng

Mech

an

ism

Su

pp

ort

th

e P

GG

A

pro

cess

Fo

llo

w u

p i

nce

nti

ves

for

PG

GA

rec

ipie

nts

.

5000

00N

um

ber

of

ince

nti

ves

awar

ded

(g

iven

).

Ince

nti

ves

,

add

itio

nal

tra

inin

g,

in a

reas

wh

ere

reci

pie

nts

ex

cell

ed.

Win

ner

s ar

e g

iven

op

po

rtu

nit

ies

to

dev

elo

p t

hem

selv

es

and

th

eir

wo

rkp

lace

s.

No

v-0

3Q

uar

tely

rep

ort

s

Par

tici

pat

e in

th

e

dev

elo

pm

ent

of

HR

D

stra

teg

y.

Pro

vin

cial

HR

D

Str

ateg

y i

s d

evel

op

ed

that

su

pp

ort

s th

e

imp

lem

enta

tio

n o

f th

e

PG

DP

1500

000

Do

cum

ent

ado

pte

d a

t a

Pro

vin

cial

HR

D

Ind

aba.

All

sta

keh

old

ers

acce

pt

the

do

cum

ent.

EX

CO

app

rov

es t

he

do

cum

ent.

Jun

-03

Qu

arte

rly

Rep

ort

s.

Su

b-p

rog

ram

me 4

.4:

Ch

ief

Dir

ect

or

an

d

Secr

eta

ry

Imp

rov

emen

t o

f

Co

mm

un

icat

ion

on

OD

G m

atte

rs

Est

abli

sh a

n e

ffec

tiv

e

com

mu

nic

atio

n

pro

gra

mm

e o

n O

DG

mat

ters

.

HR

M h

and

bo

ok

is

full

y o

per

atio

nal

;

rev

ised

an

d u

pd

ated

on

a r

e gu

lar

bas

is.

Reg

ula

r O

DG

new

slet

ter,

po

ster

s,

etc.

Act

ive

Web

site

.

An

nu

al H

RM

con

fere

nce

an

d

Ro

adsh

ow

co

nd

uct

ed.

Par

tici

pat

ion

in

lear

nin

g n

etw

ork

s o

f

the

pro

vin

ce.

5850

00

(Par

tly

fun

ded

by

SID

A a

nd

IPS

P)

Bi-

mo

nth

ly H

RM

New

s L

ette

r.

Reg

ula

r u

pd

ate

of

HR

M h

and

bo

ok

and

act

ivat

ion

of

the

web

site

.

An

nu

al H

RM

con

fere

nce

hel

d b

y

Jun

e 20

03.

Tw

o R

oad

sho

ws

con

du

cted

per

yea

r.

Co

nti

nu

ou

sB

i-m

on

thly

HR

M

New

slet

ter

issu

es.

Up

dat

ed H

RM

han

db

oo

k o

n t

he

web

site

.

Rep

ort

on

th

e an

nu

al

HR

M c

on

fere

nce

.

Att

end

ance

pre

sen

tati

on

(sh

arin

g)

in t

he

Pro

vin

cial

lear

nin

g n

etw

ork

.


83

Pro

gra

mm

e S

tru

ture

an

d O

bje

ctiv

es

Str

ate

gy

/Act

ivit

yO

utp

ut

Co

st

Measu

re

Qu

an

tity

measu

reQ

uali

ty m

easu

reT

imeli

ness

me

asu

re

Mo

nit

ori

ng

Mech

an

ism

En

han

ce t

he

cap

acit

y

and

pro

du

ctiv

ity

of

OD

G

Dev

elo

pm

ent

and

imp

lem

enta

tio

n o

f

Inte

rnal

Co

on

sult

anc y

Pro

gra

mm

e.

Imp

rov

e O

DG

cap

acit

y t

o s

up

po

rt

clu

ster

dep

artm

ents

.

Inte

rnal

Co

nsu

ltan

cy

Pro

gra

mm

e

Dev

elo

ped

.

Fu

nd

ed

thro

ug

h

SID

A a

nd

Sk

ills

Dev

elo

p-

men

t L

evy

.

All

OD

G s

taff

hav

e g

on

e th

rou

gh

the

trai

nin

g

pro

gra

mm

e.

Ser

vic

e L

evel

Sta

nd

ard

s fo

r al

l

OD

G a

nd

HR

M

fun

ctio

ns

are

in

pla

ce. T

rain

ing

pro

gra

mm

e

dev

elo

ped

an

d

imp

lem

ente

d. E

ach

staf

f m

emb

er a

tten

d

at l

east

th

ree

day

s

of

trai

nin

g i

n e

ach

mo

nth

.

Eff

ecti

ve

and

mu

lti-

skil

led

OD

G

per

son

nel

sup

po

rtin

g c

lust

er

dep

artm

ents

.

Mar

-06

Tra

inin

g a

nd

ind

ivid

ual

off

icia

l

pro

gre

ss r

epo

rts.


84

Pro

gra

mm

e S

tru

ctu

re

an

d k

ey

ob

jec

tiv

es

Str

ate

gy

/ac

tiv

ity

Ou

tpu

tC

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t m

ea

su

re

(R'0

00

)

Qu

an

tity

me

as

ure

Qu

ality

me

as

ure

Tim

elin

es

s

me

as

ure

Mo

nit

ori

ng

me

as

ure

Pro

gra

mm

e 5

Legal

Adm

inis

trati

on

Serv

ices

SUB-PROGRAMME:LEGISLATION

1. R

en

deri

ng o

f assis

tan

ce t

o

Pro

vin

cia

l depart

men

tsin

th

e

develo

pm

en

t of

poli

cie

s

Su

pport

Pro

vin

cia

l

depart

men

ts in

th

e

develo

pm

en

t of policy

Depart

men

tal policie

s

appro

ved b

y r

ele

van

t

Cabin

et

clu

ste

r

com

mit

tees

R92 0

00

Policie

s d

evelo

ped in

respect

of B

ills

inte

nded t

o b

e

dra

fted for

clien

t

Policie

s d

raft

ed w

hic

h a

re in

lin

e w

ith

depart

men

tal lin

e

fun

cti

on

s

En

d o

f Ju

ne

2003

Qu

art

erl

y r

eport

2. R

ati

on

ali

sati

on

of

Legis

lati

on

1. C

on

solidati

on

of old

ord

er

legis

lati

on

Old

ord

er

legis

lati

on

wh

ich

is in

pari

mate

ria

con

solidate

dR

10 0

00

Com

ple

te

con

solidati

on

of old

ord

er

legilsati

on

Legis

lati

on

wh

ich

is fre

e fro

m

du

plicati

on

an

d is c

om

plian

t

wit

h t

he C

on

sti

tuti

on

is

dra

fted

En

d o

f Ju

ne

2003

2. R

epeal or

am

en

dm

en

t of

old

ord

er

legis

lati

on

Pro

vin

cia

l D

epart

men

ts

Obsole

te o

ld o

rder

legis

lati

on

repeale

d

R10 0

00

100%

repeal of

obsole

te legis

lati

on

Obsole

te legis

lati

on

repeale

dE

nd o

f Ju

ne

2003

3. C

om

posit

ion

an

d d

raft

ing

of

legis

lati

on

1. D

raft

ing o

f B

ills

in

lin

e

wit

h p

olicy d

ocu

men

ts o

f

Pro

vin

cia

l depart

men

ts

1. E

C.N

urs

ing C

ou

ncil

Bill;

R160 0

76

Depen

dan

t on

develo

pm

en

t of

depart

men

tal

policie

s d

evelo

pm

en

t

of depart

men

tal

policie

s

Bills

dra

fted a

nd in

trodu

ced

in C

CL, E

XC

O a

nd L

egis

latu

re

in a

ccord

an

ce w

ith

un

iform

sta

ndard

s o

f dra

ftin

g

En

d o

f Ju

ne

2003

Qu

art

erl

y r

eport

s

2. T

rain

ing o

f N

urs

es

an

d M

idw

ives B

ill;

3. E

C M

un

icip

al

Develo

pm

en

t

Corp

ora

tion

Bill


85

Pro

gra

mm

e S

tru

ctu

re

an

d k

ey

ob

jec

tiv

es

Str

ate

gy

/ac

tiv

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Ou

tpu

tC

os

t m

ea

su

re

(R'0

00

)

Qu

an

tity

me

as

ure

Qu

ali

ty m

ea

su

reT

ime

lin

es

s

me

as

ure

Mo

nit

ori

ng

me

as

ure

4. M

ark

eti

ng o

f

Agri

cu

ltu

ral Pro

du

cts

Bill

5. S

ch

ools

Edu

cati

on

Am

en

dm

en

t B

ill

6. E

C.R

ura

l F

inan

ce

Copro

rati

on

Am

en

dm

en

t B

ill

7. A

gri

cu

ltu

ral la

nd

Adm

inis

trati

on

Bill

8. E

C P

rocu

rem

en

t

Bill;

9. M

un

icip

al F

inan

ce

Bill;

10. A

dju

stm

en

ts

Appro

pri

ati

on

Bill

11. E

CA

TU

Bill

12. G

en

era

l Law

Am

en

dm

en

t B

ill

2. P

ublicati

on

of B

ills

as

DD

's in

term

s o

f ru

le 1

53(2

)

of th

e S

tan

din

g R

ule

s o

f th

e

Legis

latu

re

Validit

y o

f le

gis

lati

on

R5 0

00

Depen

den

t on

depart

men

tal

policie

s

Validit

y o

f le

gis

lati

on

en

su

red

en

su

red

En

d o

f Ju

ne

2003

Qu

art

erl

y r

eport

s

3. G

en

era

l expen

dit

ure

on

sto

res, equ

ipm

en

t an

d

pro

fessio

nal serv

ices

Pro

vis

ion

of m

ate

rial

resou

rces for

the s

ub-

pro

gra

mm

eR

105 9

00

Bu

dgete

d

expen

dit

ure

in

respect

of sta

ndard

item

s

Adequ

ate

mate

rial rs

ou

rces

On

-goin

gQ

uart

erl

y r

eport

s

SU

BT

OT

AL

R 3

82,9

76

PE

RSO

NN

EL C

OST

SR

1,0

33,8

00

TO

TA

LR

1,4

16,7

76


86

Pro

gra

mm

e S

tru

ctu

re

an

d k

ey

ob

jec

tiv

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Str

ate

gy

/ac

tiv

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Ou

tpu

tC

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t m

ea

su

re

(R'0

00

)

Qu

an

tity

me

as

ure

Qu

ali

ty m

ea

su

reT

ime

lin

es

s

me

as

ure

Mo

nit

ori

ng

me

as

ure

SU

B-P

RO

GR

AM

ME

: G

AZE

TT

E S

ER

VIC

ES

Ren

deri

ng o

f an

eff

icie

nt

an

d

eff

ecti

ve G

azett

e s

erv

ice

Dis

trib

uti

on

of

Gazett

es t

o

clien

ts in

clu

siv

e o

f posta

ge

an

d c

ou

rier

serv

ices

Gazett

ees d

elivere

d t

o

su

bscri

bers

wit

hin

deadlin

es

R1 0

00

Depen

den

t on

requ

ests

for

su

bscri

pti

on

an

d

rou

tin

ely

on

su

pplies t

o

Pro

vin

cia

l

depart

men

ts

1.

Gazett

ees d

elivere

d t

o

su

bscri

bers

wit

hin

deadlin

es

giv

en

in

ord

ers

th

ere

of

2.

In

voic

es f

or

pri

nti

ng o

f

Gazett

es s

ubm

itte

d t

imeou

sly

to d

epart

men

ts f

or

paym

en

t

En

d o

f Ju

ne

2003

Mon

thly

report

s

2.

Pro

fessio

nal serv

ices in

respect

of

pri

nti

ng o

f

Gazett

es

Gazett

ees d

elivere

d t

o

su

bscri

bers

wit

hin

deadlin

es g

iven

in

ord

ers

th

ere

of

R34 0

00

Depen

den

t on

requ

ests

for

su

bscri

pti

on

an

d

rou

tin

ely

on

su

pplies t

o

Pro

vin

cia

l

depart

men

ts

1.

Gazett

ees d

elivere

d t

o

su

bscri

bers

wit

hin

deadlin

es

giv

en

in

ord

ers

th

ere

of

2.

In

voic

es f

or

pri

nti

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f

Gazett

es s

ubm

itte

d t

imeou

sly

to d

epart

men

ts f

or

paym

en

t

En

d o

f Ju

ne

2003

Mon

thly

report

s

3.

Gen

era

l expen

dit

ure

on

adm

inis

trati

on

, sto

res,

equ

ipm

en

t an

d p

rofe

ssio

nal

serv

ices

Pro

vis

ion

of

mate

rial

resou

rces f

or

the s

ub-

pro

gra

mm

e

R378 9

32

Bu

dgete

d

expen

dit

ure

in

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sta

ndard

item

s

Adequ

ate

mate

rial rs

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On

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gQ

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y r

eport

s

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BT

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R413 9

32

PE

RSO

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OST

SR

533 1

11

TO

TA

LR

947 0

43

SU

B-P

RO

GR

AM

ME

: LIT

IGA

TIO

N

Co-o

rdin

ati

on

of

liti

gati

on

1.

Esta

blish

men

t of

a

docu

men

t m

an

agem

en

t

/filin

g s

yste

m in

Dept.

Of

Socia

l D

evelo

pm

en

t.

* pro

per

fillin

g s

yste

m

R15 0

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Docu

men

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man

agem

en

t/fiin

g

syste

mE

ffecti

ve &

By e

nd o

fIn

teri

m R

eport

* pro

vis

ion

of

tim

eou

seff

icie

nt

May-0

3en

d A

pri

l 2003

sta

tisti

cs o

n lit

igati

on

docu

men

tF

inal R

eport


87

Pro

gra

mm

e S

tru

ctu

re

an

d k

ey

ob

jec

tiv

es

Str

ate

gy

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91

Pro

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92

Provin

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trategy

Plannin

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&Evaluatio

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Dr

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Off

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