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Annual Performance Plan • 2017/18 i

ANNUAL PERFORMANCE PLAN | 2016/17DEPARTMENT OF PUBLIC WORKS

DEPARTMENT OF PUBLIC WORKS

2016/17ANNUAL PERFORMANCE PLAN

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The 2016/17 Department of Public Works Annual Performance Plan is compiled with the latest available information from departmental and other sources. Some of this information is unaudited or subject to revision.

Department of Public Works (DPW) Head Office: Public Works

CGO Building Cnr Bosman and Madiba Streets

Pretoria CentralPrivate BagX65

Pretoria0001

Website: http://www.publicworks.gov.za

The 2016/17 Department of Public Works Annual Performance Plan is also available on www.publicworks.gov.za

ISBN: 978-1-920399-19-1

DPW_APP_2016_FINAL COVER.indd 1 2016/03/04 11:28 PM

ANNUAL PERFORMANCE PLAN

2017|18

Department of Public Worksii

Annual Performance Plan • 2017/18 iii

Department of Public Worksiv

MINISTER’S FOREWORD vi

DIRECTOR-GENERAL’S OVERVIEW viii

OFFICIAL SIGN OFF x

OFFICIAL SIGN OFF (EXCO) xi

ACRONYMS xii

LIST OF TABLES xiv

LIST OF FIGURES xv

PART A – STRATEGIC OVERVIEW 1

1. VISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2. MISSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

3. VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

4. STRATEGIC OUTCOME-ORIENTED GOALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

5. LINKS TO GOVERNMENT-WIDE PLANS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

6. LEGISLATIVE AND OTHER MANDATES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

7. UPDATED SITUATIONAL ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137.1 External Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137.2 Internal Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277.3 Performance Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357.4 Organisational Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417.5 Description of the Strategic Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447.6 Overview of the 2017 Budget and MTEF Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

PART B – PROGRAMME AND SUB PROGRAMME OBJECTIVES 53

8.1 PROGRAMME 1: ADMINISTRATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 558.1.1 Programme 1: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 558.1.2 Programme 1: Programme performance indicators and medium-term

targets for 2017/18 to 2019/20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 568.1.3 Programme 1: Programme performance indicators and quarterly targets for 2017/18 . . . . . . . . 598.1.4 Reconciling performance targets with the Budget and MTEF . . . . . . . . . . . . . . . . . . . . . . . . . . . . 618.1.5 Performance and expenditure trends for Programme 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

8.2. PROGRAMME 2: INTERGOVERNMENTAL COORDINATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 638.2.1 Programme 2: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 638.2.2 Programme 2: Programme performance indicators and medium-term


TABLE OF CONTENTS

Annual Performance Plan • 2017/18 v

8.3. PROGRAMME 3: EXPANDED PUBLIC WORKS PROGRAMME . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 698.3.1 Programme 3: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 698.3.2 Programme 3: Programme performance indicators and medium-term


8.4 PROGRAMME 4: PROPERTY AND CONSTRUCTION INDUSTRY POLICY AND RESEARCH . . . . . 748.4.1 Programme 4: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 748.4.2 Programme 4: Programme performance indicators and medium-term


8.5. PROGRAMME 5: PRESTIGE POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 798.5.1 Programme 5: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 798.5.2 Programme 5: Programme performance indicators and medium-term


PART C – LINKS TO LONG TERM PLANS 85

9. LINKS TO LONG-TERM INFRASTRUCTURE PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

10. SERVICE DELIVERY IMPROVEMENT PLAN (2017/18 – 2019/20) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

11. STRATEGIC RISK PLAN FOR THE DEPARTMENT OF PUBLIC WORKS . . . . . . . . . . . . . . . . . . . . . . . 89

12. CONDITIONAL GRANTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

13. PUBLIC ENTITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

14. PUBLIC PRIVATE PARTNERSHIPS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

PART D – ANNEXURES TO THE ANNUAL PERFORMANCE PLAN 107

15. AMENDMENTS TO THE FIVE YEAR STRATEGIC PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108

16. TECHNICAL INDICATOR DESCRIPTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11416.1 Programme 1: Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11416.2 Programme 2: Intergovernmental Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12616.3 Programme 3: Expanded Public Works Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13216.4 Programme 4: Property and Construction Industry Policy and Research . . . . . . . . . . . . . . . . . . 13916.5 Programme 5: Prestige Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143

17. LEGISLATION THE DEPARTMENT OF PUBLIC WORKS ADMINISTERS . . . . . . . . . . . . . . . . . . . . . 148

18. LIST OF REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150

Department of Public Worksvi

When introducing my Updated Policy Statement in June 2016, I emphasised the importance of moving from conceptualisation to implementation - increasingly, and definitely for the next cycle. We are focused on what we will actually deliver. This entails firm commitments to deliver on targets, and the actual roll-out and timelines thereof. In the last two years we have made real progress in strengthening our planning processes. They key is now to implement the plans we have made.

These sentiments are in line with our Seven Year Turn-around Strategy. Having stabilised the Department – improving governance, compliance, risk management and audit outcomes and combatting fraud and corrup-tion – and having established the Property Manage-ment Trading Entity and restructured the Department, we are now firmly into the ‘Efficiency Enhancement’ phase of our Turnaround Strategy and focussed on im-proving the way that we do business.

The five key priorities outlined in the Department’s Strategic Plan – aligned to Government’s Medium Term Strategic Framework and the National Development Plan – have not changed and continue to guide the priorities and targets that the Department has set for itself in the 2017/18 Annual Performance Plan. These include the following:

1. In light of Government’s efforts to reduce spending, the Department will focus on its cost containment measures.

2. Government has committed to creating 6 million employment opportunities through the Expanded Public Works Programme, as set out in the Nation-al Development Plan and Medium Term Strategic Framework. As the national coordinator of the Ex-panded Public Works Programme, the Department will continue to place emphasis on the coordination between agencies and the facilitation of commu-nity participation in order to provide tangible ben-efits. The Department is committed to addressing the current challenges within the Expanded Pub-lic Works Programme by enhancing the technical

MINISTER’S FOREWORD

capacity of public bodies implementing the Ex-panded Public Works Programme, improving the reporting of Expanded Public Works Programme, and ensuring the attainment of targets for youth, women and people living with disabilities, as well as implementing guidelines to ensure uniformity across all the sectors.

3. The Department and its entities are working in partnership to transform the built environment to better represent the demographics of the country.

4. The Department has established an Intergovern-mental Relations Branch to provide oversight of the Public Works Sector and to ensure effective and efficient delivery of the public works man-date.

5. The Department will strengthen its oversight of the public entities and the six professional councils so that work is directed in line with the priorities set by the Department.

6. The shortage of built environment skills continues to remain a challenge for the country and the De-partment. In this regard, the Department has es-tablished a Professional Services Branch to cre-ate the technical capacity required by the State for the delivery of built environment services.

7. The fight against corruption has been a prior-ity in the programme of Government as well as the Seven Year Turnaround Strategy to Rebuild Public Works. Reducing fraud and corruption

Annual Performance Plan • 2017/18 vii

§ What are we contributing to skills development and rebuilding the built environment professional and technical capacity of Public Works and the State? [The new Professional Services Branch, working with entities and professional associations, will pro-vide leadership in this regard.]

§ What are we doing to transform the built environ-ment and drive black economic empowerment? [The Policy Branch is working with the entities and stakeholders to craft a clear vision, policy and reg-ulatory environment, whilst the Property Manage-ment Trading Entity drives implementation.]

§ What are we doing to achieve savings and contain costs – a critical task in the current economic and budgetary environment? [This is not the task of Fi-nance and Corporate Services alone. It goes to the heart of core business.]

The answers to these questions, and the priorities we have set for the Department, lie in the targets and timelines captured in this Annual Performance Plan for 2017/18.

Mr. T.W Nxesi MINISTER DEPARTMENT OF PUBLIC WORKS

and strengthening internal controls are some of the highest priorities of the Governance, Risk and Com-pliance function.

8. A new service delivery improvement plan will be de-veloped for the Medium Term Expenditure Frame-work based on current areas of poor and under performance. This will become central to the Turn-around Strategy of the Department. The Depart-ment will continue to focus on the completion of a detailed business model supported by business processes, standard operating processes and ser-vice delivery standards in the coming year. Signifi-cant progress has already been made in this regard.

9. The Department is committed to strengthening its research and policy development capacity. The De-partment has commenced with the review of the Council for the Built Environment and Construction Industry Development Board legislation, as well as of the Public Works White Papers. This will assist the Department to refresh its mandate to oversee and lead the transformation of the built environ-ment.

10. The Department has made significant improve-ments in the management of the Prestige portfolio, which has now been centralised to the Office of the Director General. With the necessary policy im-provements now firmly in place, the Department will focus on the maintenance of accommodation and reducing costly breakdowns.

11. A new organisational structure has been finalised for the Department, the focus of which is on providing policy direction, transformation of the built environ-ment, oversight of the sector (including Public Enti-ties) and coordination of the Extended Public Works Programme.

Looking forward, in my Updated Policy Statement of June 2016, I encouraged senior management to ask themselves a few very basic questions, designed to ad-dress the strategic priorities we have set for ourselves for the five years of this Administration:

§ What can we do to create jobs and work opportu-nities? [We are on track to deliver the 6 million work opportunities that government has committed to by 2019.]

Department of Public Worksviii

The performance data gathered over the past two years has been used to strengthen management systems and internal controls and to inform changes where necessary. The Department will continue to work to-wards clear, measurable targets and objectives, and will conduct quarterly assessments to ensure the max-imum performance of the deliverables. The 2017/18 Annual Performance Plan will continue to entrench good governance and embed integrated service de-livery. It places emphasis on working smarter, and es-tablishing and improving partnerships, innovations and synergies aimed at creating maximum socio-economic impact and building public value. As part of this Annual Performance Plan, I give my commitment to improve governance, accountability and financial management to further strengthen and advance the Department.

The 2017/18 financial year is another opportunity for the Department to build on our successive gains. This is an exciting period for the Department as we acceler-ated the functions of the Property Management Trad-ing Entity, and intensified our flagship programme, the Expanded Public Works Programme (EPWP), which contributes meaningfully to create job opportunities. The goal of the EPWP Phase III is to create six million work opportunities, equal to 2,5 million Full Time Equiv-alents, over the 2014/15 to 2018/19 financial years. EPWP Phase III builds on lessons from the previous phases of the Programme, and, coupled with lessons learnt from international experience, aims to increase the role of public employment. This will, in part, en-deavour to achieve the work opportunities targets set in the Medium Term Strategic Framework, whilst real-ising the real development potential of the EPWP.

This year’s Annual Performance Plan is the third year of implementation of the Department’s five year Revised Strategic Plan 2015-2020 and provides further guidance to achieve the Department’s strategic goals and strategic objectives. Our performance over the past two years has provided a solid basis from which progress can be measured since the operationalisation of the Property Management Trading Entity (which has resulted in the

separation of Plans). In this Annual Performance Plan, the Department focuses on major economic and social challenges facing the sector, and identifies actions to accelerate service delivery, employment creation and skills development.

DIRECTOR-GENERAL’S OVERVIEW

At present, one of our main focus areas is the review of the Department’s two existing White Papers, namely Public Works, Towards the 21st Century (1997); and Creating an Enabling Environment for Reconstruction, Growth and Development in the Construction Indus-try (1999), in order to assess the extent to which the policy positions in these White Papers have been achieved and their continued relevance in realising Government’s national priorities and the goals of a developmental state. Through the development of the new White Paper, the Department will clarify its role in carrying out oversight and performance management functions relating to the Department’s provincial coun-terparts’ delivery capabilities, in order to bring about sustainable development; integrated delivery of public goods and services; and effective implementation of legislation.

South Africa needs built environment skills to deliv-er on the National Infrastructure Plan, which aims to transform the country’s economic landscape, whilst simultaneously improving service delivery. Through the newly established Professional Services function, the Department will create technical capacity for the State in the built environment. The two areas of focus will be the coherent consolidation, development and man-agement of the Built Environment Skills Pipeline with both State and non-State actors, and the building of institutional State capacity. The outcome of the Skills Pipeline Programme is to produce competent, skilled and motivated built environment professionals through supported learning interventions and focused experi-ential learning processes. The intervention starts at an early stage in the built environment professional’s life

Annual Performance Plan • 2017/18 ix

and continues after professional registration. An add-ed bonus is that, in the process, the professionals in the built environment sector get exposure from an early point in the learner’s school career.

The Prestige portfolio is intended to provide office and residential accommodation to Prestige clients as specified in the Ministerial Handbook. This is a unique portfolio, which requires innovative solutions to provide services that are often urgent, critical and unique with regard to security requirements. The lack of a single set of standards in the Department’s Prestige accommoda-tion portfolio has previously resulted in duplicated, un-coordinated functions and responsibilities. The Depart-ment has, however, made strides in developing policies to regulate Prestige services in line with the Ministerial Handbook. In addition, the establishment of term con-tracts will significantly improve turnaround times in the provision of these specialised services.

We are intensifying the implementation of the Turn-around Strategy and are now beginning to refocus our attention on the transition from the Efficiency Enhance-ment Phase towards Sustainable Growth. In 2017/18, all our efforts will be directed at enhancing the imple-mentation of the holistic Fraud Prevention Strategy (with an emphasis on the application of proactive mea-sures in the fight against fraud and corruption in order to enhance operational efficiency), the full implementa-tion of the Service Delivery Improvement Programme (as a cornerstone for strategic and operational perfor-mance of the Department, addressing critical aspects of service delivery), and the implementation of a robust Change Management Strategy (to facilitate readiness and support stakeholders during the operationalisation of the Department).

To drive and support the achievement of the business objectives, the Department will implement supportive supply chain management processes to deliver on its Strategic Demand Management Plan in line with Mas-ter Plans which apply to multi-year projects. Benefits from its supply chain management efficiency will result in time savings, more cost-effective management of goods and services, and improved product forecasting.

In order to ensure that the Department can execute its mandate within an increasingly constrained economic environment, part of the task that lies ahead involves continually improving organisational development. The

approved organisational structure will go a long way in helping us to fill critical vacant posts and streamline existing resources to make sure that the right people are employed and that they are sufficiently skilled to do their work. The implementation of the organisational structure commenced in phases during 2016, and will continue in 2017, balancing the need for appropriate structure implementation with budgetary compliance.

The implementation of information systems that are integrated with, aligned to, and informed by, the work of the Department and the sector, remains a priority. The focus in 2017/18 will be on implementing these interventions, to enable us to function with optimal ef-ficiency, security, reliability and superior network per-formance.

This year’s Annual Performance Plan continues to pri-oritise the Department’s commitment to the National Development Plan and the Medium Term Strategic Framework, particularly with regard to Outcomes 4 (Decent employment through inclusive economic growth), 5 (Skilled and capable workforce to support an inclusive growth path) and 13 (An inclusive and re-sponsive social protection system). The aim is to focus the activities and decisions of the Department on key areas leveraging high impact for improved and sus-tainable long term socio-economic development.

The plans, projects and performance targets set in the Annual Performance Plan require our staff to serve with purpose. As we strive to do more with less under on-going public sector constraints, we appreciate the employees within the Department who not only take pride in their work, but whose work also remains be-yond reproach, and who efficiently deliver an improved quality service. Any issues which are picked up along the implementation chain must be factored in by man-agement so that the Plan does not remain static.

Mr. M Dlabantu DIRECTOR-GENERAL DEPARTMENT OF PUBIC WORKS

Department of Public Worksx

It is hereby certified that:

This Annual Performance Plan was developed by the management of the Department of Public Works under the guidance of Minister T.W. Nxesi, in line with the 2015-2020 Revised Strategic Plan of the Department, and accurately reflects the performance targets which the Department will endeavour to achieve, given the resources made available in the budget for the 2017/18 financial year.

Mr. I. Fazel Deputy Director-General: Governance, Risk and Compliance Department of Public Works

Mr. B.C. Mokgoro Chief Financial Officer Department of Public Works

Mr. M. Dlabantu Director-General Department of Public Works

Mr. J.P. Cronin, MP Deputy Minister of Public Works

Approved by:

Mr. T.W. Nxesi, MP Minister of Public Works

OFFICIAL SIGN OFF

Signature

Signature

Signature

Signature

Signature

Annual Performance Plan • 2017/18 xi

Mr. C. Mtshisa Corporate Services

Mr. M.S. Thobakgale (Acting) Professional Services

Mr. S. Henderson Expanded Public Works Programme

Ms. M. Fatyela-Lindie (Acting) Property and Construction Industry Policy and Research

Mr. M. Sazona Prestige Policy

Mr. M.I.B. Matutle Intergovernmental Relations

OFFICIAL SIGN OFF (EXCO MEMBERS)

Signature

Signature

Signature

Signature

Signature

Signature

Department of Public Worksxii

ACRONYM FULL DESCRIPTION

AGSA Auditor-General of South AfricaAPP Annual Performance PlanASA Agrément South Africa

BBBEEBroad-Based Black Economic Empowerment

BCP Business Continuity PlanBEE Black Economic Empowerment

BEPCsBuilt Environment Professional Councils

BEPs Built Environment Professions

C-AMPCustodian Immovable Asset Management Plan

CBE Council for the Built EnvironmentCBOs Community-based OrganisationsCCCs Construction Contact Centres

CETAConstruction Education Training Authority

CIDBConstruction Industry Development Board

CIP Contractor Incubator ProgrammeCMS Change Management StrategyCPD Continuous Professional DevelopmentCPIs Customised Performance IndicatorsCPO Chief Procurement Officer

CSIRCouncil for Scientific and Industrial Research

CWP Community Work Programme

DHETDepartment of Higher Education and Training

DMS Document Management SystemDORA Division of Revenue Act

DPMEDepartment of Planning, Monitoring and Evaluation

DPSADepartment of Public Service and Administration

DPWNIFDepartment of Public Works National Intergovernmental Forum

DRDLRDepartment of Rural Development and Land Reform

DRP Disaster Recovery Plan DTI Department of Trade and Industry

DWSDepartment of Water Affairs and Sanitation

ECD Early Childhood Development

EDMSEmployee Development and Management System

EEC Economic and Employment ClusterEHW Employee Health and Wellness

ACRONYMS


ENE Estimates of National Expenditure EPWP Expanded Public Works ProgrammeEPWPRS EPWP Reporting SystemERP Enterprise Resource Planning

ETQAEducation and Training Quality Assurance

EXCO Executive Management CommitteeFET Further Education and Training FTE Full Time EquivalentFY Financial YearG&A Governance and Administration

GAAPGenerally Accepted Accounting Principles

GC Government ComponentGDP Gross Domestic Product

GIAMAGovernment Immovable Asset Management Act 19 of 2007

GRAPGenerally Recognised Accounting Practice

HCBC Home and Community-Based CareHCI Human Capital InvestmentHDIs Historically Disadvantaged IndividualsHO Head OfficeHOD Head of DepartmentHQ Head QuartersHR Human ResourcesHRD Human Resources DevelopmentIA Implementing AgentIAR Immoveable Asset Register

ICTInformation Communication and Technology

IDMSInfrastructure Delivery Management System

IDT Independent Development Trust

IFMSIntegrated Financial Management System

IGC Intergovernmental CoordinationIGP Integrated Growth PlanIGR Intergovernmental RelationsILO International Labour OrganisationIPAP Industrial Policy Action Plan

IRMFIntegrated Risk Management Framework

ISS Intenda Solution SuiteIT Information Technology

ITACInformation Technology Acquisition Centre

ITP Information Technology Procurement

Annual Performance Plan • 2017/18 xiii


JTT Joint Task TeamLOGIS Logistical Information SystemM&E Monitoring and Evaluation MDGs Millennium Development GoalsMIG Municipal Infrastructure Grant

MINMECMinister and Members of the Executive Council

MINTOP Minister and Top Management MIS Management Information SystemMOA Memorandum of Agreement

MPATManagement Performance Assessment Tool

MPAT-LSIP MPAT Low Score Improvement Plan

MTBPSMedium Term Budget Policy Statement

MTEF Medium Term Expenditure FrameworkMTSF Medium Term Strategic FrameworkNCC National Coordinators Committee

NCDPNational Contractor Development Programme

NDP National Development PlanNGP New Growth Path

NIMSNational Infrastructure Maintenance Strategy

NIP National Infrastructure PlanNPOs Non-profit Organisations NSF National Skills FundNSNP National School Nutrition ProgrammeNSS Non-State SectorNT National TreasuryNYS National Youth ServiceOBB Operation Bring BackOSD Occupation-specific Dispensation PBB Performance-based BuildingPCC Property Charter Council

PCDFProvincial Contractor Development Forum

PEP-IMCPublic Employment Programmes Inter-Ministerial Committee

PEPs Public Employment Programmes

PFMAPublic Finance Management Finance Act 1 of 1999

PICCPresidential Infrastructure Coordinating Committee

PMDSPerformance Management and Development System

PMTE Property Management Trading EntityPRASA Passenger Rail Agency of South AfricaPSCs Provincial Steering CommitteesRIA Regulatory Impact AssessmentRMC Risk Management Committee


SACAPSouth African Council for the Architectural Profession

SACLAPSouth African Council for the Landscape Architectural Profession

SACPCMPSouth African Council for the Project and Construction Management Professions

SACPVPSouth African Council for the Property Valuers Profession

SACQSPSouth African Council for the Quantity Surveying Profession

SADCSouthern African Development Community

SAIA South African Institute of Architects

SAIBPPSouth African Institute of Black Property Practitioners

SAPOASouth African Property Owners Association

SAPS South African Police ServiceSARB South African Reserve BankSAS Strategic Management SystemSCM Supply Chain ManagementSDGs Sustainable Development Goals

SDIPService Delivery Improvement Programme

SDMFService Delivery Model and Framework

SET Science, Engineering and Technology

SETAsSector Education and Training Authorities

SIPs Strategic Integrated ProjectsSIU Special Investigating UnitSIYB Start and Improve Your BusinessSLA Service Level Agreement

SMMEsSmall, Medium and Micro-sized Enterprises

SMS Senior Management ServicesSOE State-owned EntitySONA State of the Nation AddressSP Strategic PlanSPM Strategic Performance ManagementToR Terms of Reference

TVETTechnical and Vocational Education and Training

U-AMP User Asset Management PlanUIF Unemployment Insurance FundVPN Virtual Private NetworkVRP Voluntary Rebuild ProgrammeWBS Web-based Reporting SystemWCS Works Control SystemWEF World Economic Forum

Department of Public Worksxiv

LIST OF TABLES

Table 1 Strategic outcome-oriented goal 1 3



Table 4 Table 4: Strategic outcome-oriented goal 4 4



Table 7 Alignment between strategic outcome-oriented goals and MTSF priorities: 6

Table 8 Direct links to NDP Chapter 3, NGP Job Driver 4 and MTSF Outcome 4 7

Table 9 Indirect links to NDP Chapter 9 and MTSF Outcome 5 8

Table 10 Indirect links to NDP Chapter 15 and MTSF Outcome 13 9

Table 11 BEE codes 19

Table 12 Key labour market indicators 20

Table 13 Customised Performance Indicators for provincial public works 34

Table 14 Average MPAT scores from 2012 to 2015 37

Table 15 EPWP progress against 5 year targets relating to work opportunities and FTEs

(1 April 2014 – 31 March 2016) 40

Table 16 Work Opportunity targets per sector for the 5 year period 40

Table 17 Work Opportunity targets per sphere of government for the 5 year period 40

Table 18 Department of Public Works - staff establishment 43

Table 19 Expenditure estimates for all Programmes 46

Table 20 Strategic objectives and medium-term targets for 2017/18 – 2019/20 55

Table 21 Performance indicators and medium-term targets for 2017/18 – 2019/20 56

Table 22 Performance indicators and quarterly targets for 2017/18 59

Table 23 Expenditure estimates for Programme 1: Administration 61

Table 24 Strategic objective and medium term targets for 2017/18 – 2019/20 63

Table 25 Programme performance indicators and medium term targets for 2017/18– 2019/20 64


Table 27 Expenditure estimates for Programme 2: Intergovernmental Coordination 67

Table 28 Strategic objectives and medium term targets for 2017/18 – 2019/20 69

Table 29 Programme performance indicators and medium term targets for 2017/18 – 2019/20 70


Table 31 Expenditure estimates for Programme 3: Expanded Public Works Programme 72

Table 32 Strategic objective and medium-term targets for 2017/18 – 2019/20 74

Table 33 Programme performance indicators and medium-term targets for 2017/18 – 2019/20 74


Table 35 Expenditure estimates for Programme 4: Property and Construction Industry Policy Regulations 76

Annual Performance Plan • 2017/18 xv

LIST OF FIGURES

Table 36 Strategic objectives and medium term targets for 2017/18 – 2019/20 79

Table 37 Programme performance indicators and medium term targets for 2017/18 – 2019/20 79


Table 39 Expenditure estimates for Programme 5: Prestige Policy 81

Table 40 Strategic Risk Register for the Department of Public Works 90

Table 41 EPWP Conditional Grants: EPWP Integrated Grant for Provinces 94

Table 42 EPWP Conditional Grants: EPWP Integrated Grant for Municipalities 94

Table 43 Social Sector EPWP Incentive Grant for Provinces 94

Table 44 EPWP Incentive: Non State Sector Wage Subsidy 94

Table 45 Public Entities reporting to the Minister of Public Works 95

Table 46 The six Built Environment Professional Councils 100

Table 47 Strategic outcome oriented goal 6 108

Table 48 Strategic Objective 2.2 108



Table 51 Links to NDP Chapter 3, NGP Job Driver 4 and MTSF Outcome 4 112

Table 52 Links to NDP Chapter 15 and MTSF Outcome 13 113

Figure 1 GDP Growth Rates 14

Figure 2 SA GDP growth, Interest Rate and Inflation 15

Figure 3 Commodity prices and trade data 16

Figure 4 Employment Statistics 17

Figure 5 Gross fixed capital formation as a percentage of GDP 17

Figure 6 Construction Gross Fixed Capital Formation (GFCF) 18

Figure 7 Building plans passed and completed 19

Figure 8 Deficit/ Surplus of current Registered Professionals 23

Figure 9 High Level Organisational Structure of the Department 41

Figure 10 The Department’s Strategic Planning Process: 45

Figure 11 Budget allocation per Programme 50

Figure 12 Summary Budget allocation per Economic Classification 50

Department of Public Works

Annual Performance Plan • 2017/18

PART A

STRATEGIC OVERVIEW

Department of Public Works2

1 VISION

Convenient access to dignified public services.

STRATEGIC OVERVIEW

2 MISSION

The Department of Public Works (the Department) is committed to the attainment of a transformed built environment sector by:

§ Providing strategic leadership to the South African construction and property industries; § Establishing and ensuring compliance to policy and legislative prescripts for the:

- Management of State-owned and leased-in immovable assets; and - South African construction and property sectors;

§ Providing strategic direction on the integration of public works priorities; and § Contributing to the national goals of job creation and poverty alleviation through public

works programmes.

3 VALUES

The Department’s values align with the values espoused in the Constitution. The core values that underpin the culture of the Department are:

§ Innovation: by tirelessly seeking opportunities for service delivery improve-ment by thinking without restraint and unconfined by old, non-functional, or limiting structures, rules, or practices.

§ Integrity: by consistently honouring our commitments, upholding ethical, honest behaviour and transparent communication.

§ Motivation: by ensuring our best efforts and actions toward the realisa-tion of our organisational goals.

§ Professionalism: by treating our clients with respect and delivering, reliably, against expectations.

§ Accountability: by discharging our duties in a responsible manner in compliance with the relevant legislative prescripts.

§ Results-oriented: by knowing what results are important and focus-ing resources to achieve them.

§ Teamwork: by respecting our diversity while sharing a common purpose and working in cooperation with each other.

Annual Performance Plan • 2017/18 3

4 STRATEGIC OUTCOME-ORIENTED GOALS

4.1 In its Revised Strategic Plan 2015-2020 (SP), the Department identified five strategic outcome-ori-ented goals that define its direct service delivery responsibilities. An additional strategic out-come-oriented goal has been identified for the 2017/18 financial year. The six strategic out-come-oriented goals are as follows:i. Transform the Construction and Property Sectors through the development of policy and legislative pre-

scripts; ii. Provide oversight of the public works sector;iii. To provide an oversight role in the implementation of Public Employment Programmes (PEPs) through Ex-

panded Public Works Programme (EPWP) standardised frameworks;iv. Oversee the efficient delivery of identified services to Prestige clients; v. Support service delivery in a smart, proactive and business centric manner that is aligned to statutory re-

quirements; andvi. To build State capacity in the Built Environment Professions

4.2 The detailed description of the strategic outcome-oriented goals follow in the tables hereunder.

Table 1: Strategic outcome-oriented goal 1

Strategic goal 1To transform the construction and property sectors through the development of policy and legislative prescripts.

Goal statementTo provide leadership to the South African construction and property sectors whilst ensuring transformation and regulation thereof through the development of the Public Works White Pa-per and the Public Works Act.

Programme name Programme 4: Property and Construction Industry Policy and Research

JustificationThe Department is responsible for regulating and promoting growth and transformation in the property and construction sectors.

LinksThrough the development of legislation and best practices, the Department contributes to gov-ernment-wide goals of transformation and skills development (Outcome 4 and Outcome 5).1

Related Strategic Objective

To research and develop policies and legislative prescripts for the construction and property sectors


Strategic goal 2 To provide oversight of the public works sector

Goal statement

To support the sector on concurrent functions through the Technical Minister and Members of the Executive Council (MINMEC) sub-committees (Infrastructure Delivery Management System (IDMS), Immovable Asset Register (IAR), Government Immovable Asset Management Act 19 of 2007 (GIAMA), Property Management, Finance, and Monitoring and Evaluation (M&E)) for coor-dinated and integrated implementation of priorities within the public works sector

Programme name Programme 2: Intergovernmental Coordination (IGC)

Justification

Provinces are mainly responsible for implementation, in accordance with the nationally deter-mined policy and implementation guidelines. To ensure efficient delivery of concurrent func-tions, there must be proper coordination of policy, budgeting, planning, implementation and reporting within the public works sector

Links

In accordance with Schedule 4 (Part A and Part B) of the Constitution (functional areas of con-current national and provincial legislative competence), all spheres of Government and organs of State must collaborate to fulfil the legislative requirements for the effective, efficient, trans-parent, accountable and coherent delivery of services2

Related Strategic Objective To ensure integrated planning and coordination of concurrent functions

1 Medium Term Strategic Framework: Outcome 5: Page 15-16 2 Republic of South Africa. 1996. Constitution of the Republic of South Africa, 1996: Part 4



Strategic Goal 3To provide an oversight role in the implementation of PEPs through EPWP standardised frameworks

Goal StatementOversee the implementation of PEPs through labour intensive delivery methodologies and skills programmes for the participation of the unemployed and unskilled in delivering identified services and the creation of assets

Programme name Programme 3: EPWP

JustificationThe Department is responsible for the overall coordination of the EPWP that is directed at providing work opportunities and income support to poor and unemployed people through the labour intensive delivery of public and community assets and services

LinksAlignment with Government’s strategic interventions to deal with the challenges of unemployment, poverty, inequality and creating a more inclusive society as outlined in Outcome 43

Related Strategic Objectives

§ To monitor and evaluate the implementation of PEPs within the EPWP § To support NPOs to implement PEPs within EPWP in the Non-State Sector. § To support public bodies to implement PEPs within EPWP in the Infrastructure, Social

and Environment and Culture Sectors § To provide strategic guidance on Sector Convergence through the development of

implementation frameworks


Strategic Goal 4 To oversee the efficient delivery of identified services to Prestige clients

Goal StatementTo set Prestige policies, guidelines, norms and standards and ensure the delivery of services to Prestige clients in accordance with the relevant frameworks

Programme name Programme 5: Prestige Policy

JustificationThe Department is required to provide movable and immovable assets to Prestige clients in accordance with the Ministerial Handbook. These assets must be provided in the cor-rect quantities, at the required time and within the allocated budget

LinksProvide reasonable functional accommodation that facilitates the attainment of user departments’ service delivery objectives as outlined in Outcome 124

Related Strategic Objective To improve the delivery of services to Prestige Clients

3 Medium Term Strategic Framework: Outcome 4: Page 3 4 Revised Medium Term Strategic Framework: Outcome 12: Page 12



Strategic Goal 5To support service delivery in a smart, proactive and business-centric manner that is aligned to statutory requirements.

Goal StatementDrive the Efficiency Enhancement Phase (Phase II) of the Turnaround Strategy of the Department and the Property Management Trading Entity (PMTE) to improve efficiencies for rebuilding the Department by 2020.

Programme name Programme 1: Administration

Justification

The Turnaround Strategy and its implementation is a prerequisite for the strategic per-formance of the Department and the PMTE. The Turnaround Strategy is based on the need to address critical and foundational aspects of service delivery as well as to ensure immediate improvements that can be used to elicit further success.

Links

Prioritising the objectives set out in the National Development Plan (NDP), including well-run and effectively coordinated State institutions with skilled public servants who are committed to the public good and capable of delivering consistently high-quality services5.


§ To improve governance processes within the Department and PMTE. § To combat fraud and corruption within the Department and PMTE. § To provide compliant internal control, financial and SCM service. § To facilitate organisational transformation through effective performance manage-

ment. § To provide an enterprise ICT architecture to support all business functions. § To protect the interest the Department by providing legal services.


Strategic Goal 6 To build State capacity in the Built Environment Professions

Goal StatementTo restore a managed skills pipeline in the built environment and establish institutional capacity to manage public infrastructure programme(s)

Programme name Programme 2: Intergovernmental Coordination

Justification

To meet the country’s longer-term infrastructure delivery objectives by restoring or replacing the skills pipeline that provides the wide range of skills required within the built environment. To create institutional capacity within the PMTE and public works sector for GIAMA implementation

LinksMedium Term Strategic Framework (MTSF) Outcome 5: A skilled and capable workforce to support an inclusive growth path and NDP Chapter 9: Improving education, training and innovation


§ To restore the skills pipeline in the built environment § To introduce Asset Management Tools that enable establishment of institutional ca-

pacity to manage the public infrastructure programme(s)

5 National Development Plan: Chapter 13: Page 363


4.3 Goals linked to the Medium Term Strategic Framework (2015-2020)

The Strategic outcome-oriented goals of the Department are aligned to the priority areas within the Revised Medium Term Strategic Framework (2014-2019) (MTSF) as set out below:

Table 7: Alignment between strategic outcome-oriented goals and MTSF priorities:

MTSF priority National outcome Strategic outcome-oriented goal Programme

Radical economic transformation, rap-id economic growth and job creation.6

4: Decent employ-ment through in-clusive economic growth7

4: To provide an oversight role in the implementation of Public Employment Programmes through EPWP stan-dardised frameworks.

Programme 3

1: To transform the construction and property sectors through the de-velopment of policy and legislative prescripts.

Programme 4

Improving the quality of and expand-ing access to education and training

5: A skilled and capable workforce to support an inclusive growth path

6: To build State capacity in the Built Environment Professions.

Programme 2

Social cohesion and nation building: Create employment to ensure that the country is kept working, individuals are engaged in meaningful activity, and vulnerable groups and citizens are protected from the effects of poverty.8

13: An inclusive and responsive social pro-tection system9

4: To provide an oversight role in the implementation of Public Employment Programmes through EPWP stan-dardised frameworks.

Programme 3

Contributing to a better Africa and a better world: Building a developmental state, including improving public ser-vices and strengthening democratic institutions.10

12: An efficient and effective develop-ment-oriented public service11

5: To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements.

Programme 1

2: To provide oversight of the public works sector.

Programme 2

4: To oversee the efficient delivery of services to Prestige clients.

Programme 5

6 The Strategic Agenda of Government: A summary: Page 8-9 7 Medium Term Strategic Framework: Outcome 4, Sub Outcome 9: Page 27 8 The Strategic Agenda of Government: A summary: Page 8-9 9 Medium Term Strategic Framework: Outcome 13, Sub Outcome 2: Page 11 10 The Strategic Agenda of Government: A summary: Page 8-9 11 Medium Term Strategic Framework: Outcome 12, Sub Outcome 4: Page 15


5 LINKS TO GOVERNMENT-WIDE PLANS

The Department’s Revised Strategic Plan has been synchronised with plans and programmes of Government and describes both direct and indirect links with the priorities of National Government. The alignment with existing and revised MTSF chapters is indicated hereunder.

5.1 Direct links to the National Development Plan (NDP), New Growth Path (NGP) and Medium Term Strategic Framework (MTSF)

Table 8: Direct links to NDP Chapter 3, NGP Job Driver 4 and MTSF Outcome 4

NDP Chapter & MTSF National Outcome

NDP Chapter 3: Economy and employment

New Growth Path: Jobs Driver 4 : Investing in social capital

MTSF Outcome 4: Decent employment through inclusive economic growthSub Outcome 3 Spatial imbalances in economic opportunities are addressed through and public

employment schemes to provide relief for the unemployed and build community solidarity and agency.

MTSF action EPWP Phase 3 (including CWP) implemented, monitored and evaluated12

Description The EPWP continues to be a successful income-generating programme which benefits the poor and the youth. The fundamental objectives are to increase employment oppor-tunities so that individuals, who cannot find work and/or have a low income, can earn an income and gain experience and skills through productive work. Phase III of the EPWP, which covers the period 2014/15 to 2018/19, aims to create 6 million work opportunities. The EPWP must continue to select and deliver assets and services that directly benefit the poor in order to fulfil its transformative and developmental social protection potential.

As referenced in the NDP, the EPWP will:

§ Contribute to the reduction in unemployment by creating temporary employment in response to the number of unemployed South Africans; and

§ Address gaps in social protection for the unemployed who have no access to UIF by providing income support to the unemployed.

Further the NGP advances the EPWP as “Growing public-service employment to meet public needs, including lower-skilled auxiliary support through the EPWP”.

A total of 1 845 523 work opportunities have been created by EPWP in the two years of Phase III implementation, with various outputs reported. This includes the 40 000 km of routine road maintenance carried out, 3 717 km gravel roads re-gravelled, and 589 Ven-tilation Improvement Pit (VIP) latrines constructed.

MTEF Budget The medium-term budget allocation for EPWP (including compensation of employees and goods and services) is R7.6 billion.

Related Key Performance Indicator

§ Number of work opportunities reported in the EPWP-RS by public bodies aligned to the approved EPWP Phase III Business Plan targets.13

§ Percentage EPWP participation among designated groups (women, youth and per-sons with disabilities) reported on the EPWP RS by public bodies14

12 Revised MTSF Outcome 3: Sub Outcome 6: Page 7 13 Department of Public Works: 2017/18 Annual Performance Plan: Programme 314 Department of Public Works: 2017/18 Annual Performance Plan: Programme 3


5.2 Indirect links to the National Development Plan (NDP) and Medium Term Strategic Framework (MTSF)

In addition to the national outcomes mentioned above, the Department indirectly contributes to the following Govern-ment priorities in the NDP and the MTSF as indicated in the table below:

Table 9: Indirect links to NDP Chapter 9 and MTSF Outcome 5


NDP Chapter 9 : Improving education, training and innovation

MTSF Outcome 5 - Skilled and capable workforce to support an inclusive growth path. Sub Outcome 3 Increase access to high-level occupationally directed programmes in needed areasMTSF action Produce and retain a new generation of university academics, transforming the histori-

cal and social composition of the academic work force15

Description The Department has a combination of development programmes for built environment professionals and other professions such as the Young Professionals Programme, the Internship Programme, the Learnership Programme and the Artisan Development Pro-gramme. Participating candidates are involved in a structured programme where they gain valuable on-the-job experience that will lead towards professional registration. During 2015/16 a total of 1 294 beneficiaries participated in the Department’s Skills Development Programme and 133 artisans participated in the Artisan Development Programme.

The Department, through the Professional Services Branch, will create technical capacity for the State in the built environment. The two areas of focus will be (1) the coherent con-solidation, development and management of the Built Environment Skills Pipeline with both State and non-State actors and (2) creating institutional State capacity. The outcome of the Skills Pipeline Programme is to produce competent, skilled and motivated built environment professionals through supported learning interventions and focused experi-ential learning processes. The intervention starts at an early stage in the built environment professional’s life and continues after professional registration. An added bonus is that in the process, the professions in the built environment sector get exposure from an early point in the learner’s school career.

EPWP training is a cross-cutting function which supports all the four EPWP Sectors i.e. Infrastructure, Social, Non-State and Environment & Culture. EPWP training is imple-mented in all nine provinces across the three spheres of the Government i.e. the National, Provincial and Local spheres. Accredited training, which is quality assured by the Sector Education and Training Authorities (SETAs) and other Education and Training Quality As-surance (ETQA) is provided to the EPWP participants through skills programmes, learner-ship programmes and artisan development programmes.

MTEF Budget The medium-term budget allocation for Professional Services is R77 million.Related Key Performance Indicator

Number of beneficiaries participating in the Department’s Skills Development Pro-gramme16.

15 MTSF Outcome 5: Sub Outcome 3: Page 11 16 Department of Public Works: 2017/18 Annual Performance Plan: Programme 1


Table 10: Indirect links to NDP Chapter 11 and MTSF Outcome 13


NDP Chapter 11 : Social protection

MTSF Outcome 13: An inclusive and responsive social protection systemSub Outcome 1

Sub-Outcome 2

Sub Outcome 4

A reformed social welfare sector and services

Improved provision (improved quality and access) of Early Childhood Development Services for children aged 0-4

Strengthened community development interventionsMTSF action Contribute to the strengthening of existing partnership model through consultative pro-

cesses to realise availability of the partnership mode17

Contribute towards the regulatory framework aligned to ECD policy to ensure delivery of ECD services according to the EPWP principles resulting in creation of work opportuni-ties.

Collaborate and facilitate involvement of infrastructure managers of provincial depart-ments of public works and social development in the development of the ECD Infra-structure Plan18

Contribute to the alignment of the community care workers’ policy to EPWP principles for expansion of work opportunities in all programmes delivered through the communi-ty-based approaches.19

Description The NDP argues that “[t]he provision of work opportunities is one of the best forms of social protection” while Outcome 13 of the MTSF identifies the need for an “inclusive and responsive social protection system”. The EPWP’s objective of providing work op-portunities to the unemployed is aligned to both Chapter 11 of the NDP and Outcome 13 of the MTSF. Notably, the EPWP contributes to the following broader social protection functions: § The income transfer, as wages, into poor communities not only reduces poverty but is

also a form of economic stimulus, targeted directly at the poor. The increased focus on Community Works Programmes also allows this stimulus to address spatial inequality, target the poorest areas and strengthen productive activities in marginalised local economies;

§ Participation in work through public employment can assist in building self-esteem and social networks, providing structure in people’s lives, and recognising their value to their communities;

§ The assets and services provided can have transformative impacts on development through various sectors. These sectors comprise the Infrastructure Sector, the So-cial Sector and the Environment & Culture Sector through programmes such as food security, community safety, building community institutions (including schools and clinics), and improving the quality of life in communities; and

§ The increased emphasis on participatory approaches, as well as the use of non-profit agencies in delivery, starts to build new forms of partnership between Government, civil society and communities and deepens participation in development planning and ownership of the process. In addition, it has the potential to unlock new forms of agency and active citizenship by enabling communities to take action in relation to their priority challenges.

MTEF Budget The medium-term budget allocation for EPWP Social Sector Grant is R1.2 billion.

R2.1 billion fot the EPWP Non State Sector (Non Profit Organisations)Related Key Performance Indicator

Number of contracted Non Profit Organisations (NPOs) to implement the Non-State Sector (NSS): NPO Programme supported20.

17 Revised MTSF Outcome 13: Sub Outcome 1: Page 818 Revised MTSF Outcome 13: Sub Outcome 2: Page 1019 Revised MTSF Outcome 13: Sub Outcome 3: Page 1420 Department of Public Works: 2017/18 Annual Performance Plan: Programme 3


6 LEGISLATIVE AND OTHER MANDATES

The Department’s roles and responsibilities are determined by a range of legislative and other mandates, as described hereunder.

6.1 Constitutional mandate

The Constitutional mandate for the Department is provided in Schedule 4, Part 4, of the Consti-tution of the Republic of South Africa, 1996 (Act No. 108 of 1996) [Constitution] which makes ref-erence to “Functional Areas of Concurrent Na-tional and Provincial Legislative Competence.”

In executing its mandate, the Department also has to observe the principles of good coopera-tive governance and intergovernmental relations, as provided for in Section 41 of the Constitution.

6.2 Legislative mandates

The legislative mandates of the Department are underpinned by the following Acts:

6.2.1 The Government Immovable Asset Man-agement Act, 2007 (Act No. 19 of 2007), aims to ensure competent immovable as-set management in National and Provincial Government in order to improve service delivery;

6.2.2 The Construction Industry Development Board Act, 2000 (Act No. 38 of 2000), pro-vides for the establishment of the Construc-tion Industry Development Board (cidb), for the implementation of an integrated strat-egy for the reconstruction, growth and de-velopment of the construction industry and other matters connected thereto;

6.2.3 The Council for the Built Environment Act, 2000 (Act No. 43 of 2000) makes provision for the establishment of a juristic person known as the Council for the Built Environ-ment (CBE), the composition, functions, powers, assets, rights, duties and financ-ing of that Council and for matters con-nected thereto;

6.2.4 The Professional Council Acts regulate the six Built Environment Professions (BEPs) to organise the built environment professions to serve the imperatives of Government, including transformation, public protection, good governance, etc.;

6.2.5 The Agrément South Africa Act, 2015 (Act No. 11 of 2015) establishes Agrément South Africa (ASA) as a juristic person and makes the Public Finance Management Act, 1999 applicable to it. ASA is mandated to, among others, evaluate the fitness-for-purpose of non-standardised con-struction related products or systems for use in the construction industry, and for which a national standard does not exist. The legislation will come into operation on a date to be proclaimed by the President.

6.2.6 The Public Finance Management Act, 1999 (Act No. 1 of 1999) promotes the objective of good fi-nancial management to maximise service delivery through the proficient use of limited resources; and

6.2.7 Other Acts, placing specific responsibilities on the Department, as listed in Annexure A.

6.3 Policy Mandates

The Department’s policy mandates are derived from the following:

6.3.1 Department of Public Works White Paper: Public Works, Towards the 21st Century (1997) [White Pa-per (1997)]

The White Paper (1997) documented the chal-lenges faced by the Department and continues to serve as an overarching policy framework for the Department’s restructuring process. This has led to directing the Department to meet Govern-ment’s socio-economic objectives by becoming a client-orientated organisation which will focus on policy and service reform; Property Investment, Property and Facilities Management and the im-plementation of the National Public Works Pro-grammes.

6.3.2 Department of Public Works White Paper: Creat-ing an Enabling Environment for Reconstruction, Growth and Development in the Construction In-dustry, 1999 [White Paper (1999)]

The White Paper (1999), sets out Government’s policy objectives for the construction industry and focuses on the need to enhance delivery, achieve greater stability, improve industry performance,


create value for money and facilitates growth of the emerging construction sector.

6.3.3 Construction Sector Transformation Charter, 2006 (Charter 2006):

The Charter 2006, inter alia, aims to:

§ Provide the construction sector with the first quantitative method of monitoring and evaluating the progress of an enterprise towards achieving Broad-Based Black Economic Empowerment (BBBEE) targets and thereby contributing to ending the malpractice of fronting;

§ Expand the employment potential and absorp-tion capacity of the sector by using labour-inten-sive approaches, where economically feasible and possible; and

§ Address skills development in a manner that accelerates the advancement of black people, women and designated groups with particular emphasis on learnerships, as well as technical and management training.

6.3.4 Property Sector Transformation Charter, 2007 (Charter 2007)

The Charter 2007 aims to promote the objec-tives contained in Section 2 of the Broad-Based Black Economic Empowerment Act, 2003 (Act No. 53 of 2003) [BBBEE Act) as these relate to the Property Sector and, in particular but without limitation, inter alia, to:

§ Promote economic transformation in the Prop-erty Sector to enable meaningful participation of black people and women;

§ Unlock obstacles to property ownership and participation in the property market by black people;

§ Promote property development and investment in under-resourced areas which enhances basic infrastructure, encourages investment and sup-ports micro and small enterprises; and

§ Facilitate the accessibility of finance for property ownership and property development.

6.3.5 DPW Broad-based Black Economic Empower-ment Strategy, 2006 (DPW BBBEES 2006)

This strategy guides the Department to give ef-fect to the BBBEE Act by addressing enterprise

development, preferential procurement, skills de-velopment and employment equity.

6.3.6 Property Management Strategy on BBBEE, Job Creation and Poverty Alleviation, 2007 (PMS BB-BEE 2007):

The objective of the PMS BBBEE 2007 is to:

§ Address skewed property and equity ownership in the property industry in the country; and

§ Promote black participation in the property in-dustry through management, control and pro-curement.

6.3.7 Green Building Framework, 2001.

This Framework outlines the Department’s com-mitments to address key elements in the NGP and the Industrial Policy Action Plan (IPAP) by promoting, inter alia, sustainable development, reducing greenhouse gas emissions, promoting energy efficiency, stimulating new green indus-tries, etc.

6.4 Relevant court rulings

While there were no court rulings, which were relevant to the Department, in the previous financial year, the court rulings reflected in the Revised Strategic Plan 2015-2020 remain relevant and include the following:

6.4.1 Case Number: 576 / 2011 (Eastern Cape High Court, Mthatha)

Applicant: Azcon Projects CCRespondent: The Minister of Public Works and three others

Mini Sum-mary:

The Applicant obtained an order to review and set aside the awarding of tender MTHPCOL and ordering the Respondent to reconsider the tender. The Respondent had disqualified the bidder on the basis of an outstanding tax clearance certificate. The court order had an adverse impact on service delivery as the project, which involved the renovation of the Mthatha Central Police Station, was put on hold pending the conclusion of the litigation process, which effectively lasted for a year.

Judgement: The judgement for the case reinforces the fact that the Public Finance Management Act, 1999 (Act No. 1 of 1999), as amended by Act 29 of 1999, should be strictly fol-lowed in the procurement process.


6.4.2 Case Number: 2845/12 (Magistrate’s Court, Newcastle)

Applicant: Anton van KaampenRespondent: The Minister of Public Works

Mini Sum-mary:

The Applicant obtained an eviction order against the Respondent in respect of a building occupied by the South African Police Service (SAPS). The lease for the relevant premises had expired and the Respondent owed rentals on the prop-erty. Consequently, the Respondent was locked out of the premises, and police officers had to work from official vehicles.

Judgement: The implication of the judgment is that the backlog in the leasing portfolio is imped-ing service delivery of user departments

6.5 Planned Policy Initiatives

The principal drivers for the policy formulation pro-gramme of the Department as described in the 2015-2020 Strategic Plan has been updated to the following Planned Policy Initiatives:

6.5.1 The Expropriation Bill [B 4D-2015] was passed by the National Assembly and the National Council of Provinces in 2016 and was sub-mitted to the President for assent. During the State of the Nation Address in February 2017, the President announced that the Bill must be referred back to Parliament on the basis that it may not pass constitutional muster. This is due to inadequate public participation during the processing of the Bill. The legislation will ultimately replace the Expropriation Act, 1975 which is inconsistent with the spirit and pro-visions of the Constitution, 1996. The legisla-tion will provide certainty to those involved in an expropriation by prescribing uniform pro-cedures to be followed by expropriating au-thorities in all spheres of Government

6.5.2 Following an investigation by the South Afri-can Law Reform Commission, the Department is processing the draft Public Works General Laws Amendment and Repeal Bill that has been developed to repeal or amend legisla-tion or provisions in legislation assigned to the Department that are inconsistent with the Constitution or are redundant or obsolete;

6.5.3 Emanating from the current review of its White Papers (Public Works towards the 21st Centu-ry, 1997 and Creating an Enabling Environment for Reconstruction, Growth and Development in the Construction Industry, 1999) the Depart-ment will develop enabling legislation (“Pub-lic Works Act”) to, among others, address the concurrent nature of the public works function and the pivotal role of the national department in overseeing this function in the provincial sphere of Government;

6.5.4 The Department will review the Council for the Built Environment Act, 2000 (Act No. 43 of 2000) to address the various challenges with-in the regulatory environment that have been experienced within the built environment over the past few years. The review of the Act seeks to ensure that the CBE effectively discharges its mandate, provides effective oversight and creates synergies between the Built Environ-ment Professions.

6.5.5 Sixteen (16) years after the promulgation of the Construction Industry Development Board Act 38 of 2000, consultation with industry raised the need for the review of the cidb Act tak-ing into consideration the need to strengthen the regulatory role of the cidb and other areas within its mandate, programmes and process-es, maturity of the industry, low levels of trans-formation of the industry as well as to ensure alignment to legislation issued by other organs of State such as National Treasury, the Depart-ment of Labour etc.

6.5.6 The Department is finalising the business case to re-constitute the Independent Development Trust (IDT) as a Schedule 3A public entity that manages built environment project and pro-gramme management services for the State. The business case was tabled at the Gover-nance and Administration (G & A) Cluster in 2016/17. The Department has also engaged with the National Treasury for support on the business case towards submission to Cabinet. Upon approval by Cabinet, the Department will commence with the drafting of the IDT leg-islation to outline the mandate of the IDT.


7 UPDATED SITUATIONAL ANALYSIS

7.1 EXTERNAL ENVIRONMENT

7.1.1 GLOBAL OVERVIEW

At the start of 2016, the three global focal points were (a) China’s growth prospects during economic rebal-ancing; (b) the struggles of primary commodity export-ers; and (c) the timing and impact of the Federal Re-serve’s first interest rate increase since 2006. Halfway through the year, the United Kingdom (UK) sent shock waves across the globe when it voted to exit the Euro-pean Union (EU) (Brexit). Towards the end of the year, the United States of America (USA) presidential elec-tion took place, the results of which may potentially change the global landscape.

China has, however, shown stable growth performance and thereby reduced short to medium term concerns. In addition, commodity prices have partially recov-ered, and the Federal Reserve’s initial interest rate hike has taken place. Forecasts show improving global economic growth in the years ahead. This projected improvement is driven by emerging markets and de-veloping economies, as economic conditions steadily normalise and China’s growth rate - although declining - remains high.

Overall, growth in most advanced economies remained lacklustre, whilst prospects remained disparate across emerging markets and developing economies, with some improvement in a few large emerging markets. The global economy has an estimated growth rate of 3.1% in 2016, down from 3.4% in 2014. Most of the growth contribution was as a result of emerging and developing markets whose estimated growth rate for 2016 is 4.2%. Although recent years’ events left the global market fragile and with uncertainties, global re-covery is gaining traction.

At the end of the second quarter of 2016, the Interna-tional Monetary Fund (IMF) projected a 3.4% econom-ic growth for the global economy in 2017. The factors upon which this estimate is contingent, include the aftermath of Brexit, as well as the USA’s future pol-icy stances. Recent sentiments have been that glo-balisation has had negative effects on certain econo-mies, and, consequently, trends of protectionism have grown in 2016 and appear to be gaining traction as more advanced economies are raising concerns over immigration and trade policies.

These sentiments manifested in the UK Brexit referen-dum. France, the Netherlands, Spain and Austria have followed suit in expressing nationalist sentiments. The same sentiments were sensed when the newly elected US President proposed policy stances which exhibit-ed protectionism and nationalism. If these sentiments materialise, they could lead to inefficiencies, inflation and the impediment of technological advancement. All these contribute towards decreasing business confi-dence due to possible reforms and uncertainty - which could negatively affect global trade and investment flows.

South Africa’s outlook is affected by events occurring across the globe. As Europe and the US are amongst South Africa’s leading trade partners, events occurring in these regions are likely to affect the country’s growth prospects. With China, India and Brazil offering great opportunities through the BRICS partnership, it is im-portant to stay abreast with activities in their econo-mies. The charts below show the actual and forecasted GDP growth for advanced, BRICS and other emerging markets and developing countries from 2014 to 2017. The overview section sets out the economic develop-ments for 2016 in these countries.


Figure 1: GDP Growth Rates

OVERVIEW

The latest growth projections show a down-ward revision in growth rates for the USA, Japan and Euro area. The only two coun-tries expected to still perform in line with prior forecasts are Germany and France. The overall growth projection for developed economies is at 3.1%, down by 0.1% from April 2016 projections.

Despite efforts by the bank of Japan to in-crease demand and spending, the econo-my expanded by 0.3% in the third quarter of 2016, which was already lower than the expected 0.5% growth. The United States followed a growth of 1.2% in the second quarter of 2016, by 2.9% in the third quarter. The near future for developed economies is marked with uncertainties, as a number of major events are still expected to unfold.

The economic outlook for emerging markets and developing countries is more positive than that of the advanced economies. All the BRIC countries had a modest upward revision in growth projections for 2016. The overall growth projection for emerging market and developing economies remains at 4.1% (including South Africa and other emerging countries).

GDP GROWTH RATES: ADVANCED ECONOMIES

GDP GROWTH RATES: EMERGING MARKETS AND DEVELOPING COUNTRIES

GDP GROWTH RATES: OTHER SA TRADING PARTNERS

GD

P G

row

th %

GD

P G

row

th %

GD

P G

row

th %

3.5%

3.0%

2.5%

2.0%

1.5%

1.0%

0.5%

0.0%

10.0%

8.0%

6.0%

4.0%

2.0%

0.0%

-2.0%

-4.0%

-6.0%

6.0%

5.0%

4.0%

3.0%

2.0%

1.0%

0.0%


7.1.2 SOUTH AFRICAN ECONOMIC OVERVIEW

Low growth continued to persist within the South African economy, with growth increasing by 0.2% (annualised quarter on quarter) in the third quarter of 2016, down from a 3.5% increase in the second quarter. However, when compared to the previous year, both the second and third

SA GDP GROWTH

INTEREST RATE AND INFLATION IN SA

GD

P G

row

th %

Inte

rest

Rat

es (%

)

CP

I (5

Cha

nge

y/y)

The recovery of the mining sector is largely dependent on commodity prices. Commodity prices were on a prolonged downward trend in 2015 due to weakened global demand, but have shown recovery in 2016. The effect of the drought continues to impact on the agri-cultural sector. However, given the level of expected rainfall in early 2017, the performance of the sector is likely to improve.

Minerals are a major export product of the country, and as such a rise in the price of minerals is a boost to the economy through the resources sector. The impact

OVERVIEW

The mining industry contributed the most to GDP growth in the third quarter (0.37%), followed by general government services (0.28%) and the finance and business services industry (0.24%). Manufacturing (-0.4%), trade (-0.29%), electricity (-0.06%) and agriculture (-0.01%) contracted in this quarter and con-tributed to the lower growth relative to the pre-vious quarter. Drought continued to affect the agricultural sector and this was the seventh consecutive quarter in which the industry has been contracting.

Inflationary pressures persisted through 2016, as the continued effects of drought fuelled food price inflation. Increasing energy prices contributed to high inflation, and although vol-atility is expected in the near term, it is gener-ally expected to be on an upward trajectory. The November headline CPI measured 6.6% year on year, which is well outside the targeted inflation band of 3 - 6%.

The Reserve Bank Monetary Policy Commit-tee (MPC) decided to keep the repo rate un-changed at 7% in November 2016. This deci-sion comes on the backdrop of uncertainties in advanced economies and persisting tough times domestically as growth remains low and inflation risks continue to rise.

of recovering mineral prices can be seen in the corre-sponding appreciation of the rand against foreign cur-rencies, although there are other global factors adding to the appreciation. The graphs below show the move-ments in commodity prices over time and the rand’s performance against foreign currencies. On the other hand, the recent upward movement in oil prices exerts downward pressure on the rand and increases inflation risks. This is as a result of oil being a major import and input in the South African economy. Therefore, the re-covery of commodity prices has had opposing effects on the South African economy.

quarters of 2016 registered growth rates of 0.7%, whilst the first quarter contracted by 0.1% relative to the first quarter of 2015. The graph below shows the South African GDP growth (year on year), inter-est rates and inflation over time.

Figure 2: SA GDP growth, Interest Rate and Inflation


Figure 3: Commodity prices and trade data

As a developing country, job creation is fundamental for the alleviation of poverty and reduction in inequality. Accordingly, the NDP has set an employment target of 24 million jobs by 2030. As at the end of the third quarter of 2016, the total number of employed people was 15 833 000. The charts below show the breakdown of em-ployment across gender, occupation and race.

GOLD AND PLATINUM PRICES

SOUTH AFRICAN EXCHANGE RATE

BRENT CRUDE OIL PRICE

TOP 5 SA EXPORT DESTINATIONS

TOP 5 COUNTRY OF ORIGIN FOR SA IMPORTS

Pric

e (U

S do

llars

)Ra

nds

per u

nit p

f for

eign

cur

renc

yPr

ice

(US

dolla

rs)

Pric

e (R

ands

)Pr

ice

(Ran

ds)


The unemployment rate increased by 0.5% as at the end of the third quarter of 2016 to 27.1%. The effects of the increase in the number of employed people was offset by an increase in the number of new entrants to the labour force, as well as job losses.

Government plays a major role in the growth of any economy, through policy and participation. Total government expen-diture was 20% of gross domestic expen-diture as at end of the third quarter of 2016. Government revenue for the corresponding period was 23.8% of the GDP, which is very low relative to the set target of 30.2%. The government budget deficit for the cor-responding period was -8.7% of the GDP.

The continuous increase in the Govern-ment’s gross loan debt is of concern. Gross loan debt for the third quarter of 2016 was 50.9%, which equals the figure projected in the 2016/2017 budget by National Trea-sury. The weak business and consumer confidence places additional pressure on Government to spend, which could lead to an increase in borrowings. Government’s efforts to reduce spending is critical as the revenue generating potential is currently limited.

The Gross Fixed Capital Formation (GFCF) is an important indicator of economic ac-tivity. The NDP has set a target of the ra-tio of GFCF to GDP of 30% by 2030. The chart below shows how the ratio of GFCF to GDP has changed over time.

GROSS FIXED CAPITAL FORMATION AS A PERCENTAGE OF GDP

Ratio

30%

25%

20%

15%

10%

5%

0%Mar 13 Sep 13 Mar 14 Sep 14 Mar 15 Sep 15 Mar 16 Sep 16

GFCF to GDPTarget GFCF

Elementary

Plant and machine Operator

Craft and related trade

Skilled agroculture

Sales and services

Clerk

Technician

Professional

Manager

EMPLOYED BY GENDER AND OCCUPATION

EMPLOYED STATISTICS BY RACE

SOUTH AFRICAN LABOUR FORCE

MenWomen

0,0% 5,0% 10% 15% 20% 25%

Figure 5: Gross fixed capital formation as a percentage of GDP

OVERVIEW

The target ratio for developing countries of GFCF to GDP in order to increase per capita income is approxi-mately 25% (according to a report by the SARB during a 2012 budget review). The current ratio is approxi-mately 20%. Some countries have shown significant reduction in poverty with ratios more or less at this level.

Although 2016 has been a challenging year, the outlook is expected to improve in 2017 and more so in 2018. The SARB forecasts GDP growth for 2017 to be 1.2%.

Figure 4: Employment Statistics


Figure 6: Construction Gross Fixed Capital Formation (GFCF)

CONSTRUCTION CONTRIBUTION TO GFCF

GFCF BY ASSET TYPE

OVERALL CONTRIBUTION TO GFCF BY ORGANISATION TYPE

Valu

e (In

mill

ion

rand

s)Va

lue

(In m

illio

n ra

nds)

700,000

600,000

500,000

400,000

300,000

200,000

100,000

0

50%

49%

48%

47%

46%

45%

44%

250,000

200,000

150,000

100,000

50,000

0

General government Public corporations Private business enterprises

Residential buildings Non-residential buildings Construction works

GFCF: Construction and buildingGFCF: Others

Contribution of construction to total

OVERVIEW

The contribution to the country’s GFCF from the building and construction sector was ap-proximately 49% as at the end of third quarter of 2016. This is a significant contribution to the overall number, as this indicates that the build-ing and construction sector contributes roughly 9.8% of the GDP. The sector is contributing sig-nificantly to eradicating poverty.

BUILDINGS AND CONSTRUCTION GFCF

The GFCF by asset type chart provides a break-down of GFCF. Construction works is the main contributor to the overall GFCF, with general Government contributing on average approx-imately 60% in the construction works asset class. This highlights the role Government is playing through infrastructure development in addressing poverty and economic growth.

Overall contribution by organisation type shows that private business enterprises are the main contributor to overall buildings and construction GFCF.

7.1.3 THE CONSTRUCTION SECTOR

The construction sector contributed 3.5% to the total GDP in the third quarter of 2016. The seasonally adjusted and annualised quarterly growth in the construction sector was 0.35% for the third quarter of 2016, a significant improvement from the 0.24% decrease in the second quarter.

An overview of the building and construction sector is provided below. The chart below shows the Gross Fixed Capital Formation (GFCF) for the country against the building and construction GFCF.


The section below summarises the activity within the building sector as at the end of October 2016. This provides an indication of the economic environment and confidence amongst businesses and households.

Figure 7: Building plans passed and completed

BUILDING PLANS PASSED AND BUILDING PLANS COMPLETED

Valu

e of

bui

ldin

gs (I

n bi

llion

rand

s)Bu

ildin

gs v

alue

at c

onst

ant p

rices

(In

billi

on ra

nds)

GDP

grow

th %

Building plans passed Buildings completed

Building plans passed Buildings completed GDP growth

120

100

80

60

40

20

0

120

100

80

60

40

20

0

6%

5%

4%

3%

2%

1%

0%

-1%

-2%

2000 2002 2004 2006 2008 2010 2012 2014 2016

2000 2002 2004 2006 2008 2010 2012 2014 2016

OVERVIEW

The overall (cumulative) value of building plans passed from January to the end of October 2016 decreased by 4.2% relative to the corresponding period in 2015. This is in contrast to the 5.8% increase experienced in October 2015 relative to 2014.

The value of residential building plans passed decreased by 2.6% compared to 2015, a contrast to the 7.5% in-crease observed between 2014 and 2015. The corre-sponding value of buildings completed decreased by 1.2% for 2016. This indicates that the residential prop-erty market is still struggling and expected to be un-der pressure in the short term, given the low economic growth, as well as the looming inflation risks.

For the same period, the value of non-residential building plans passed decreased by 7.7%, whilst the completed buildings increased by 21.6% from around R 9.6 billion to R 11.6 billion. The increase in the value of buildings completed does not necessarily reflect the current eco-nomic environment and business confidence, as proj-ects likely commenced in prior years. The decrease in building plans passed resonates the difficult economic climate.

The bottom chart shows how building plans passed and completed buildings move in relation to GDP growth.

Table 11: BEE codes

B-BBEE Level Current Codes Amended Codes1 ≥ 100 ≥ 1002 ≥ 85 but < 100 ≥ 95 but < 1003 ≥ 75 but < 85 ≥ 90 but < 954 ≥ 65 but < 75 ≥ 80 but < 905 ≥ 55 but < 65 ≥ 75 but < 806 ≥ 45 but < 55 ≥ 70 but < 757 ≥ 40 but < 45 ≥ 55 but < 70

8 30 but < 40 ≥ 40 but < 55Non-Compliant <30 <40

The main difference is that the revisions identify priority ele-ments on which companies should focus, namely ownership, skills development and enterprise and supplier development. Failure to comply with a 40% sub-minimum in any of these priority elements leads to an automatic reduction of one lev-el in the BEE contribution level. Before, B-BBEE focused on empowerment, ownership and management. Given the con-cerns of lack of transformation within the sector, the changes are envisaged to improve the status quo.

Although the growth in the construction sector has been subdued, there are a number of initia-tives which are expected to improve growth in the sector. The increase in social infrastructure spend by Government, including investment in housing, schools and roads, creates an oppor-tunity for growth in the sector. In addition, the announcement that the Commonwealth Games will be held in Durban in 2022 will require a host of projects, further improving the outlook for the sector.

There have been some regulatory changes with-in the construction sector affecting B-BBEE. In May 2015, the B-BBEE Codes were amended, with specific emphasis on direct black owner-ship and control of companies. The amendments to the Codes mean that there is a change in the way in which B-BBEE status is calculated, pos-ing challenges to the construction sector. The following table shows the changes in the Codes.


7.1.4 SOUTH AFRICAN LABOUR FORCE

The table below contains the key labour market indica-tors from the Quarterly Labour Force Survey, which is a household based sample survey conducted by Sta-tistics South Africa (Stats SA) that collects data on the labour market activities of individuals aged 15 years and above who live in South Africa. According to the survey, the working age population grew by 159 000 or 0.4% in the third quarter of 2016 while the num-ber of employed increased by 288 000. The growth in employment was offset by an increase in unemploy-ment of 239 000 thus resulting in a rise of 0.5% in the unemployment rate to 27.1% in the third quarter of 2016. The number of discouraged work-seekers fell by 235 000 to 2.3 million as more people started looking for employment during this period.

Table 12: Key labour market indicators [24]

Jul-Sep 2015

Apr-Jun 2016

Jul-Sep 2016

Qtr-to-qtr change

Year-on-year change

Qtr-to-qtr change

Year-on-year change

Thousand Per cent

Population aged 15–64 yrs 36 114 36 591 36 750 159 636 0,4 1,8

Labour force 21 246 21 179 21 706 527 460 2,5 2,2

Employed 15 828 15 545 15 833 288 5 1,9 0,0

Formal sector (non-agricultural) 10 930 10 917 11 029 112 99 1,0 0,9

Informal sector (non-agricultural) 2 721 2 507 2 641 135 - 80 5,4 -2,9

Agriculture 897 825 881 56 - 16 6,8 -1,8

Private households 1 280 1 296 1 281 -15 1 -1,1 0,1

Unemployed 5 418 5 634 5 873 239 455 4,2 8,4

Not economically active 14 867 15 412 15 044 -368 176 -2,4 1,2

Discouraged work-seekers 2 226 2 526 2 291 -235 64 -9,3 2,9

Other (not economically active) 12 641 12 886 12 753 -133 112 -1,0 0,9

Rates (%)

Unemployment rate 25,5 26,6 27,1 0,5 1,6

Employment/population ratio (absorption rate) 43,8 42,5 43,1 0,6 -0,7

Labour force participation rate 58,8 57,9 59,1 1,2 0,3

The quarterly employment gains of 288 000 in the third quarter of 2016 were driven by increases in six of the ten industries. The largest increases were recorded in Construction (104 000), Finance and other business services (103 000), Trade (61 000), Agriculture (56 000) and Transport (53 000). The number of employed persons increased in seven of the nine provinces be-tween quarter 2 of 2016 and quarter 3 of 2016. The largest employment gains were observed in Gauteng (126 000), Eastern Cape (93 000) and Western Cape (49 000).

21 Statistics South Africa: Quarterly Labour Force Survey : Q3: 2016


7.1.5 STRATEGIES TO RESPOND TO THE EXTER-NAL ENVIRONMENT

The Department’s effective and efficient perfor-mance depends on a combination of external and internal environmental influences which either di-rectly or indirectly impact on its operations. Given the economic growth prospects and current ex-change rate dynamics, it is apparent that South Africa’s economic policy environment, like that of many other emerging markets, will be challeng-ing. In consideration of these circumstances, the Department has prioritised certain strategic initia-tives directed at improving the lives of individuals and communities, developing skills in the built en-vironment and reducing costs of service delivery to maintain the growth momentum. In this regard, the Department has put in place the necessary plans to respond to unfolding events and ensure that it is geared toward achieving its goals and objectives.

7.1.5.1 ALLEVIATION OF POVERTY, UNEMPLOYMENT AND INEQUALITY THROUGH PUBLIC EMPLOYMENT PROGRAMMES

The NDP has set a goal of eradicating poverty, reducing inequality, growing the economy by an average of 5.4%, and cutting the unemploy-ment rate to 6% by 2030. The EPWP, Phase III, is a nationwide government-led initiative with the objective “[t]o provide work opportunities and income support to poor and unemployed people through the labour-intensive delivery of public and community assets and services, thereby contributing to development”. The goal of the EPWP Phase III is to create 6 million work opportunities equal to 2.5 million Full Time Equivalents (FTE’s) over the 2014/15 to 2018/19 period.

The EPWP Phase III builds on lessons from the past phases of the programme and, cou-pled, with international experience, aims to in-crease the role of public employment. This will, in part, endeavour to achieve the work oppor-tunities targets set in the MTSF while realising the real development potential of the EPWP. EPWP Phase III continues with the following four sectors: Infrastructure; Environment & Cul-ture; Social and Non-State Sectors. All spheres of government participate in and contribute to the EPWP by implementing projects, within their specific mandates, that are compliant with the set EPWP principles and guidelines for each sector.

In Phase III, the following four universal principles were introduced to ensure adherence to minimum values and the achievement of EPWP objectives across the sectors and sub-programmes:

§ Selection of workers based on a clearly defined process and criteria,

§ Adherence to the EPWP minimum wage and employment conditions under the Ministerial Determination,

§ Work that provides or enhances public goods or community services, and

§ Minimum labour-intensity appropriate to the sector.

The overall objectives and associated targets are expressed in work opportunities. Sectors will con-tinue to express their targets in Full Time Equiva-lents (FTEs) to ensure that the desired quantum of employment created is measured and monitored. The EPWP has created a total of 1 845 523 work opportunities towards its six million five year tar-get, which is 30.75% by the end of the second year of EPWP Phase III. In the 2015/2016 financial year, a total of 40 000 km of road has been main-tained; 3 718 km of gravel roads were re-gravelled and 589 Ventilation Improvement Pit (VIP) latrines were constructed.

7.1.5.2 DEVELOPMENT OF ENTREPRENEURIAL CAPACITY THROUGH THE EPWP

The potential of entrepreneurship and an entre-preneurial culture in economic and social develop-ment is significant. Entrepreneurs create and bring to life new technologies, products and services and create new markets and jobs along the way. Economically, entrepreneurship invigorates mar-kets. The formation of new business leads to job creation and has a multiplying effect on the econo-my and contributes to sustainable livelihoods.

The EPWP Enterprise Development Programme is intended to develop the entrepreneurial ca-pacity of participants to enable them to establish income earning initiatives such as cooperatives and small businesses. Enterprise development is one of many implementation models used by the EPWP, whereby small businesses, that are owned and created by the poor and unemployed, provide goods and services under the programme. Other models include direct employment of either indi-viduals or household members and community


contracting. The objective of the Enterprise Development Programme is to “Contribute to the creation of work opportunities and income support to poor and unemployed people, by providing support to enterprise activities with-in EPWP programmes, where service delivery or participant well-being will be improved”.

The key theme in terms of the Enterprise De-velopment Programme is to ensure sustain-able and successful enterprises to:

§ Create work opportunities within the EPWP;

§ Assist projects to be implemented timeous-ly and correctly; and

§ Ensure that individuals and communities are provided with pathways other than employ-ment to increase income capacities that will assist in sustaining livelihoods beyond the EPWP.

The successful implementation of the Enter-prise Development Programme is dependent on the collaboration between the sectors and enterprise development practitioners to sup-port small businesses operating within the var-ious sectoral sub-programmes. Some of the EPWP programmes with an enterprise devel-opment process component are listed below: § Vuk’uphile contractor development § Public Works Small, Medium and Micro En-

terprises (SMMEs) and cooperatives; § Passenger Rail Agency of South Africa

(PRASA) cleaning cooperatives; § Non state sector SMMEs; § School nutrition cooperatives; § National Public Works: National Youth Ser-

vice (NYS); § Working for Water; § Working for Wetlands; and § Value Added Industries.

The Department has a partnership with the In-ternational Labour Organisation (ILO) to pro-vide technical assistance in terms of enter-prise development. Core to the partnership is training of EPWP officials on the Start and Im-prove Your Business (SIYB) Programme. SIYB was initially developed by the ILO in the 1980s and has grown to a global network of more than 17,000 trainers. This initiative will improve the direct support being offered by the Depart-ment to EPWP enterprises. EPWP enterprises are able to access this training, which is con-ducted by the Department.

7.1.5.3 PROVIDING TRAINING THROUGH THE SKILLS PROGRAMMES, LEARNERSHIPS AND ARTISAN DEVELOPMENT

The shortage of skills in South Africa continues to remain a challenge and therefore training opportunities become critical in the implemen-tation of the EPWP across its four sectors. The EPWP aims to increase the potential of par-ticipants to earn a future income by providing work experience, training and information re-lated to local work opportunities, further ed-ucation and training (FET), and SMME devel-opment. Accredited training (which is quality assured by the SETAs and other Education and Training Quality Assurance (ETQA’s)) is provided to the EPWP participants through:

§ Skills programmes i.e. craft production, horticulture, safety patrol, victim empower-ment, sports coaching, community house building, waste management, and culture site guides.

§ Learnership programmes i.e. end user com-puting, animal production, pharmacy as-sistants, tea production, plant production, early childhood development and child and youth care.

§ Artisan development programmes i.e. boil-er-making, auto-motive body repair, au-to-electrical, diesel mechanic, electricians and fitter and turners.

The EPWP sourced funding from the Depart-ment of Higher Education and Training (DHET) through the National Skills Fund (NSF) to pro-vide training to the EPWP participants for the period 2011 - 2018. For the period 2011 to 2015/16, more than 22,000 EPWP participants were trained through the funding received from the DHET.

7.1.5.4 SKILLS DEVELOPMENT IN THE BUILT ENVIRONMENT PROFESSIONS

South Africa is currently faced with a project-ed quantum skills shortage from the current registered professional base, as captured in the figures below, driven by the forecasted infrastructure development programme up to 2025. Major infrastructure projects are driving growth, however, the country’s lack of skilled professionals is slowing down the growth po-tential.


DEFICIT / SURPLUS FROM CURRENT REGISTERED PROFESSIONALS

Structural EngineerCivil EngineerMechanical EngineerElectrical Engineer

Num

ber

sN

umb

ers

Years

Years

4 000

3 000

2 000

1 000

0

-1 000

-2 000

1 500

1 000

500

0

-500

-1 000

-1500

-2000

-2500

-3000

Architect

Quantity surveyor

Property valuer

Construction manager

Construction project manager

Landscape architect

Figure 8: Deficit/ Surplus of current Registered Professionals

Like most technical disciplines, the built en-vironment is competing for its share of the talent pool. Employers are finding it increas-ingly difficult to fill skilled positions across all construction platforms. It is a challenge that is putting additional strain on the industry’s supply chain and causing disruption to the construction sector, further increasing costs and project delays. The skills gap cannot be immediately resolved by one sector alone and it will require a collaborative effort. Built en-vironment stakeholders have also expressed concern that the supply of skills from tertiary education and training institutions may not be adequate to meet current and future demands for such skills. The concern manifests itself in

at least two primary areas, namely: a general decline in the availability of skilled persons, and slow rates of skills growth among previously disadvantaged South Africans.

The Skills Pipeline Programme has been developed taking into consideration the 2013 National Develop-ment Indicators for Science, Engineering and Tech-nology (SET) graduates. SET graduates are key skilled workers who are critical in supporting economic growth and investment in social infrastructure. Although the trends have improved since 2002, only 29.4% of stu-dents graduated with SET degrees by 2013. The res-toration of the skills pipeline will be framed in a Career Value Chain for an individual from secondary school through to a registered professional in terms of:


a) The Push StrategyThis strategy aims to provide enough compe-tent and skilled professionals in the built envi-ronment through supported and funded sec-ondary and tertiary education programmes.

b) The Intermediate StrategyThis strategy aims to play a stabilisation role in maintaining and sustaining built environment professionals. This will be achieved through a supported candidacy period prior to profession-al registration, and a supported employment period post professional registration.

c) Pull StrategyThis strategy is geared at the long-term reten-tion of professionals and aims to make the built environment an attractive profession through creating exciting and sustainable programmes.

The outcome of the Skills Pipeline Programme is to produce competent, skilled and motivated built environment professionals through sup-ported learning interventions and focused ex-periential learning processes. The intervention starts at an early stage in the built environment professional’s life and continues after profes-sional registration. An added bonus is that in the process, the professions in the built environ-ment sector get exposure from an early stage in the learner’s school career, thus making it a more natural choice as a profession.

To be a sustainable sector, the built environ-ment profession must become more attractive as a career path at every level. The Department will encourage skilled workers to return to the sector, and will draw school leavers and grad-uates towards construction and property sec-tor careers. Training schemes will be prioritised to enable built environment employees to feel empowered in their respective roles. With many older officials retiring, there are only a few men-tors to train new recruits, which places more pressure on acquiring a long term workforce that is well-trained. In addition, females who are employed by the Department are sufficiently ex-posed to the industry to become industry role models, create positive change and encourage further female participation. Attracting a more diverse workforce and encouraging wider ex-pertise from outside the industry will remain key for built environment’s future growth. Har-nessing the power of technology will continue to strengthen the industry and push the bound-aries of design and operations.

7.1.5.5 TRANSFORMATION IN THE CONSTRUCTION AND PROPERTY SECTORS

The Contractor Incubator Programme (CIP) Strategy and Guidelines, developed by the De-partment, is aimed at developing emerging en-terprises into sustainable contracting compa-nies through creating an enabling environment. The CIP targets contractors registered in grades three (3) to seven (7) on the cidb Register of Contractors. The CIP is aligned to the National Contractor Development Programme (NCDP), which is a public sector led programme com-prising of a partnership between the cidb, Na-tional and Provincial Public Works, where par-ticipating stakeholders commit their resources to develop previously disadvantaged contrac-tors (including women, youth and persons with disabilities) and align their individual contractor development programmes or initiatives with the principles set out in the NCDP framework.

The implementation of the CIP will advance through the review of the cidb grading system, which includes a review of the registration pro-cess and government procurement regulations. The ratification of construction sector codes will enhance monitoring and evaluation of the in-dustry, as well as implementation of best prac-tice and standards within the industry.

The 2016 baseline study (Status of Transforma-tion in the South African Built Environment) con-ducted by the Council for the Built Environment (CBE), indicates that although built environment professions are transforming, the rate of change has been slow. As at 2015, black ownership of the BEP sector stood at 12%, 40% for black ex-ecutives and employment equity was reported at 47%. The CBE has a number of partnerships and projects that are designed to contribute towards the transformation of the built environ-ment. The six Built Environment Professional Councils (BEPCs) are also integral in driving transformation in the built environment. These partnerships aim to, amongst others:

§ Collaborate in the mentorship of candidates in all built environment disciplines through inter-sectoral and inter-governmental part-nerships, developing Memoranda of Un-derstanding (MoUs) with other Government Departments, Municipalities, State Owned Entities and the Private Sector;


§ Ensure that the candidates are linked to pro-fessional role-models in their career fields to guide them on their journey to registration;

§ Create an enabling environment in support and mentorship of the candidates (e.g. ar-ranging candidate workshops to ensure adequate preparation for the Board exams);

§ Ensure the transfer of the relevant skills and knowledge by professional experts to the candidates;

§ Provide a framework for collaboration and good working relations within the CBE, the Department and the International Labour Organisation (ILO) in contributing towards the use of labour-intensive construction methods to promote creation of work op-portunities for Built Environment Profes-sionals; and

§ Facilitate the development of built environ-ment professionals that are knowledgeable on the use of labour-intensive construction methods.

The degree to which these objectives are achieved in practice is a matter which the De-partment through its oversight function will seek to enhance. It is important to acknowl-edge the upward trend of black and female owned construction firms, black executives and employment equity in the construction industry as recorded in various monitoring reports such as the cidb Construction Trans-formation Monitor Report and the CESA Bi-Annual Economic and Capacity Surveys, specifically in the engineering sector. Although the progress towards achieving a truly trans-formed construction industry has to date been slow, the trend is encouraging as professional experience and technical skills form the basis on which higher levels of executives, owner-ship and employment equity can be built.

7.1.5.6 ENSURING VALUE FOR MONEY BY REDUCING FRAUD AND CORRUPTION

Corruption is a universal problem that under-mines growth and development by diverting re-sources away from development programmes. Corruption in the public service affects the en-tire country. The fight against corruption has been a priority in the programme of govern-ment (national, provincial and local) for many

years. Anti-corruption activities have been increased, and Government’s efforts have be-come more systematic, with greater emphasis on instituting appropriate policy measures to prevent corruption.

The Department’s Anti-Fraud and Corruption Strategy is based on effective and efficient management of Fraud Risks. The Department is currently putting measures in place to en-sure effective management of fraud risks in or-der to reduce opportunities for the occurrence of fraud and corruption. The Department will once again conduct a comprehensive Fraud Risk Assessment for the 2017/18 financial year to build on the foundation set within the prior years to strengthen control measures.

These mitigation factors are earmarked to strengthen internal controls to address areas with high prevalence of abuse/fraud/corrup-tion such as the emergency award of contracts and abuse of deviations from normal supply chain management processes. More focus is to be placed on conducting pro-active investi-gations (emphasis on prevention) in respect of areas that are identified as susceptible to fraud and corruption.

7.1.5.7 COST CONTAINMENT AND REDUCTION IN SPENDING ON NON-ESSENTIAL SERVICES

The PMTE is responsible for managing the life cycle of the immovable assets under the cus-todianship of the Department effectively and efficiently. In executing this function, the PMTE must optimise the asset portfolio to ensure im-proved and effective, but cost saving service delivery. To this end, the focus will be on letting out State-owned properties at market-related rentals, marketing the State property portfo-lio to the public, conducting regular assess-ments of the leased out properties, ensuring implementation of the debt collection as per the Revenue Management Policy and ensuring maintenance on the State-owned properties. The PMTE will also consider other socio-eco-nomic benefits, particularly job creation and empowerment, whilst improving services to user departments.

In January 2014 and September 2016, the Na-tional Treasury introduced cost containment measures as a result of the fiscally constrained environment. The Department has factored


into its planning the current economic realities and the need to intensify efforts to improve efficiency in expenditure and to eliminate wasteful and un-necessary expenditure. Critical internal policies and procedures have been reviewed to ensure that these are aligned to the stipulations outlined in the cost containment measures. In addition, an extensive exercise has been conducted to reprior-itise the baseline allocation so that critical areas of delivery are effectively resourced. Over the medi-um term, the Department will take several steps to strengthen budget controls in line with the Nation-al Treasury’s cost containment instructions. The Department will put in place the following mea-sures aimed at moderating spending:

§ Communication: The Department has capped telephone landline usage for all officials and landlines are locked when limits are exceed-ed. Should the telephone limits be exceeded either on cellular phones or landlines, officials will be required to pay any additional charges. This intervention has already realised sav-ings of 36% on telephone charges during the 2016/17 financial year. A formal Departmental Communication Policy will be put in place once the National Treasury policy guidelines on com-munication are finalised.

§ Subsistence and travelling: The Department will ensure the most economic means of trav-el is used at all times. Discounted economy class travel rates are applied to officials from the level of Deputy Director-General and below. Travel quotations must include quotations from budget airlines and the most cost effective rate will apply. In addition, restricted airline tickets will be used as opposed to the more expensive flexible tickets. A minimum of three quotations

must be obtained for all accommodation requirements to ensure that the most cost effective option is booked. The cheapest mode of transport is also considered. In in-stances where two or more officials travel the same route one car is utilised. Travel and subsistence expenditure may not ex-ceed the allowable rates prescribed.

§ Catering: The Department limited cater-ing expenses to meetings, workshops and training sessions that exceed a 5 hour du-ration. Meetings, conferences and planning sessions are, as far as practically possible, held in-house. In instances where such ses-sions cannot be held in-house, alternate facilities are sought. This has resulted in a saving of 21% in 2016/17 when compared to the expenditure of the previous financial year.

§ Entertainment: The entertainment allow-ance for qualifying line managers has been capped. This has resulted in a savings of approximately 39% in 2016/17 when com-pared to the expenditure of the previous financial year. Entertainment allowances of qualifying line managers may not exceed the rates as prescribed by National Trea-sury.

§ Inventory and Miscellaneous: The utilisa-tion of photocopier paper is being limited and officials are encouraged to minimise printing. All newspapers for non-qualifying officials have been discontinued and ex-isting contracts for the supply and delivery of newspapers were not renewed. Officials have been advised to use water and elec-tricity prudently in order to lower the costs of municipal services. Officials are only al-lowed to purchase essential and basic of-fice furniture and/or equipment of critical importance that impact on service delivery.


The Department is cognisant of the commitments outlined in its five year Strategic Plan and is plac-ing significant focus on processes to turn its strat-egies and plans into actions in order to accomplish its strategic objectives and goals. This involves the prioritisation and sequencing of programmes whilst managing its performance measures and informa-tion management systems.

As long as South Africa struggles with high rates of structural unemployment, public employment programmes are needed to provide a lifeline for the country’s most impoverished citizens. The EPWP has drawn large numbers of the unemployed pop-ulation into productive work. The EPWP aims not only to increase the income levels of the poor and unemployed but simultaneously allows participants to acquire the relevant skills needed to secure per-manent employment. As the national coordinator of the EPWP, the Department will continue to place emphasis on the coordination between agencies and facilitation of community participation to pro-vide tangible benefits.

The Department has committed itself to promot-ing intergovernmental relations and co-operative government by focusing on capacity building and integrated service delivery within the Public Works Sector. Through the newly established Professional Services and Intergovernmental Relations functions, the Department will ensure that the sector delivers cost-effective and sustainable services that are re-sponsive to the needs of communities and accessi-ble to all. This will also assist the Department to set, execute and monitor key development priorities for concurrent areas.

The regulation and transformation of the construc-tion and property sectors takes place through, and with, the Entities of Public Works being the Con-struction Industry Development Board (cidb) and the Council for the Built Environment (CBE). Trans-formation includes support for black and female contractors and property practitioners; as well as the development of black and female professionals and artisans in the Built Environment disciplines. The Department also supports the Construction Sector Charter Council (CSCC) and Property Sec-tor Charter Council (PSCC) initiative regarding the development of sector codes aligned to the BBBEE

Act. The new sector codes are completed and awaiting ratification by the Department of Trade and Industry (DTI).

The management of the Prestige portfolio is un-dergoing continuous improvement through the development of policies, norms and standards to ensure that infrastructure is provided in the right quantity of sufficient quality, in the right places, at the right time, and in accordance with constitution-al and legislative mandates, and accepted norms and standards (planning guidelines). In addition, the Department will ensure that infrastructure is af-fordable in terms of current and future budgetary projections.

The Department has consolidated its governance, risk and compliance functions into a single unit to manage multiple initiatives across the Depart-ment. This approach has provided the Department with a single point of reference that eliminates all redundant work and reflects not only the resolve to ensure the effective governance and integrity of the Department’s operations, but also to intro-duce innovative and sustainable service delivery improvement.

The Updated Policy Statement of the Executive Authority provides overall strategic direction and guidance in line with the Department’s Business Model as it moves along a new positive trajectory. In setting this out, the Minister’s Policy Statement lists the following priority areas to steer the work of the Department over the MTEF:

7.2.1 STRATEGIC PRIORITIES FOR THE DEPART-MENT OF PUBLIC WORKS

7.2.1.1 LEAD AND COORDINATE PUBLIC SECTOR WIDE EPWP TOWARD THE CREATION OF SIX (6) MILLION WORK OPPORTUNITIES

The 2014-2019 Administration has committed to creating 6 million public employment work opportunities by 2019 as set out in the National Development Plan and Medium Term Strategic Framework (MTSF: Outcome 4 and Outcome 13). The key approach for EPWP Phase III is to drive Public Employment Programmes through community participation to ensure that commu-

7.2 INTERNAL ENVIRONMENT


nities become actively involved in Government programmes. The EPWP has created a total of 1 845 523 work opportunities towards its six mil-lion five year target, which is 30.75% by the end of the second year of EPWP Phase III.

The Department has put in place interventions to address the poor reporting on EPWP projects by implementing public bodies. These interventions include: providing additional support to public bodies to ensure that projects are implemented labour-intensively; assisting provincial coordinat-ing departments to ensure that the data is cap-tured and verified; assisting provinces to establish EPWP Monitoring and Evaluation functions for accurate reporting and monitoring of the pro-gramme. The Department will further assist public bodies to develop policies to institutionalise the EPWP.

7.2.1.2 STRENGTHENING OF THE GOVERNANCE, RISK AND COMPLIANCE FUNCTION

Creating a focus on Governance, Risk and Com-pliance has realised significant improvement by integrating efforts into a sustainable programme. The approach to integrating governance, risk and compliance is essential for service delivery improvement while remaining adaptable to ad-dressing new risks and compliance requirements. As part of the service delivery improvement pro-gramme, the Department will therefore continue working toward the development of the service delivery model and the associated components of the business model to drive the efficiency en-hancement phase of the Turnaround Strategy. This involves the reorientation of systems, pro-cedures and processes within the Department to drive service delivery improvement.

The effective operationalisation of the PMTE re-quires the appropriate governance arrangements to be established in the Department to ensure the separation of functions. This will enable the PMTE to operate as a specialist on the property management functions. Similarly, the Department will focus on its core function as a regulator and overseer of the Public Works sector, as well as on the transformation of the property and construc-tion industries. This will require appropriate dele-gations of authority from the Director-General to the PMTE, and the development of relevant gov-ernance structures designed exclusively for the trading account and arrangements to regulate the reporting relationship between the PMTE and the Department. These governance arrangements will be in keeping with the level of delegation associ-

ated with a trading account reporting to the De-partment, as well as a single shared support ser-vice infrastructure for the Department and PMTE.

The Department will strengthen compliance and oversight, in terms of the regulatory and policy framework, in relation to the governance of the Department, the Public Works sector, the Enti-ties and the six Built Environment Professional Councils. In addition, the Department will ensure that there is suitable alignment within the sector. Transformation of the Professional Councils is another priority area that the Department will be closely monitoring. Over the medium term peri-od, the Department is planning to partner with its Entities in the following areas:

§ Partnerships will be established with the CBE for the integration of the Infrastructure Delivery Management System into the Built Environ-ment curricula at tertiary institutions, building technical capacity within the public sector and promoting labour intensive construction prac-tices within the built environment professions.

§ The Department will continue to collaborate with the cidb on various projects including the transformation of the construction industry; National Contractor Development Programme (NCDP); Voluntary Rebuild Programme (VRP); Contractor Competence Assessments & Ac-creditation of Prior Learning; National Infra-structure Maintenance Strategy (NIMS) as well as on the Public Works Green Building Policy.

7.2.1.3 RE-LAUNCH OF OPERATION BRING BACK TO RECLAIM MISAPPROPRIATED AND UNLAWFULLY OCCUPIED STATE PROPERTIES

The Department has re-launched Operation Bring Back programme within the public works family to specifically deal with identifying and in-vestigating possible cases where State proper-ties have been misappropriated or unlawfully oc-cupied and recovering such properties, with the assistance of other key custodians. Phase 1 of the Operation Bring Back (OBB) project capital-ised on the Immoveable Asset Register (IAR) re-build programme in order to provide relevant data which may point to possible misappropriation and unlawful occupation of State-owned land.

The data and reconciliations conducted to date have revealed transactions that warrant further analysis and potential investigation and possibly recovery. The OBB project, through the IAR re-


build programme and data analytics performed on the deeds registry has identified a number of anomalies relating to unlawful disposal and occupation of State owned land. Over the me-dium-term, Phase II of the OBB Project will mainly focus on conducting investigations in respect of anomalies identified during the first phase and addressing identified properties that have been illegally occupied. This will be done through various means including: enter-ing into lease agreements, disposals and evic-tions.

7.2.1.4 MANAGING INTEGRITY AND PROMOTING ETHICAL CONDUCT IN THE DEPARTMENT

The Public Sector Integrity Framework is aimed at protecting the integrity of Govern-ment and fostering public confidence in insti-tutions of the State. It strengthens measures and standards for managing integrity and pro-moting ethical conduct in the public service. The Framework provides for the management of unethical of conduct that may arise as a result of financial and other interests, gifts, hospitality and other benefits as well as remu-nerative work outside the public service. The Department has stepped up its anti-corruption activities, in line with the Public Sector Integri-ty Framework to become more systemic, plac-ing greater emphasis on instituting appropriate measures to combat the scourge of fraud and corruption. To this end the Department is in the process of establishing the Office of the Ethics Officer that will concentrate on promoting an ethical culture in the Department. The Office of the Ethics Officer will be responsible for, amongst others:-

§ Promoting integrity and ethical behaviour in the Department

§ Advising employees on ethical matters;

§ Ensuring the integrity of organisational poli-cies, procedures and practices;

§ Managing conflicts of interest, including: - Financial disclosures of employees; - Applications for external remunerative

work; and - Departmental gift registers; and

§ Developing and implementing awareness programmes to educate officials on ethics, good governance and anti-corruption mea-sures.

The Department will intensify the implementa-tion of the anti-fraud and corruption strategy and continue to emphasise preventative internal controls within the context of a holistic anti-cor-ruption strategy and ethics framework. This will ensure that malpractice is prevented before it occurs. Through the Fraud Risk Assessment, the Department will identify strategies to address ar-eas with a high prevalence of abuse, fraud, and corruption.

7.2.1.5 STRENGTHENING THE OVERSIGHT OF THE PUBLIC WORKS SECTOR IN TERMS OF THE CONCURRENT MANDATE

The Department has established an Intergovern-mental Relations (IGR) function to promote and facilitate collaboration and cooperative decision making within the sector and to ensure that pol-icies and services across all the spheres of Gov-ernment encourage service delivery that meets the needs of the citizenry in an effective way. IGR will also oversee the development of policies and mechanisms to guide processes aimed at integrated development planning and reporting for better intra and intergovernmental relations.

The Department and its provincial counterparts already cooperate on a number of areas, includ-ing: coordination and implementation of EPWP, implementation of the Infrastructure Delivery Management System (IDMS), the Green Build-ing Policy, coordination of payment of rates and municipal services owed to municipalities, the maintenance of immovable asset registers and the implementation of GIAMA.

The intergovernmental system for the public works sector provides a platform for the sector to undertake collaborative projects for efficient and effective service delivery relating to the public works mandate. The intergovernmental challenges receive focused attention at quarterly review sessions that are conducted. Good prac-tices on programme implementation approaches are explored for replication across departments through information sharing and project visitation programmes. The Department will enter into pro-tocol agreements with public bodies across all the spheres of Government to facilitate service delivery. Strategic alignment of the programmes of public entities, user departments, private sec-tor institutions and other tiers of government is necessary for seamless service delivery.

The Department will provide continued support and guidance to the public works sector in terms


of planning and performance management processes. The Department will also estab-lish monitoring mechanisms to address the negative sector audit outcomes with a view to achieve improved performance in the coming years. The annual sector strategic planning session will further ensure integrated planning and inform regular programme performance reviews with the provinces.

The Department has put in place a policy framework for the oversight of the public works sector to guide proper coordination. The De-partment has identified the need to reinforce inter-governmental structures to deliberate on policy and strategic issues of the sector.

7.2.1.6 OPERATIONALISATION OF A DEDICATED PROFESSIONAL SERVICES FUNCTION

The Department will prioritise the operationali-sation of the Professional Services function to give effect to the mandate to create technical capacity for the State in the built environment. The mandate of the Professional Services function is aligned to Chapter 9 of the NDP and Outcome 5 in the MTSF. The Professional Services function consists of two main work-streams that will ensure:

a) Coherent consolidation, development and management of the Built Environment Skills Pipeline with both State and non-State stake-holders; and

b) Building of institutional State capacity.

The Built Environment Skills Pipeline work stream will entail the full implementation of the Skills Pipeline Strategy which is informed by various studies on the Built Environment skills quantum and qualitative deficiencies. This takes into account the performance of the Built Environment Industry/Competitive Rivalry outlook amongst the built environment professions as it impacts on their sustainabili-ty, relevance in the service delivery value chain and management to achieve the developmen-tal State capacity outcomes. The interventions will cover the pre-tertiary education, tertiary education, candidacy and post-registration for both statutory Built Environment Professions and non-Statutory Built Environment Profes-sions, in responding to identified and agreed professional gaps within Public Works, the PMTE and the public works sector.

The Institutional State Capacity work stream will entail the use of the Gap Closing Plan De-velopment application to drive the profession-alisation programme across all the required GIAMA functions of planning, acquisition, im-plementation and disposal (Decommission). The introduction of professional systems, norms and standards consistent with Gen-erally Accepted Practices in the various Built Environment Professional functional areas will enable an appropriate Asset Management Policy determination to effect GIAMA across the portfolios of both users and custodians. The strategic outcome of the work stream is to determine, acquire and maintain the appro-priate basic operating units, per GIAMA func-tional area. These will be informed by available (current and to be made available through the Skills Pipeline) human capital to operate within the Standards of Uniformity as determined by the cidb (Delivery Models, Pricing Strategies and Forms of Contract) on which incremental State capacity will be built for the Department, PMTE and public works sector. It will enable extraction of Turnaround Efficiency dividends from the IAR, NIMS, IDMS, procurement re-form and GIAMA.

7.2.1.7 STRENGTHENING THE DEPARTMENT’S RESEARCH AND POLICY DEVELOPMENT CAPACITY

From a sustainability perspective, the slow pace of transformation in the Property and Construction Sectors puts these sectors at a disadvantage. The Department will play a lead-ing role in the transformation of the built envi-ronment in consultation with its Entities, Built Environment Professional Councils, Charter Councils and other stakeholders. To this end, the Department has commenced with:

§ The review of the Construction Industry Development Board (cidb) and Council for the Built Environment (CBE) legislation to align to current policy trajectories such as the National Development Plan and Broad Based Black Economic Empowerment Act, 2003 (Act 53 of 2003). The review will ad-dress governance challenges and the slow pace of transformation in both the con-struction industry and built environment professions. The Draft cidb Amendment Bill and the Draft CBE Amendment Bill will be released for public comment in the 2017/18 financial year and submitted to Parliament in the 2018/19 financial year.


§ The development of a Property Manage-ment Empowerment Policy will serve as an overarching framework for the Department’s empowerment initiatives and programmes in an effort to promote transformation of the Property Industry. The draft Policy was submitted to the Property Sector Charter Council (PSCC) for further input on transfor-mation interventions to this proposed policy initiative.

§ A comprehensive policy review culminat-ing in a new Public Works White Paper and Public Works Act (with particular focus on the concurrent nature of the public works function). The Policy Review, including the appraisal of the Department’s White Papers (1997 and 1999) and broad consultation with the wider Public Works community, will provide a solid foundation for the Public Works Act. Through the Public Works Act, when promulgated, the Department will fur-ther improve its role to perform oversight and performance management functions as they relate to the Department’s provincial counterpart’s delivery capabilities. This pro-cess aligns with Phase III of the Turnaround Strategy and will ensure the creation of co-herent Government structures and process-es that will deliver the mandated services through the three spheres of Government. Due to the scope and complexity of this process, the Department has insourced the essential expertise for the development of the White Paper.

7.2.1.8 IMPROVING THE DELIVERY OF SERVICES TO PRESTIGE CLIENTS.

The Department will continue to prioritise the development of policies that govern Prestige services in line with the Ministerial Handbook and the Presidential Handbook and to improve the delivery of services to Prestige clients. The Prestige portfolio is dynamic and requires an innovative solution to satisfy requirements that are often urgent and critical. To this end the Department will, over the MTEF period, focus on the following areas to improve delivery of services to its clients.

§ Establishment of facilities management contracts: During the 2016/17 financial year, the Department commissioned and completed a condition assessment of all its properties in Cape Town and Preto-ria. Based on the condition assessments

a maintenance plan has been developed to improve the condition of the properties and will be implemented during the MTEF period. Three facilities management contracts will be established to ensure improved turnaround times for day to day maintenance and pre-ventative maintenance. This intervention will ensure that the Department improves the life-cycle of its immoveable assets and eliminate any irregular expenditure due to emergencies.

§ Establishment of a term contract for the provision of furniture and related services: In the past, the provision of moveable assets to Prestige clients has presented various chal-lenges to the Department. In certain cases it took the Department at least six months to deliver furniture in accordance with its Supply Chain Management processes. The provision of furniture is done in a reactive manner result-ing in prolonged delivery timeframes. The es-tablishment of the term contracts will ensure that a proactive approach is adopted. The De-partment will conduct condition assessments of all moveable assets and develop a multi-year demand management plan. The supplier will also develop a three option furniture cat-alogue from which the Department will rollout standardised furniture. The rollout will be guid-ed by the norms and standard document for the provision of moveable assets.

§ Policy development: The Department has made significant progress in developing pol-icies to regulate Prestige services in line with the Ministerial Handbook. During the MTEF period the following policies will be developed to ensure alignment of the policy framework with service delivery expectations: policy on the utilisation of the bus services at the Par-liamentary Villages, policy on the utilisation of Prestige Facilities at the Parliamentary Villages and a policy on the donating of Prestige move-able structures to public bodies or other de-partments. The Department will also be sign-ing a Service Level Agreement (SLA) with the South African Police Service in respect of the implementation and management of security measures at Prestige facilities.

§ Improving the SCM procurement in the events management environment: During the 2017/18 financial year the Department will implement supply chain management reforms specifically for events management and State visits. Through the establishment of term con-tracts the turnaround times in the provision of


these specialised services will significantly improve. A similar reform will be introduced to deal with State visits and ad hoc State events. The Department will also purchase its own events infrastructure and build inter-nal capacity in order to reduce costs and to provide the required services within accept-able timeframes.

7.2.2 BUSINESS IMPROVEMENT WITHIN THE DEPARTMENT

The second phase of the Turnaround Strategy, namely, Efficiency Enhancement extends from 2014 to 2019. In enhancing performance, nu-merous interventions have been identified to fast track efficiencies within the Department. Turnaround interventions are aimed at driving improvements in processes, systems, technolo-gies and procedures across the Department. The following interventions runs through the Depart-ment and the PMTE:

7.2.2.1 REDUCTION IN FRAUD AND CORRUPTION

The objective of this intervention is to ensure that the Department enhances the implemen-tation of the holistic fraud prevention strate-gy with emphasis being on the application of pro-active measures to enhance operational efficiency. This approach is based on four key pillars being: prevention, detection, investiga-tion and resolution. The objectives of the Strat-egy are to:

§ Combat fraud and corruption in the Depart-ment in all its forms, through the implemen-tation of prevention measures;

§ Promote a culture of adherence to policies and procedures;

§ Promote good governance and best prac-tices;

§ Promote ethical conduct by all stakeholders;

§ Promote awareness, training and education about fraud and corruption including to pro-mote a culture of whistle-blowing; and

§ Emphasise the Department’s culture of zero tolerance for fraud and corruption

To date, the Department has significantly re-duced the backlog of investigation cases (some going as far back as the 2009/10 finan-

cial year). A total of 364 cases were reported for investigation between the 2009/10 and 2016/17 financial years, of which 329 have been finalised; 10 referred to other Business Units and Law En-forcement Agencies for further handling and 25 cases are currently being investigated. The above investigations resulted in 160 disciplinary actions, with sanctions ranging from dismissals, final writ-ten warnings and suspensions without pay. Cur-rently all investigations are instituted within 30 days of receipt of allegations.

The focus over the remaining period of this inter-vention will entail:

i. Conducting pro-active detection reviews on high risk areas within the business operations and advise management on mitigation of iden-tified areas. Through the usage of data ana-lytics and detection reviews (assisted by the Special Investigating Unit - SIU), suspicious payments in relation to expenditure incurred for unscheduled maintenance as well as lease escalations are identified and corrective action recommended.

ii. Assisting in the recovery of State-owned prop-erties that have been misappropriated through the re-launch of Operation Bring Back.

iii. Conducting a comprehensive review of the Department’s fraud prevention plan including the fraud risk management plan. The purpose of the review is to ensure that the Department implements an efficient and responsive fraud prevention plan to mitigate the occurrence of fraud and corruption.

7.2.2.2 SERVICE DELIVERY IMPROVEMENT PROGRAMME (SDIP)

Government has introduced a Service Delivery Improvement Programme to enhance service delivery and citizen satisfaction levels. The De-partment’s SDIP, for the 2014/15 - 2016/17 cycle, was developed to support and enable Strategic Outcome Oriented Goal 5 by driving the Efficien-cy Enhancement Phase of the Turnaround Strat-egy Programme. The Department was, however, unable to fully achieve the set targets over the three year period due to diverse constraints ex-perienced over this period. In addition, the De-partment has critical dependencies within the Operations Management Framework that are still to be developed. The full implementation of the SDIP, for the next cycle, incorporates revisions to operating procedures and processes that will


enable the Department to be more responsive and efficient with clear lines of responsibility and accountability. It serves as a cornerstone for strategic and operational performance of the Department as it addresses critical aspects of service delivery. The SDIP also incorporates the objectives set out in the NDP including effec-tive and efficient State institutions with skilled public servants who are committed to the pub-lic goods and capable of delivering consistently high quality services.

In order to support the implementation of the SDIP, the Department has commenced devel-oping a macro business and governance model that addresses all macro-economic factors, key driving trends, industry and sectoral forces af-fecting the business operations of the Depart-ment. The main focus will be on the major ex-ternal and uncontrollable factors that influence the Department’s decision making and service delivery environment. These factors include socio-economic, demographics, legal, political and technological changes and economic con-ditions. The implementation of the project will enable the Department to be more responsive to stakeholders including user departments, public entities, public works sector and compli-ance authorities with clear lines of responsibility and accountability.

7.2.2.3 A ROBUST CHANGE MANAGEMENT STRATEGY (CMS) AND CHANGE MANAGEMENT PLANS

The aim of the Change Management Pro-gramme is to facilitate readiness and to support stakeholders during the operationalisation of the Department and the PMTE. Change manage-ment is a by-product of the Turnaround Strategy and occurs in various areas in the Department. All identified Turnaround Strategy projects are change initiatives by nature. During the 2016/17 financial year, the Department finalised the or-ganisational structure for both the Department and the PMTE. The ARCHIBUS/ SAGE train-ing for users and managers has commenced in preparation for the full implementation of the Enterprise Resource Planning (ERP) System.

The main deliverables within the Change Man-agement Strategy are as follows:

§ The Department introduces and manages changes through different platforms and dif-ferent means of communication. The Com-munication Strategy encapsulates change

management as one of its key elements. Go-ing forward, the Department will co-ordinate all change management interventions through various fora such as the Executive Manage-ment Committee (EXCO), Minister and Top Management Committee (MINTOP), Worx-News Bulletins and other media of commu-nication.

§ Creating a platform for Executive Manage-ment to engage, communicate and become transformation leaders, as well as an appro-priate communication strategy. In this regard, the Department will facilitate Service Excel-lence Orientation culture change workshops to enable the adoption of the working envi-ronment.

§ The development of an enabling framework which will empower and put ownership of change in the hands of employees. It provides the tools and techniques of how to manage the change. This will minimise disruptions that occur as a result of the change.

§ Ensure that each and every employee, regard-less of level, takes ownership of the change and change gets embedded in what they do on a daily basis. It provides the tools and techniques of what to do differently when ex-ecuting own duties in line with the new vision of the Department and what it means to be and practice customer centricity through pro-viding improved service delivery. The Depart-ment will therefore prepare individuals to work according to the new processes where new business processes are being designed. This will further enable the successful adoption of the new systems where new systems are be-ing implemented

7.2.3 CUSTOMISED PERFORMANCE INDICATORS (CPIS) FOR PROVINCIAL PUBLIC WORKS

The Department held its annual planning work-shop with its provincial counterparts on 22 June 2016 to update the Customised Performance In-dicators (CPIs) for the 2017/18 financial year. The CPIs form part of the Provincial Annual Perfor-mance Plans in line with the planning, budgeting, monitoring and reporting framework prescribed in the Framework for Strategic Plans and Annual Performance Plans. The Department plays a sup-porting role by assisting provincial counterparts to manage performance information and providing systems training for concurrent functions. The De-partment also monitors the performance informa-


tion produced by the provincial counterparts and uses it to evaluate the overall delivery of services within their sector. The intention is to clarify defini-tions and standards for performance information in support of regular audits, improve integrated struc-tures, systems and processes required to manage performance information and promote account-ability and transparency by providing Parliament, Provincial Legislatures, Municipal Councils and the public with timely, accessible and accurate perfor-mance information.

Table 13: Customised Performance Indicators for provincial public works

No. 2017/18 Performance Indicators: Annual Indicators

2017/18 Performance Indicators: Quarterly Indicators

Programme 2: Public Works Infrastructure

1. CAMP submitted to the relevant Treasury in accor-dance with GIAMA

-

2. Number of infrastructure designs ready for tender Number of infrastructure designs ready for tender

3. Number of capital infrastructure projects completed within the agreed time period

Number of capital infrastructure projects completed within the agreed time period

4. Number of capital infrastructure projects completed within agreed budget

Number of capital infrastructure projects completed within agreed budget

5. Number of planned maintenance projects awarded Number of planned maintenance projects awarded

6. Number of planned maintenance projects completed within the agreed contract period.

Number of planned maintenance projects completed within the agreed contract period.

7. Number of planned maintenance projects completed within agreed budget.

Number of planned maintenance projects completed within agreed budget.

8. Number of immovable assets verified in the Immov-able Asset Register in accordance with the mandato-ry requirements of National Treasury

-

9. Number of condition assessments conducted on state-owned buildings

Number of condition assessments conducted on state-owned buildings

Programme 3: Expanded Public Works Programme

10. Number of EPWP work opportunities created by the Provincial Department of Public Works/Roads

Number of EPWP work opportunities created by the Provincial Department of Public Works/Roads

11. Number of Full Time Equivalents (FTE’s) created by the Provincial Department of Public Works/Roads

Number of Full Time Equivalents (FTE’s) created by the Provincial Department of Public Works/Roads

12. Number of Beneficiary Empowerment Interventions Number of Beneficiary Empowerment Interventions

13. Number of public bodies reporting on EPWP targets within the Province

Number of public bodies reporting on EPWP targets within the Province

14. Number of interventions implemented to support public bodies in the creation of targeted number of work opportunities in the Province

Number of interventions implemented to support public bodies in the creation of targeted number of work opportunities in the Province

Provinces have varying demands and, with limited resources, delivery will differ across provinces. This is due to the fact that provinc-es are at different stages in the development of business processes, operating models and structures which direct the implementation of the Annual Performance Plan and the Strategic Plan. This implies that the CPI’s that have been set for the Provinces have different sources of information, hence data collection will differ across the Provinces.


The 2016/17 financial year has been a year in which the Department has made significant progress in achieving the deliverables of the Turnaround Strategy. Since the introduction of the Turnaround Strategy in 2012, the Department has stabilised a number of op-erational areas of the business as the basis for intro-ducing greater efficiencies during subsequent phases of the Turnaround Strategy. During the Stabilisation Phase, the Department achieved a number of deliver-ables ranging from stability at the management level and the review of the organisational structure to suit the mandate of the Department to stabilising internal controls. Despite having realised significant improve-ment in performance since the Turnaround Strategy was implemented, there are still challenges that have been identified in the 2015/16 audit report in the fol-lowing two areas:

a. Lack of appropriate valid, accurate and com-plete information on work opportunities cre-ated through the EPWP: Information reported by public bodies and implementing agencies of the Expanded Public Works Expanded Pro-gramme (EPWP) in some cases are not sup-ported by reliable portfolios of evidence.

b. Supply Chain Management (SCM): Non adher-ence to guidelines and prescripts governing SCM remains a challenge within the Depart-ment especially within the Prestige environ-ment.

7.3.1 STRATEGIC INTERVENTIONS TO IMPROVE PERFORMANCE

The Department has prioritised the following ar-eas for sustainable improvement to address the challenges and limitations within the operating environment:

7.3.1.1 ENHANCING THE TECHNICAL CAPACITY OF PUBLIC BODIES TO IMPLEMENT THE EPWP.

Additional support will be provided to pub-lic bodies to help implement projects in a labour-intensive manner and to report effec-tively. Local and Provincial Governments as well as organs of State will continue to receive technical support on the EPWP. This will be done through:

§ On-going monitoring of projects funded through the EPWP Integrated Grant to en-

sure compliance to the annual Division of Reve-nue Act (DORA);

§ Assisting public bodies with the collection of data from project sites for reporting on the EPWP Reporting System;

§ Monitoring project documentation, as pre-scribed by the Ministerial Determination, during site visits; and

§ Assisting public bodies to design and imple-ment projects in a labour-intensive manner.

7.3.1.2 IMPROVE REPORTING BY PUBLIC BODIES AS REQUIRED BY THE EPWP REPORTING SYSTEM.

The Department’s provincial counterparts that co-ordinate the EPWP, must ensure that the data cap-tured by public bodies is authorised and verified. The Department will monitor the reporting of work opportunities and communicate to the relevant Ac-counting Officers on areas of non-compliance. Co-ordinating departments will be required to develop action plans to improve reporting and to ensure full compliance to reporting requirements. Report-ing must occur in the prescribed EPWP format and within the required timeframes.

During the site visits, the Department will check the quality of supporting (source) documents for the work opportunities reported in the EPWP Re-porting System. The identified deficiencies will be communicated to the relevant Accounting Officers and will further be addressed as standing items on the agenda of Provincial Steering Committee (PSC) meetings, with the purpose of improving public bodies’ compliance with the requirements of the reporting system and Ministerial Determina-tion.

7.3.1.3 IMPROVE REPORTING BY IMPLEMENTING PUBLIC BODIES ON EPWP PROJECTS.

The EPWP Reporting System is used for the collec-tion, validation; storing and dissemination of work opportunities and project data on EPWP projects and to monitor the performance of the programme as a whole. The reporting procedures and timelines are closely managed, across the spheres of Gov-ernment and EPWP sectors. The EPWP Reporting System is managed by the Department who will address under reporting through:

7.3 PERFORMANCE ENVIRONMENT


a. Engagement with provinces to establish EPWP Monitoring and Evaluation functions to assist with complete and accurate reporting and monitoring of the programme;

b. Providing support to public bodies to capture data as required on the EPWP Reporting Sys-tem;

c. Intensify on-going training and support to the public bodies on the EPWP Reporting System; and

d. Investigate the core reasons for under-report-ing by the public bodies and provide recom-mendations accordingly.

7.3.1.4 ENSURE ATTAINMENT OF EPWP TARGETS FOR YOUTH AND FULL TIME EQUIVALENTS (FTES)

The Department will continue to engage with public bodies to design and identify pro-grammes to increase opportunities for the youth participation in EPWP as well as to fur-ther engage the PMTE to create opportunities for the youth.

Public bodies are encouraged to focus and implement maintenance programmes which have a longer duration and are more labour–intensive in nature in order to maximise the duration of participants in the programme. To this end, more emphasis will be placed on the selection of long term programmes across all sectors in the EPWP.

7.3.1.5 IMPLEMENTATION OF EPWP STANDARD RECRUITMENT GUIDELINES TO ENSURE UNIFORMITY ACROSS ALL SECTORS IN THE PROCESS OF RECRUITING EPWP PARTICIPANTS

The Department has developed EPWP Re-cruitment Guidelines in the 2016/17 financial year to ensure uniformity across all sectors in the recruitment of EPWP participants while en-suring that implementing bodies reach the in-tended target groups. The Guidelines provide guidance to EPWP stakeholders on their roles and responsibilities and apply to all Nation-al and Provincial Government Departments, Municipalities, Public Entities and Non-Profit Organisations implementing the EPWP. The recruitment of EPWP participants by public bodies must comply with the fundamental principles of fairness, transparency, equity,

ethics, accountability, adequate and accessible information and responsiveness to EPWP require-ments.

7.3.1.6 IMPROVED COORDINATION OF EXPANDED PUBLIC WORKS PROGRAMME THROUGH THE PEP-IMC

The Public Employment Programmes-Inter-Minis-terial Committee (PEP-IMC), chaired by the Deputy President and supported by the Department as the Secretariat, champions the importance of the pub-lic employment opportunities within Government and the wider society. The PEP-IMC oversees the coordination of EPWP among local, provincial and national structures in order to sustain prog-ress towards reaching the target of six million work opportunities whilst paying closer attention to the geographic distribution of such programmes in or-der to achieve particular developmental impacts.

7.3.1.7 MANAGING INTERGOVERNMENTAL RELATIONS IN AN EFFECTIVE AND EFFICIENT MANNER

The Intergovernmental Relations function was en-hanced as part of the revised organisational struc-ture of the Department to give greater attention to the coordination of concurrent functions across the sector. An IGR strategy and framework has been developed and approved with various stakehold-ers for implementation during the 2017/18 finan-cial year. This framework will ensure that provinces are adequately supported to deliver on identified government priorities.

The Department will continue to facilitate improve-ment in the delivery of services through the signing of protocol agreements with public bodies across the spheres of government. The Protocol Agree-ments are intended to:

§ Provide clear reference to service ownership, accountability, roles and/or responsibilities be-tween parties;

§ Present a clear, concise and measurable de-scription of service provision to the parties con-cerned; and

§ Match perceptions of expected service provi-sion with actual service delivery and support.

Joint planning and resource sharing is critical for the sector to implement services in an integrated manner. This will ensure collaborative relations with stakeholders in delivering the Public Works mandate.


7.3.1.8 IMPROVEMENTS IN MANAGEMENT PRACTICES

The Department has demonstrated incremental improvement in its Management Performance Assessment Tool (MPAT) improving its ratings from an average of 25% scored in 2012 to a rat-ing of 71% in 2015. The MPAT standards is a ba-rometer of the extent to which the Department has performed against preselected manage-ment practices in its quest to improve service delivery. As such, MPAT has become part of the Annual Performance Plans to demonstrate con-tinuous improvements. The table below shows the average scores from 2012 through 2015.

Table 14: Average MPAT scores from 2012 to 2015

2012 2013 2014 2015

Total number of standards 30 32 33 37

Actual scores against the total standards

45 /120

68 /128

76 /132

105.5 /148

Performance level 25% 53% 58% 71%

While the 2015 MPAT results show a substantial improvement, the Department will focus on im-proving the current controls that will boost poor performing management standards. For the 2017/18 financial year, the Department will fo-cus on the areas scoring below 2.5 whilst main-taining the higher scores through the MPAT Low Score Improvement Plan (MPAT-LSIP).

7.3.1.9 INTEGRATION OF RISK MANAGEMENT INTO PLANNING PROCESSES

The Department recognises risk management as imperative in fulfilling its mandate, service delivery expectations and performance ex-pectations and has therefore adopted a com-prehensive approach to the management of its risks through the Risk Management Policy, Risk Management Committee Charter Strategy and sound management of risk. This will enable the Department to anticipate and respond to changes in its service delivery environment, as well as make informed decisions under condi-tions of uncertainty. The Department has under-taken the review of both strategic and opera-tional risks for the Department and the PMTE which has been incorporated into the Strategic Plan and Annual Performance Plan of the De-partment. The Department provides reports to the Risk Management Committee, Audit Man-agement Committee and EXCO, on a quarterly

basis, to highlight risk management status with-in the Department. The following projects are planned for implementation in order to improve the risk maturity levels of the Department:

§ Development of a Risk Appetite Framework;

§ Development of a Combined Assurance Framework;

§ Development of a Business Continuity Man-agement Framework and Plan; and

§ Development of a Compliance Framework.

7.3.1.10 CONTINUOUS IMPROVEMENT TO HIGH-END LEGAL SERVICES

As part of its commitment to fighting fraud and corruption, the Department ensures that all re-ported fraud and corruption cases are timeously subjected to disciplinary processes. The Depart-ment will continue to give attention to the man-agement of disciplinary hearings and speedy res-olution of grievances. The Department has also embarked on a process to prevent default judg-ments against the Department and attachment of government assets. The high rate of default judg-ments against the Department has been reduced with consequent savings to the State.

In further improving its performance, the Depart-ment will remain focussed on:

§ Increasing awareness and promoting ethical conduct amongst its employees;

§ Preventing the number of judgments against the department and attachment of govern-ment assets;

§ Reducing legal costs;

§ Maintaining fair labour practices through con-tinued engagement with trade unions;

§ Speedily resolving grievances and manage-ment of disciplinary hearings,

§ Continuously enhancing compliance with pro-curement processes leading to the appoint-ment of contractors;

§ Strengthening the collaboration between in-vestigation agencies, law enforcement units and the legal team in order to ensure success-ful prosecution; and


§ Civil recovery with respect to financial losses incurred through fraud and corruption

7.3.1.11 IMPROVING BUSINESS EFFICIENCY THROUGH ICT ENHANCEMENTS

§ The ICT Disaster Recovery Plan (DRP) has recently been updated to include business continuity. The DRP will be implemented by April 2017 using a temporary site at the Jo-hannesburg Regional Office and data centre. The Business Continuity Plan (BCP) will be fully implemented by April 2018 once the re-furbishment of the building at the Johannes-burg site is completed.

§ The Department is currently implementing the Strategic Management System (SAS) to automate its processes in the management, collection, collation, verification, storage and reporting on actual performance. The up-grading and automation of information sys-tems will enable the Department to analyse information and predict tends that will further enhance performance information. The SAS system which has been customised for this purpose will be implemented as from the 2017/18 financial year.

§ The ICT Strategy and Policy will be updated and implemented in 2017/18. The purpose of the review is to focus separately on the oper-ations of the Department while a second ICT Strategy will be developed and implemented for the PMTE. The ICT Security Policy will also be updated, tested and implemented to improve cyber security and repond to the lat-est security threats.

§ In the past the migration of data from legacy systems such as the EPWP reporting system was done manually and without a proper au-dit trail. In order to have an auditable process the migration of data from legacy systems will be handled through the SAS data man-agement software which will ensure proper migration of data. The tool has been put in place during 2016/17 for any new data mi-gration processes and will be fully imple-mented in 2017/18.

7.3.1.12 REDUCTION OF IRREGULAR EXPENDITURE

The review of bids and quotations before awards has resulted in a significant reduction in irregu-lar expenditure. All bids and quotations will con-tinue to be reviewed across the Department to

ensure compliance to relevant prescripts. In-vestigation of reported cases will commence within 30 days of being reported and will be completed within a period of 90 days after the commencement of the investigation. As at the end of the 2015/16 financial year 40% of the total irregular expenditure of R583 mil-lion reported at the end of 2013/14 had been resolved, and the remaining balance will be resolved by the end of 2018/19 financial year.

7.3.1.13 PAYMENTS OF SUPPLIERS WITHIN 30 DAYS

The Department’s performance with regard to compliance with the prescript that payments must be processed within 30 days, has de-clined in 2015/16 when the Department re-corded 75% compliance as compared to the 89% compliance in 2014/15. During the 2015/16 financial year, the Department expe-rienced challenges with financial systems as payments could not be processed in time, resulting in non-compliance. The 30 day pay-ments reporting system has been developed to replace the manual system and to ensure accurate and reliable reporting on a monthly basis. The system is able to track the prog-ress of each invoice, as well as to provide the information related to the date on which the invoice was received, and the date on which it was paid. In 2017/18, the Department will tar-get full compliance with regard to the process-ing of payments within 30 days.

7.3.1.14 IMPROVEMENTS IN SUPPLY CHAIN MANAGEMENT

Awarding of bids within agreed timeframes - The regulatory nature of Government pro-curement implies protracted SCM processes where a bid can take up to 70 days to final-ise within the current system. The turnaround times and extension of bid validity periods impact negatively on the delivery of services, and compromise the integrity of the process and the fairness that is required in terms of the SCM regulatory framework. The SCM business processes in the Department, despite being defined with specific timelines and turnaround times, are not always complied with. Strategic planning and operational planning is not ade-quately linked to procurement planning. As a result, the lead times of procurement are not adequately taken into consideration in project planning and execution.


The Department, in pursuance of its overall Turnaround Strategy, is also focusing on SCM reforms and intends to reduce the time taken to award a bid to 40 days. Business process re-engineering that will align strategy, operations, and procurement processes has therefore been prioritised under the Turnaround Strate-gy. This intervention will ensure alignment of the Strategy to annual operational planning, ultimately leading to improved monitoring and tracking of turnaround times in the delivery of bids for efficient service delivery. Specialised Bid Adjudication Committees will be set up for the procurement of specific services. This will enable the Department to ensure value for money and that the right expertise is sourced.

Awarding of quotations within agreed time-frames - The processing of quotations is nec-essary to sustain the day-to-day operations of the Department. Transactions within the quo-tation threshold are processed as part of the key planning activities that lead to the read-iness of key projects to be delivered as part of the business. The awarding of quotations within the prescribed timeframes remains crit-ical to support the delivery of services within the scheduled time period and budgeted cost. The Department will continue to improve ef-ficiencies within SCM for the acquisition of goods, services and works in support of ser-vice delivery expectations. Through the SCM Reform Plan, the Department will fully auto-mate the quotation process and optimise the use of the Intenda Solution Suite (ISS) system.

Use of term contracts to improve service delivery turnaround times - SCM has already implemented term contracts for State funerals, State visits, stationery, office furniture, protec-tive clothing and cleaning material. Through these term contracts, economies of scale is realised, and service delivery enhanced. The term contracts are further leveraged to pro-mote preferential procurement. The Depart-ment plans to put in place at least three term contracts for commodities to be identified through the strategic sourcing analysis.

Procurement from black-owned companies - The Department will utilise the G-Commerce platform to promote procurement from SM-MEs and Historically Disadvantaged Individu-als (HDIs). The new draft Preferential Procure-ment Policy Framework Act Regulations and the Draft Procurement Bill allow for designat-ing procurement for particular target groups.

The Department will enforce compliance to the new legislation once this is promulgated by the National Treasury.

7.3.2 DEMAND FOR THE EXPANDED PUBLIC WORKS PROGRAMME: GOVERNMENT’S MEDIUM-TO-LONG TERM POLICY AP-PROACH TO REDUCING UNEMPLOYMENT

The Department is responsible for coordinating, monitoring and reporting of work opportunities created through the EPWP by implementing public bodies. To this end, the Department en-sures:

§ Sound leadership and direction in the imple-mentation of EPWP within the public body;

§ Dedicated capacity exists for the coordination and implementation of the EPWP;

§ Work opportunities that are created from the budgets of the public bodies are reported and captured on the EPWP Reporting System for reporting to Cabinet;

§ EPWP Work Opportunity targets set in the Protocol Agreements are met;

§ Effective coordination and monitoring of the EPWP within public bodies; and

§ PMTE projects are implemented using la-bour-intensive methods, where possible, to maximise work opportunities created.


The tables below provide a summary of the EPWP Phase III targets per Sector and Sphere of Government:

Table 15: EPWP progress against 5 year targets relating to work opportunities and FTEs (1 April 2014 – 31 March 2016)

SectorTargeted Work Opportunities

Work Opportunities

% Progress (Work opportunities)

Targeted FTE FTE % Progress

(FTE)

Infrastructure 2 451 003 611 690 25% 799 240 186 274 23%Environment & Culture 1 151 504 368 875 32% 447 884 133 274 30%Social 1 038 929 337 977 33% 570 815 147 743 26%Non-State: NPO 267 000 106 899 40% 148 178 41 570 28%Non-State: CWP 1 470 000 420 082 29% 590 956 162 519 28%TOTAL 6 378 436 1 845 523 29% 2 557 073 671 380 26%

6 000 00022 1 845 523 31% 2 600 000 671 380 26%

Table 16: Work Opportunity targets per sector for the 5 year period

Financial YearInfrastructure Environment &

Culture Social Non-State Total

2014-2015 379 156 227 650 202 714 236 000 1 045 519

2015-2016 447 671 229 208 205 307 245 000 1 127 186

2016-2017 488 636 230 550 205 968 418 000 1 343 154

2017-2018 546 067 231 173 210 496 419 000 1 406 736

2018-2019 589 473 232 923 214 444 419 000 1 455 840

Totals 2 451 003 1 151 504 1 038 929 1 737 000 6 378 436

Table 17: Work Opportunity targets per sphere of government for the 5 year period

Financial Year Municipal Provincial National Total

2014-2015 278 382 354 924 412 213 1 045 5192015-2016 310 992 380 172 436 022 1 127 1862016-2017 347 578 382 869 612 707 1 343 1542017-2018 395 238 391 252 620 246 1 406 7362018-2019 428 875 397 778 629 187 1 455 8405 year total 1 761 065 1 906 996 2 710 375 6 378 436

22 Official 5 year target (2014-2019) for the EPWP

The Department is responsible for the coordination, monitoring and evaluation of the implementation of the EPWP across the four sectors and the three spheres of government. The Department also leads the infrastructure Sector. In performing its coordina-tion role, the Department:

i. Develops strategic policies, guidelines and direc-tives to assist public bodies on implementing the EPWP;

ii. Establishes appropriate institutional arrange-ments such as the National Coordinating Com-mittee (NCC); National Sector Coordination

Committees (NSCCs), and Provincial Steering Committees (PSCs); and

iii. Strengthens data quality through various M&E processes.

It should be noted that each public body is respon-sible for capturing the work opportunities created onto the EPWP Reporting System. However the Department is responsible for validating the infor-mation on the system and plays a secondary role in terms of reporting, that is, to consolidate the reports captured on the EPWP Reporting System.


7.4 ORGANISATIONAL ENVIRONMENT

Figure 9: High Level Organisational Structure of the Department

MinisterMr. T.W. Nxesi

Deputy MinisterMr. J.W. Cronin

Director GeneralMr. M. Dlabantu

Head of PMTEMr. P. Serote

DG’s Direct ReportsInternal Audits : Ms. T. TusikiGender Unit : Ms. N. Stemela

Prestige Unit : Mr. M. Sazona

Finance and Supply Chain Management

BranchMr. B.C. Mokgoro

Governance, Risk and Compliance

Branch Mr. I. Fazel

Corporate Services Branch

Mr. C. Mtshisa

Intergovernment Relations Branch

Mr. M.I.B. Matutle

EPWP BranchMr. S. Henderson

Policy Research and Regulations

BranchActing:

Ms. M. Fatyela-Lindie

Professional Services Branch

Acting: Mr. M.S. Thobakgale


7.4.1 KEY ISSUES RELATING TO THE ORGANISA-TIONAL STRUCTURE

The Department has reviewed its organisation-al structure to ensure that it is optimally aligned to its mandate and strategy. The approval of the revised structure, in September 2016, was followed by several months of extensive inter-nal consultation as well as consultation with the Department of Public Service and Administra-tion (DPSA) and National Treasury. The revised Organisational Structure takes into consider-ation the relevant legislative and regulatory re-quirements, the operationalisation of the PMTE (which resulted in the separation of functions), building the necessary capacity and capability as well as the reduction of non-core services such as security and cleaning.

Although the revised organisational structure has been approved, it does not fully meet the requirements of the Department due to cost containment measures and repeated reductions in the compensation of employees’ budget that have been enforced by the National Treasury. Other pressures hindering full implementation of the structure is that the budget allocation is based on the previous organisational structure resulting in a skewed allocation for compensa-tion of employees’.

The approved organisational structure will be implemented in a phased approach over the MTEF. The Department has developed a Migra-tion Framework to manage the roll-out of the structure. The Framework outlines, in detail, the processes that the Department will follow to deal with issues relating to the decommissioning of the old structure and the commissioning of the new structure, matters around matching and placement of personnel, as well as capacitation through training, re-skilling and recruitment in accordance with the new structure.

7.4.2 FACTORS WITHIN THE ORGANISATIONAL ENVIRONMENT THAT HAVE INFORMED THE ANNUAL PERFORMANCE PLAN

As a result of the operationalistion of the PMTE, the Department will refocus its operating mod-el by placing greater emphasis on the transfor-mation and regulation of the Construction and Property Sectors, coordination of the EPWP as well as the oversight of concurrent functions. The Intergovernmental Relations function en-ables the Department to refine its role and give effect to improved oversight functions. It aims to

ensure that coordinated and integrated delivery of the concurrent functions is implemented with regard to determining legislative and regulatory prescripts, formulating policy, setting norms and standards, Monitoring and Evaluation and over-seeing the implementation of these responsibili-ties. Through the Professional Services function, the Department will oversee and manage the im-plementation of Professional Services Capacity Building Programmes, across all Government spheres.

The newly conceptualised Professional Services function will ensure that the Department plays a pivotal role in the supply of built environment skills to support the work of the Presidential Inte-grated Projects as overseen by the Presidential Infrastructure Coordinating Commission (PICC). Furthermore, Professional Services will maintain partnerships with relevant stakeholders such as institutions of higher learning to strengthen and facilitate the provision of built environment skills. This will enable the Department to support all Government spheres with the institutionalisation of capacity building programmes and the provi-sion of built environment skills and capacity.

The primary focus within the Department will be to capacitate the areas of Intergovernmental Re-lations, Professional Services, Governance, Risk and Compliance, Property and Construction In-dustry Policy and Research, EPWP and Prestige to improve performance and efficiencies across these functions. Since, the MTEF baseline al-location does not cater for the full capacitation of the new structure, the Department will con-tinue to implement cost containment measures to prevent any over expenditure. The following strategies will be used to remain within the MTEF baseline allocation: i. Vacancies caused by natural attrition will not

be filled (except for critical positions that can be funded within the baseline allocation);

ii. Non – renewal of fixed term contracts for non- critical functions;

iii. Management of overtime on critical areas only; and

iv. Activation of funded positions in the imple-mentation of the new structure.

The table below provides a summary of the De-partmental staff complement as at November 2016:


Table 18: Department of Public Works - staff establishment

Salary Level Filled posts Vacant posts Total (Filled &

Vacant)Current vacancy rate (%)

Additional to the establish ment

1 0 0 0 0 572

2 0 0 0 0 1

3 0 0 0 0 79

4 1 5 6 83,33 17

5 34 17 51 33,33 6

6 14 1 15 6,67 11

7 77 33 110 30,00 22

8 87 21 108 19,44 16

9 12 1 13 7,69 2

10 93 23 116 19,83 5

11 11 5 16 31,25 10

12 170 22 192 11,46 7

13 53 16 69 23,19 6

14 18 5 23 21,74 1

15 4 2 6 33,33 2

16 3 0 3 0,00 1

Total 577 151 728 20,74 758

The Department has a total staff establishment of 728 posts of which 577 are filled permanently, 758 are filled additionally and 151 are vacant. An integrated Human Resource Plan has been developed to respond to Government’s priorities and to align the Department’s workforce with the mission, vision, strategic goals and financial resources of the Department. The Human Resource Plan, which identifies current and future hu-man resources needs for the Department to achieve its strategic goals, is reviewed annually in line with the Department’s strategy and structure to ensure that the appropriately skilled people are able to respond to crit-ical areas in the course of delivering on the mandate of the Department. The Department exposes employees to various training interventions to close skills gaps and enhance knowledge and skills in their respective areas. These human resource development interven-tions emanate from the employees’ Personal Devel-opment Plans that are consolidated into a Workplace Skills Plan.

The Department is also implementing a structured Tal-ent Pipeline Strategy that contributes to high level Hu-man Capital Development and to the creation of a pool

of critical skills. Such skills are aimed at changing the profile of the workforce with regard to representatively as well as the size and quality of the Human Capital base required to improve the quality of life of all South Africans. The aim of the Talent Pipeline Programme is to produce professionals who will provide a sustain-able environment. Through these programmes young talent is targeted and inspired to take up careers in the Built and Property environments. Special effort is taken to provide assistance to disadvantaged students who want to further their careers. The implementation of the Talent Pipeline Strategy supports talent management for the Department and the PMTE, and, is operation-alised in the form of the Schools Programme, Bursary Scheme, Internships, Work Integrated Learning, Learn-erships, Young Professionals, Management Trainee, Ar-tisan Development and Mentorship Programmes.

Change Management as a by-product of the Turn-around Strategy, takes place in various areas across the Department. All identified Turnaround Strategy Projects are change initiatives by nature and managed through different platforms and means of communication.


7.5 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

The Department’s strategic planning process was largely informed by the 2030 Agenda for Sustainable Develop-ment, the National Development Plan (NDP) and Medium Term Strategic Framework (MTSF). The Sustainable Devel-opment Goals (SDGs), are a universal call to action to end poverty, protect the environment and ensure that all peo-ple enjoy peace and prosperity. Building on the Millennium Development Goals (MDGs), the 2030 Agenda aims to go further to end all forms of poverty and provides an integrat-ed approach to address a range of social needs including education, health, social protection, and job opportunities, whilst also addressing climate change and environmental protection. It brings together social, environmental and economic dimensions that are essential for sustainable development.

The NDP is the country’s Strategic Plan which articulates the desired 2030 vision of South Africa. It focuses on de-velopmental challenges in the country and adopts the out-comes-based approach to reflect on the achievement of sectors and intergovernmental implications rather than on individual departmental outputs. The NDP serves as an umbrella for the cross-cutting strategies, namely the New Growth Path (NGP), the National Infrastructure Plan (NIP), the Industrial Policy Action Plan (IPAP) and other govern-ment plans.

This vision is cascaded down into the current administration’s 2014-2019 MTSF which is viewed as the first in a series of five-year Plan-ning Cycles that will advance the goals of the NDP. The MTSF articulates Government’s com-mitment to implementing the NDP and deliver-ing on its electoral mandate as well as its consti-tutional and statutory obligations.

The Department participates in the Technical Implementation Forums that coordinate Gov-ernment’s work towards the achievement of its 14 National Outcomes. The Lead Coordinating Department for each Outcome ensures that all key delivery partners are members of the Im-plementation Forums. The Implementation Fo-rums are responsible for producing 14 Delivery Agreements, coordinating implementation, and monitoring and reporting progress against the 14 Outcomes to Cabinet Committees.

The Estimates of National Expenditure (ENE), which describes in detail the planned spending in all national government votes over three fi-nancial years, is informed by the MTSF.


7.5.1 DEPARTMENTAL STRATEGIC PLANNING PROCESS

The Department’s Strategic Planning Process that informs the development of the 2017/18 Annual Performance Plan is set out hereunder:

Figure 10: The Department’s Strategic Planning Process:

Recap of the Policy Statement

The Minister of Public Works provides his vision to the Executive Committee of the Department and reconfirms the current strategic direction taking into consideration the changes in both the internal and external environments.

Performance Dialogue with National Treasury and DPME

Performance dialogues held with the National Treasury and Department of Planning Monitoring and Evaluation to agree on institutional performance indicators for 2017/18

Integrated Planning Session

An Integrated Planning Session convened to review the Programme Perfor-mance Indicators (i.e. unpack dependencies, address any ommissions and ensure all Programmes are aligned to national cross cutting priorities).

Strategic Management Training

Training sessions conducted for SMS members and middle managers on Strategic Planning, Monitoring and Evaluation

Submission of the 1st Draft APP

The 1st Draft APP submitted to the National Treasury and Department of Planning, Monitoring and Evaluation

Mid Term Review and Planning Session

A Mid Term Review and Planning Session convened to reivew the six month performance, identify emerging strategic risks and identify the priorities to keep the Department moving forward

Submission of the 2nd Draft APP

The 2nd Draft APP submitted to the National Treasury and Department of Planning, Monitoring and Evaluation

Review of the APP based on mid term Cabinet Review,

SoNA, Budget Vote Speech

The APP is updated, where required, based on the outcomes of the Cabinet Lekgotla, budget confirmation from National Treasury, Budget Speech and SoNA.

Review of the final Draft APP (internal/external)

The APP is presented internally (EXCO) for final consideration. Presenta-tions are also made to the Audit Committee, Peer Review Workshop (Na-tional Treasury, DPME, DPSA) and MinTop.

APP tabled in ParliamentThe APP is tabled in Parliament within the timelines provided in the National Treasury Regulations

Development of Business Plans and Performance

Agreements

Business Plans are developed to direct the activities required for imple-mentation of the APP. Performance Agreements are signed based on the activities contained in the Business Plans.


7.6

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(R’0

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ate

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exp

end

itur

e es

tim

ate

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2019

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(R’0

00)

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00)

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7.6.1 RELATING EXPENDITURE TRENDS TO THE STRATEGIC OUTCOME ORIENTED GOALS OF THE DEPARTMENT

Figure 11: Budget allocation per Programme

Figure 12: Summary Budget allocation per Economic Classification

5 000 000

4 500 000

4 000 000

3 500 000

3 000 000

2 500 000

2 000 000

1 500 000

1 000 000

0Administration Intergovern-

mentalExpanded

Public Works Programme

Property and Construction

Prestige Policy

2017/18

2018/19

2019/20

8 000 000

7 000 000

6 000 000

5 000 000

4 000 000

3 000 000

2 000 000

1 000 000

0

2017/18

2018/19

2019/20

Compensation of employees

Goods and services

Transfers and subsidies

Payments for capital assets

The average growth in the allocation to the Department over the MTEF period is 6.7%. The budget reduction in 2017/18 amounts to R183 million (2.5% of the baseline amount), R168 million in 2018/19 (reducing the base-line amount by 2.2%), and R163 million in 2019/20 (resulting in a 2% reduction). The bulk of the reduc-tions over the MTEF period are against transfers and subsidies. The ceiling for compensation of employees has been reduced over the MTEF period, resulting in a

reduction of R2 million in the first year, R2.2 million in second year, and R2.3 million in third year of the MTEF period.

An average of 86.4% of the total budget over the medi-um term is allocated to transfers and subsidies for the operations of the Department’s entities; this includes the Property Management Trading Entity, which per-forms the immovable asset management functions on


behalf of the Department of Public Works; the Con-struction Industry Development Board, which provides strategic leadership to the construction industry; and the Council for the Built Environment, which promotes and protects the interests of the public in the built en-vironment. The Department also makes transfer pay-ments in the form of conditional grants to Provinces and Municipalities for the implementation of the EPWP.

The spending focus over the medium term within the Administration Programme will be on activities di-rected at combatting fraud and corruption, improving governance processes and internal controls, integrat-ing ICT systems, and implementing change manage-ment activities, as well as on office accommodation. The bulk of the expenditure is on the compensation of employees and goods and services. During 2013/14 and 2014/15, spending on goods and services in-creased significantly due to the implementation of the Turnaround Strategy in the Department. The decrease on the goods and services in this programme from 2015/16 is linked to the phasing out of the completed Turnaround Strategy projects and funds devolving to the PMTE.

The spending focus over the medium term within the Intergovernmental Coordination Programme will be on improving cooperative governance across the three spheres of Government in partnership with relevant State entities, and ensuring integrated planning and implementation of identified public works sector prior-ities. The average growth in the allocation to the Pro-gramme over the medium term period is 30.1%, and the increase is mainly due to the operationalisation of a dedicated Professional Services function within the Department which gives effect to the mandate to build State capacity in the Built Environment Profes-sions. The Department will provide continued support and guidance to the public works sector in terms of planning and coordination of concurrent functions. The Department will also establish monitoring mechanisms to address the negative sector audit outcomes to im-prove performance in the medium term.

The EPWP continues to be a successful income-gen-erating programme which benefits the poor and the youth. Its fundamental objective is to increase employ-ment opportunities so that individuals, who cannot find work and/or have a low income, can earn an income and gain experience and skills through productive work, using of labour intensive methods. The bulk of the Programme’s budget goes towards the payment for performance based incentives to eligible Provinc-es, Municipalities and Non-Profit Organisations (NPOs) to incentivise them to increase job creation efforts in the EPWP. Over the medium term, the budget for the EPWP will increase at an average of 5%, with the bulk

of the expenditure aimed towards the transfers for the payment of performance-based incentives to eligi-ble Provinces, Municipalities and NPOs to incentivise them to increase job creation efforts in the EPWP.

The average growth in the allocation to the Property and Construction Industry Policy and Research Pro-gramme over the medium term period is 8.2%. The spending focus over the medium term will be on pro-viding strategic leadership for the regulation of the construction sector to contribute to growth and trans-formation and sound public sector immovable asset management. This will be achieved through the review of the Public Works White Papers, as well as the review of the cidb and CBE legislation. The programme’s ex-penditure decreased from R4.9 billion to R3.8 billion in 2015/16 at an average rate of 8,3%.

The spending focus over the medium term within the Prestige Policy Programme will be on developing and reviewing policies for the prestige accommodation portfolio in line with the Ministerial Handbook, improv-ing the delivery of services to Prestige clients with re-gard to the provision of both movable and immovable assets, as well as meeting the protocol responsibilities for State functions. The increased expenditure during 2013/14 and 2014/15 was due to State functions for State funerals and presidential inaugurations.



PART B

PROGRAMME AND SUB-PROGRAMME

OBJECTIVES


Programme Sub-programme

1. Administration Ministry

Management

Finance and Supply Chain Management

Corporate Services

Office Accommodation

2. Intergovernmental Coordination

Monitoring, Evaluations and Reporting

Intergovernmental Relations and Coordination

Professional Services

3. Expanded Public Works Programme (EPWP)

EPWP Monitoring and Evaluation

EPWP Infrastructure

EPWP Operations

EPWP Partnership Support

Public Employment Coordinating Commission

4. Property and Construction Industry Policy and Research

Construction Policy Development Programme

Property Policy Development Programme

Sector Research and Analysis

Property Management Trading Entity

Construction Industry Development Board

Council for the Built Environment

Independent Development Trust

Construction Education Training Authority

Assistance to Organisations for Preservation of National Memorials

5. Prestige Policy Prestige Accommodation and State Functions

Parliamentary Villages Management Board

8. PROGRAMME BUDGET STRUCTURE


8.1

PR

OG

RA

MM

E 1

: A

DM

INIS

TR

AT

ION

Pur

po

se o

f th

e p

rog

ram

me:

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vid

e st

rate

gic

lead

ersh

ip m

anag

emen

t an

d s

upp

ort

serv

ices

to

the

Dep

artm

ent

8.1.

1 P

RO

GR

AM

ME

1: S

TR

AT

EG

IC O

BJE

CT

IVE

S A

ND

ME

DIU

M-T

ER

M T

AR

GE

TS

FO

R 2

017/

18 T

O 2

019/

20

Tabl

e 20

: Str

ateg

ic o

bjec

tives

and

med

ium

-term

targ

ets

for 2

017/

18 –

201

9/20

Stra

tegi

c Ob

ject

ive

Stra

tegi

c Pl

an

Targ

et (5

yea

r ta

rget

)

Audi

ted/

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

20

16/1

7

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

Sub

Pro

gra

mm

e: M

anag

emen

t

1.To

imp

rove

go

vern

ance

p

roce

sses

w

ithin

the

De-

par

tmen

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d

PM

TE

100%

com

-p

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e of

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t p

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as

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50%

(2.0

) co

mp

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m

anag

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t p

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as

per

M

PAT

46%

(1.8

) com

pli-

ance

of m

anag

e-m

ent

pra

ctic

es a

s p

er M

PAT

67.5

% (2

.7)

com

plia

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of

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agem

ent

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) co

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95%

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and

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MTE

85%

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uctio

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vels

__

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red

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red

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80%

red

uctio

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frau

d a

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corr

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85%

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n in

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gra

mm

e: F

inan

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nd S

upp

ly C

hain

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agem

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3.To

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vid

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com

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nt

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rnal

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, fin

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al a

nd

SC

M s

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outc

ome

Imp

rove

d a

udit

outc

ome

for

2012

/13

(Qua

li-fic

atio

n)

Imp

rove

d a

udit

out-

com

e fo

r D

PW

for

2012

/13

(Unq

uali-

fied

out

com

e w

ith 4

m

atte

rs o

f em

pha

sis

and

13

mat

ters

of

non-

com

plia

nce)

Unq

ualifi

ed

aud

it ou

tcom

e fo

r 20

14/1

5 w

ith 2

neg

ativ

e em

pha

sis

of

mat

ter

Unq

ualifi

ed

aud

it ou

tcom

e fo

r 20

15/1

6 w

ith 2

neg

ativ

e em

pha

sis

of

mat

ter

Cle

an a

udit

outc

ome

for

2016

/17

Cle

an a

udit

outc

ome

for

2017

/18

Cle

an a

udit

outc

ome

for

2018

/19

Sub

Pro

gra

mm

e: C

orp

ora

te S

ervi

ces

4.To

faci

litat

e or

gani

satio

nal

tran

sfor

ma-

tion

thro

ugh

effe

ctiv

e p

erfo

rman

ce

man

agem

ent.

An

inte

grat

-ed

HR

Pla

n fo

r D

PW

and

P

MTE

dev

el-

oped

ann

ually

DP

W H

R P

lan

sub

mitt

ed t

o D

PS

A b

y 31

M

arch

201

4

DP

W H

R P

lan

sub

-m

itted

to

DP

SA

by

31 M

arch

201

5

HR

Pla

n fo

r D

PW

and

PM

TE

deve

lope

d an

d su

bmitt

ed

to D

PS

A b

y 31

Mar

ch 2

016

HR

Pla

n fo

r D

PW

and

PM

TE

deve

lope

d an

d su

bmitt

ed

to D

PS

A b

y 31

Mar

ch 2

017

HR

Pla

n fo

r D

PW

and

PM

TE

deve

lope

d an

d su

bmitt

ed

to D

PS

A b

y 31

Mar

ch 2

018

HR

Pla

n fo

r D

PW

and

PM

TE

deve

lope

d an

d su

bmitt

ed

to D

PS

A b

y 31

Mar

ch 2

019

HR

Pla

n fo

r D

PW

and

PM

TE

deve

lope

d an

d su

bmitt

ed

for

DP

SA

by

31 M

arch

202

0


Stra

tegi

c Ob

ject

ive

Stra

tegi

c Pl

an

Targ

et (5

yea

r ta

rget

)

Audi

ted/

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

20

16/1

7

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

5.To

pro

vid

e an

en

terp

rise

ICT

arch

itect

ure

that

sup

por

ts

all b

usin

ess

func

tions

An

inte

grat

ed

Bus

ines

s sy

s-te

m fo

r P

MTE

_B

illin

g an

d a

ccou

nt-

ing

finan

cial

sys

tem

im

ple

men

ted

Fina

ncia

l sys

-te

m in

tegr

ated

Fina

ncia

l sy

stem

imp

le-

men

ted

Pro

per

ty

Man

agem

ent

Sys

tem

s in

te-

grat

ed

Pro

per

ty,

Con

stru

ctio

n sy

stem

s an

d

Fina

nce

inte

-gr

ated

-

6.To

pro

tect

the

in

tere

sts

of t

he

Dep

artm

ent

by

pro

vid

ing

lega

l se

rvic

es

100%

of

litig

atio

n ca

ses

man

aged

with

-in

the

per

iod

st

ipul

ated

by

cour

t p

roce

-d

ures

107

(100

%)

litig

atio

n ca

ses

man

aged

with

in

the

per

iod

stip

-ul

ated

by

cour

t p

roce

dur

es

126

(100

%) l

itiga

-tio

n ca

ses

man

aged

w

ithin

the

per

iod

st

ipul

ated

by

cour

t p

roce

dur

es

129

(100

%)

litig

atio

n ca

ses

man

aged

with

in

the

per

iod

stip

-ul

ated

by

cour

t p

roce

dur

es

160

(100

%) o

f lit

igat

ion

case

s m

anag

ed w

ith-

in t

he p

erio

d

stip

ulat

ed b

y co

urt

pro

ce-

dur

es

100%

of

litig

atio

n ca

ses

man

aged

with

-in

the

per

iod

st

ipul

ated

by

cour

t p

roce

-d

ures

100%

of

litig

atio

n ca

ses

man

aged

with

-in

the

per

iod

st

ipul

ated

by

cour

t p

roce

-d

ures

100%

of

litig

atio

n ca

ses

man

aged

with

-in

the

per

iod

st

ipul

ated

by

cour

t p

roce

-d

ures

8.1.

2 P

RO

GR

AM

ME

1: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D M

ED

IUM

-TE

RM

TA

RG

ET

S F

OR

201

7/18

TO

201

9/20

Tabl

e 21

: Per

form

ance

indi

cato

rs a

nd m

ediu

m-te

rm ta

rget

s fo

r 201

7/18

– 2

019/

20

Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce

2016

/17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

Sub

Pro

gra

mm

e: M

anag

emen

tS

trat

egic

Ob

ject

ive:

To

imp

rove

gov

erna

nce

pro

cess

es w

ithin

the

Dep

artm

ent

and

PM

TE1.

Cha

nge

in t

he in

dex

sc

ore

for

man

age-

men

t p

ract

ices

2 A

vera

ge s

core

fo

r m

anag

emen

t p

ract

ices

1.8

Ave

rage

sco

re

for

man

agem

ent

pra

ctic

es

2.7

Ave

rage

sco

re

for

man

agem

ent

pra

ctic

es

3.5

Ave

rage

sco

re

for

man

agem

ent

pra

ctic

es

3.8

ind

ex s

core

fo

r m

anag

emen

t p

ract

ices

4.0

ind

ex s

core

fo

r m

anag

emen

t p

ract

ices

4.0

ind

ex s

core

fo

r m

anag

emen

t p

ract

ices

Str

ateg

ic O

bje

ctiv

e: T

o co

mb

at fr

aud

and

cor

rup

tion

with

in t

he D

epar

tmen

t an

d P

MTE

2.P

erce

ntag

e of

in-

vest

igat

ions

initi

at-

ed w

ithin

30

day

s in

re

spec

t of

val

idat

ed

alle

gatio

ns

0 in

vest

igat

ions

in

itiat

ed w

ithin

30

day

s in

res

pec

t of

va

lidat

ed a

llega

-tio

ns

100%

(35)

inve

s-tig

atio

ns in

itiat

ed

with

in 3

0 d

ays

in

resp

ect

of v

alid

at-

ed a

llega

tions

100%

(50)

inve

s-tig

atio

ns in

itiat

ed

with

in 3

0 d

ays

in

resp

ect

of v

alid

at-

ed a

llega

tions

100%

(24)

23 in

ves-

tigat

ions

initi

ated

w

ithin

30

day

s in

re

spec

t of

val

idat

-ed

alle

gatio

ns

100%

inve

sti-

gatio

ns in

itiat

ed

with

in 3

0 d

ays

in

resp

ect

of v

alid

at-

ed a

llega

tions

100%

inve

sti-

gatio

ns in

itiat

ed

with

in 3

0 d

ays

in

resp

ect

of v

ali-

dat

ed a

llega

tions

100%

inve

sti-

gatio

ns in

itiat

ed

with

in 3

0 d

ays

in

resp

ect

of v

ali-

dat

ed a

llega

tions

3.N

umb

er o

f int

erve

n-tio

ns r

ecom

men

ded

re

sulti

ng fr

om fr

aud

ris

k m

anag

emen

t

__

_4

inte

rven

tions

re

com

men

ded

for

miti

gatio

n of

frau

d

risks

with

in D

PW

an

d P

MTE

4 in

terv

entio

ns

reco

mm

end

ed fo

r m

itiga

tion

of fr

aud

ris

ks w

ithin

DP

W

and

PM

TE

4 in

terv

entio

ns

reco

mm

end

ed

for

miti

gatio

n of

fr

aud

ris

ks w

ithin

D

PW

and

PM

TE

4 in

terv

entio

ns

reco

mm

end

ed

for

miti

gatio

n of

fr

aud

ris

ks w

ithin

D

PW

and

PM

TE

23

24

Inve

stig

atio

ns in

itiat

ed w

ithin

30

days

as

at 3

1 D

ecem

ber

2016


Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce

2016

/17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

Sub

Pro

gra

mm

e: F

inan

ce a

nd S

upp

ly C

hain

Man

agem

ent

Str

ateg

ic O

bje

ctiv

e: T

o p

rovi

de

a co

mp

liant

inte

rnal

con

trol

, fina

ncia

l and

sup

ply

cha

in m

anag

emen

t se

rvic

e4.

Per

cent

age

chan

ge

in t

he ir

regu

lar

exp

end

iture

bas

e-lin

e

R58

3 m

illio

n (c

umul

ativ

e si

nce

2009

)

R40

0 m

illio

n (c

umul

ativ

e si

nce

2009

)

44%

(R25

4 m

il-lio

n) r

educ

tion

of

irreg

ular

exp

end

i-tu

re b

asel

ine

40%

(R14

6 m

il-lio

n) r

educ

tion

of

irreg

ular

exp

end

i-tu

re b

asel

ine

80%

red

uctio

n of

th

e irr

egul

ar e

x-p

end

iture

bas

elin

e

100%

red

uctio

n of

the

irre

gula

r ex

pen

ditu

re

bas

elin

e

100%

red

uctio

n of

the

irre

gula

r ex

pen

ditu

re

bas

elin

e5.

Per

cent

age

of

com

plia

nt in

voic

es

sett

led

with

in 3

0 d

ays

75%

(80

384)

co

mp

liant

invo

ic-

es s

ettle

d w

ithin

21

day

s fo

r D

PW

89%

(60

522)

co

mp

liant

invo

ic-

es s

ettle

d w

ithin

30

day

s fo

r D

PW

75%

(20

209)

co

mp

liant

invo

ic-

es s

ettle

d w

ithin

30

day

s

100%

(22

700)

co

mp

liant

invo

ic-

es s

ettle

d w

ithin

30

day

s

100%

com

plia

nt

invo

ices

set

tled

w

ithin

30

day

s

100%

com

plia

nt

invo

ices

set

tled

w

ithin

30

day

s

100%

com

plia

nt

invo

ices

set

tled

w

ithin

30

day

s

6.P

erce

ntag

e of

bid

s aw

ard

ed w

ithin

56

wor

king

day

s of

cl

osur

e of

ten

der

ad

vert

isem

ent

89 b

ids

awar

ded

in

201

2/13

for

DP

W

119

bid

s aw

ard

ed

in 2

013/

14 fo

r D

PW

78%

(20

out

of

25 b

ids)

of b

ids

awar

ded

with

in 5

6 d

ays

for

DP

W

31%

(5 o

ut o

f 16)

of

bid

s aw

ard

ed

with

in 5

6 w

orki

ng

day

s of

clo

sure

of

tend

er a

dve

rtis

e-m

ent

65%

of b

ids

awar

ded

with

in 5

6 w

orki

ng d

ays

of

clos

ure

of t

end

er

adve

rtis

emen

t

70%

of b

ids

awar

ded

with

in

56 w

orki

ng d

ays

of c

losu

re o

f te

nder

ad

vert

ise-

men

t

75%

of b

ids

awar

ded

with

in

56 w

orki

ng d

ays

of c

losu

re o

f te

nder

ad

vert

ise-

men

t7.

Per

cent

age

of

quo

tatio

ns a

war

ded

w

ithin

30

day

s fr

om

req

uisi

tion

dat

e

741

Quo

tatio

ns

awar

ded

in

2013

/14

for

DP

W

873

Quo

tatio

ns

awar

ded

in

2014

/15

for

DP

W

58%

(268

out

of

455

quo

tatio

ns)

awar

ded

with

in 1

4 d

ays

for

DP

W

79%

(122

out

of

155)

of q

uota

tions

aw

ard

ed w

ithin

30

day

s fr

om r

equi

si-

tion

dat

e

88%

of q

uota

-tio

ns a

war

ded

w

ithin

30

day

s fr

om r

equi

sitio

n d

ate

90%

of q

uota

-tio

ns a

war

ded

w

ithin

30

day

s fr

om r

equi

sitio

n d

ate

92%

of q

uota

-tio

ns a

war

ded

w

ithin

30

day

s fr

om r

equi

sitio

n d

ate

Sub

Pro

gra

mm

e: C

orp

ora

te S

ervi

ces

Str

ateg

ic O

bje

ctiv

e: T

o fa

cilit

ate

orga

nisa

tiona

l tra

nsfo

rmat

ion

thro

ugh

effe

ctiv

e p

erfo

rman

ce m

anag

emen

t.8.

Per

cent

age

of

fund

ed p

riorit

ised

va

canc

ies

fille

d

as p

er a

pp

rove

d

recr

uitm

ent

pla

n

565

pos

ition

s fil

led

1 62

6 p

ositi

ons

fille

d10

0% fu

nded

pri-

oriti

sed

vac

anci

es

fille

d (6

03 a

p-

poi

ntm

ents

mad

e,

107

pro

mot

ions

)

52%

(129

of 2

50)

fund

ed p

riorit

ised

va

canc

ies

fille

d

with

in 4

mon

ths

from

the

dat

e of

ad

vert

isem

ent

100%

fund

ed

prio

ritis

ed v

acan

-ci

es fi

lled

with

in 6

m

onth

s fr

om t

he

dat

e of

ad

vert

ise-

men

t

100%

fund

ed

prio

ritis

ed v

acan

-ci

es fi

lled

with

in 6

m

onth

s fr

om t

he

dat

e of

ad

vert

ise-

men

t

100%

fund

ed

prio

ritis

ed v

acan

-ci

es fi

lled

with

in 6

m

onth

s fr

om t

he

dat

e of

ad

vert

ise-

men

t

Str

ateg

ic O

bje

ctiv

e: T

o p

rovi

de

an e

nter

pris

e IC

T ar

chite

ctur

e to

sup

por

t al

l bus

ines

s fu

nctio

ns9.

Num

ber

of p

rop

erty

m

anag

emen

t m

od-

ules

imp

lem

ente

d

__

Pro

cure

men

t of

a

Pro

per

ty M

anag

e-m

ent

Sys

tem

2 m

odul

es im

ple

-m

ente

d fo

r P

MTE

(A

sset

Reg

iste

r an

d L

ease

)

1 m

odul

e im

ple

-m

ente

d fo

r P

MTE

(In

fras

truc

ture

M

anag

emen

t)

__

23

24

Inve

stig

atio

ns in

itiat

ed w

ithin

30

days

as

at 3

1 D

ecem

ber

2016


Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce

2016

/17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

10.

ER

P s

yste

m d

evel

-op

ed fo

r th

e p

ublic

w

orks

sec

tor

--

-A

sses

smen

t of

cur

rent

ER

P

acro

ss t

he s

ecto

r

Sp

ecifi

catio

n of

th

e ne

w E

RP

sys

-te

m d

evel

oped

Pha

sed

imp

le-

men

ted

on

the

ER

P s

yste

m fo

r th

e se

ctor

Str

ateg

ic O

bje

ctiv

e: T

o p

rote

ct t

he in

tere

sts

of t

he D

epar

tmen

t b

y p

rovi

din

g le

gal s

ervi

ces

11.

Per

cent

age

of

rep

orte

d fr

aud

and

co

rrup

tion

mis

con-

duc

t ca

ses

sub

ject

-ed

to

dis

cip

linar

y p

roce

sses

1 fr

aud

and

co

rrup

tion

mis

-co

nduc

t ca

ses

final

ised

3 fr

aud

and

co

rrup

tion

mis

-co

nduc

t ca

ses

final

ised

100%

(7) f

raud

an

d c

orru

ptio

n m

isco

nduc

t ca

ses

sub

ject

ed

to d

isci

plin

ary

pro

cess

es

100%

(7) r

epor

ted

fr

aud

and

cor

rup

-tio

n m

isco

nduc

t ca

ses

sub

ject

ed

to d

isci

plin

ary

pro

cess

es

100%

rep

orte

d

frau

d a

nd c

orru

p-

tion

mis

cond

uct

case

s su

bje

cted

to

dis

cip

linar

y p

roce

sses

100%

rep

orte

d

frau

d a

nd c

orru

p-

tion

mis

cond

uct

case

s su

bje

cted

to

dis

cip

linar

y p

roce

sses

100%

rep

orte

d

frau

d a

nd c

orru

p-

tion

mis

cond

uct

case

s su

bje

cted

to

dis

cip

linar

y p

roce

sses

12.

Per

cent

age

of

def

ault

jud

gmen

ts

agai

nst

the

Dep

art-

men

t p

reve

nted

86%

(13)

Def

ault

Jud

gem

ents

pre

-ve

nted

98%

(2) D

efau

lt Ju

dge

men

ts p

re-

vent

ed

99%

(1) d

efau

lt ju

dge

men

ts p

re-

vent

ed

100%

(0) d

efau

lt ju

dgm

ents

aga

inst

th

e D

epar

tmen

t p

reve

nted

100%

def

ault

jud

gmen

ts a

gain

st

the

Dep

artm

ent

pre

vent

ed

100%

def

ault

jud

gmen

ts

agai

nst

the

De-

par

tmen

t p

re-

vent

ed

100%

def

ault

jud

gmen

ts

agai

nst

the

De-

par

tmen

t p

re-

vent

ed


8.1.

3 P

RO

GR

AM

ME

1: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D Q

UA

RT

ER

LY T

AR

GE

TS

FO

R 2

017/

18

Tabl

e 22

: Per

form

ance

indi

cato

rs a

nd q

uart

erly

targ

ets

for 2

017/

18

Perf

orm

ance

Indi

cato

rRe

port

ing

perio

dAn

nual

Tar

get 2

017/

18Qu

arte

rly T

arge

ts

1st2nd

3rd4th

Sub

Pro

gra

mm

e: M

anag

emen

t

1.C

hang

e in

the

ind

ex

scor

e fo

r m

anag

e-m

ent

pra

ctic

es

Qua

rter

ly3.

8 in

dex

sco

re fo

r m

anag

emen

t p

ract

ices

--

3.8

ind

ex s

core

for

man

agem

ent

pra

ctic

es-

2.P

erce

ntag

e of

in-

vest

igat

ion

initi

ated

w

ithin

30

day

s in

re

spec

t of

val

idat

ed

alle

gatio

ns

Qua

rter

ly10

0% In

vest

igat

ions

in

itiat

ed w

ithin

30

day

s in

res

pec

t of

val

idat

ed

alle

gatio

ns

100%

Inve

stig

atio

ns

initi

ated

with

in 3

0 d

ays

in r

esp

ect

of v

alid

ated

al

lega

tions

100%

Inve

stig

atio

ns

initi

ated

with

in 3

0 d

ays

in r

esp

ect

of v

alid

ated

al

lega

tions

100%

Inve

stig

atio

ns

initi

ated

with

in 3

0 d

ays

in r

esp

ect

of v

alid

ated

al

lega

tions

100%

Inve

stig

atio

ns

initi

ated

with

in 3

0 d

ays

in r

esp

ect

of v

alid

ated

al

lega

tions

3.N

umb

er o

f int

erve

n-tio

ns r

ecom

men

ded

re

sulti

ng fr

om fr

aud

ris

k m

anag

emen

t

Bi-

annu

ally

4 in

terv

entio

ns r

ecom

-m

end

ed fo

r m

itiga

tion

of fr

aud

ris

k w

ithin

D

PW

and

PM

TE

-2

inte

rven

tions

rec

om-

men

ded

for

miti

gatio

n of

frau

d r

isk

with

in

DP

W a

nd P

MTE

-2

inte

rven

tions

rec

om-

men

ded

for

miti

gatio

n of

frau

d r

isk

with

in

DP

W a

nd P

MTE

Sub

Pro

gra

mm

e: F

inan

ce a

nd S

upp

ly C

hain

Man

agem

ent

4.P

erce

ntag

e ch

ange

in

the

irreg

ular

exp

end

i-tu

re b

asel

ine

Qua

rter

ly80

% r

educ

tion

of t

he

irreg

ular

exp

end

iture

b

asel

ine

--

-80

% r

educ

tion

of t

he

irreg

ular

exp

end

iture

b

asel

ine

5.P

erce

ntag

e of

com

-p

liant

invo

ices

pai

d

with

in 3

0 d

ays

Qua

rter

ly10

0% c

omp

liant

in

voic

es p

aid

with

in 3

0 d

ays

100%

com

plia

nt

invo

ices

pai

d w

ithin

30

day

s

100%

com

plia

nt

invo

ices

pai

d w

ithin

30

day

s

100%

com

plia

nt

invo

ices

pai

d w

ithin

30

day

s

100%

com

plia

nt

invo

ices

pai

d w

ithin

30

day

s6.

Per

cent

age

of b

ids

awar

ded

with

in p

re-

scrib

ed t

imef

ram

es

Qua

rter

ly65

% o

f bid

s aw

ard

ed

with

in 5

6 w

orki

ng d

ays

of c

losu

re o

f ten

der

ad

vert

isem

ent

65%

of b

ids

awar

ded

w

ithin

56

wor

king

day

s of

clo

sure

of t

end

er

adve

rtis

emen

t

65%

of b

ids

awar

ded

w

ithin

56

wor

king

day

s of

clo

sure

of t

end

er

adve

rtis

emen

t

65%

of b

ids

awar

ded

w

ithin

56

wor

king

day

s of

clo

sure

of t

end

er

adve

rtis

emen

t

65%

of b

ids

awar

ded

w

ithin

56

wor

king

day

s of

clo

sure

of t

end

er

adve

rtis

emen

t7.

Per

cent

age

of q

uota

-tio

ns a

war

ded

with

in

agre

ed t

imef

ram

es

Qua

rter

ly88

% o

f quo

tatio

ns

awar

ded

with

in 3

0 d

ays

from

req

uisi

tion

dat

e

88%

of q

uota

tions

aw

ard

ed w

ithin

30

day

s fr

om r

equi

sitio

n d

ate

88%

of q

uota

tions

aw

ard

ed w

ithin

30

day

s fr

om r

equi

sitio

n d

ate

88%

of q

uota

tions

aw

ard

ed w

ithin

30

day

s fr

om r

equi

sitio

n d

ate

88%

of q

uota

tions

aw

ard

ed w

ithin

30

day

s fr

om r

equi

sitio

n d

ate


Perf

orm

ance

Indi

cato

rRe

port

ing

perio

dAn

nual

Tar

get 2

017/

18Qu

arte

rly T

arge

ts

1st2nd

3rd4th

Sub

Pro

gra

mm

e: C

orp

ora

te S

ervi

ces

8.P

erce

ntag

e of

fund

ed

prio

ritis

ed v

acan

cies

fil

led

as

per

rec

ruit-

men

t p

lan

Qua

rter

ly

100%

fund

ed p

riori-

tised

vac

anci

es fi

lled

w

ithin

6 m

onth

s fr

om

the

dat

e of

ad

vert

ise-

men

t

-10

0% fu

nded

prio

ri-tis

ed v

acan

cies

fille

d

with

in 6

mon

ths

from

th

e d

ate

of a

dve

rtis

e-m

ent

100%

fund

ed p

riori-

tised

vac

anci

es fi

lled

w

ithin

6 m

onth

s fr

om

the

dat

e of

ad

vert

ise-

men

t

100%

fund

ed p

riori-

tised

vac

anci

es fi

lled

w

ithin

6 m

onth

s fr

om

the

dat

e of

ad

vert

ise-

men

t 9.

Num

ber

of p

rop

erty

m

anag

emen

t m

od-

ules

imp

lem

ente

d

Qua

rter

ly1

mod

ule

imp

lem

ente

d

for

PM

TE (I

nfra

stru

c-tu

re M

anag

emen

t)

1 m

odul

es im

ple

men

t-ed

at

HO

1 m

odul

es im

ple

-m

ente

d a

t 4

Reg

iona

l O

ffice

s

1 m

odul

es im

ple

-m

ente

d a

t 3

Reg

iona

l O

ffice

s

1 m

odul

es im

ple

-m

ente

d a

t 4

Reg

iona

l O

ffice

s10

.E

RP

sys

tem

dev

el-

oped

for

the

pub

lic

wor

ks s

ecto

r

Qua

rter

ly

(cum

ulat

ive)

Ass

essm

ent

of c

urre

nt

ER

P a

cros

s th

e se

ctor

Ass

essm

ent

of c

urre

nt

ER

Ps

in 3

pro

vinc

esA

sses

smen

t of

cur

rent

E

RP

s in

6 p

rovi

nces

Ass

essm

ent

of c

urre

nt

ER

Ps

in 9

pro

vinc

esC

onso

lidat

ed s

ecto

r re

por

t on

the

ER

P fo

r al

l 9 p

rovi

nces

11.

Per

cent

age

of r

epor

t-ed

frau

d a

nd c

or-

rup

tion

mis

cond

uct

case

s su

bje

cted

to

dis

cip

linar

y p

roce

ss-

es

Qua

rter

ly10

0% r

epor

ted

frau

d

and

cor

rup

tion

mis

-co

nduc

t ca

ses

sub

-je

cted

to

dis

cip

linar

y p

roce

sses

100%

rep

orte

d fr

aud

an

d c

orru

ptio

n m

is-

cond

uct

case

s su

b-

ject

ed t

o d

isci

plin

ary

pro

cess

es

100%

rep

orte

d fr

aud

an

d c

orru

ptio

n m

is-

cond

uct

case

s su

b-

ject

ed t

o d

isci

plin

ary

pro

cess

es

100%

rep

orte

d fr

aud

an

d c

orru

ptio

n m

is-

cond

uct

case

s su

b-

ject

ed t

o d

isci

plin

ary

pro

cess

es

100%

rep

orte

d fr

aud

an

d c

orru

ptio

n m

is-

cond

uct

case

s su

b-

ject

ed t

o d

isci

plin

ary

pro

cess

es

12.

Per

cent

age

of d

efau

lt ju

dgm

ents

aga

inst

th

e D

epar

tmen

t p

re-

vent

ed

Qua

rter

ly10

0% d

efau

lt ju

dg-

men

ts a

gain

st t

he

Dep

artm

ent

pre

vent

ed

100%

def

ault

jud

g-m

ents

aga

inst

the

D

epar

tmen

t p

reve

nted

100%

def

ault

jud

g-m

ents

aga

inst

the

D

epar

tmen

t p

reve

nted

100%

def

ault

jud

g-m

ents

aga

inst

the

D

epar

tmen

t p

reve

nted

100%

def

ault

jud

g-m

ents

aga

inst

the

D

epar

tmen

t p

reve

nted


8.1.

4 R

EC

ON

CIL

ING

PE

RFO

RM

AN

CE

TA

RG

ET

S W

ITH

TH

E B

UD

GE

T A

ND

MT

EF

Tabl

e 23

: Exp

endi

ture

est

imat

es fo

r Pro

gram

me

1: A

dmin

istr

atio

n

Prog

ram

mes

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-T

erm

Tar

gets

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Min

istr

y 1

9 51

2 2

3 43

5 2

5 26

5 3

1 15

5 3

7 18

1 3

9 71

9 4

2 28

2 M

anag

emen

t 8

8 81

2 1

03 7

52

114

739

9

0 47

2 1

02 5

51

106

457

1

13 9

00

Cor

por

ate

Ser

vice

s 2

48 3

55

281

617

2

71 6

94

275

715

2

38 3

48

247

463

2

58 0

26

Fina

nce

and

Sup

ply

Cha

in M

anag

emen

t 2

70 0

04

207

135

6

7 45

2 6

9 26

4 6

2 58

2 6

4 21

7 6

8 98

7 O

ffice

Acc

omm

odat

ion

-

-

-

49

400

53

148

54

492

57

268

Tota

l 6

26 6

83

615

939

4

79 1

50

516

006

4

93 8

10

512

348

5

40 4

63

Econ

omic

cla

ssifi

catio

n

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Cur

rent

pay

men

ts 5

96 0

09

545

965

4

27 4

17

486

029

4

80 1

61

494

881

5

26 6

58

Com

pen

satio

n of

em

plo

yees

217

673

2

04 3

12

251

731

2

54 2

47

250

032

2

69 7

59

290

316

S

alar

ies

and

wag

es 1

92 7

42

184

597

2

29 0

33

226

910

2

20 9

89

238

534

2

56 7

12

Soc

ial c

ontr

ibut

ions

24

931

19

715

22

698

27

337

29

043

31

225

33

604

Goo

ds

and

ser

vice

s 3

78 3

36

341

653

1

74 4

48

231

782

2

30 1

29

225

122

2

36 3

42

Ad

min

istr

ativ

e fe

es 6

32

461

1

162

1

282

4

44

470

4

96

Ad

vert

isin

g 2

218

2

103

3

904

2

308

3

155

3

084

3

331

M

inor

Ass

ets

272

5

25

597

6

55

707

7

48

789

A

udit

cost

s: E

xter

nal

20

127

58

887

16

420

21

145

14

337

14

379

15

643

Bur

sarie

s: E

mp

loye

es 1

570

2

92

147

2

203

2

313

2

447

2

584

C

ater

ing:

Dep

artm

enta

l act

iviti

es 1

317

1

036

9

80

1 2

00

1 3

79

1 3

46

1 4

21

Com

mun

icat

ion

(G&

S)

8 6

95

5 2

23

10

993

5 6

09

7 1

12

6 7

22

7 0

53

Com

put

er s

ervi

ces

23

875

35

266

39

860

39

069

34

049

30

456

31

735

Con

sulta

nts:

Bus

ines

s an

d a

dvi

sory

ser

-vi

ces

48

484

24

049

18

785

8 0

51

7 4

33

6 8

26

7 5

71

Lega

l ser

vice

s (G

&S

) 1

8 29

7 2

2 46

6 1

4 98

7 2

0 03

8 2

3 47

3 2

0 78

7 2

0 73

6 C

ontr

acto

rs 2

0 23

8 4

770

4

770

3

681

1

0 22

9 8

831

9

339

A

genc

y an

d s

upp

ort/

outs

ourc

ed s

ervi

ces

165

775

1

42 8

82

23

503

24

639

16

332

14

765

15

357


Econ

omic

cla

ssifi

catio

n

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Ent

erta

inm

ent

397

1

25

107

2

09

234

1

33

144

Fl

eet

serv

ices

(inc

lud

ing

gove

rnm

ent

mot

or

tran

spor

t) 1

758

1

576

1

425

1

852

2

567

2

678

2

694

Inve

ntor

y: F

uel,

oil a

nd g

as 3

-

-

-

-

-

Inve

ntor

y: L

earn

er a

nd t

each

er s

upp

ort

mat

eria

l -

-

-

-

-

-

Inve

ntor

y: M

ater

ials

and

sup

plie

s 5

-

-

-

-

-

Inve

ntor

y: O

ther

sup

plie

s -

-

-

-

-

-

Con

sum

able

sup

plie

s 4

5 1

013

1

300

1

196

1

261

1

326

1

411

C

onsu

mab

les:

Sta

tione

ry, p

rintin

g an

d

offic

e su

pp

lies

4 3

65

3 2

71

3 1

44

3 6

77

3 8

89

4 2

56

4 4

90

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erat

ing

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es 3

0 69

2 2

887

2

733

2

0 53

6 2

3 17

7 2

5 05

7 2

6 47

0 R

enta

l and

hiri

ng 5

9 4

65

4

512

5

37

563

5

95

Pro

per

ty p

aym

ents

2 3

70

3 0

96

1 3

90

35

619

35

042

37

897

39

723

Trav

el a

nd s

ubsi

sten

ce16

642

18

079

20

856

2

7 38

0 2

7 17

4 2

6 08

1 2

7 54

2 Tr

aini

ng a

nd d

evel

opm

ent

3 94

8 9

440

4 61

0 5

835

9

248

9

975

1

0 53

1 O

per

atin

g p

aym

ents

3 51

8 2

300

1 72

2 2

630

2

828

2

843

3

075

Ve

nues

and

faci

litie

s3

034

1 44

1 1

049

2 4

56

3 2

09

3 4

52

3 6

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Inte

rest

and

ren

t on

land

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tere

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rest

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aym

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PP

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1

238

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Tran

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P

rovi

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and

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icip

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3

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6

6

6

6

M

unic

ipal

ities

2

3

4

6

6

6

6

Mun

icip

al b

ank

acco

unts

2

3

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6

6

6

6

Hou

seho

lds

854

5 19

3 9

604

7 6

44

5 2

58

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76

6 2

24

Soc

ial b

enefi

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644

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rs t

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old

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aym

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fo

r ca

pit

al a

sset

s22

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64

657

10

045

2

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7 8

385

1

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575

M

achi

nery

and

eq

uip

men

t5

978

63 4

69

9 68

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7 8

385

1

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5 7

575

Tr

ansp

ort

equi

pm

ent

-

1 37

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18

-

-

-

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er m

achi

nery

and

eq

uip

men

t5

978

62 0

95

8 77

0 2

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7 8

385

1

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5 7

575

S

oftw

are

and

oth

er in

tang

ible

ass

ets

16 0

52

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-

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-

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men

ts f

or

fina

ncia

l ass

ets

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-

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3


8.1.

5 P

ER

FOR

MA

NC

E A

ND

EX

PE

ND

ITU

RE

TR

EN

DS

FO

R P

RO

GR

AM

ME

1

The

spen

din

g fo

cus

over

the

med

ium

-ter

m w

ill b

e on

act

iviti

es d

irect

ed a

t fig

htin

g fr

aud

and

cor

rup

tion,

imp

rovi

ng g

over

nanc

e p

roce

sses

and

inte

rnal

con

trol

s,

inte

grat

ion

of IT

sys

tem

s, im

ple

men

tatio

n of

cha

nge

man

agem

ent

activ

ities

as

wel

l as

offic

e ac

com

mod

atio

n. T

he b

ulk

of t

his

exp

end

iture

is o

n co

mp

ensa

tion

of

emp

loye

es a

nd g

ood

s an

d s

ervi

ces.

Ove

r th

e m

ediu

m t

erm

, the

exp

end

iture

on

tran

sfer

s an

d s

ubsi

die

s is

pro

ject

ed t

o in

crea

se a

t an

ave

rage

rat

e of

1.5

per

cen

t, a

nd t

his

is d

ue t

o d

ecre

ased

bud

get

for

com

pen

satio

n of

em

plo

yees

, go

ods

and

ser

vice

s, p

aym

ents

for

cap

ital a

sset

s as

wel

l as

rep

riorit

isat

ion

of f

und

s to

Pro

gram

me

2 fo

r th

e op

erat

iona

lizat

ion

of

the

Pro

fess

iona

l Ser

vice

s fu

nctio

n.

Dur

ing

2013

/14

and

201

4/15

, sp

end

ing

on g

ood

s an

d s

ervi

ces

incr

ease

d s

igni

fican

tly d

ue t

o th

e im

ple

men

tatio

n of

the

Tur

naro

und

Str

ateg

y in

the

Dep

artm

ent.

Th

e d

ecre

ase

on t

he g

ood

s an

d s

ervi

ces

in t

his

pro

gram

me

from

201

5/16

is li

nked

to

the

com

ple

ted

Tur

naro

und

pro

ject

s an

d f

und

s d

evol

ved

to

the

PM

TE. D

urin

g 20

16/1

7 go

ods

and

ser

vice

s in

crea

sed

due

to

oper

atin

g le

ase

and

pro

per

ty m

anag

emen

t co

sts

asso

ciat

ed w

ith t

he D

epar

tmen

t’s p

rop

erty

por

tfol

io.

8.2

Pro

gra

mm

e 2

: In

terg

ove

rnm

enta

l C

oord

inati

on

Pur

po

se o

f the

pro

gra

mm

e: P

rovi

de

soun

d s

ecto

ral i

nter

gove

rnm

enta

l rel

atio

ns a

nd s

trat

egic

par

tner

ship

s. C

oord

inat

e w

ith P

rovi

nces

on

imm

ovab

le a

sset

regi

ster

, co

nstr

uctio

n an

d p

rop

erty

man

agem

ent,

the

imp

lem

enta

tion

of G

over

nmen

t Im

mov

able

Ass

et M

anag

emen

t Act

(200

7).a

nd th

e re

por

ting

on p

erfo

rman

ce in

form

atio

n w

ithin

the

pub

lic w

orks

sec

tor

8.2.

1 P

RO

GR

AM

ME

2: S

TR

AT

EG

IC O

BJE

CT

IVE

S A

ND

ME

DIU

M-T

ER

M T

AR

GE

TS

FO

R 2

017/

18 T

O 2

019/

20

Tabl

e 24

: Str

ateg

ic o

bjec

tive

and

med

ium

term

targ

ets

for 2

017/

18 –

201

9/20

Stra

tegi

c Ob

ject

ive

Stra

tegi

c Pl

an

Targ

et (5

yea

r ta

rget

)

Audi

ted/

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

20

16/1

7

Med

ium

-Ter

m T

arge

ts

2013

/201

420

14/1

520

15/1

620

17/1

820

18/1

920

19/2

0

1.To

ens

ure

inte

-gr

ated

pla

nnin

g an

d c

oord

inat

ion

of c

oncu

rren

t fu

nctio

ns

5 In

terv

entio

ns

intr

oduc

ed t

o im

pro

ve p

erfo

r-m

ance

of t

he

sect

or

_In

tegr

ated

pla

n-ni

ng p

roce

ss

intr

oduc

ed fo

r th

e se

ctor

.

Inte

rgov

ern-

men

tal P

rop

erty

R

ates

and

Tax

es

Tech

nica

l Min

Mec

su

b-c

omm

ittee

es

tab

lishe

d

PIC

C 1

20 d

ays

focu

ssed

pro

j-ec

t in

trod

uced

fo

r th

e se

ctor

.

Gre

en b

uild

ing

pla

n d

evel

oped

fo

r th

e p

ublic

w

orks

sec

tor

Pro

gram

me

sup

por

t p

rovi

d-

ed t

o im

pro

ve

GIA

MA

imp

le-

men

tatio

n

Sec

tor

guid

elin

es

for

the

Nat

iona

l In

fras

truc

ture

M

aint

enan

ce

Str

ateg

y (N

IMS

) d

evel

oped

for

the

sect

or

Sec

tor

guid

e-lin

es fo

r th

e re

dev

elop

men

t of

the

sm

all h

ar-

bou

rs d

evel

oped

fo

r th

e se

ctor

-

2.To

res

tore

the

sk

ills

pip

elin

e in

th

e b

uilt

envi

ron-

men

t

Bui

lt E

nviro

n-m

ent

Sec

tor

Pla

n d

evel

oped

(w

ith a

gree

d t

ar-

gets

on

criti

cal

skill

s)

--

--

Agr

eem

ent

bet

wee

n S

tate

an

d N

on S

tate

st

akeh

old

ers

in

the

iden

tified

p

rofe

ssio

ns

Fund

ing

mod

el

app

rove

d fo

r th

e B

uilt

Env

i-ro

nmen

t S

ecto

r P

lan

Bui

lt E

nviro

n-m

ent

Sec

tor

Pla

n ap

pro

ved

(M

inis

ter)


Stra

tegi

c Ob

ject

ive

Stra

tegi

c Pl

an

Targ

et (5

yea

r ta

rget

)

Audi

ted/

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

20

16/1

7

Med

ium

-Ter

m T

arge

ts

2013

/201

420

14/1

520

15/1

620

17/1

820

18/1

920

19/2

0

3.To

intr

oduc

e A

s-se

t M

anag

emen

t To

ols

that

ena

ble

es

tab

lishm

ent

of in

stitu

tiona

l ca

pac

ity t

o m

an-

age

the

pub

lic

infr

astr

uctu

re

pro

gram

me(

s)

Inst

itutio

nal c

a-p

acity

ser

vice

s es

tab

lishe

d

in a

cqui

sitio

n,

oper

atio

ns a

nd

imp

lem

enta

tion

in t

he G

IAM

A

func

tion

pha

ses

--

--

Inst

itutio

nal

cap

acity

es-

tab

lishe

d in

the

ac

qui

sitio

n p

hase

of

GIA

MA

(SC

M

pro

cure

men

t re

form

in c

on-

stru

ctio

n an

d

pro

per

ty)

Inst

itutio

nal

cap

acity

es-

tab

lishe

d in

th

e op

erat

ions

p

hase

of G

IAM

A

(leas

ing,

faci

litie

s m

anag

emen

t fu

nctio

ns in

P

MTE

)

Inst

itutio

nal

cap

acity

es-

tab

lishe

d in

the

im

ple

men

tatio

n p

hase

of G

IAM

A

(con

stru

ctio

n)

8.2.

2 P

RO

GR

AM

ME

2: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D M

ED

IUM

-TE

RM

TA

RG

ET

S F

OR

201

7/18

TO

201

9/20

Tabl

e 25

: Pro

gram

me

perf

orm

ance

indi

cato

rs a

nd m

ediu

m te

rm ta

rget

s fo

r 201

7/18

– 20

19/2

0

Prog

ram

me

Perf

orm

ance

Indi

cato

rs

Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce

2016

/17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

Str

ateg

ic O

bje

ctiv

e: T

o e

nsur

e in

teg

rate

d p

lann

ing

and

co

ord

inat

ion

of

conc

urre

nt f

unct

ions

1.N

umb

er o

f per

-fo

rman

ce r

evie

w

rep

orts

for

the

Sec

tor

Pro

gram

me

of A

ctio

n p

rese

nt-

ed t

o M

inM

ec

__

__

2 p

erfo

rman

ce

revi

ew r

epor

ts

for

the

2017

/18

Sec

tor

Pro

-gr

amm

e of

A

ctio

n p

rese

nted

to

Min

Mec

4 p

erfo

rman

ce

revi

ew r

epor

ts

for

the

2018

/19

Sec

tor

Pro

-gr

amm

e of

A

ctio

n p

rese

nted

to

Min

Mec

4 p

erfo

rman

ce

revi

ew r

epor

ts

for

the

2019

/20

Sec

tor

Pro

-gr

amm

e of

A

ctio

n p

rese

nted

to

Min

Mec

2.N

umb

er o

f agr

ee-

men

ts s

igne

d fo

r jo

int

serv

ice

del

iv-

ery

with

Pro

vinc

es

and

Mun

icip

aliti

es

__

2 ag

reem

ents

sig

ned

for

join

t se

rvic

e d

eliv

ery

with

P

rovi

nces

and

Mun

icip

al-

ities

10 a

gree

men

ts

sign

ed fo

r jo

int

serv

ice

del

iver

y w

ith

Pro

vinc

es a

nd

Mun

icip

aliti

es

20 a

gree

men

ts

sign

ed fo

r jo

int

serv

ice

del

iver

y w

ith P

rovi

nces

an

d M

unic

ipal

-iti

es

25 a

gree

men

ts

sign

ed fo

r jo

int

serv

ice

del

iver

y w

ith P

rovi

nces

an

d M

unic

ipal

-iti

es

30 a

gree

men

ts

sign

ed fo

r jo

int

serv

ice

del

iver

y w

ith P

rovi

nces

an

d M

unic

ipal

-iti

es


Prog

ram

me

Perf

orm

ance

Indi

cato

rs

Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce

2016

/17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

3.N

umb

er o

f rev

iew

s co

nduc

ted

on

the

inte

rgov

ernm

enta

l go

vern

ance

str

uc-

ture

s

__

Inte

rgov

ernm

enta

l Coo

rdi-

natio

n P

olic

y ap

pro

ved

2 re

view

s co

nduc

ted

on

the

inte

r-go

vern

men

tal

gove

rnan

ce

stru

ctur

es

2 re

view

s co

n-d

ucte

d o

n th

e in

terg

over

nmen

-ta

l gov

erna

nce

stru

ctur

es

2 re

view

s co

n-d

ucte

d o

n th

e in

terg

over

nmen

-ta

l gov

erna

nce

stru

ctur

es

1 re

view

con

-d

ucte

d o

n th

e In

terg

over

nmen

-ta

l gov

erna

nce

stru

ctur

es

4.N

umb

er o

f Pol

-ic

y Fr

amew

orks

d

evel

oped

for

the

Pub

lic W

orks

S

ecto

r

--

--

2 P

olic

y Fr

ame-

wor

ks d

evel

-op

ed fo

r th

e P

ublic

Wor

ks

Sec

tor

1 P

olic

y Fr

ame-

wor

k d

evel

oped

fo

r th

e P

ublic

W

orks

Sec

tor

1 P

olic

y Fr

ame-

wor

k d

evel

oped

fo

r th

e P

ublic

W

orks

Sec

tor

Str

ateg

ic O

bje

ctiv

e: T

o r

esto

re t

he s

kills

pip

elin

e in

the

bui

lt e

nvir

onm

ent

5.N

umb

er o

f ben

-efi

ciar

ies

par

-tic

ipat

ing

in t

he

DP

W/P

MTE

ski

lls

dev

elop

men

t p

ro-

gram

me

1 02

7 b

enefi

cia-

ries

par

ticip

atin

g in

the

DP

W s

kills

im

pro

vem

ent

-19

8 Yo

ung

pro

-fe

ssio

nals

-53

9 in

tern

s -26

1 Le

arne

r-sh

ips

-29

Man

agem

ent

Trai

nees

1 11

4 b

enefi

cia-

ries

par

ticip

atin

g in

the

DP

W s

kills

d

evel

opm

ent

pro

gram

me

-18

9 Yo

ung

pro

-fe

ssio

nals

-58

2 in

tern

s -24

9 Le

arne

r-sh

ips

-55

Man

agem

ent

Trai

nees

1 29

4 B

enefi

ciar

ies

par

tic-

ipat

ing

in t

he D

PW

Ski

lls

Dev

elop

men

t -90

You

ng P

rofe

ssio

nals

-70

0 In

tern

s -31

9 Le

arne

rshi

ps

-52

Man

agem

ent

Trai

n-ee

s -13

3 P

rogr

amm

e A

rtis

ans

1 06

7 b

enefi

-ci

arie

s p

artic

-ip

atin

g in

the

D

PW

ski

lls

dev

elop

men

t p

rogr

amm

e

1 07

5 b

enefi

cia-

ries

par

ticip

atin

g in

the

DP

W s

kills

d

evel

opm

ent

pro

gram

me

-Yo

ung

Pro

fes-

sion

als:

104

-In

tern

s: 1

99

-Le

arne

rshi

ps:

39

6 -M

anag

emen

t Tr

aine

es: 4

3 -P

rogr

amm

e A

rtis

ans:

100

-B

ursa

ry P

ro-

gram

me:

233

520

ben

efici

arie

s p

artic

ipat

ing

in

the

DP

W s

kills

d

evel

opm

ent

pro

gram

me

-Yo

ung

Pro

fes-

sion

als:

104

-In

tern

s: 5

0 -Le

arne

rshi

ps:

12

0 -M

anag

emen

t Tr

aine

es: 0

-P

rogr

amm

e A

rtis

ans:

100

-B

ursa

ry P

ro-

gram

me:

146

350

ben

efici

arie

s p

artic

ipat

ing

in

the

DP

W s

kills

d

evel

opm

ent

pro

gram

me

-Yo

ung

Pro

fes-

sion

als:

54

-In

tern

s: 5

0 -Le

arne

rshi

ps:

0 -M

anag

emen

t Tr

aine

es: 0

-P

rogr

amm

e A

rtis

ans:

100

-B

ursa

ry P

ro-

gram

me:

146

S

trat

egic

Ob

ject

ive:

To

intr

od

uce

Ass

et M

anag

emen

t To

ols

tha

t en

able

est

ablis

hmen

t o

f in

stit

utio

nal c

apac

ity

to m

anag

e th

e p

ublic

infr

astr

uctu

re

pro

gra

mm

e(s)

6.N

umb

er o

f Ass

et

Man

agem

ent

Ser

vice

too

ls a

p-

pro

ved

(with

in t

he

diff

eren

t G

IAM

A

pha

ses)

--

--

2 A

sset

Man

-ag

emen

t S

ervi

ce

tool

s ap

pro

ved

fo

r th

e ac

qui

si-

tion

pha

se

2 A

sset

Man

-ag

emen

t S

ervi

ce

tool

s ap

pro

ved

fo

r th

e op

era-

tions

pha

se

1 A

sset

Man

-ag

emen

t S

ervi

ce

tool

s ap

pro

ved

fo

r th

e co

nstr

uc-

tion

pha

se


8.2.

3 P

RO

GR

AM

ME

2: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D Q

UA

RT

ER

LY T

AR

GE

TS

FO

R 2

017/

18

Tabl

e 26

: Per

form

ance

indi

cato

rs a

nd q

uart

erly

targ

ets

for 2

017/

18

Prog

ram

me

Perf

orm

ance

Indi

cato

rs

Perf

orm

ance

Indi

cato

rRe

port

ing

perio

dAn

nual

Tar

get 2

017/

18Qu

arte

rly T

arge

ts

1st2nd

3rd4th

1.N

umb

er o

f per

form

ance

re

view

rep

orts

for

the

Sec

tor

Pro

gram

me

of

Act

ion

pre

sent

ed t

o M

inM

ec

Bi a

nnua

l2

per

form

ance

rev

iew

re

por

ts fo

r th

e 20

17/1

8 S

ecto

r P

rogr

amm

e of

Act

ion

pre

sent

ed t

o M

inM

ec

-1

per

form

ance

re

view

rep

orts

for

the

2017

/18

Sec

-to

r P

rogr

amm

e of

A

ctio

n p

rese

nted

to

Min

Mec

-1

per

form

ance

rev

iew

rep

orts

fo

r th

e 20

17/1

8 S

ecto

r P

ro-

gram

me

of A

ctio

n p

rese

nted

to

Min

Mec

2.N

umb

er o

f agr

eem

ents

si

gned

for

join

t se

rvic

e d

eliv

ery

with

Pro

vinc

es

and

Mun

icip

aliti

es

Qua

rter

ly20

agr

eem

ents

sig

ned

for

join

t se

rvic

e d

eliv

ery

with

P

rovi

nces

and

Mun

icip

aliti

es

5 ag

reem

ents

si

gned

for

join

t se

rvic

e d

eliv

ery

with

Pro

vinc

es

and

Mun

icip

aliti

es

5 ag

reem

ents

si

gned

for

join

t se

rvic

e d

eliv

ery

with

Pro

vinc

es a

nd

Mun

icip

aliti

es

5 ag

reem

ents

si

gned

for

join

t se

rvic

e d

eliv

ery

with

Pro

vinc

es a

nd

Mun

icip

aliti

es

5 ag

reem

ents

sig

ned

for

join

t se

rvic

e d

eliv

ery

with

Pro

vinc

es

and

Mun

icip

aliti

es

3.N

umb

er o

f rev

iew

s co

n-d

ucte

d o

n th

e in

terg

ov-

ernm

enta

l gov

erna

nce

stru

ctur

es

Ann

ual

2 re

view

s co

nduc

ted

on

the

inte

rgov

ernm

enta

l gov

er-

nanc

e st

ruct

ures

--

-2

revi

ews

cond

ucte

d o

n th

e in

terg

over

nmen

tal g

over

nanc

e st

ruct

ures

4.N

umb

er o

f Pol

icy

Fram

ewor

ks d

evel

oped

fo

r th

e P

ublic

Wor

ks

Sec

tor

Ann

ual

2 S

ecto

r P

olic

y Fr

amew

orks

d

evel

oped

for

the

Pub

lic

Wor

ks S

ecto

r -M

aint

enan

ce F

ram

ewor

k -In

stitu

tiona

l Fra

mew

orks

on

Sm

all H

arb

ours

--

-2

Sec

tor

Pol

icy

Fram

ewor

ks

dev

elop

ed fo

r th

e P

ublic

W

orks

Sec

tor

5N

umb

er o

f ben

efici

arie

s p

artic

ipat

ing

in D

PW

sk

ills

dev

elop

men

t p

ro-

gram

me

Ann

ual

1 07

5 b

enefi

ciar

ies

par

tic-

ipat

ing

in t

he D

PW

ski

lls

dev

elop

men

t p

rogr

amm

e -Yo

ung

Pro

fess

iona

ls: 1

04 -In

tern

s: 1

99

-Le

arne

rshi

ps:

396

-M

anag

emen

t Tr

aine

es: 4

3 -P

rogr

amm

e A

rtis

ans:

100

-B

ursa

ry P

rogr

amm

e: 2

33

--

-1

075

ben

efici

arie

s p

artic

ipat

-in

g in

the

DP

W s

kills

dev

elop

-m

ent

pro

gram

me

-Yo

ung

Pro

fess

iona

ls: 1

04 -In

tern

s: 1

99

-Le

arne

rshi

ps:

396

-M

anag

emen

t Tr

aine

es: 4

3 -P

rogr

amm

e A

rtis

ans:

100

-B

ursa

ry P

rogr

amm

e: 2

336.

Num

ber

of A

sset

Man

-ag

emen

t S

ervi

ce t

ools

ap

pro

ved

(with

in t

he

diff

eren

t G

IAM

A p

hase

s)

Qua

rter

ly2

Ass

et M

anag

emen

t S

er-

vice

too

ls a

pp

rove

d fo

r th

e ac

qui

sitio

n p

hase

--

1 A

sset

Man

age-

men

t S

ervi

ce t

ool

for

cons

truc

tion

app

rove

d

1 A

sset

Man

agem

ent

Ser

vice

to

ol fo

r p

rop

erty

man

agem

ent

app

rove

d.


8.2.

4 R

EC

ON

CIL

ING

PE

RFO

RM

AN

CE

TA

RG

ET

S W

ITH

TH

E B

UD

GE

T A

ND

MT

EF

Tabl

e 27

: Exp

endi

ture

est

imat

es fo

r Pro

gram

me

2: In

terg

over

nmen

tal C

oord

inat

ion

Prog

ram

mes

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Mon

itorin

g, E

valu

atio

n an

d R

epor

ting

11

274

17

928

34

186

14

903

14

026

15

000

16

055

Inte

rgov

ernm

enta

l Rel

atio

ns a

nd C

oord

inat

ion

7 6

06

8 7

91

10

561

13

736

46

204

50

040

53

208

Tota

l 1

8 88

0 2

6 71

9 4

4 74

7 2

8 63

9 6

0 23

0 6

5 04

0 6

9 26

3

Econ

omic

cla

ssifi

catio

nAu

dite

d ou

tcom

eAd

just

ed

appr

opria

tion

Med

ium

-ter

m e

xpen

ditu

re e

stim

ate

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Cur

rent

pay

men

ts 1

8 78

7 2

6 29

3 3

1 89

2 2

6 33

9 5

4 35

5 5

9 16

5 6

3 10

8 C

omp

ensa

tion

of e

mp

loye

es 1

4 83

6 2

1 66

3 2

5 89

7 2

0 28

1 3

9 27

3 4

3 01

5 4

6 06

6 S

alar

ies

and

wag

es 1

2 75

9 1

8 96

4 2

3 14

3 1

7 19

0 3

4 12

7 3

7 39

6 4

0 04

6 S

ocia

l con

trib

utio

ns 2

077

2

699

2

754

3

091

5

146

5

619

6

020

G

ood

s an

d s

ervi

ces

3 9

51

4 6

30

5 9

95

6 0

58

15

082

16

150

17

042

Ad

vert

isin

g 3

6 2

34

176

2

95

313

3

29

347

M

inor

Ass

ets

1

166

4

8 7

0 1

78

193

2

08

Cat

erin

g: D

epar

tmen

tal a

ctiv

ities

49

116

1

39

155

1

64

173

1

83

Com

mun

icat

ion

(G&

S)

200

2

04

231

5

00

605

7

10

755

C

omp

uter

ser

vice

s 2

40

50

49

350

3

70

391

4

13

Con

sulta

nts:

Bus

ines

s an

d a

dvi

sory

ser

vice

s 1

41

617

1

431

3

65

470

5

28

557

C

ontr

acto

rs -

9

6 -

-

- -

- A

genc

y an

d s

upp

ort/

outs

ourc

ed s

ervi

ces

-

-

-

1 0

50

6 4

51

6 7

14

6 8

76

Ent

erta

inm

ent

28

12

13

60

60

64

68

Flee

t se

rvic

es (i

nclu

din

g go

vern

men

t m

otor

tr

ansp

ort)

4

10

18

10

11

12

13

Con

sum

able

sup

plie

s -

1

5 1

3 1

25

175

1

87

199

C

onsu

mab

les:

Sta

tione

ry, p

rintin

g an

d o

ffice

su

pp

lies

296

7

85

491

4

37

417

3

91

415

Op

erat

ing

leas

es 2

-

6

2

00

355

5

16

628

R

enta

l and

hiri

ng 1

5 -

-

-

-

-

Pro

per

ty p

aym

ents

-

2

-

-

-

-

Tr

avel

and

sub

sist

ence

1 0

71

1 3

65

1 8

46

1 2

02

3 2

46

3 3

41

3 5

28


Econ

omic

cla

ssifi

catio

nAu

dite

d ou

tcom

eAd

just

ed

appr

opria

tion

Med

ium

-ter

m e

xpen

ditu

re e

stim

ate

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Trai

ning

and

dev

elop

men

t -

-

4

00

20

998

1

063

1

143

O

per

atin

g p

aym

ents

1 2

12

754

7

52

750

8

72

1 1

03

1 2

48

Venu

es a

nd fa

cilit

ies

656

2

04

382

4

69

397

4

35

461

Tr

ansf

ers

and

sub

sid

ies

-

29

4

300

5

150

5

150

5

430

H

ouse

hold

s -

2

9 4

3

00

5 1

50

5 1

50

5 4

30

Soc

ial b

enefi

ts -

2

9 4

3

00

150

1

50

150

O

ther

tra

nsfe

rs t

o ho

useh

old

s-

- -

- 5

000

5

000

5

280

P

aym

ents

for

cap

ital a

sset

s 9

3 3

97

528

2

000

7

25

725

7

25

Mac

hine

ry a

nd e

qui

pm

ent

93

397

5

28

2 0

00

725

7

25

725

O

ther

mac

hine

ry a

nd e

qui

pm

ent

93

397

5

28

2 0

00

725

7

25

725

P

aym

ents

fo

r fi

nanc

ial a

sset

s -

-

1

2 32

3 -

-

-

-

Tota

l 1

8 88

0 2

6 71

9 4

4 74

7 2

8 63

9 6

0 23

0 6

5 04

0 6

9 26

3

8.2.

5 P

ER

FOR

MA

NC

E A

ND

EX

PE

ND

ITU

RE

TR

EN

DS

FO

R P

RO

GR

AM

ME

2

The

spen

din

g fo

cus

over

the

med

ium

-ter

m w

ill b

e on

imp

rovi

ng c

oop

erat

ive

gove

rnan

ce a

cros

s th

e th

ree

sphe

res

of G

over

nmen

t in

par

tner

ship

with

rel

evan

t S

tate

Ent

ities

and

ens

urin

g in

tegr

ated

pla

nnin

g an

d im

ple

men

tatio

n of

iden

tified

pub

lic w

orks

sec

tor

prio

ritie

s.

The

aver

age

grow

th in

the

allo

catio

n to

the

pro

gram

me

over

the

med

ium

ter

m p

erio

d is

30.

1 p

er c

ent,

and

the

incr

ease

is m

ainl

y d

ue t

o th

e op

erat

iona

lisat

ion

of a

ded

icat

ed P

rofe

ssio

nal S

ervi

ces

func

tion

in th

e D

epar

tmen

t. T

he b

ulk

of th

e ex

pen

ditu

re in

this

pro

gram

me

is s

pen

t tow

ard

s co

mp

ensa

tion

of e

mp

loye

es

as w

ell a

s go

ods

and

ser

vice

s. T

he in

crea

se is

bei

ng fi

nanc

ed t

hrou

gh t

he r

eprio

ritis

atio

n of

fun

ds

from

Pro

gram

me

1. T

he D

epar

tmen

t ha

s p

riorit

ised

the

op

erat

iona

lisat

ion

of t

he P

rofe

ssio

nal S

ervi

ces

func

tion

to g

ive

effe

ct t

o th

e m

and

ate

to c

reat

e te

chni

cal c

apac

ity f

or t

he S

tate

in t

he b

uilt

envi

ronm

ent.

The

m

and

ate

of P

rofe

ssio

nal S

ervi

ces

is a

ligne

d t

o C

hap

ter

9 of

the

Nat

iona

l Dev

elop

men

t P

lan

and

Out

com

e 5

in t

he M

ediu

m T

erm

Str

ateg

ic F

ram

ewor

k. T

he

Pro

fess

iona

ls S

ervi

ces

func

tion

cons

ists

of t

wo

mai

n w

orks

trea

ms

that

see

k to

ens

ure:

§C

oher

ent

cons

olid

atio

n, d

evel

opm

ent

and

man

agem

ent

of t

he b

uilt

envi

ronm

ent

skill

s p

ipel

ine

with

bot

h S

tate

and

non

-sta

te s

take

hold

ers

and

§B

uild

ing

of in

stitu

tiona

l Sta

te c

apac

ity.

The

Dep

artm

ent

will

pro

vid

e co

ntin

ued

sup

por

t an

d g

uid

ance

to

the

pub

lic w

orks

sec

tor

in t

erm

s of

pla

nnin

g an

d c

oord

inat

ion

of c

oncu

rren

t fu

nctio

ns.

The

Dep

artm

ent

will

als

o es

tab

lish

mon

itorin

g m

echa

nism

s to

ad

dre

ss t

he n

egat

ive

sect

or a

udit

outc

omes

to

imp

rove

per

form

ance

in t

he m

ediu

m-t

erm

.


8.3

Pro

gra

mm

e 3

: E

xpan

ded

Pu

blic

Work

s P

rogra

mm

e

Purp

ose

of th

e pr

ogra

mm

e: C

oord

inat

e th

e im

ple

men

tatio

n of

the

exp

and

ed p

ublic

wor

ks p

rogr

amm

e w

hich

aim

s to

cre

ate

wor

k op

por

tuni

ties

and

pro

vid

e tr

aini

ng

for

unsk

illed

, mar

gina

lised

and

une

mp

loye

d p

eop

le in

Sou

th A

fric

a.

8.3.

1 P

RO

GR

AM

ME

3: S

TR

AT

EG

IC O

BJE

CT

IVE

S A

ND

ME

DIU

M-T

ER

M T

AR

GE

TS

FO

R 2

017/

18 T

O 2

019/

20

Tabl

e 28

: St

rate

gic

obje

ctiv

es a

nd m

ediu

m te

rm ta

rget

s fo

r 201

7/18

– 2

019/

20

Stra

tegi

c Ob

ject

ive

Stra

tegi

c Pl

an

Targ

et (5

yea

r ta

rget

)

Actu

al P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

20

16/1

7

Med

ium

-Ter

m T

arge

ts

2014

/15

2013

/14

2015

/16

2017

/18

2018

/19

2019

/20

1.To

mon

itor

and

ev

alua

te t

he

imp

lem

enta

tion

of

PE

Ps

with

in t

he

EP

WP.

5 A

nnua

l Pro

g-re

ss R

epor

ts

on P

EP

s w

ithin

E

PW

P P

hase

III

com

ple

ted

EP

WP

Pha

se II

re

por

t co

m-

ple

ted

_1

Ann

ual P

rog-

ress

Rep

ort

com

ple

ted

on

PE

Ps

with

in

the

EP

WP

for

2014

/15

1 A

nnua

l Pro

g-re

ss R

epor

t co

mp

lete

d o

n P

EP

s w

ithin

th

e E

PW

P fo

r 20

15/1

6

1 A

nnua

l Pro

g-re

ss R

epor

t co

mp

lete

d o

n P

EP

s w

ithin

th

e E

PW

P fo

r 20

16/1

7

1 A

nnua

l Pro

g-re

ss R

epor

t co

mp

lete

d o

n P

EP

s w

ithin

th

e E

PW

P fo

r 20

17/1

8

1 A

nnua

l Pro

g-re

ss R

epor

t co

mp

lete

d o

n P

EP

s w

ithin

th

e E

PW

P fo

r 20

18/1

92.

To s

upp

ort

NP

Os

to im

ple

men

t P

EP

s w

ithin

E

PW

P in

the

Non

-S

tate

Sec

tor

300

NP

Os

pro

-vi

din

g se

rvic

es

to c

omm

uni-

ties

as p

er t

he

EP

WP

prin

ci-

ple

s

__

300

NP

Os

pro

-vi

din

g se

rvic

es

to c

omm

uniti

es

as p

er t

he E

PW

P

prin

cip

les.

300

NP

Os

pro

-vi

din

g se

rvic

es

to c

omm

uniti

es

as p

er t

he E

PW

P

prin

cip

les

350

NP

Os

pro

-vi

din

g se

rvic

es

to c

omm

uniti

es

as p

er t

he E

PW

P

prin

cip

les

400

NP

Os

pro

-vi

din

g se

rvic

es

to c

omm

uniti

es

as p

er t

he E

PW

P

prin

cip

les.

400

NP

Os

pro

-vi

din

g se

rvic

es

to c

omm

uniti

es

as p

er t

he E

PW

P

prin

cip

les

3.To

sup

por

t p

ublic

b

odie

s to

imp

le-

men

t P

EP

s w

ithin

E

PW

P in

the

Infr

a-st

ruct

ure,

Soc

ial

and

Env

ironm

ent

and

Cul

ture

Sec

-to

rs

290

Pub

lic

bod

ies

imp

le-

men

ting

EP

WP

p

roje

cts

as p

er

EP

WP

req

uire

-m

ents

__

280

Pub

lic b

od-

ies

imp

lem

entin

g E

PW

P p

roje

cts

as p

er E

PW

P

req

uire

men

ts.

280

Pub

lic b

od-

ies

imp

lem

entin

g E

PW

P p

roje

cts

as p

er E

PW

P

req

uire

men

ts

290

Pub

lic b

od-

ies

imp

lem

entin

g E

PW

P p

roje

cts

as p

er E

PW

P

req

uire

men

ts

290

Pub

lic b

od-

ies

imp

lem

entin

g E

PW

P p

roje

cts

as p

er E

PW

P

req

uire

men

ts

290

Pub

lic b

od-

ies

imp

lem

entin

g E

PW

P p

roje

cts

as p

er E

PW

P

req

uire

men

ts

4.To

pro

vid

e st

ra-

tegi

c gu

idan

ce

on s

ecto

r co

nver

-ge

nce

thro

ugh

the

dev

elop

men

t of

im

ple

men

tatio

n fr

amew

ork

3 P

roje

cts

imp

lem

ent-

ed b

y p

ublic

b

odie

s as

p

er a

pp

rove

d

Fram

ewor

k.

__

_-

1 P

roje

ct im

-p

lem

ente

d b

y a

pub

lic b

ody

as

per

ap

pro

ved

Fr

amew

ork.

1 P

roje

ct im

-p

lem

ente

d b

y a

pub

lic b

ody

as

per

ap

pro

ved

Fr

amew

ork.

1 P

roje

ct im

-p

lem

ente

d b

y a

pub

lic b

ody

as

per

ap

pro

ved

Fr

amew

ork.


8.3.

2 P

RO

GR

AM

ME

3: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D M

ED

IUM

-TE

RM

TA

RG

ET

S F

OR

201

7/18

TO

201

9/20

Tabl

e 29

: Pro

gram

me

perf

orm

ance

indi

cato

rs a

nd m

ediu

m te

rm ta

rget

s fo

r 201

7/18

– 2

019/

20

Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce 2

016/

17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

Co

nso

lidat

ed In

dic

ato

rsS

trat

egic

Ob

ject

ive:

To

mo

nito

r an

d e

valu

ate

the

imp

lem

enta

tio

n o

f P

EP

s w

ithi

n th

e E

PW

P.1.

Num

ber

of w

ork

opp

ortu

ni-

ties

rep

orte

d in

the

EP

WP

-RS

b

y p

ublic

bod

ies

1 01

2 66

5 va

lidat

ed w

ork

opp

ortu

nitie

s re

por

ted

.

1 10

3 98

3 va

lidat

ed w

ork

opp

ortu

nitie

s re

por

ted

.

741

540

valid

at-

ed w

ork

opp

or-

tuni

ties

rep

orte

d.

1 34

3 15

4 w

ork

op-

por

tuni

ties

rep

orte

d

in t

he E

PW

P-R

S b

y p

ublic

bod

ies.

1 40

6 73

6 w

ork

opp

ortu

nitie

s re

por

ted

in t

he

EP

WP

-RS

by

pub

lic b

odie

s.

1 45

5 84

0 w

ork

opp

ortu

nitie

s re

por

ted

in t

he

EP

WP

-RS

by

pub

lic b

odie

s.

1 45

5 00

0 w

ork

opp

ortu

nitie

s re

por

ted

in t

he

EP

WP

-RS

by

pub

lic b

odie

s.2.

Per

cent

age

EP

WP

par

tici-

pat

ion

amon

g d

esig

nate

d

grou

ps

(wom

en, y

outh

and

p

erso

ns w

ith d

isab

ilitie

s)

rep

orte

d o

n th

e E

PW

P-R

S b

y p

ublic

bod

ies

49%

You

th

(496

205

)

61%

Wom

en

(617

725

)

0.98

% p

erso

ns

with

dis

abili

ties

(9 9

24)

51%

You

th (5

63

031)

63%

Wom

en (6

95

509)

0.71

% p

erso

ns

with

dis

abili

ties

(7 8

38)

45.9

4% Y

outh

(3

40 6

63)

68.5

2% W

omen

(5

08 1

03)

1.68

% p

erso

ns

with

dis

abili

ties

(12

457)

55%

You

th (7

38

735)

55%

Wom

en (7

38

735)

2% p

erso

ns w

ith

dis

abili

ties

(26

863)

55%

You

th

55%

Wom

en

2% p

erso

ns

with

dis

abili

ties

55%

You

th

55%

Wom

en

2% p

erso

ns

with

dis

abili

ties

55%

You

th

55%

Wom

en

2% p

erso

ns

with

dis

abili

ties

3.N

umb

er o

f dat

a q

ualit

y as

-se

ssm

ent

rep

orts

pro

duc

ed.

__

_2

dat

a q

ualit

y as

sess

men

t re

por

ts

pro

duc

ed.

2 d

ata

qua

lity

asse

ssm

ent

re-

por

ts p

rod

uced

.

2 d

ata

qua

lity

asse

ssm

ent

rep

orts

pro

-d

uced

.

2 d

ata

qua

lity

asse

ssm

ent

rep

orts

pro

-d

uced

Str

ateg

ic O

bje

ctiv

e: T

o s

upp

ort

NP

Os

to im

ple

men

t P

EP

s w

ithi

n E

PW

P in

the

No

n-S

tate

Sec

tor

4.N

umb

er o

f con

trac

ted

Non

P

rofit

Org

anis

atio

ns (N

PO

s)

to im

ple

men

t th

e N

on-S

tate

S

ecto

r (N

SS

): N

on P

rofit

O

rgan

isat

ions

Pro

gram

me

sup

por

ted

.

329

NP

Os

con-

trac

ted

.30

0 N

PO

s co

n-tr

acte

d.

396

NP

Os

con-

trac

ted

.30

0 N

PO

s co

ntra

ct-

ed.

350

cont

ract

ed

NP

Os

sup

por

t-ed

.

400

cont

ract

ed

NP

Os

sup

por

t-ed

.

400

cont

ract

ed

NP

Os

sup

por

t-ed

.

Str

ateg

ic O

bje

ctiv

e: T

o s

upp

ort

pub

lic b

od

ies

to im

ple

men

t P

EP

s w

ithi

n E

PW

P in

the

Infr

astr

uctu

re, S

oci

al a

nd E

nvir

onm

ent

and

Cul

ture

Sec

tors

5.N

umb

er o

f pub

lic b

odie

s p

ro-

vid

ed w

ith t

echn

ical

sup

por

t.27

1 m

unic

ipal

-iti

es p

rovi

ded

w

ith t

echn

ical

su

pp

ort.

274

mun

icip

al-

ities

pro

vid

ed

with

tec

hnic

al

sup

por

t.

278

mun

icip

al-

ities

pro

vid

ed

with

tec

hnic

al

sup

por

t.

290

pub

lic b

odie

s p

rovi

ded

with

tec

h-ni

cal s

upp

ort.

290

pub

lic

bod

ies

pro

vid

ed

with

tec

hnic

al

sup

por

t.

290

pub

lic

bod

ies

pro

vid

-ed

with

tec

hni-

cal s

upp

ort.

290

pub

lic

bod

ies

pro

vid

-ed

with

tec

hni-

cal s

upp

ort.

Str

ateg

ic O

bje

ctiv

e: T

o p

rovi

de

stra

teg

ic g

uid

ance

on

sect

or

conv

erg

ence

thr

oug

h th

e d

evel

op

men

t o

f im

ple

men

tati

on

fram

ewo

rk6.

Num

ber

of f

ram

ewor

ks o

n se

ctor

con

verg

ence

ap

-p

rove

d.

--

-1

Fram

ewor

k ap

-p

rove

d (R

ecru

itmen

t gu

idel

ines

on

EP

WP

P

artic

ipan

ts).

1 Fr

amew

ork

app

rove

d (A

udit

guid

elin

es).

1 Fr

amew

ork

app

rove

d.

1 Fr

amew

ork

app

rove

d.


8.3.

3 P

RO

GR

AM

ME

3: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D Q

UA

RT

ER

LY T

AR

GE

TS

FO

R 2

017/

18

Tabl

e 30

: Per

form

ance

indi

cato

rs a

nd q

uart

erly

targ

ets

for 2

017/

18

Perf

orm

ance

Indi

cato

rRe

port

ing

perio

dAn

nual

Tar

get

2017

/18

Quar

terly

Tar

gets

1st2nd

3rd4th

Co

nso

lidat

ed In

dic

ato

rs1.

Num

ber

of w

ork

opp

ortu

nitie

s re

por

ted

in t

he E

PW

P-R

S b

y p

ublic

bod

ies

Qua

rter

ly

(Cum

ulat

ive)

1 40

6 73

6 w

ork

op-

por

tuni

ties

rep

orte

d

in t

he E

PW

P-R

S b

y p

ublic

bod

ies.

250

000

wor

k op

-p

ortu

nitie

s re

por

ted

in

the

EP

WP

-RS

by

pub

lic b

odie

s.

650

000

wor

k op

por

-tu

nitie

s re

por

ted

in

the

EP

WP

-RS

by

pub

lic b

odie

s.

950

000

wor

k op

-p

ortu

nitie

s re

por

ted

in

the

EP

WP

-RS

by

pub

lic b

odie

s.

1 40

6 73

6 w

ork

op-

por

tuni

ties

rep

orte

d

in t

he E

PW

P-R

S b

y p

ublic

bod

ies.

2.P

erce

ntag

e E

PW

P p

artic

i-p

atio

n am

ong

des

igna

ted

gr

oup

s (w

omen

, you

th a

nd

per

sons

with

dis

abili

ties)

re

por

ted

on

the

EP

WP

RS

by

pub

lic b

odie

s

Qua

rter

ly

(Cum

ulat

ive)

55

% Y

outh

55

% W

omen

) 2%

per

sons

with

d

isab

ilitie

s

55%

You

th

55%

Wom

en)

2% p

erso

ns w

ith

dis

abili

ties

55%

You

th

55%

Wom

en)

2% p

erso

ns w

ith

dis

abili

ties

55%

You

th

55%

Wom

en)

2% p

erso

ns w

ith

dis

abili

ties

55%

You

th

55%

Wom

en)

2% p

erso

ns w

ith

dis

abili

ties

Pro

gra

mm

e P

erfo

rman

ce In

dic

ato

rs3.

Num

ber

of d

ata

qua

lity

as-

sess

men

t re

por

ts p

rod

uced

.B

i-an

nual

(Cum

ulat

ive)

2 d

ata

qua

lity

asse

ssm

ent

rep

orts

p

rod

uced

.

-1

dat

a q

ualit

y as

sess

men

t re

por

t p

rod

uced

.

-2

dat

a q

ualit

y as

sess

men

t re

por

ts

pro

duc

ed.

4.N

umb

er o

f con

trac

ted

Non

P

rofit

Org

anis

atio

ns (N

PO

s)

to im

ple

men

t th

e N

on-S

tate

S

ecto

r (N

SS

): N

PO

Pro

-gr

amm

e su

pp

orte

d.

Qua

rter

ly

(Cum

ulat

ive)

350

cont

ract

ed

NP

Os

sup

por

ted

.-

350

cont

ract

ed

NP

Os

sup

por

ted

.35

0 co

ntra

cted

N

PO

s su

pp

orte

d.

350

cont

ract

ed

NP

Os

sup

por

ted

.

5.N

umb

er o

f pub

lic b

odie

s p

ro-

vid

ed w

ith t

echn

ical

sup

por

t.B

i-an

nual

(Cum

ulat

ive)

290

pub

lic b

odie

s p

rovi

ded

with

tec

h-ni

cal s

upp

ort.

-20

0 p

ublic

bod

ies

pro

vid

ed w

ith t

ech-

nica

l sup

por

t

-29

0 p

ublic

bod

ies

pro

vid

ed w

ith t

ech-

nica

l sup

por

t6.

Num

ber

of f

ram

ewor

ks o

n se

ctor

con

verg

ence

ap

pro

ved

Bi-

annu

al

(Cum

ulat

ive)

1 Fr

amew

ork

app

rove

d (A

udit

guid

elin

es).

-D

raft

fram

ewor

k d

evel

oped

for

con-

sulta

tion

-1

Fram

ewor

k ap

-p

rove

d.


8.3.

4 R

EC

ON

CIL

ING

PE

RFO

RM

AN

CE

TA

RG

ET

S W

ITH

TH

E B

UD

GE

T A

ND

MT

EF

Tabl

e 31

: Exp

endi

ture

est

imat

es fo

r Pro

gram

me

3: E

xpan

ded

Publ

ic W

orks

Pro

gram

me

Prog

ram

mes

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Exp

and

ed P

ublic

Wor

ks P

rogr

amm

e M

onito

ring

and

Eva

luat

ion

63

808

66

581

63

541

81

085

70

135

65

107

70

827

Exp

and

ed P

ublic

Wor

ks P

rogr

amm

e In

fras

truc

-tu

re 1

039

386

1

034

985

1

016

075

1

166

222

1

191

281

1

242

795

1

337

669

Exp

and

ed P

ublic

Wor

ks P

rogr

amm

e O

per

atio

ns 7

27 6

57

781

107

7

99 2

13

1 0

08 3

79

1 0

77 0

92

1 1

48 6

75

1 2

13 4

34

Exp

and

ed P

ublic

Wor

ks P

rogr

amm

e P

artn

er-

ship

Sup

por

t 1

00 8

39

42

907

57

273

56

504

68

539

69

155

73

620

Exp

and

ed P

ublic

Wor

ks P

rogr

amm

e P

ublic

E

mp

loym

ent

Coo

rdin

atin

g C

omm

issi

on -

-

3

807

7

310

7

536

7

494

8

035

Tota

l 1

931

690

1

925

580

1

939

909

2

319

500

2

414

583

2

533

226

2

703

585

Econ

omic

cla

ssifi

catio

n

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Cur

rent

pay

men

ts 2

70 2

57

245

781

2

63 3

09

290

933

3

15 2

90

316

797

3

40 2

45

Com

pen

satio

n of

em

plo

yees

108

310

1

12 4

25

133

953

1

54 7

48

156

379

1

63 2

07

175

631

S

alar

ies

and

wag

es 9

6 01

8 9

9 66

3 1

19 2

75

137

726

1

39 6

43

143

506

1

54 4

30

Soc

ial c

ontr

ibut

ions

12

292

12

762

14

678

17

022

16

736

19

701

21

201

Goo

ds

and

ser

vice

s 1

61 9

47

133

356

1

29 3

56

136

185

1

58 9

11

153

590

1

64 6

14

Ad

min

istr

ativ

e fe

es 6

0 -

-

-

-

-

-

A

dve

rtis

ing

7 0

90

4 5

26

3 2

12

4 8

03

5 0

38

5 3

33

5 6

32

Min

or A

sset

s 2

71

197

3

26

201

2

12

224

2

37

Cat

erin

g: D

epar

tmen

tal a

ctiv

ities

515

2

50

731

2

47

259

2

72

286

C

omm

unic

atio

n (G

&S

) 1

261

1

291

1

059

1

415

1

484

1

572

1

661

C

omp

uter

ser

vice

s 4

99

208

2

91

154

1

58

167

1

76

Con

sulta

nts:

Bus

ines

s an

d a

dvi

sory

ser

vice

s 7

5 70

9 7

754

7

94

2 1

46

12

733

13

472

14

226

Infr

astr

uctu

re a

nd p

lann

ing

serv

ices

9 4

27

15

958

25

340

19

442

9 8

99

10

473

11

059

Con

trac

tors

1 2

48

656

2

46

554

1

418

6

11

645

A

genc

y an

d s

upp

ort/

outs

ourc

ed s

ervi

ces

32

998

76

963

73

967

83

812

103

254

9

7 70

7 1

05 6

04

Ent

erta

inm

ent

118

3

8 4

4 7

5 7

9 8

3 8

7 Fl

eet

serv

ices

(inc

lud

ing

gove

rnm

ent

mot

or

tran

spor

t) 1

147

3

02

230

3

11

321

3

41

359


Econ

omic

cla

ssifi

catio

n

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Con

sum

able

sup

plie

s 7

91

661

2

91

677

7

15

758

8

00

Con

sum

able

s: S

tatio

nery

, prin

ting

and

offi

ce

sup

plie

s 1

313

1

618

1

665

1

929

2

046

2

162

2

283

Op

erat

ing

leas

es 1

00

236

5

82

221

2

34

247

2

61

Ren

tal a

nd h

iring

524

6

0 2

41

421

4

40

466

4

92

Tran

spor

t p

rovi

ded

: Dep

artm

enta

l act

ivity

-

5 3

14

-

-

-

-

Tr

avel

and

sub

sist

ence

24

887

13

607

18

240

16

992

17

517

16

417

17

337

Trai

ning

and

dev

elop

men

t 3

55

464

7

3 1

81

191

2

02

213

O

per

atin

g p

aym

ents

853

1

612

4

55

1 0

85

1 1

47

1 2

13

1 2

82

Venu

es a

nd fa

cilit

ies

2 7

81

1 6

41

1 5

69

1 5

19

1 7

66

1 8

70

1 9

74

Tran

sfer

s an

d s

ubsi

die

s 1

659

895

1

677

903

1

674

424

2

026

079

2

096

681

2

213

665

2

360

577

P

rovi

nces

and

mun

icip

aliti

es 1

221

441

1

200

251

1

139

395

1

425

662

1

472

609

1

553

329

1

663

263

P

rovi

nces

610

167

6

05 6

76

551

710

7

61 6

71

781

162

8

23 9

84

882

298

P

rovi

ncia

l age

ncie

s an

d fu

nds

610

167

6

05 6

76

551

710

7

61 6

71

781

162

8

23 9

84

882

298

M

unic

ipal

ities

611

274

5

94 5

75

587

685

6

63 9

91

691

447

7

29 3

45

780

965

M

unic

ipal

age

ncie

s an

d fu

nds

611

274

5

94 5

75

587

685

6

63 9

91

691

447

7

29 3

45

780

965

N

on-p

rofit

inst

itutio

ns 4

38 2

81

477

481

5

34 8

16

600

257

6

23 9

04

660

158

6

97 1

26

Hou

seho

lds

173

1

71

213

1

60

168

1

78

188

S

ocia

l ben

efits

173

1

71

213

1

60

168

1

78

188

P

aym

ents

fo

r ca

pit

al a

sset

s 1

538

1

803

2

176

2

488

2

612

2

764

2

763

M

achi

nery

and

eq

uip

men

t 1

538

1

803

2

176

2

488

2

612

2

764

2

763

Tr

ansp

ort

equi

pm

ent

5

-

31

-

-

-

O

ther

mac

hine

ry a

nd e

qui

pm

ent

1 5

33

1 8

03

2 1

45

2 4

88

2 6

12

2 7

64

2 7

63

Pay

men

ts f

or

fina

ncia

l ass

ets

-

93

-

-

-

-

-

Tota

l 1

931

690

1

925

580

1

939

909

2

319

500

2

414

583

2

533

226

2

703

585

8.3.

5 P

ER

FOR

MA

NC

E A

ND

EX

PE

ND

ITU

RE

TR

EN

DS

FO

R P

RO

GR

AM

ME

3

The

spen

din

g fo

cus

over

the

med

ium

-ter

m w

ill b

e on

coo

rdin

atin

g th

e im

ple

men

tatio

n of

the

Exp

and

ed P

ublic

Wor

ks P

rogr

amm

e w

hich

aim

s to

cre

ate

wor

k op

por

-tu

nitie

s an

d p

rovi

de

inco

me

sup

por

t to

poo

r an

d u

nem

plo

yed

thr

ough

the

use

of

lab

our

inte

nsiv

e m

etho

ds.

The

bul

k of

the

pro

gram

me’

s b

udge

t go

es t

owar

ds

the

pay

men

t for

per

form

ance

bas

ed in

cent

ives

to e

ligib

le P

rovi

nces

, Mun

icip

aliti

es a

nd n

on-p

rofit

org

anis

atio

ns to

ince

ntiv

ise

them

to in

crea

se jo

b c

reat

ion

effo

rts

in th

e E

xpan

ded

Pub

lic W

orks

Pro

gram

me.

The

aver

age

incr

ease

of

5.3

per

cen

t in

sp

end

ing

bet

wee

n 20

13/1

4 an

d 2

015/

16 w

as d

ue t

o th

e al

loca

tion

of a

dd

ition

al f

und

ing

in t

he f

orm

of

per

form

ance

ince

n-tiv

es t

o el

igib

le p

ublic

bod

ies

for

the

crea

tion

effo

rt in

sup

por

t of

the

Pha

se II

I. O

ver

the

med

ium

-ter

m,

the

bud

get

for

the

Exp

and

ed P

ublic

Wor

ks P

rogr

amm

e w

ill

incr

ease

at

an a

vera

ge o

f 5

per

cen

t w

ith t

he b

ulk

of t

he o

f th

e ex

pen

ditu

re g

oing

tow

ard

s th

e tr

ansf

ers

to P

rovi

nces

, M

unic

ipal

ities

and

Non

-Pro

fit O

rgan

isat

ions

fo

r th

e cr

eatio

n of

job

op

por

tuni

ties.

Com

pen

satio

n of

em

plo

yees

and

goo

ds

and

ser

vice

s ar

e p

roje

cted

to

incr

ease

at

an a

vera

ge o

f 4.3

and

6.5

per

cen

t re

spec

tivel

y ov

er t

he m

ediu

m t

erm

.


8.4

Pro

gra

mm

e 4

: P

rop

ert

y an

d C

onst

ructi

on Indust

ry P

olic

y and R

ese

arc

h

Purp

ose

of th

e pr

ogra

mm

e: P

rom

ote

the

grow

th a

nd tr

ansf

orm

atio

n of

the

cons

truc

tion

and

pro

per

ty in

dus

trie

s. P

rom

ote

a st

and

ard

ised

ap

pro

ach

and

bes

t pra

c-tic

e in

con

stru

ctio

n an

d im

mov

able

ass

et m

anag

emen

t in

the

pub

lic s

ecto

r.

8.4.

1 P

RO

GR

AM

ME

4: S

TR

AT

EG

IC O

BJE

CT

IVE

S A

ND

ME

DIU

M-T

ER

M T

AR

GE

TS

FO

R 2

017/

18 T

O 2

019/

20

Tabl

e 32

: Str

ateg

ic o

bjec

tive

and

med

ium

-term

targ

ets

for 2

017/

18 –

201

9/20

Stra

tegi

c Ob

ject

ive

Stra

tegi

c Pl

an

Targ

et (5

yea

r ta

rget

)

Actu

al P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

20

16/1

7

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

1.To

res

earc

h an

d

dev

elop

pol

icie

s an

d le

gisl

ativ

e p

resc

ripts

for

the

cons

truc

tion

and

p

rop

erty

sec

tor

3 Le

gisl

ativ

e P

resc

ripts

ap

-p

rove

d

-A

grém

ent

Sou

th

Afr

ica

(AS

A) B

ill

[B3-

2015

] and

E

xpro

pria

tion

Bill

[B

4-20

15] s

ubm

it-te

d t

o P

arlia

men

t

AS

A A

ct p

rom

ulga

ted

Exp

rop

riatio

n B

ill

[B 4

B-2

015]

ad

opte

d

by

Nat

iona

l Ass

emb

ly

3 D

raft

pol

icie

s to

war

ds

pro

-p

osed

legi

sla-

tive

pre

scrip

ts

dev

elop

ed fo

r co

nsul

tatio

n

-2

Legi

slat

ive

Pre

scrip

t su

bm

itted

to

Par

liam

ent

1 Le

gisl

ativ

e P

resc

ript

sub

mitt

ed t

o P

arlia

men

t

8.4.

2 P

RO

GR

AM

ME

4: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D M

ED

IUM

-TE

RM

TA

RG

ET

S F

OR

201

7/18

TO

201

9/20

Tabl

e 33

: Pro

gram

me

perf

orm

ance

indi

cato

rs a

nd m

ediu

m-te

rm ta

rget

s fo

r 201

7/18

– 2

019/

20

Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce 2

016/

17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

Str

ateg

ic o

bje

ctiv

e: T

o r

esea

rch

and

dev

elo

p p

olic

ies

and

leg

isla

tive

pre

scri

pts

fo

r th

e co

nstr

ucti

on

and

pro

per

ty s

ecto

rs

1.P

ublic

Wor

ks B

ill

dev

elop

ed_

__

Situ

atio

nal a

naly

sis

and

rec

omm

end

ed

rese

arch

the

mes

su

bm

itted

to

Min

is-

ter

for

app

rova

l

Dra

ft P

ublic

Wor

ks

Whi

te P

aper

ga-

zett

ed fo

r p

ublic

co

mm

ent

Pub

lic W

orks

Whi

te

Pap

er s

ubm

itted

to

Cab

inet

for

app

rova

l

Dra

ft P

ublic

Wor

ks

Bill

dev

elop

ed fo

r co

nsul

tatio

n

Pub

lic W

orks

Bill

su

bm

itted

to

Par

lia-

men

t

2.A

men

ded

Con

-st

ruct

ion

Ind

ustr

y D

evel

opm

ent

Boa

rd (c

idb

) Act

cid

b 5

Yea

r R

evie

w_

Pro

mp

t re

gula

-tio

ns g

azet

ted

Dra

ft c

idb

Am

end

-m

ent

Bill

dev

elop

ed

for

cons

ulta

tion

Sta

keho

lder

con

sul-

tatio

n on

the

dra

ft

cid

b A

men

dm

ent

Bill

cid

b A

men

dm

ent

Bill

sub

mitt

ed t

o P

arlia

men

t

24P

artic

ipat

ion

in

the

Par

liam

enta

ry

pro

cess

3.A

men

ded

Cou

ncil

for

the

Bui

lt E

n-vi

ronm

ent

(CB

E)

Act

BE

P P

olic

y d

e-ve

lop

edC

onsu

ltatio

n on

th

e B

EP

Pol

icy

_R

evis

ed B

uilt

En-

viro

nmen

t P

rofe

s-si

ons

(BE

P) P

olic

y su

bm

itted

to

Min

is-

ter

for

app

rova

l

Sta

keho

lder

con

sul-

tatio

n on

the

dra

ft

CB

E A

men

dm

ent

Bill

CB

E A

men

dm

ent

Bill

sub

mitt

ed t

o P

arlia

men

t

Par

ticip

atio

n in

th

e P

arlia

men

tary

p

roce

ss

24

Par

ticip

atio

n in

the

Par

liam

enta

ry p

roce

ss in

clud

es re

spon

ding

to p

ublic

com

men

ts o

n th

e B

ill an

d de

velo

ping

sug

gest

ed a

men

dmen

ts in

resp

onse

to th

e de

liber

atio

n of

the

Por

tfolio

and

Sel

ect C

om-

mitt

ees


8.4.

3 P

RO

GR

AM

ME

4: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D Q

UA

RT

ER

LY T

AR

GE

TS

FO

R 2

017/

18

Tabl

e 34

: Per

form

ance

indi

cato

rs a

nd q

uart

erly

targ

ets

for 2

017/

18

Perf

orm

ance

Indi

cato

rRe

port

ing

perio

dAn

nual

Tar

get 2

017/

18Qu

arte

rly T

arge

ts

1st2nd

3rd4th

1.P

ublic

Wor

ks W

hite

P

aper

dev

elop

edQ

uart

erly

Dra

ft P

ublic

Wor

ks

Whi

te P

aper

gaz

ette

d

for

pub

lic c

omm

ent

Dra

ft 1

of P

ublic

W

orks

Whi

te P

aper

ci

rcul

ated

to

stak

e-ho

lder

s fo

r co

mm

ent

Dra

ft 2

of P

ublic

W

orks

Whi

te P

aper

ci

rcul

ated

to

stak

e-ho

lder

s fo

r co

mm

ent

Dra

ft 3

of P

ublic

W

orks

Whi

te P

aper

su

bm

itted

to

Min

is-

ter

for

app

rova

l to

gaze

tte

for

pub

lic

com

men

t.

Dra

ft P

ublic

Wor

ks

Whi

te P

aper

gaz

ette

d

for

pub

lic c

omm

ent

2.A

men

ded

Con

stru

c-tio

n In

dus

try

Dev

el-

opm

ent

Boa

rd (c

idb

) A

ct

Qua

rter

lyS

take

hold

er c

onsu

l-ta

tion

on t

he d

raft

ci

db

Am

end

men

t B

ill

--

Con

stru

ctio

n in

dus

try

stak

ehol

der

s co

nsul

t-ed

on

the

Dra

ft c

idb

A

men

dm

ent

Bill

Dra

ft c

idb

Am

end

-m

ent

Bill

ap

pro

ved

b

y M

inis

ter

to g

azet

te

for

pub

lic c

omm

ent

3.A

men

ded

Cou

ncil

for

the

Bui

lt E

nviro

n-m

ent

(CB

E) A

ct

Qua

rter

lyS

take

hold

er c

onsu

l-ta

tion

on t

he d

raft

C

BE

Am

end

men

t B

ill

-

-B

uilt

Env

ironm

ent

and

Pro

per

ty S

ecto

r S

take

hold

ers

con-

sulte

d o

n th

e D

raft

C

BE

Am

end

men

t B

ill

Dra

ft C

BE

Am

end

-m

ent

Bill

ap

pro

ved

b

y M

inis

ter

to g

azet

te

for

pub

lic c

omm

ent


8.4.

4 R

EC

ON

CIL

ING

PE

RFO

RM

AN

CE

TA

RG

ET

S W

ITH

TH

E B

UD

GE

T A

ND

MT

EF

Tabl

e 35

: Exp

endi

ture

est

imat

es fo

r Pro

gram

me

4: P

rope

rty

and

Con

stru

ctio

n In

dust

ry P

olic

y R

egul

atio

ns

Prog

ram

mes

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Con

stru

ctio

n P

olic

y D

evel

opm

ent

Pro

gram

me

19

083

18

738

20

861

26

243

45

896

49

211

52

135

Pro

per

ty P

olic

y D

evel

opm

ent

Pro

gram

me

13

675

12

625

8 4

16

12

665

14

954

16

494

17

575

Sec

tor

Res

earc

h an

d A

naly

sis

72

361

77

212

65

626

52

059

74

984

75

203

79

414

Con

stru

ctio

n In

dus

try

Dev

elop

men

t B

oard

37

959

41

572

41

994

43

413

48

568

51

385

54

263

Cou

ncil

for

the

Bui

lt E

nviro

nmen

t 1

00 0

00

50

000

50

000

-

-

-

-

Ind

epen

den

t D

evel

opm

ent

Trus

t 1

468

1

630

4

75

500

5

16

546

5

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stru

ctio

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horit

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061

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524

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rop

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agem

ent

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ity 1

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r th

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rese

rvat

ion

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135

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l 3

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ted

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ome

Adju

sted

ap

prop

riatio

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ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

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00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

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rent

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ts 1

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ted

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m-t

erm

exp

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ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

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2019

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00)

(R’0

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(R’0

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lic c

orp

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es 1

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00

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lic c

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ted

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sted

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ediu

m-t

erm

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ture

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imat

e

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2014

/15

2015

/16

2016

/17

2017

/18

2018

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2019

/20

(R’0

00)

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00)

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00)

(R’0

00)

(R’0

00)

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00)

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al a

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ther

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truc

ture

s 5

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65

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B

uild

ings

567

365

3

15 9

14

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-

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hine

ry a

nd e

qui

pm

ent

30

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14

155

135

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19

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3

00

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ansp

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pm

ent

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l 3

323

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3

268

292

3

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387

3

552

562

3

969

871

4

287

734

4

516

174

8.4.

5 P

ER

FOR

MA

NC

E A

ND

EX

PE

ND

ITU

RE

TR

EN

DS

FO

R P

RO

GR

AM

ME

4

The

spen

din

g fo

cus

over

the

med

ium

-ter

m w

ill b

e on

pro

vid

ing

stra

tegi

c le

ader

ship

for

the

reg

ulat

ion

of t

he c

onst

ruct

ion

sect

or t

o co

ntrib

ute

to g

row

th a

nd t

rans

-fo

rmat

ion

and

sou

nd p

ublic

sec

tor

imm

ovab

le a

sset

man

agem

ent.

Thi

s w

ill b

e ac

hiev

ed t

hrou

gh t

he r

evie

w o

f the

Pub

lic W

orks

Whi

te P

aper

s, a

s w

ell a

s th

e re

view

of

the

cid

b a

nd C

BE

Act

s.

The

aver

age

grow

th in

the

allo

catio

n to

the

pro

gram

me

over

the

med

ium

ter

m p

erio

d is

8.2

per

cen

t. E

xpen

ditu

re in

crea

sed

in t

he P

rogr

amm

e fr

om R

4.9

bill

ion

to

R3.

8 b

illio

n in

201

5/16

at

an a

vera

ge r

ate

nega

tive

8.3

per

cen

t.

Ove

r th

e m

ediu

m t

erm

, the

exp

end

iture

on

tran

sfer

s an

d s

ubsi

die

s is

pro

ject

ed t

o in

crea

se a

t an

ave

rage

rat

e of

8.3

per

cen

t. A

n av

erag

e p

erce

ntag

e of

95

per

cen

t of

the

tot

al b

udge

t fo

r th

e p

rogr

amm

e is

allo

cate

d t

o th

e P

rop

erty

Man

agem

ent

Trad

ing

Ent

ity o

ver

the

MTE

F p

erio

d.

Com

pen

satio

n of

em

plo

yees

is p

roje

cted

to

incr

ease

at

an a

vera

ge o

f 4 p

er c

ent

over

the

med

ium

ter

m.

The

incr

ease

of 6

0 p

er c

ent

from

201

6/17

to

2017

/18

for

good

s an

d s

ervi

ces

is d

ue t

o th

e re

view

of a

cts

to a

lign

the

curr

ent

pol

icy

traj

ecto

ries

such

as

the

natio

nal

dev

elop

men

t p

lan

and

BB

BE

E A

ct a

nd w

as fi

nanc

ed t

hrou

gh r

eprio

ritis

atio

n fr

om p

rogr

amm

e 1.

The

bul

k of

the

sp

end

ing

und

er g

ood

s an

d s

ervi

ces

will

be

for

out-

sour

ced

ser

vice

s un

der

con

sulta

nts.


8.5

Pro

gra

mm

e 5

: P

rest

ige P

olic

y

Purp

ose

of th

e pr

ogra

mm

e: P

rovi

de

norm

s an

d s

tand

ard

s fo

r th

e p

rest

ige

acco

mm

odat

ion

por

tfol

io a

nd m

eet

the

pro

toco

l res

pon

sib

ilitie

s fo

r S

tate

func

tions

.

8.5.

1 P

RO

GR

AM

ME

5: S

TR

AT

EG

IC O

BJE

CT

IVE

S A

ND

ME

DIU

M-T

ER

M T

AR

GE

TS

FO

R 2

017/

18 T

O 2

019/

20

Tabl

e 36

: Str

ateg

ic o

bjec

tives

and

med

ium

term

targ

ets

for 2

017/

18 –

201

9/20

Stra

tegi

c Ob

ject

ive

Stra

tegi

c Pl

an

Targ

et (5

yea

r ta

rget

)

Audi

ted/

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

20

16/1

7

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

1.To

imp

rove

the

d

eliv

ery

of s

er-

vice

s to

Pre

s-tig

e cl

ient

s

80%

imp

rove

-m

ent

in t

urn-

arou

nd t

ime

for

the

reso

lutio

ns

of m

aint

enan

ce

bre

akd

owns

35 d

ays

turn

-ar

ound

tim

e fo

r th

e re

solu

tion

of m

aint

enan

ce

bre

akd

owns

35 d

ays

turn

-ar

ound

tim

e fo

r th

e re

solu

tion

of m

aint

enan

ce

bre

akd

owns

35 d

ays

turn

-ar

ound

tim

e fo

r th

e re

solu

tion

of m

aint

enan

ce

bre

akd

owns

60%

imp

rove

-m

ent

in t

urn-

arou

nd t

imes

for

the

reso

lutio

ns

of m

aint

enan

ce

bre

akd

owns

70%

imp

rove

-m

ent

in t

urn-

arou

nd t

imes

for

the

reso

lutio

ns

of m

aint

enan

ce

bre

akd

owns

75%

imp

rove

-m

ent

in t

urn-

arou

nd t

imes

for

the

reso

lutio

ns

of m

aint

enan

ce

bre

akd

owns

80%

imp

rove

-m

ent

in t

urn-

arou

nd t

imes

for

the

reso

lutio

ns

of m

aint

enan

ce

bre

akd

owns

8.5.

2 P

RO

GR

AM

ME

5: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D M

ED

IUM

-TE

RM

TA

RG

ET

S F

OR

201

7/18

TO

201

9/20

Tabl

e 37

: Pro

gram

me

perf

orm

ance

indi

cato

rs a

nd m

ediu

m te

rm ta

rget

s fo

r 201

7/18

– 2

019/

20

Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce 2

016/

17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

Str

ateg

ic o

bje

ctiv

e: T

o im

pro

ve t

he d

eliv

ery

of

serv

ices

to

Pre

stig

e cl

ient

s

1.N

umb

er o

f P

rest

ige

pol

icie

s ap

pro

ved

_N

orm

s an

d s

tan-

dar

ds

for

pro

visi

on

of a

ccom

mod

atio

n fo

r P

resi

den

t, D

ep-

uty

Pre

sid

ent

and

M

emb

ers

of t

he

Exe

cutiv

e d

evel

-op

ed

Pol

icy

guid

elin

es

on in

stal

latio

n,

man

agem

ent

and

m

aint

enan

ce o

f se

curit

y in

fra-

stru

ctur

e at

Na-

tiona

l Key

Poi

nts

dev

elop

ed

4 P

rest

ige

pol

icie

s ap

pro

ved

4

Pre

stig

e p

olic

ies

app

rove

d

3 P

rest

ige

pol

icie

s ap

pro

ved

-

2.A

vera

ge n

umb

er

of w

orki

ng d

ays

take

n to

res

olve

m

echa

nica

l b

reak

dow

ns a

fter

lo

ggin

g of

com

-p

lain

t

30 W

orki

ng d

ays

take

n to

res

olve

m

echa

nica

l m

aint

enan

ce

bre

akd

owns

.

30 W

orki

ng d

ays

take

n to

res

olve

m

echa

nica

l mai

n-te

nanc

e b

reak

-d

owns

.

30 W

orki

ng d

ays

take

n to

res

olve

m

echa

nica

l mai

n-te

nanc

e b

reak

-d

owns

.

20 w

orki

ng d

ays

to

reso

lve

mec

han-

ical

bre

akd

owns

af

ter

logg

ing

of

com

pla

int

by

Pre

s-tig

e cl

ient

s

15 w

orki

ng d

ays

to

reso

lve

mec

han-

ical

bre

akd

owns

af

ter

logg

ing

of

com

pla

int

by

Pre

s-tig

e cl

ient

s

10 w

orki

ng d

ays

to

reso

lve

mec

han-

ical

bre

akd

owns

af

ter

logg

ing

of

com

pla

int

by

Pre

s-tig

e cl

ient

s

5 w

orki

ng d

ays

to

reso

lve

mec

han-

ical

bre

akd

owns

af

ter

logg

ing

of

com

pla

int

by

Pre

s-tig

e cl

ient

s


Perf

orm

ance

Indi

cato

rAu

dite

d/ A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ce 2

016/

17

Med

ium

-Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2017

/18

2018

/19

2019

/20

3.A

vera

ge n

umb

er

of w

orki

ng d

ays

take

n to

res

olve

em

erge

ncy

bre

ak-

dow

ns a

fter

log-

ging

of c

omp

lain

t

5 W

orki

ng d

ays

take

n to

res

olve

el

ectr

ical

and

p

lum

bin

g b

reak

-d

owns

5 W

orki

ng d

ays

take

n to

res

olve

el

ectr

ical

and

p

lum

bin

g b

reak

-d

owns

5 W

orki

ng d

ays

take

n to

res

olve

el

ectr

ical

and

p

lum

bin

g b

reak

-d

owns

4 w

orki

ng d

ays

to

reso

lve

emer

genc

y b

reak

dow

ns a

fter

lo

ggin

g of

com

-p

lain

t b

y P

rest

ige

clie

nt

2 w

orki

ng d

ays

to

reso

lve

emer

genc

y b

reak

dow

ns a

fter

lo

ggin

g of

com

-p

lain

t b

y P

rest

ige

clie

nt

1 w

orki

ng d

ay t

o re

solv

e em

erge

ncy

bre

akd

owns

aft

er

logg

ing

of c

om-

pla

int

by

Pre

stig

e cl

ient

1 w

orki

ng d

ay t

o re

solv

e em

erge

ncy

bre

akd

owns

aft

er

logg

ing

of c

om-

pla

int

by

Pre

stig

e cl

ient

4.N

umb

er o

f p

lann

ed S

tate

ev

ents

sup

por

t-ed

with

mov

able

st

ruct

ures

12 S

tate

eve

nts

sup

por

ted

with

m

ovab

le s

truc

-tu

res

13 S

tate

eve

nts

sup

por

ted

with

m

ovab

le s

truc

-tu

res

15 S

tate

eve

nts

sup

por

ted

with

m

ovab

le s

truc

-tu

res

8 P

lann

ed S

tate

ev

ents

sup

por

t-ed

with

mov

able

st

ruct

ures

8 P

lann

ed S

tate

ev

ents

sup

por

t-ed

with

mov

able

st

ruct

ures

8 P

lann

ed S

tate

ev

ents

sup

por

t-ed

with

mov

able

st

ruct

ures

12 P

lann

ed S

tate

ev

ents

sup

por

t-ed

with

mov

able

st

ruct

ures

5.A

vera

ge n

umb

er

of w

orki

ng d

ays

take

n to

pro

vid

e M

ovab

le A

sset

s to

Pre

stig

e cl

ient

s

--

-60

wor

king

day

s to

p

rovi

de

mov

able

as

sets

(offi

ce a

nd

resi

den

tial)

to

Pre

stig

e C

lient

s fr

om r

ecei

pt

of

req

uest

.

60 w

orki

ng d

ays

to

pro

vid

e m

ovab

le

asse

ts (o

ffice

and

re

sid

entia

l) to

P

rest

ige

Clie

nts

from

rec

eip

t of

re

que

st.

60 w

orki

ng d

ays

to

pro

vid

e m

ovab

le

asse

ts (o

ffice

and

re

sid

entia

l) to

P

rest

ige

Clie

nts

from

rec

eip

t of

re

que

st.

60 w

orki

ng d

ays

to

pro

vid

e m

ovab

le

asse

ts (o

ffice

and

re

sid

entia

l) to

P

rest

ige

Clie

nts

from

rec

eip

t of

re

que

st.

8.5.

3 P

RO

GR

AM

ME

5: P

RO

GR

AM

ME

PE

RFO

RM

AN

CE

IND

ICA

TO

RS

AN

D Q

UA

RT

ER

LY T

AR

GE

TS

FO

R 2

017/

18

Tabl

e 38

: Per

form

ance

indi

cato

rs a

nd q

uart

erly

targ

ets

for 2

017/

18

Perf

orm

ance

Indi

cato

rRe

port

ing

perio

dAn

nual

Tar

get 2

017/

18Qu

arte

rly T

arge

ts

1st2nd

3rd4th

1.N

umb

er o

f P

rest

ige

pol

icie

s ap

pro

ved

Qua

rter

ly4

Pre

stig

e p

olic

ies

app

rove

d1

Pre

stig

e p

olic

y ap

-p

rove

d

1 P

rest

ige

pol

icy

ap-

pro

ved

1

Pre

stig

e p

olic

y ap

-p

rove

d

1 P

rest

ige

pol

icy

ap-

pro

ved

2.A

vera

ge n

umb

er

of w

orki

ng d

ays

take

n to

res

olve

m

echa

nica

l bre

ak-

dow

ns a

fter

log-

ging

of c

omp

lain

t

Qua

rter

ly15

wor

king

day

s to

re

solv

e m

echa

nica

l b

reak

dow

ns a

fter

log-

ging

of c

omp

lain

t b

y P

rest

ige

clie

nts

15 w

orki

ng d

ays

to

reso

lve

mec

hani

cal

bre

akd

owns

aft

er lo

g-gi

ng o

f com

pla

int

by

Pre

stig

e cl

ient

s

15 w

orki

ng d

ays

to

reso

lve

mec

hani

cal

bre

akd

owns

aft

er lo

g-gi

ng o

f com

pla

int

by

Pre

stig

e cl

ient

s

15 w

orki

ng d

ays

to

reso

lve

mec

hani

cal

bre

akd

owns

aft

er lo

g-gi

ng o

f com

pla

int

by

Pre

stig

e cl

ient

s

15 w

orki

ng d

ays

to

reso

lve

mec

hani

cal

bre

akd

owns

aft

er lo

g-gi

ng o

f com

pla

int

by

Pre

stig

e cl

ient

s


Perf

orm

ance

Indi

cato

rRe

port

ing

perio

dAn

nual

Tar

get 2

017/

18Qu

arte

rly T

arge

ts

1st2nd

3rd4th

3.A

vera

ge n

umb

er

of w

orki

ng d

ays

take

n to

res

olve

em

erge

ncy

bre

ak-

dow

ns a

fter

log-

ging

of c

omp

lain

t

Qua

rter

ly2

wor

king

day

s to

re

solv

e em

erge

ncy

bre

akd

owns

aft

er lo

g-gi

ng o

f com

pla

int

by

Pre

stig

e cl

ient

2 w

orki

ng d

ays

to

reso

lve

emer

genc

y b

reak

dow

ns a

fter

log-

ging

of c

omp

lain

t b

y P

rest

ige

clie

nt

2 w

orki

ng d

ays

to

reso

lve

emer

genc

y b

reak

dow

ns a

fter

log-

ging

of c

omp

lain

t b

y P

rest

ige

clie

nt

2 w

orki

ng d

ays

to

reso

lve

emer

genc

y b

reak

dow

ns a

fter

log-

ging

of c

omp

lain

t b

y P

rest

ige

clie

nt

2 w

orki

ng d

ays

to

reso

lve

emer

genc

y b

reak

dow

ns a

fter

log-

ging

of c

omp

lain

t b

y P

rest

ige

clie

nt

4.N

umb

er o

f p

lann

ed S

tate

ev

ents

sup

por

t-ed

with

mov

able

st

ruct

ures

Qua

rter

ly8

Pla

nned

Sta

te

even

ts s

upp

orte

d w

ith

mov

able

str

uctu

res

2 P

lann

ed S

tate

ev

ents

sup

por

ted

with

m

ovab

le s

truc

ture

s

2 P

lann

ed S

tate

ev

ents

sup

por

ted

with

m

ovab

le s

truc

ture

s

2 P

lann

ed S

tate

ev

ents

sup

por

ted

with

m

ovab

le s

truc

ture

s

2 P

lann

ed S

tate

ev

ents

sup

por

ted

with

m

ovab

le s

truc

ture

s

5A

vera

ge n

umb

er

of w

orki

ng d

ays

take

n to

pro

vid

e fu

rnitu

re t

o P

res-

tige

clie

nts

Qua

rter

ly60

wor

king

day

s to

p

rovi

de

mov

able

as

sets

(offi

ce a

nd

resi

den

tial)

to P

rest

ige

Clie

nts

from

rec

eip

t of

re

que

st.

60 w

orki

ng d

ays

to

pro

vid

e m

ovab

le

asse

ts (o

ffice

and

re

sid

entia

l) to

Pre

stig

e C

lient

s fr

om r

ecei

pt

of

req

uest

.

60 w

orki

ng d

ays

to

pro

vid

e m

ovab

le

asse

ts (o

ffice

and

re

sid

entia

l) to

Pre

stig

e C

lient

s fr

om r

ecei

pt

of

req

uest

.

60 w

orki

ng d

ays

to

pro

vid

e m

ovab

le

asse

ts (o

ffice

and

re

sid

entia

l) to

Pre

stig

e C

lient

s fr

om r

ecei

pt

of

req

uest

.

60 w

orki

ng d

ays

to

pro

vid

e m

ovab

le

asse

ts (o

ffice

and

re

sid

entia

l) to

Pre

stig

e C

lient

s fr

om r

ecei

pt

of

req

uest

.

8.5.

4 R

econ

cilin

g p

erfo

rman

ce t

arge

ts w

ith t

he B

udge

t an

d M

TEF

Tabl

e 39

: Exp

endi

ture

est

imat

es fo

r Pro

gram

me

5: P

rest

ige

Polic

y

Prog

ram

mes

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Pre

stig

e A

ccom

mod

atio

n an

d S

tate

Fun

ctio

ns 1

13 4

59

176

818

7

2 86

4 8

6 52

0 8

9 58

5 8

5 27

2 9

7 06

5 P

arlia

men

tary

Vill

ages

Man

agem

ent

Boa

rd 8

198

8

690

9

090

9

572

1

0 05

1 1

0 63

4 1

1 23

0

Tota

l 1

21 6

57

185

508

8

1 95

4 9

6 09

2 9

9 63

6 9

5 90

6 1

08 2

95


Econ

omic

cla

ssifi

catio

n

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Cur

rent

pay

men

ts 1

03 8

02

153

035

6

2 18

9 7

5 74

6 7

9 38

5 7

6 97

2 8

3 46

3 C

omp

ensa

tion

of e

mp

loye

es 2

0 82

2 2

3 20

3 1

5 55

1 2

6 26

5 2

5 18

3 2

5 34

5 2

7 49

7 S

alar

ies

and

wag

es 1

8 27

7 2

0 41

6 1

3 67

7 2

3 37

6 2

2 50

7 2

2 71

7 2

4 64

2 S

ocia

l con

trib

utio

ns 2

545

2

787

1

874

2

889

2

676

2

628

2

855

G

ood

s an

d s

ervi

ces

82

980

129

832

4

6 30

3 4

9 48

1 5

4 20

2 5

1 62

7 5

5 96

6 A

dve

rtis

ing

57

39

54

43

46

48

51

Min

or A

sset

s 1

185

9

859

2

476

6

320

1

3 52

1 1

2 84

4 1

3 84

3 C

ater

ing:

Dep

artm

enta

l act

iviti

es 8

1

0 1

2 1

2 1

5 1

6 1

7 C

omm

unic

atio

n (G

&S

) 1

50

210

2

55

212

2

23

234

2

47

Con

sulta

nts:

Bus

ines

s an

d a

dvi

sory

ser

vice

s 3

6 -

3

79

-

-

-

-

Con

trac

tors

79

251

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941

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9 3

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genc

y an

d s

upp

ort/

outs

ourc

ed s

ervi

ces

419

5

18

772

5

71

1 0

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630

6

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Ent

erta

inm

ent

26

12

7

100

1

05

111

1

17

Flee

t se

rvic

es (i

nclu

din

g go

vern

men

t m

otor

tra

nsp

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25

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In

vent

ory:

Mat

eria

ls a

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upp

lies

56

-

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-

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Con

sum

able

sup

plie

s 1

1

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5 5

17

528

5

54

585

C

onsu

mab

les:

Sta

tione

ry, p

rintin

g an

d o

ffice

sup

plie

s 1

90

303

8

5 4

00

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20

441

4

66

Op

erat

ing

leas

es 2

5 3

6 5

89

530

5

2 5

5 5

8 R

enta

l and

hiri

ng -

3

11

-

359

3

77

396

4

18

Pro

per

ty p

aym

ents

-

323

-

3

55

375

3

94

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avel

and

sub

sist

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1 0

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4 0

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17

Trai

ning

and

dev

elop

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t -

-

-

-

-

-

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O

per

atin

g p

aym

ents

469

6

68

745

7

00

735

7

72

815

Ve

nues

and

faci

litie

s -

5

23

-

576

6

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634

6

70

Inte

rest

and

ren

t on

land

335

In

tere

st (I

ncl.

inte

rest

on

unita

ry p

aym

ents

(PP

P))

335

Tr

ansf

ers

and

sub

sid

ies

8 2

53

8 7

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9 1

12

9 7

72

10

251

10

834

11

430

Dep

artm

enta

l age

ncie

s an

d a

ccou

nts

8 1

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9 0

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9 5

72

10

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10

634

11

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Dep

artm

enta

l age

ncie

s (n

on-b

usin

ess

entit

ies)

8 1

98

8 6

90

9 0

90

9 5

72

10

051

10

634

11

230

Hou

seho

lds

55

30

22

200

2

00

200

2

00

Soc

ial b

enefi

ts 5

5 3

0 2

2 2

00

200

2

00

200

P

aym

ents

for

cap

ital a

sset

s 9

602

2

3 75

3 1

0 65

3 1

0 57

4 1

0 00

0 8

100

1

3 40

2 M

achi

nery

and

eq

uip

men

t 9

602

2

3 75

3 1

0 65

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4 1

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100

1

3 40

2


Econ

omic

cla

ssifi

catio

n

Audi

ted

outc

ome

Adju

sted

ap

prop

riatio

nM

ediu

m-t

erm

exp

endi

ture

est

imat

e

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

(R’0

00)

Oth

er m

achi

nery

and

eq

uip

men

t 9

602

2

3 75

3 1

0 65

3 1

0 57

4 1

0 00

0 8

100

1

3 40

2 P

aym

ents

fo

r fi

nanc

ial a

sset

s-

--

--

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Tota

l 1

21 6

57

185

508

8

1 95

4 9

6 09

2 9

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6 9

5 90

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8.5.

5 P

ER

FOR

MA

NC

E A

ND

EX

PE

ND

ITU

RE

TR

EN

DS

FO

R P

RO

GR

AM

ME

5

The

spen

din

g fo

cus

over

the

med

ium

ter

m w

ill b

e on

dev

elop

ing

and

rev

iew

ing

pol

icie

s fo

r th

e p

rest

ige

acco

mm

odat

ion

por

tfol

io in

line

with

the

Min

iste

rial H

and

-b

ook,

imp

rovi

ng t

he d

eliv

ery

of s

ervi

ces

to P

rest

ige

clie

nts

with

reg

ard

to

the

pro

visi

on o

f b

oth

mov

able

and

imm

ovab

le a

sset

s as

wel

l as

mee

ting

the

pro

toco

l re

spon

sib

ilitie

s fo

r S

tate

func

tions

. Com

pen

satio

n of

em

plo

yees

is p

roje

cted

to

incr

ease

at

an a

vera

ge o

f 3 p

er c

ent

over

the

med

ium

ter

m.

The

high

exp

end

iture

dur

ing

2013

/14

and

201

4/15

was

due

to

Sta

te f

unct

ions

for

the

Sta

te f

uner

als

and

pre

sid

entia

l ina

ugur

atio

ns.

The

bul

k of

the

exp

end

iture

in

this

pro

gram

me

is s

pen

t to

war

ds

com

pen

satio

n of

em

plo

yees

as

wel

l as

good

s an

d s

ervi

ces.

The

mai

n ex

pen

ditu

re it

em w

ithin

the

goo

ds

and

ser

vice

s re

late

to

Sta

te fu

nctio

ns.



PART C

LINKS TO LONG TERM PLANS


As from the 2015/16 financial year, the in-frastructure plan is reflected on the Annual Performance Plan of the Property Manage-ment Trading Entity (PMTE), which assumed the immovable asset management functions of providing office accommodation to user departments at the National Government level. The PMTE is therefore responsible for the planning, acquiring, managing and dis-posing of immovable assets under the cus-tody of the Department of Public Works. The infrastructure budget has been transferred to the PMTE and the Department shares its office accommodation with the PMTE.

10

S

ER

VIC

E D

EL

IVE

RY

IM

PR

OV

EM

EN

T P

LA

N (

20

17

/18

– 2

01

9/2

0)

SERV

ICE

BENE

FICI

ARY

AREA

FOR

SE

RVIC

E IM

PROV

EMEN

T

KEY

IMPR

OVEM

ENT

ACTI

VITI

ES

CLIE

NT

IMPA

CT O

F IM

PROV

EMEN

T

KEY

PERF

ORM

ANCE

IN

DICA

TOR

CURR

ENT

STAN

DARD

(B

ASEL

INE)

TARG

ET

2017

/18

TARG

ET

2018

/19

TARG

ET

2019

/20

TARG

ET

2020

/21

PR

ES

TIG

E P

OLI

CY

Pre

stig

e C

lient

Act

ive

Man

-ag

emen

t o

f cl

ient

Rel

a-ti

ons

Dev

elop

P

rest

ige

Clie

nt

targ

et r

atio

.[1]

Cle

ar a

nd

shar

ed e

x-p

ecta

tions

.

Pre

stig

e C

lient

ta

rget

rat

io1:

1 P

arlia

men

t,

1:1

Min

iste

rs

and

1:1

Dep

-ut

y M

inis

ters

(D

Ms)

, 8:P

ar-

liam

enta

ry

villa

ges

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liam

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inis

ters

an

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Ms,

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nion

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uild

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an

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hief

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inis

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Ms,

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nion

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uild

ings

, 1:1

C

hief

Jus

tice,

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1 D

Gs

1:1

Par

liam

ent,

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1 M

inis

ters

an

d 1

:1 D

Ms,

1:

1 U

nion

B

uild

ings

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hief

Jus

tice,

1:

1 D

Gs,

10:

P

arlia

men

t vi

llage

s

2:1

(Par

-lia

men

t) 2:

1 U

nion

B

uild

ing,

1:1

P

resi

den

cy,

1:1

Min

iste

rs,

1:1

DM

s, 1

:1

Chi

ef J

ustic

e,

1:1

DG

s

9 LINKS TO LONG-TERM INFRASTRUCTURE PLAN


SERV

ICE

BENE

FICI

ARY

AREA

FOR

SE

RVIC

E IM

PROV

EMEN

T

KEY

IMPR

OVEM

ENT

ACTI

VITI

ES

CLIE

NT

IMPA

CT O

F IM

PROV

EMEN

T

KEY

PERF

ORM

ANCE

IN

DICA

TOR

CURR

ENT

STAN

DARD

(B

ASEL

INE)

TARG

ET

2017

/18

TARG

ET

2018

/19

TARG

ET

2019

/20

TARG

ET

2020

/21

Dev

elop

and

im

ple

men

t C

RM

and

C

omp

lain

ts

man

agem

ent

syst

em.

Pot

entia

l is

sues

p

re-e

mp

tive-

ly a

dd

ress

ed.

Pre

stig

e C

RM

and

co

mp

lain

ts

man

agem

ent

syst

em

Pre

stig

e C

lient

Fo

rum

sD

evel

op a

b

usin

ess

case

an

d s

pec

ifica

-tio

ns

Sys

tem

ac-

qui

sitio

n an

d

dep

loym

ent

Sys

tem

de-

plo

ymen

t an

d

mon

itorin

g

Sys

tem

im-

pro

vem

ent

and

m

onito

ring

Mea

sure

Pre

s-tig

e cl

ient

ind

ex

(SLA

& B

atho

P

ele

stan

dar

ds)

Ser

vice

ex-

celle

nce

Pre

stig

e C

lient

sa

tisfa

ctio

n in

dex

Non

e 50

% p

lus

60%

70%

80%

plu

s

Pre

stig

e C

lient

Eff

ecti

ve

man

age-

men

t o

f le

ase

rela

ted

p

aym

ents

b

y P

rest

ige

Clie

nts

Imp

lem

ent

an o

ptim

ised

le

ase

pay

men

t p

roce

ss in

line

w

ith t

he le

ase

agre

emen

t

Ser

vice

ex-

celle

nce

Per

cent

age

in

pre

stig

e le

ase

und

er p

ay-

men

ts

70%

pay

men

t ra

tes

80%

pay

men

t ra

tes

90%

pay

men

t ra

tes

100%

pay

men

t ra

tes

100%

pay

-m

ent

rate

s

Pre

stig

e C

lient

P

rest

ige

acco

mm

o-

dat

ion

en-

hanc

emen

t

Con

duc

t co

n-d

ition

ass

ess-

men

t fo

r P

res-

tige

por

tfol

io

Ser

vice

ex-

celle

nce

Num

ber

of

cond

ition

as

sess

men

ts

cond

ucte

d p

er

por

tfol

io a

nd

per

pro

per

ty

Out

dat

ed

cond

ition

as-

sess

men

ts in

5

por

tfol

ios

1 co

nditi

on

asse

ssm

ent

for

Uni

on B

uild

ing

2 co

nditi

on a

s-se

ssm

ents

for

Min

iste

rs a

nd

Chi

ef J

ustic

e

2 co

nditi

on

asse

ssm

ents

fo

r P

arlia

men

t &

Par

liam

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-ry

vill

age

All

5 id

enti-

fied

por

tfol

ios

with

con

diti

on

asse

ssm

ents

p

er p

rop

erty

PO

LIC

Y

Pro

per

ty

ind

ustr

y (in

clus

ive

of

the

PM

TE

)

Pro

per

ty

Po

licy

Re-

sear

ch &

De-

velo

pm

ent

Res

earc

h &

d

evel

opm

ent

of p

rop

erty

m

anag

emen

t em

pow

erm

ent

pol

icy

Eq

uita

ble

ec

onom

ic

opp

ortu

ni-

ties

with

in

the

pro

per

ty

ind

ustr

y.

Pro

per

ty

Man

agem

ent

Em

pow

erm

ent

Pol

icy

Pro

per

ty M

an-

agem

ent

Str

at-

egy

on B

EE

Job

C

reat

ion

and

P

over

ty A

llevi

a-tio

n (2

007)

.

Dev

elop

ed

Pub

lic W

orks

p

rop

erty

m

anag

emen

t em

pow

erm

ent

pol

icy

Imp

lem

en-

tatio

n of

the

p

rop

erty

m

anag

emen

t em

pow

erm

ent

pol

icy

Mon

itor

imp

le-

men

tatio

n of

th

e p

rop

erty

m

anag

emen

t em

pow

erm

ent

pol

icy

Eva

luat

ion

of

the

pro

per

ty

man

agem

ent

emp

ower

men

t p

olic

y im

pac

t


SERV

ICE

BENE

FICI

ARY

AREA

FOR

SE

RVIC

E IM

PROV

EMEN

T

KEY

IMPR

OVEM

ENT

ACTI

VITI

ES

CLIE

NT

IMPA

CT O

F IM

PROV

EMEN

T

KEY

PERF

ORM

ANCE

IN

DICA

TOR

CURR

ENT

STAN

DARD

(B

ASEL

INE)

TARG

ET

2017

/18

TARG

ET

2018

/19

TARG

ET

2019

/20

TARG

ET

2020

/21

EX

PAN

DE

D P

UB

LIC

WO

RK

S P

RO

GR

AM

ME

(EP

WP

)

Pub

lic b

od

-ie

s im

ple

-m

enti

ng t

he

EP

WP

Imp

rove

d

recr

uitm

ent

pro

ced

ures

in

the

EP

WP

Und

erta

ke

awar

enes

s ca

mp

aign

s

EP

WP

p

artic

ipan

ts

recr

uite

d

fairl

y

Num

ber

of

pub

lic b

odie

s b

riefe

d o

n th

e E

PW

P

Rec

ruitm

ent

guid

elin

es

New

ind

icat

or75

pub

lic

bod

ies

brie

fed

on

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R

ecru

itmen

t gu

idel

ines

150

pub

lic

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250

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ecru

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the

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R

ecru

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t gu

idel

ines

SU

PP

LY C

HA

IN M

AN

AG

EM

EN

T (S

CM

)

DP

W

PM

TE

Infr

astr

uc-

ture

pro

cure

-m

ent

Est

ablis

h an

d

inst

itutio

nalis

e a

ded

icat

ed

Nat

iona

l Bid

A

dju

dic

atio

n C

omm

ittee

(N

BA

C) f

or

Infr

astr

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re

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cure

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t

Exp

edie

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Imp

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rn-

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for

awar

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infr

astr

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ture

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infr

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ture

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AC

. In

adeq

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co

mp

lianc

e w

ith 5

6 d

ays

stan

dar

d.

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AC

for

infr

astr

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pro

cure

men

t es

tab

lishe

d

and

inst

itutio

n-al

ised

.

Num

ber

of

infr

astr

uc-

ture

pro

ject

s ad

jud

icat

ed

by

spec

ial

infr

astr

uctu

re

NB

AC

Num

ber

of

infr

astr

uc-

ture

pro

ject

s ad

jud

icat

ed

by

spec

ial

infr

astr

uctu

re

NB

AC

Num

ber

of

infr

astr

uc-

ture

pro

ject

s ad

jud

icat

ed

by

spec

ial

infr

astr

uctu

re

NB

AC

Tend

er

neg

oti

atio

ns

pri

or

awar

d-

ing

Dev

elop

and

im

ple

men

t a

stan

dar

d o

per

-at

ing

pro

ced

ure

(SO

P) t

o fa

cil-

itate

neg

otia

-tio

ns o

f ten

der

s p

rior

awar

din

g

Ser

vice

ex-

celle

nce

Sta

ndar

d

Op

erat

ing

Pro

-ce

dur

e (S

OP

) d

evel

oped

and

im

ple

men

ted

Non

e S

OP

imp

le-

men

ted

in a

ll p

roje

cts

in IP

IP

SO

P im

ple

-m

ente

d in

all

pro

ject

s in

IPIP

SO

P im

ple

-m

ente

d in

all

pro

ject

s in

IPIP

SO

P im

ple

-m

ente

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all

pro

ject

s in

IP

IP


The Risk Management processes are guided by the Risk Management Policy and Risk Management Strat-egy which are intended to provide a systematic ap-proach and also create an environment that allows for risk taking while ensuring that public interest and in-vestment is protected.

In compliance with the approved Risk Management Plan, the Department conducted risk reviews to up-date the Strategic Risk Registers. The strategic risks for 2017/18 were reviewed in line with the revised strategic goals of the Department and included in the Department’s Annual Performance. The review of the strategic risks takes into consideration the Audit Re-port, Internal Audit Reports and information contained in the risk registers.

The updated Strategic Risk Register is based on vari-ous engagements that were held before, during and af-ter the Annual Strategic Planning session. A Strategic Risk Workshop was conducted on 02 February 2017 to reflect on the consolidated risk information and finalise the Strategic Risk Register for 2017/18. The updated

11 STRATEGIC RISK PLAN FOR THE DEPARTMENT OF PUBLIC WORKS

Strategic Risk Register was subsequently presented and discussed at various forms including EXCO and Audit Committee.

As per the Departmental risk management policy and risk management strategy, these risks will be tracked throughout the financial year through the implementa-tion of the 2017/18 APP to ensure that the Department maximises its efforts to achieve the identified strategic objectives and associated targets.

The action plans that have been identified in the Stra-tegic Risk Register assist the Department to focus its attention and resources on the most significant risks that could negatively impact the delivery of its man-date. The identified strategic risks, takes into consider-ation the Department’s role in providing oversight over the public works sector, including the entities to which it has decentralised certain responsibilities. The table below highlights the key contributing factors, conse-quences, controls, action plans and responsibilities associated with each strategic risk as aligned to the relevant strategic goals.


Tabl

e 40

: Str

ateg

ic R

isk

Reg

iste

r for

the

Dep

artm

ent o

f Pub

lic W

orks

Stra

tegi

c Go

alNo

. Ri

sk

Desc

riptio

nRo

ot C

ause

/ Co

ntrib

utin

g fa

ctor

Cons

eque

nces

IRCu

rren

t Con

trol

sRR

Actio

n Pl

ans

Resp

onsi

bilit

yTa

rget

(C

ompl

etio

n Da

te)

To s

upp

ort

ser-

vice

del

iver

y in

a

smar

t, p

roac

tive

and

bus

ines

s ce

ntric

man

ner

that

is a

ligne

d t

o st

atut

ory

req

uire

-m

ents

1.Lo

ss o

f Sta

te

Res

ourc

es

thro

ugh

Frau

d a

nd

Cor

rup

tion

Lack

of c

ultu

re in

em

bed

din

g fr

aud

and

aw

aren

ess

in t

he D

e-p

artm

ent

Col

lusi

on in

the

per

-p

etra

tion

of fr

aud

and

co

rrup

tion

Poo

r in

tern

al c

ontr

ol a

nd

info

rmat

ion

syst

ems

Poo

r et

hica

l con

duc

t

Mis

use

of d

eleg

atio

ns

for

emer

genc

y m

aint

e-na

nce

wor

k

Irre

gula

r tr

ansa

ctio

ns

aris

ing

from

failu

re t

o co

mp

ly w

ith le

gisl

ativ

e p

resc

ripts

and

oth

er

inte

rnal

pro

ced

ures

Inad

equa

te c

ontr

ols

arou

nd t

he p

roce

sses

fo

r in

fras

truc

ture

pro

-cu

rem

ent

Inef

fect

ive

man

agem

ent

of c

ontr

acts

aw

ard

ed t

o co

ntra

ctor

s

Rep

utat

iona

l d

amag

e

Low

leve

ls o

f es

teem

by

the

pub

lic t

owar

ds

the

Dep

artm

ent

Hig

h p

reva

lenc

e of

fr

aud

and

cor

rup

-tio

n in

cid

ents

Poo

r se

rvic

e d

eliv

ery

Dec

line

in a

vail-

able

res

ourc

es

High

Op

erat

iona

l-iz

atio

n of

GR

C

Bra

nch

Ant

i-Fr

aud

and

C

orru

ptio

n P

oli-

cy a

nd S

trat

egy

in p

lace

Usa

ge o

f the

W

hist

le b

low

ing

Pol

icy

High

Imp

lem

enta

tion

of t

he F

raud

P

reve

ntio

n P

lan

and

the

hol

istic

an

ti- c

orru

ptio

n st

rate

gy b

ased

on

min

imum

A

nti –

corr

uptio

n re

qui

rem

ents

Imp

lem

enta

tion

of t

he E

thic

s an

d C

omp

lianc

e Fr

amew

ork

Ap

pro

val o

f the

C

ontr

act

Man

-ag

emen

t P

olic

y

Imp

lem

enta

tion

of t

he e

lect

roni

c C

ontr

act

Man

-ag

emen

t sy

stem

DD

G: G

over

-na

nce

Ris

k an

d

Com

plia

nce

C

hief

Fin

anci

al

Offi

cer

31/0

3/20

18

31/0

3/20

18


Stra

tegi

c Go

alNo

. Ri

sk

Desc

riptio

nRo

ot C

ause

/ Co

ntrib

utin

g fa

ctor

Cons

eque

nces

IRCu

rren

t Con

trol

sRR

Actio

n Pl

ans

Resp

onsi

bilit

yTa

rget

(C

ompl

etio

n Da

te)

To s

upp

ort

ser-

vice

del

iver

y in

a

smar

t, p

roac

tive

and

bus

ines

s ce

ntric

man

ner

that

is a

ligne

d t

o st

atut

ory

req

uire

-m

ents

2.B

reac

h of

key

le

gisl

atio

n p

resc

ripts

, ac

ts, r

egu-

latio

ns a

nd

pol

icie

s (e

.g.

PFM

A a

nd

Trea

sury

R

egul

atio

ns,

GR

AP,

FM

PI,

Saf

ety

and

H

eath

, GIA

-M

A e

tc.)

Lack

of c

omp

lianc

e un

it to

fost

er in

tegr

ated

co

mp

lianc

e

Lack

of C

omp

lianc

e Fr

amew

ork

Inef

fect

ive

Cha

nge

Man

-ag

emen

t w

ith r

egar

ds

to

new

Pol

icie

s, r

egul

atio

ns

and

sta

ndar

ds

Lack

of e

ffect

ive

ac-

coun

ting

cont

rols

ove

r fin

anci

al r

ecor

ds

Irre

gula

r ex

pen

-d

iture

Rep

utat

iona

l D

amag

e

Pen

altie

s an

d

Crim

inal

Cha

rges

fo

r d

eath

and

in-

jury

of p

eop

le a

nd

othe

r lit

igat

ions

Qua

lified

aud

it re

por

ts

High

EX

CO

res

olu-

tions

and

DG

d

irect

ive

HR

Pla

n (R

e-cr

uitm

ent

Pla

n)

in p

lace

Par

tial M

anua

l A

ccou

ntin

g S

yste

m

High

Est

ablis

hmen

t of

a

Com

plia

nce

Uni

t

Dev

elop

& im

ple

-m

ent

Com

plia

nce

Fram

ewor

k M

odel

fo

r th

e D

epar

tmen

t

Rol

l-ou

t of

the

fr

aud

aw

aren

ess

pla

n

Con

duc

t co

ntin

u-ou

s aw

aren

ess

and

tr

aini

ng o

n E

PW

P

Fram

ewor

ks

DD

G: C

orp

o-ra

te S

ervi

ces

DD

G: G

over

-na

nce,

Ris

k an

d C

omp

li-an

ce

DD

G: E

x-p

and

ed P

ublic

W

orks

Pro

-gr

amm

e

31/0

3/20

18

31/0

3/20

18

31/0

3/20

18

To o

vers

ee t

he e

f-fic

ient

del

iver

y of

id

entifi

ed s

ervi

ces

to p

rest

ige

clie

nts

3.Fa

ilure

to

pro

-vi

de

qua

lity

acco

mm

o-d

atio

n w

ithin

tim

e an

d c

ost

(i.e.

bui

ldin

g ne

w, m

ain-

tain

ing

or

refu

rbis

hing

ex

istin

g p

rop

-er

ties)

Unc

lear

job

sp

ecifi

ca-

tions

and

poo

r w

ork-

man

ship

Bre

akd

own

of in

ter-

gove

rnm

enta

l rel

atio

ns

bet

wee

n D

PW

and

its

clie

nts

Non

ad

here

nce

to

Reg

ulat

ory

fram

ewor

ks

and

/ o

r al

l Ser

vice

Lev

el

Agr

eem

ents

Non

ad

here

nce

to

agre

ed p

lann

ing

and

d

eliv

ery

pro

cess

es

Rep

utat

iona

l d

amag

e

Dis

agre

emen

ts

with

Dep

artm

ents

High

SC

M p

resc

ripts

in

pla

ce

Min

iste

rial

Han

db

ook

in

pla

ce

Pre

sid

entia

l ha

ndb

ook

in

pla

ce”

High

Ap

poi

ntm

ent

of

Dep

artm

ents

ow

n si

te s

taff

to m

onito

r th

e w

orks

of b

oth

cont

ract

or/

cons

ul-

tant

s

Imp

lem

enta

tion

of t

he n

orm

s an

d

stan

dar

ds

for

Pre

s-tig

e cl

ient

s

Rev

iew

of b

usin

ess

pro

cess

es a

nd

stan

dar

d o

per

atin

g p

roce

dur

es

Nat

iona

l C

oord

inat

or:

Pre

stig

e P

olic

y

31/0

3/20

18


Stra

tegi

c Go

alNo

. Ri

sk

Desc

riptio

nRo

ot C

ause

/ Co

ntrib

utin

g fa

ctor

Cons

eque

nces

IRCu

rren

t Con

trol

sRR

Actio

n Pl

ans

Resp

onsi

bilit

yTa

rget

(C

ompl

etio

n Da

te)

To t

rans

form

the

co

nstr

uctio

n an

d

pro

per

ty s

ec-

tors

thr

ough

the

d

evel

opm

ent

of

Pol

icy

and

Leg

is-

lativ

e p

resc

ripts

4.Fa

ilure

to

influ

ence

the

se

ctor

with

re

gard

s to

tr

ansf

orm

a-tio

n in

the

C

onst

ruct

ion

and

Pro

per

ty

sect

or

Mis

alig

nmen

t /

gap

s b

etw

een

the

CB

E A

ct

and

the

Act

s go

vern

ing

the

coun

cils

(BE

PC

’s)

Lack

of t

rans

form

atio

n w

ithin

the

Con

stru

ctio

n in

dus

try

Pub

lic w

orks

func

tion

is

a co

ncur

rent

man

dat

e in

th

e co

nstit

utio

n

Lack

of a

war

enes

s of

th

e E

PW

P F

ram

ewor

ks

(e.g

. Min

iste

rial d

eter

mi-

natio

n an

d E

PW

P in

cen-

tive

gran

t re

qui

rem

ents

)

Lack

of a

war

enes

s of

th

e E

PW

P F

ram

ewor

ks

(e.g

. Min

iste

rial d

eter

mi-

natio

n an

d E

PW

P in

cen-

tive

gran

t re

qui

rem

ents

)

Low

leve

ls o

f tr

ansf

orm

atio

n in

th

e C

onst

ruct

ion

and

Pro

per

ty

Ind

ustr

ies

Failu

re t

o co

-or

din

ate

EP

WP

p

roje

cts

Failu

re t

o m

eet

the

EP

WP

gra

nt

req

uire

men

ts

Inef

fect

ive

imp

le-

men

tatio

n of

the

P

EP

s b

y im

ple

-m

entin

g b

odie

s fo

r th

e in

fras

truc

-tu

re s

ecto

r

Qua

lified

Aud

it re

por

ts

High

Per

iod

ic r

evie

w

of t

he P

olic

y /

Legi

slat

ions

Pro

visi

on o

f te

chni

cal s

up-

por

t to

pub

lic

bod

ies

Trai

ning

on

EP

WP

Fra

me-

wor

ks p

rovi

ded

to

pub

lic b

odie

s

High

Dev

elop

men

t of

th

e ne

w D

PW

W

hite

Pap

ers

Rev

iew

of t

he C

BE

A

ct

Rev

iew

of C

IDB

A

ct

Con

duc

t co

ntin

u-ou

s aw

aren

ess

and

tr

aini

ng o

n E

PW

P

Fram

ewor

ks.

Ad

opt

and

sig

n p

erfo

rman

ce s

core

ca

rds

with

all

entit

ies

AD

DG

: Pol

icy

and

Con

stru

c-tio

n

DD

G: E

x-p

and

ed P

ublic

W

orks

Pro

-gr

amm

e

DD

G: I

nter

-go

vern

men

tal

Rel

atio

ns

31/0

3/20

18

31/0

3/20

18

31/0

3/20

18

To b

uild

sta

te

cap

acity

in t

he

bui

lt en

viro

nmen

t p

rofe

ssio

ns

5.Fa

ilure

to

achi

eve

EP

WP,

B

BB

EE

and

sk

ills

de-

velo

pm

ent

targ

ets

Lack

of d

edic

ated

ca-

pac

ity a

nd p

lan

to g

row

th

e b

uilt

envi

ronm

ent

Lack

of p

olic

ies

to g

uid

e ho

w D

PW

and

PM

TE

shou

ld p

ursu

e sk

ills

dev

elop

men

t ta

rget

s

Sub

-op

timal

co

ntrib

utio

n to

tr

ansf

orm

atio

n b

y D

PW

and

PM

TE

High

Ski

lls d

evel

-op

men

t p

ro-

gram

mes

High

Pro

vid

e su

pp

ort

to

pub

lic b

odie

s on

th

e im

ple

men

tatio

n of

the

EP

WP

Est

ablis

hmen

t an

d

oper

atio

nalis

atio

n of

the

Pro

fess

iona

l S

ervi

ces

Bra

nch

DD

G: E

x-p

and

ed P

ublic

W

orks

Pro

-gr

amm

e

DD

G: P

rofe

s-si

onal

Ser

-vi

ces

31/0

3/20

18

31/0

3/20

18


Stra

tegi

c Go

alNo

. Ri

sk

Desc

riptio

nRo

ot C

ause

/ Co

ntrib

utin

g fa

ctor

Cons

eque

nces

IRCu

rren

t Con

trol

sRR

Actio

n Pl

ans

Resp

onsi

bilit

yTa

rget

(C

ompl

etio

n Da

te)

To p

rovi

de

over

sigh

t of

th

e p

ublic

w

orks

sec

tor

6.La

ck o

f co

oper

atio

n th

at e

nab

les

seam

less

se

rvic

e d

e-liv

ery

with

in

the

sect

or

Dep

artm

ents

Lack

of l

egal

fram

e-w

ork

(Pub

lic W

orks

A

ct) t

o go

vern

the

co

ncur

rent

func

tions

Aut

onom

y of

the

sp

here

s of

gov

ernm

ent

Ab

senc

e of

the

sig

ned

S

hare

hold

er C

omp

act

Rep

utat

iona

l d

amag

e

Poo

r p

lann

ing

lead

ing

to p

oor

serv

ice

del

iver

y

Mis

dire

cted

str

at-

egie

s

High

Inte

rgov

ernm

enta

l pro

-to

cols

in p

lace

Ser

vice

Lev

el A

gree

-m

ents

(SLA

’s) w

ith u

ser

dep

artm

ents

Inte

rgov

ernm

enta

l S

truc

ture

s (M

INM

EC

, Te

chni

cal M

INM

EC

, C

FO’s

foru

m, G

IAM

A

tech

nica

l for

um

Bui

ldin

g Te

chni

cal

Com

mitt

ee e

tc.)

High

Pro

vid

e in

put

s on

th

e re

view

of t

he

whi

te p

aper

on

conc

urre

nt fu

nc-

tions

Dev

elop

men

t of

th

e cu

stom

ised

fr

amew

ork

for

Pub

lic p

artic

ipat

ion

pro

gram

me

(PP

P).

Coo

rdin

ate

annu

al

stra

tegi

c se

ssio

ns

with

the

Sec

tor

Dep

artm

ents

DD

G:

Inte

rgov

ern-

men

tal

Rel

atio

ns

31/0

3/20

18

To s

upp

ort

serv

ice

del

iv-

ery

in a

sm

art,

p

roac

tive

and

b

usin

ess

cen-

tric

man

ner

that

is a

ligne

d

to s

tatu

tory

re

qui

rem

ent

7.Fa

ilure

to

inte

grat

e b

usin

ess

in-

form

atio

n fo

r cr

oss-

cutt

ing

func

tions

th

at in

form

s p

rop

er p

lan-

ning

’s

Non

-alig

nmen

t of

Bus

i-ne

ss P

roce

sses

Man

ual p

roce

ssin

g of

tra

nsac

tions

and

sc

hed

ules

Lack

of i

nteg

rate

d E

RP

sy

stem

Sys

tem

s ac

ross

dif-

fere

nt fu

nctio

nal a

reas

w

ithin

ass

et m

anag

e-m

ent

do

not

inte

rfac

e

Lack

of i

nteg

rate

d

Pro

per

ty M

anag

emen

t S

yste

m

PM

TE d

oes

not

have

in

tegr

ated

and

effe

c-tiv

e ac

coun

ting

and

P

roje

ct m

anag

emen

t sy

stem

s

No

inte

grat

ion

of

asse

t re

gist

ers

for

all s

phe

res

of

Gov

ernm

ent

High

Use

of m

anua

l pro

cess

-es U

se o

f DP

W b

usin

ess

pro

cess

es a

nd u

se o

f ci

rcul

ars

Com

plia

nce

crite

ria

with

Pro

vinc

es

Rel

ianc

e on

exi

stin

g no

n-in

tegr

ated

pro

per

-ty

and

pro

ject

man

-ag

emen

t in

form

atio

n sy

stem

s an

d u

se o

f ex

tern

al p

rop

erty

dat

a in

form

atio

n sy

stem

s

Qua

rter

ly G

IAM

A fo

-ru

ms

Pro

per

ty M

anag

emen

t S

yste

m in

tegr

ated

to

a ne

w fi

nanc

ial m

anag

e-m

ent

syst

em

High

Imp

lem

enta

tion

and

rev

iew

of t

he

Pro

per

ty M

an-

agem

ent

Sys

tem

(A

RC

HIB

US

)

DD

G:

Cor

por

ate

Ser

vice

s

31/0

3/20

18

Stra

tegi

c Go

alNo

. Ri

sk

Desc

riptio

nRo

ot C

ause

/ Co

ntrib

utin

g fa

ctor

Cons

eque

nces

IRCu

rren

t Con

trol

sRR

Actio

n Pl

ans

Resp

onsi

bilit

yTa

rget

(C

ompl

etio

n Da

te)

To t

rans

form

the

co

nstr

uctio

n an

d

pro

per

ty s

ec-

tors

thr

ough

the

d

evel

opm

ent

of

Pol

icy

and

Leg

is-

lativ

e p

resc

ripts

4.Fa

ilure

to

influ

ence

the

se

ctor

with

re

gard

s to

tr

ansf

orm

a-tio

n in

the

C

onst

ruct

ion

and

Pro

per

ty

sect

or

Mis

alig

nmen

t /

gap

s b

etw

een

the

CB

E A

ct

and

the

Act

s go

vern

ing

the

coun

cils

(BE

PC

’s)

Lack

of t

rans

form

atio

n w

ithin

the

Con

stru

ctio

n in

dus

try

Pub

lic w

orks

func

tion

is

a co

ncur

rent

man

dat

e in

th

e co

nstit

utio

n

Lack

of a

war

enes

s of

th

e E

PW

P F

ram

ewor

ks

(e.g

. Min

iste

rial d

eter

mi-

natio

n an

d E

PW

P in

cen-

tive

gran

t re

qui

rem

ents

)

Lack

of a

war

enes

s of

th

e E

PW

P F

ram

ewor

ks

(e.g

. Min

iste

rial d

eter

mi-

natio

n an

d E

PW

P in

cen-

tive

gran

t re

qui

rem

ents

)

Low

leve

ls o

f tr

ansf

orm

atio

n in

th

e C

onst

ruct

ion

and

Pro

per

ty

Ind

ustr

ies

Failu

re t

o co

-or

din

ate

EP

WP

p

roje

cts

Failu

re t

o m

eet

the

EP

WP

gra

nt

req

uire

men

ts

Inef

fect

ive

imp

le-

men

tatio

n of

the

P

EP

s b

y im

ple

-m

entin

g b

odie

s fo

r th

e in

fras

truc

-tu

re s

ecto

r

Qua

lified

Aud

it re

por

ts

High

Per

iod

ic r

evie

w

of t

he P

olic

y /

Legi

slat

ions

Pro

visi

on o

f te

chni

cal s

up-

por

t to

pub

lic

bod

ies

Trai

ning

on

EP

WP

Fra

me-

wor

ks p

rovi

ded

to

pub

lic b

odie

s

High

Dev

elop

men

t of

th

e ne

w D

PW

W

hite

Pap

ers

Rev

iew

of t

he C

BE

A

ct

Rev

iew

of C

IDB

A

ct

Con

duc

t co

ntin

u-ou

s aw

aren

ess

and

tr

aini

ng o

n E

PW

P

Fram

ewor

ks.

Ad

opt

and

sig

n p

erfo

rman

ce s

core

ca

rds

with

all

entit

ies

AD

DG

: Pol

icy

and

Con

stru

c-tio

n

DD

G: E

x-p

and

ed P

ublic

W

orks

Pro

-gr

amm

e

DD

G: I

nter

-go

vern

men

tal

Rel

atio

ns

31/0

3/20

18

31/0

3/20

18

31/0

3/20

18

To b

uild

sta

te

cap

acity

in t

he

bui

lt en

viro

nmen

t p

rofe

ssio

ns

5.Fa

ilure

to

achi

eve

EP

WP,

B

BB

EE

and

sk

ills

de-

velo

pm

ent

targ

ets

Lack

of d

edic

ated

ca-

pac

ity a

nd p

lan

to g

row

th

e b

uilt

envi

ronm

ent

Lack

of p

olic

ies

to g

uid

e ho

w D

PW

and

PM

TE

shou

ld p

ursu

e sk

ills

dev

elop

men

t ta

rget

s

Sub

-op

timal

co

ntrib

utio

n to

tr

ansf

orm

atio

n b

y D

PW

and

PM

TE

High

Ski

lls d

evel

-op

men

t p

ro-

gram

mes

High

Pro

vid

e su

pp

ort

to

pub

lic b

odie

s on

th

e im

ple

men

tatio

n of

the

EP

WP

Est

ablis

hmen

t an

d

oper

atio

nalis

atio

n of

the

Pro

fess

iona

l S

ervi

ces

Bra

nch

DD

G: E

x-p

and

ed P

ublic

W

orks

Pro

-gr

amm

e

DD

G: P

rofe

s-si

onal

Ser

-vi

ces

31/0

3/20

18

31/0

3/20

18


Below are the updated Conditional Grant Tables for 2017/18:

Table 41: EPWP Conditional Grants: EPWP Integrated Grant for Provinces

Name of Grant Purpose of Grant Performance Indicators

2017/18 Target

EPWP Integrated Grant to Provinces

To incentivise provinces to increase labour intensive employ-ment through programmes that maximise job creation and skills development as encapsulated in the Expanded Public Works Pro-gramme Integrated Grant Manual.

Number of Full Time Equivalents (FTEs) per annum

34, 346 FTEs.

Percentage of grant disbursed per annum.

95% disbursement

Table 42: EPWP Conditional Grants: EPWP Integrated Grant for Municipalities

Name of Grant Purpose of Grant Performance Indicators 2017/18 Targets

EPWP Integrated Grant to Municipalities

To incentivise municipalities to increase labour intensive employ-ment through programmes that maximise job creation and skills development as encapsulated in the Expanded Public Works Pro-gramme Integrated Grant Manual.

Number of Full Time Equivalents (FTEs) per annum

60,099 FTEs.

Percentage of grant dis-bursed per annum.

95% disbursement

Table 43: Social Sector EPWP Incentive Grant for Provinces

Name of Grant Purpose of Grant Performance Indicators

2017/18 Targets

Social Sector EPWP Grant to Provinces

§ To incentivise provincial Social Sector departments identified in the 2014 Social Sector EPWP Log-frame to increase job creation by focusing on the strengthening and expansion of social service pro-grammes that have employment potential

§ 80 % of the grant is meant for payment of stipends to the EPWP beneficiaries and 20% can be utilised to strengthen the de-livery capacity at the Not-for-Profit (NPO)/Implementing Agent’s (IA) level

Number of Public Bodies incentiv-ised

40 sector public bodies incentiv-ised

Number of bene-ficiaries receiving services

250 000

Number of NPOs/IAs supported

350

Percentage of grant disbursed per annum

90% disburse-ment

Table 44: EPWP Incentive: Non State Sector Wage Subsidy

Name of Grant Purpose of Grant Performance Indicators 2017/18 Targets

Non-State Sector Wage Subsidy.

To increase job creation through the expansion of Non State Sector EPWP pro-grammes.

Number of work opportu-nities reported per annum

54 270

Number of NPOs con-tracted;

350

Percentage of wage subsidy disbursed per annum.

100%

12 CONDITIONAL GRANTS


13

P

UB

LIC

EN

TIT

IES

Tabl

e 45

: Pub

lic E

ntiti

es re

port

ing

to th

e M

inis

ter o

f Pub

lic W

orks

Nam

e o

f P

ublic

Ent

ity

Man

dat

eO

utp

uts

2017

/18

bud

get

(R

’000

)

Dat

e o

f ne

xt

eval

uati

on

Co

nstr

ucti

on

Ind

ustr

y D

evel

op

men

t B

oar

d (c

idb

)

Pro

vid

e st

rate

gic

lead

ersh

ip t

o co

n-st

ruct

ion

ind

ustr

y st

akeh

old

ers

to

stim

ulat

e su

stai

nab

le g

row

th, r

efor

m

and

imp

rove

men

t of

the

con

stru

c-tio

n se

ctor

.

Tran

sfor

mat

ion

of t

he c

onst

ruct

ion

ind

ustr

y

§G

row

the

eco

nom

y th

roug

h co

nstr

uctio

n in

dus

try

colla

bor

atio

n

§M

onito

r an

d in

crea

se g

over

nmen

t ca

pita

l sp

ent

infr

astr

uctu

re t

o 90

%

by

2020

§E

nsur

e ac

cess

ibili

ty o

f wor

k b

y d

esig

nate

d g

roup

by

2020

§G

row

BB

BE

E o

wne

d c

onst

ruct

ion

com

pan

ies

to p

lay

mea

ning

ful r

ole

in

cons

truc

tion

ind

ustr

y.

§E

nsur

e th

at p

erce

ntag

e of

pub

lic c

ontr

acto

rs a

re r

ing-

fenc

ed fo

r B

B-

BE

E c

ontr

acto

rs.

R14

9 47

7Q

uart

erly

E

valu

atio

ns

July

201

7 O

ctob

er

2017

Jan

-ua

ry 2

018

Ap

ril 2

018

Pro

mot

e su

stai

nab

le g

row

th o

f the

co

nstr

uctio

n in

dus

try

and

the

par

tic-

ipat

ion

of t

he e

mer

ging

sec

tor

in t

he

ind

ustr

y;

Con

trac

tor

Dev

elop

men

t an

d P

artn

ersh

ip

§E

nsur

e an

inno

vativ

e an

d t

hriv

ing

cons

truc

tion

envi

ronm

ent

§S

upp

ort

all c

ontr

acto

rs t

o d

eliv

er q

ualit

y w

ork

and

val

ue fo

r m

oney

§S

upp

ort

cont

ract

ors

thro

ugh

trai

ning

and

dev

elop

men

tD

eter

min

e, e

stab

lish

and

pro

mot

e im

pro

ved

per

form

ance

and

bes

t p

ract

ice

of p

ublic

and

priv

ate

sect

or

clie

nts,

con

trac

tors

and

oth

er p

ar-

ticip

ants

in t

he c

onst

ruct

ion

del

iver

y p

roce

ss;

Con

stru

ctio

n In

dus

try

Dev

elop

men

t

§M

onito

r an

d e

valu

ate

cont

ract

or d

evel

opm

ent

succ

ess

§M

onito

r th

e p

erfo

rman

ce o

f the

con

stru

ctio

n in

dus

try

agai

nst

das

h-b

oard

.

§In

dus

try

per

form

ance

das

hboa

rd t

o m

onito

r cl

ient

and

con

trac

tor

per

-fo

rman

ce.

§C

ond

uct

cons

truc

tion

ind

ustr

y b

ench

mar

king

stu

die

s to

ass

ess

ind

us-

try

per

form

ance

and

dev

elop

men

t

§P

rovi

de

exp

erie

ntia

l lea

rnin

g op

por

tuni

ties

§R

evie

w t

he a

rtis

an t

rain

ing

lear

ning

pro

gram

and

inve

stig

ate

revi

talis

a-tio

n of

col

lege

s.


Nam

e o

f P

ublic

Ent

ity

Man

dat

eO

utp

uts

2017

/18

bud

get

(R

’000

)

Dat

e o

f ne

xt

eval

uati

on

Pro

mot

e un

iform

ap

plic

atio

n of

p

olic

y th

roug

hout

all

sphe

res

of

gove

rnm

ent

and

pro

mot

e un

iform

an

d e

thic

al s

tand

ard

s, c

onst

ruct

ion

pro

cure

men

t re

form

, and

imp

rove

d

pro

cure

men

t an

d d

eliv

ery

man

age-

men

t –

incl

udin

g a

cod

e of

con

duc

t;

Reg

ulat

ory

Fram

ewor

k an

d P

artn

ersh

ip

§P

rovi

de

a w

ell-

regu

late

d c

onst

ruct

ion

ind

ustr

y b

y 20

20 t

hrou

gh le

gisl

a-tiv

e re

view

s

§E

nsur

e th

at p

erce

ntag

e of

con

trac

tors

and

clie

nts

adhe

re t

o ci

db

reg

u-la

tions

by

2020

§M

aint

ain

and

util

ise

cons

truc

tion

regi

ster

s to

ens

ure

per

cent

age

of

cont

ract

ors

are

com

ply

ing

with

reg

ulat

ions

§In

fluen

cing

sta

keho

lder

s to

ens

ure

that

hig

her

per

cent

age

of b

udge

ts

are

spen

t on

tar

gete

d g

roup

s D

evel

op s

yste

mat

ic m

etho

ds

for

mon

itorin

g an

d r

egul

atin

g th

e p

erfo

rman

ce o

f the

ind

ustr

y an

d it

s st

akeh

old

ers,

incl

udin

g th

e re

gist

ra-

tion

of p

roje

cts

and

con

trac

tors

.

Reg

ulat

ory

Fram

ewor

k an

d H

igh

Per

form

ing

Org

anis

atio

n

§M

aint

ain

and

util

ise

cons

truc

tion

regi

ster

s to

ens

ure

per

cent

age

of

cont

ract

ors

are

com

ply

ing

with

reg

ulat

ions

§P

rovi

de

valu

e ad

ded

ser

vice

s to

all

regi

ster

ed c

ontr

acto

rs

§Im

pro

ve t

he o

vera

ll p

erfo

rman

ce o

f the

cid

b

§M

anag

e th

e ci

db

to

be

fair

and

cor

rup

tive

free

.

§D

igita

lised

ser

vice

– O

nlin

e re

gist

ratio

n se

rvic

es

§R

educ

e ad

min

istr

ativ

e b

urd

en o

n co

ntra

ctor

s d

urin

g th

e re

gist

ratio

n p

roce

ss


Nam

e o

f P

ublic

Ent

ity

Man

dat

eO

utp

uts

2017

/18

bud

get

(R

’000

)

Dat

e o

f ne

xt

eval

uati

on

Co

unci

l fo

r th

e B

uilt

E

nvir

onm

ent

(CB

E)

The

CB

E b

ases

its

pro

gram

mes

and

p

roje

cts

as c

onta

ined

in it

s 20

15-

2020

Str

ateg

ic P

lan

on it

s m

and

ate

as e

lab

orat

ed in

Sec

tion

3 of

the

C

BE

Act

as

follo

ws:

1.

Pro

mot

e an

d p

rote

ct t

he in

tere

st

of t

he p

ublic

in t

he b

uilt

envi

ron-

men

t

2.

Pro

mot

e an

d m

aint

ain

a su

s-ta

inab

le b

uilt

envi

ronm

ent

and

na

tura

l env

ironm

ent

3.

Pro

mot

e on

goin

g hu

man

re-

sour

ces

dev

elop

men

t in

the

bui

lt en

viro

nmen

t

4.

Faci

litat

e p

artic

ipat

ion

by

the

bui

lt en

viro

nmen

t p

rofe

ssio

ns in

in

tegr

ated

dev

elop

men

t in

the

co

ntex

t of

nat

iona

l goa

ls

5.

Pro

mot

e ap

pro

pria

te s

tand

ard

s of

hea

lth, s

afet

y an

d e

nviro

n-m

enta

l pro

tect

ion

with

in t

he b

uilt

envi

ronm

ent

6.

Pro

mot

e so

und

gov

erna

nce

of

the

bui

lt en

viro

nmen

t p

rofe

ssio

ns

7.

Pro

mot

e lia

ison

in t

he fi

eld

of

trai

ning

in t

he R

epub

lic a

nd

else

whe

re a

nd t

o p

rom

ote

the

stan

dar

ds

of s

uch

trai

ning

in t

he

Rep

ublic

8.

Ser

ve a

s a

foru

m w

here

the

bui

lt en

viro

nmen

t p

rofe

ssio

ns c

an

dis

cuss

rel

evan

t is

sues

9.

Ens

ure

unifo

rm a

pp

licat

ion

of

norm

s an

d g

uid

elin

es s

et b

y th

e P

rofe

ssio

nal C

ounc

ils t

hrou

ghou

t th

e b

uilt

envi

ronm

ent

§To

ens

ure

that

all

BE

aca

dem

ic p

rogr

amm

es in

clud

e ad

equa

te c

ov-

erag

e of

issu

es o

n he

alth

and

saf

ety

in c

onst

ruct

ion,

env

ironm

enta

l su

stai

nab

ility

and

job

cre

atio

n th

roug

h la

bou

r in

tens

ive

cons

truc

tion

in

thei

r cu

rric

ulum

by

30 M

arch

202

0.

§To

ens

ure

that

all

Nat

iona

l Sta

ndar

ds

for

the

pla

nnin

g d

esig

n, p

ro-

cure

men

t, c

onst

ruct

ion,

op

erat

ion

and

mai

nten

ance

of i

nfra

stru

ctur

e em

bod

y he

alth

and

saf

ety,

env

ironm

enta

l sus

tain

abili

ty a

nd jo

b c

reat

ion

thro

ugh

lab

our

inte

nsiv

e co

nstr

uctio

n b

y 30

Mar

ch 2

020.

§To

be

the

lead

driv

er o

f ski

lls d

evel

opm

ent

initi

ativ

es fo

r p

ublic

sec

tor

infr

astr

uctu

re d

eliv

ery

with

a fo

cus

on S

IPs

skill

s in

itiat

ives

by

30 M

arch

20

20.

§To

mon

itor

and

eva

luat

e th

e im

ple

men

tatio

n of

a s

tand

ard

ised

and

q

ualit

y as

sure

d W

orkp

lace

Tra

inin

g

§Fr

amew

ork

by

BE

em

plo

yers

to

pro

duc

e co

mp

eten

t p

rofe

ssio

nals

and

gr

adua

tes

for

the

BE

ind

ustr

y b

y 30

Mar

ch 2

020.

§To

lead

the

imp

lem

enta

tion

of t

he C

BE

Tra

nsfo

rmat

ion

Mod

el b

y al

l BE

st

akeh

old

ers

in o

rder

to

incr

ease

the

num

ber

s, d

emog

rap

hic

and

gen

-d

er r

epre

sent

ativ

e of

BE

Ps

to r

eflec

t th

e d

emog

rap

hics

of t

he c

ount

ry

by

30 M

arch

202

0.

§To

pro

vid

e ad

vice

to

Gov

ernm

ent

of B

E p

riorit

y m

atte

rs t

hat

are

iden

-tifi

ed in

the

201

4-19

MTS

F an

d t

he N

DP,

and

pro

vid

e in

form

atio

n an

d

know

led

ge m

anag

emen

t re

sour

ces

for

the

BE

to

info

rm g

over

nmen

t p

olic

y on

an

annu

al b

asis

.

§To

act

as

an a

pp

eal b

ody

on m

atte

rs o

f law

ref

erre

d t

o it

in t

erm

s of

le

gisl

atio

n re

gula

ting

the

BE

Ps,

and

to

pro

mot

e an

d e

nhan

ce h

igh

stan

-d

ard

s of

pro

fess

iona

l eth

ics

with

in t

he B

E.

DP

W T

rans

fer

R48

568

Oth

er In

com

e R

2 8

61

Tota

l Exp

end

i-tu

re R

51 4

29

Qua

rter

ly

Eva

luat

ions

Ju

ly 2

018

Oct

ober

20

18

Janu

ary

2019

Ap

ril 2

019


Nam

e o

f P

ublic

Ent

ity

Man

dat

eO

utp

uts

2017

/18

bud

get

(R

’000

)

Dat

e o

f ne

xt

eval

uati

on

Ind

epen

den

t D

evel

op

men

t Tr

ust

(IDT

)

The

Man

dat

e, a

s ad

opte

d b

y C

ab-

inet

in 1

997,

tas

ks t

he ID

T to

be

“a

gove

rnm

ent

dev

elop

men

t ag

ency

th

at im

ple

men

ts p

roje

cts

that

are

co

mm

issi

oned

by

gove

rnm

ent

de-

par

tmen

ts.”

§To

con

trib

ute

to t

he S

tate

’s c

apac

ity b

y ef

fect

ivel

y im

ple

men

ting

dev

el-

opm

ent

pro

gram

mes

tha

t d

eliv

er q

ualit

y so

cial

infr

astr

uctu

re o

n tim

e,

with

in b

udge

t an

d s

cop

e

§To

ens

ure

a d

istin

ctiv

e d

evel

opm

enta

l ap

pro

ach

to s

ocia

l inf

rast

ruct

ure

del

iver

y th

at e

mp

ower

s co

mm

uniti

es t

o re

ceiv

e, o

wn,

man

age

and

su

stai

n th

eir

own

dev

elop

men

t.

§To

cre

ate

an e

ffect

ive,

effi

cien

t an

d s

usta

inab

le o

rgan

isat

ion

that

is

finan

cial

ly v

iab

le, c

omp

liant

, res

ults

-bas

ed, e

ffici

ent

and

focu

sed

.

§To

bui

ld a

sus

tain

able

org

anis

atio

n an

d m

aint

aini

ng a

cle

an a

dm

inis

-tr

atio

n w

hich

is c

omm

itted

to

the

effic

ient

ap

plic

atio

n of

res

ourc

es,

com

plia

nce

with

reg

ulat

ions

and

legi

slat

ion

and

whi

ch is

acc

ount

able

.

R74

6, 2

80, 0

00Q

uart

erly

E

valu

atio

ns

July

201

7 O

ctob

er

2017

Jan

-ua

ry 2

018

Ap

ril 2

018


Nam

e o

f P

ublic

Ent

ity

Man

dat

eO

utp

uts

2017

/18

bud

get

(R

’000

)

Dat

e o

f ne

xt

eval

uati

on

Ag

rém

ent

So

uth

Afr

ica

(AS

A)

Pro

mot

e th

e us

e of

inno

vativ

e co

nstr

uctio

n b

y p

rovi

din

g as

sura

nce

to s

pec

ifier

s an

d u

sers

via

con

fir-

mat

ion

and

cer

tifica

tion

of “

fitne

ss

for

pur

pos

e” a

fter

suc

cess

fully

ca

rryi

ng o

ut t

echn

ical

ass

essm

ent

of

non-

stan

dar

dis

ed o

r un

conv

entio

nal

pro

duc

ts, c

onst

ruct

ion

syst

ems,

co

mp

onen

ts, m

ater

ials

or

dev

ices

fo

r w

hich

no

Sou

th A

fric

an n

atio

nal

stan

dar

d o

r co

des

of p

ract

ice

exis

ts,

here

by

sup

por

ting

Sou

th A

fric

a’s

pla

ce a

nd c

ontr

ibut

ion

in t

he g

lob

al

com

mun

ity.

Faci

litat

e th

e sa

fe in

trod

uctio

n,

app

licat

ion

and

util

isat

ion

of s

atis

-fa

ctor

y in

nova

tion

and

tec

hnol

ogy

dev

elop

men

t in

the

con

stru

ctio

n in

dus

try

as t

he in

tern

atio

nally

ac-

know

led

ged

, ob

ject

ive

Sou

th A

fric

an

cent

re b

y p

rovi

din

g as

sura

nce

of

fitne

ss-f

or-p

urp

ose

of s

uch

tech

-no

logi

es w

hich

op

timis

e re

sour

ce

utili

satio

n an

d r

ealis

e co

st s

avin

gs in

th

e in

dus

try.

§Te

chni

cal r

epor

ts a

nd c

ertifi

cate

s of

“fit

ness

for

pur

pos

e” o

f suc

cess

ful-

ly a

sses

sed

and

cer

tified

res

ults

of n

on-s

tand

ard

ised

or

unco

nven

tiona

l p

rod

ucts

, con

stru

ctio

n sy

stem

s, c

omp

onen

ts, m

ater

ials

or

dev

ices

for

whi

ch n

o S

outh

Afr

ican

nat

iona

l sta

ndar

d o

r co

des

of p

ract

ice

exis

ts.

§Fo

rmul

ate

and

up

dat

e p

erfo

rman

ce c

riter

ia u

sed

as

guid

elin

es in

th

e te

chni

cal a

sses

smen

ts p

roce

ss. D

isse

min

atio

n of

info

rmat

ion

on

app

rop

riate

inno

vativ

e co

nstr

uctio

n te

chno

logi

es a

nd in

fras

truc

ture

to

pro

mot

e ac

cep

tanc

e am

ongs

t th

e co

nstr

uctio

n fr

ater

nity

.

§Te

chni

cal a

sses

smen

t an

d c

ertifi

catio

n of

non

-sta

ndar

dis

ed in

nova

tive

and

non

-sta

ndar

d b

uild

ing

and

con

stru

ctio

n p

rod

ucts

.

§S

ervi

ce t

o co

nsum

ers

and

use

r in

tere

sts

by

pro

vid

ing

assu

ranc

e of

fit-

ness

-for

-pur

pos

e an

d v

alue

for

mon

ey o

f inn

ovat

ive,

non

-sta

ndar

dis

ed

cons

truc

tion

tech

nolo

gy a

s w

ell a

s on

-goi

ng q

ualit

y as

sura

nce.

§W

orki

ng w

ith t

he c

onst

ruct

ion

sect

or t

o fa

cilit

ate

the

intr

oduc

tion

of

cost

effe

ctiv

e te

chno

logy

and

non

-sta

ndar

dis

ed c

onst

ruct

ion

tech

nol-

ogy.

§D

isse

min

atio

n of

cor

rect

, ob

ject

ive

and

rel

evan

t in

form

atio

n to

all

conc

erne

d in

res

pec

t of

the

tec

hnic

al, s

ocio

-eco

nom

ic a

nd r

egul

ator

y as

pec

ts o

f inn

ovat

ive

tech

nolo

gy a

nd n

on-s

tand

ard

ised

con

stru

ctio

n te

chno

logy

.

§P

rovi

de

sup

por

t to

pol

icy

mak

ers

at a

ll le

vels

and

min

imis

e th

e ris

k as

soci

ated

with

the

use

of i

nnov

atio

ns.

§P

rovi

de

sup

por

t on

the

ap

plic

atio

n of

the

Nat

iona

l Bui

ldin

g R

egul

atio

ns.

§A

ctiv

ely

mai

ntai

n in

tern

atio

nal l

inks

with

pee

r or

gani

satio

ns a

nd s

up-

por

t to

the

Sou

th A

fric

an c

onst

ruct

ion

ind

ustr

y in

its

exp

ort

activ

ities

b

y fa

cilit

atin

g th

e ap

pro

val o

f Sou

th A

fric

an in

nova

tive

cons

truc

tion

pro

duc

ts in

fore

ign

coun

trie

s.

§Fa

cilit

ate

the

acce

pta

nce

of in

nova

tive

pro

duc

ts w

ithin

the

con

text

of

the

gove

rnm

ent’s

new

prio

ritie

s an

d p

olic

ies.

R15

401

460

.00

(DP

W t

rans

fer

of R

13 2

11

460.

00 a

nd o

th-

er r

even

ue o

f R

2 19

0 00

0.00

).

Qua

rter

ly

Eva

luat

ions

Ju

ly 2

017

Oct

ober

20

17 J

an-

uary

201

8 A

pril

201

8


Tabl

e 46

: The

six

Bui

lt En

viro

nmen

t Pro

fess

iona

l Cou

ncils

Nam

e o

f B

uilt

E

nvir

onm

ent

Pro

fess

iona

l C

oun

cil

Man

dat

eD

ate

of

next

ev

alua

tio

n

So

uth

Afr

ican

C

oun

cil f

or

the

Pro

per

ty V

alue

rs

Pro

fess

ion

(SA

CP

VP

)

The

SA

CP

VP

AC

T re

qui

res

and

em

pow

ers

SA

CP

VP

to

per

form

the

follo

win

g fu

nctio

ns:

1.

Est

ablis

h a

pro

per

ty v

alue

rs s

tand

ard

s ge

nera

ting

bod

y an

d d

evel

op s

tand

ard

s fo

r p

rop

erty

val

uers

ed

ucat

ion

and

p

rofe

ssio

nal c

omp

eten

cy

2.

Vis

it ed

ucat

ion

pro

vid

ers

to e

valu

ate

pro

gram

mes

and

acc

red

it ed

ucat

iona

l pro

gram

mes

tha

t m

eet

the

educ

atio

nal

req

uire

men

ts t

owar

d r

egis

trat

ion

in e

ach

of t

he c

ateg

orie

s;

3.

Reg

iste

r p

erso

ns in

pro

fess

iona

l cat

egor

ies

who

dem

onst

rate

com

pet

ency

aga

inst

the

sta

ndar

ds

for

the

cate

gorie

s;

4.

Eva

luat

e ed

ucat

iona

l qua

lifica

tions

tha

t ar

e no

t al

read

y ac

cred

ited

or

reco

gnis

ed;

5.

Reg

iste

r p

erso

ns w

ho m

eet

educ

atio

nal r

equi

rem

ents

in c

and

idat

e ca

tego

ries;

6.

Est

ablis

h sp

ecifi

ed c

ateg

orie

s of

reg

istr

atio

n to

mee

t sp

ecifi

c he

alth

and

saf

ety

licen

cing

req

uire

men

ts a

nd r

egis

ter

per

sons

in t

hese

cat

egor

ies;

7.

Req

uire

reg

iste

red

per

sons

to

rene

w r

egis

trat

ion

at in

terv

als

and

und

er c

ond

ition

s th

at t

he C

ounc

il p

resc

ribes

;

8.

Ent

er in

to in

tern

atio

nal a

gree

men

ts fo

r th

e re

cogn

ition

of e

duc

atio

nal p

rogr

amm

es a

nd r

egis

trat

ion;

9.

Dev

elop

and

mai

ntai

n a

cod

e of

con

duc

t, s

upp

orte

d w

here

nec

essa

ry b

y co

des

of p

ract

ice;

10. I

nves

tigat

e co

mp

lain

ts o

f im

pro

per

con

duc

t ag

ains

t re

gist

ered

per

sons

and

con

duc

t en

qui

ries

and

imp

ose

sanc

-tio

ns a

s ea

ch c

ase

req

uire

s;

11. A

nnua

lly p

ublis

h gu

idel

ine

pro

fess

iona

l fee

s an

d s

cop

e of

wor

k;

12. R

ecog

nise

Vol

unta

ry A

ssoc

iatio

ns (V

A’s)

;

13. R

ecom

men

d t

o th

e C

ounc

il fo

r th

e B

uilt

Env

ironm

ent

(CB

E) S

AC

PV

P’s

iden

tifica

tion

of t

he t

ype

of P

rop

erty

val

uers

w

ork

whi

ch m

ay b

e p

erfo

rmed

by

per

sons

reg

iste

red

in a

ny c

ateg

ory.

14. A

dvi

se g

over

nmen

t an

d o

ther

par

ties

and

to

take

nec

essa

ry s

tep

s to

pro

tect

the

pub

lic in

tere

st, h

ealth

and

saf

e-ty

, im

pro

ve s

tand

ard

s of

pro

per

ty v

alue

rs s

ervi

ces,

cre

ate

awar

enes

s of

the

nee

d t

o p

rote

ct t

he e

nviro

nmen

t an

d

cond

uct

rese

arch

.

Qua

rter

ly E

valu

-at

ions

July

201

8

Oct

ober

201

8

Janu

ary

2019

Ap

ril 2

019


Nam

e o

f B

uilt

E

nvir

onm

ent

Pro

fess

iona

l C

oun

cil

Man

dat

eD

ate

of

next

ev

alua

tio

n

Eng

inee

ring

Co

unci

l o

f S

out

h A

fric

a (E

CS

A)

The

Eng

inee

ring

Cou

ncil

of S

outh

Afr

ica

(EC

SA

) is

a st

atut

ory

bod

y es

tab

lishe

d in

ter

ms

of t

he

1.

Eng

inee

ring

Pro

fess

ion

Act

, 200

0 (A

ct N

o. 4

6 of

200

0) (E

PA).

2.

The

EPA

req

uire

s an

d e

mp

ower

s E

CS

A t

o p

erfo

rm t

he fo

llow

ing

func

tions

:

3.

Est

ablis

h an

eng

inee

ring

stan

dar

ds

gene

ratin

g b

ody

and

dev

elop

sta

ndar

ds

for

engi

neer

ing

educ

atio

n an

d p

rofe

s-si

onal

com

pet

ency

;

4.

Vis

it ed

ucat

ion

pro

vid

ers

to e

valu

ate

pro

gram

mes

and

acc

red

it ed

ucat

iona

l pro

gram

mes

tha

t m

eet

the

educ

atio

nal

req

uire

men

ts t

owar

d r

egis

trat

ion

in e

ach

of t

he c

ateg

orie

s;

5.

Reg

iste

r p

erso

ns in

pro

fess

iona

l cat

egor

ies

who

dem

onst

rate

com

pet

ency

aga

inst

the

sta

ndar

ds

for

the

cate

gorie

s;

6.

Eva

luat

e ed

ucat

iona

l qua

lifica

tions

tha

t ar

e no

t al

read

y ac

cred

ited

or

reco

gnis

ed;

7.

Reg

iste

r p

erso

ns w

ho m

eet

educ

atio

nal r

equi

rem

ents

in c

and

idat

e ca

tego

ries;

8.

Est

ablis

h sp

ecifi

ed c

ateg

orie

s of

reg

istr

atio

n to

mee

t sp

ecifi

c he

alth

and

saf

ety

licen

cing

req

uire

men

ts a

nd r

egis

ter

per

sons

in t

hese

cat

egor

ies;

9.

Req

uire

reg

iste

red

per

sons

to

rene

w r

egis

trat

ion

at in

terv

als

and

und

er c

ond

ition

s th

at t

he c

ounc

il p

resc

ribes

;

10. E

nter

into

inte

rnat

iona

l agr

eem

ents

for

the

reco

gniti

on o

f ed

ucat

iona

l pro

gram

mes

and

reg

istr

atio

n;

11. D

evel

op a

nd m

aint

ain

a co

de

of c

ond

uct,

sup

por

ted

whe

re n

eces

sary

by

cod

es o

f pra

ctic

e;

12. I

nves

tigat

e co

mp

lain

ts o

f im

pro

per

con

duc

t ag

ains

t re

gist

ered

per

sons

and

con

duc

t en

qui

ries

and

imp

ose

sanc

-tio

ns a

s ea

ch c

ase

req

uire

s;

13. A

nnua

lly p

ublis

h gu

idel

ine

pro

fess

iona

l fee

s an

d s

cop

e of

wor

k;

14. R

ecog

nise

Vol

unta

ry A

ssoc

iatio

ns (V

A’s)

;

15. R

ecom

men

d t

o th

e C

ounc

il fo

r th

e B

uilt

Env

ironm

ent

(CB

E) E

CS

A’s

iden

tifica

tion

of t

he t

ype

of e

ngin

eerin

g w

ork

whi

ch m

ay b

e p

erfo

rmed

by

per

sons

reg

iste

red

in a

ny c

ateg

ory;

16. T

o ad

vise

gov

ernm

ent

and

oth

er p

artie

s an

d t

o ta

ke n

eces

sary

ste

ps

to p

rote

ct t

he p

ublic

inte

rest

, hea

lth a

nd

safe

ty, i

mp

rove

sta

ndar

ds

of e

ngin

eerin

g se

rvic

es, c

reat

e aw

aren

ess

of t

he n

eed

to

pro

tect

the

env

ironm

ent

and

co

nduc

t re

sear

ch.

Qua

rter

ly E

valu

-at

ions

July

201

8

Oct

ober

201

8

Janu

ary

2019

Ap

ril 2

019

Tabl

e 46

: The

six

Bui

lt En

viro

nmen

t Pro

fess

iona

l Cou

ncils

Nam

e o

f B

uilt

E

nvir

onm

ent

Pro

fess

iona

l C

oun

cil

Man

dat

eD

ate

of

next

ev

alua

tio

n

So

uth

Afr

ican

C

oun

cil f

or

the

Pro

per

ty V

alue

rs

Pro

fess

ion

(SA

CP

VP

)

The

SA

CP

VP

AC

T re

qui

res

and

em

pow

ers

SA

CP

VP

to

per

form

the

follo

win

g fu

nctio

ns:

1.

Est

ablis

h a

pro

per

ty v

alue

rs s

tand

ard

s ge

nera

ting

bod

y an

d d

evel

op s

tand

ard

s fo

r p

rop

erty

val

uers

ed

ucat

ion

and

p

rofe

ssio

nal c

omp

eten

cy

2.

Vis

it ed

ucat

ion

pro

vid

ers

to e

valu

ate

pro

gram

mes

and

acc

red

it ed

ucat

iona

l pro

gram

mes

tha

t m

eet

the

educ

atio

nal

req

uire

men

ts t

owar

d r

egis

trat

ion

in e

ach

of t

he c

ateg

orie

s;

3.

Reg

iste

r p

erso

ns in

pro

fess

iona

l cat

egor

ies

who

dem

onst

rate

com

pet

ency

aga

inst

the

sta

ndar

ds

for

the

cate

gorie

s;

4.

Eva

luat

e ed

ucat

iona

l qua

lifica

tions

tha

t ar

e no

t al

read

y ac

cred

ited

or

reco

gnis

ed;

5.

Reg

iste

r p

erso

ns w

ho m

eet

educ

atio

nal r

equi

rem

ents

in c

and

idat

e ca

tego

ries;

6.

Est

ablis

h sp

ecifi

ed c

ateg

orie

s of

reg

istr

atio

n to

mee

t sp

ecifi

c he

alth

and

saf

ety

licen

cing

req

uire

men

ts a

nd r

egis

ter

per

sons

in t

hese

cat

egor

ies;

7.

Req

uire

reg

iste

red

per

sons

to

rene

w r

egis

trat

ion

at in

terv

als

and

und

er c

ond

ition

s th

at t

he C

ounc

il p

resc

ribes

;

8.

Ent

er in

to in

tern

atio

nal a

gree

men

ts fo

r th

e re

cogn

ition

of e

duc

atio

nal p

rogr

amm

es a

nd r

egis

trat

ion;

9.

Dev

elop

and

mai

ntai

n a

cod

e of

con

duc

t, s

upp

orte

d w

here

nec

essa

ry b

y co

des

of p

ract

ice;

10. I

nves

tigat

e co

mp

lain

ts o

f im

pro

per

con

duc

t ag

ains

t re

gist

ered

per

sons

and

con

duc

t en

qui

ries

and

imp

ose

sanc

-tio

ns a

s ea

ch c

ase

req

uire

s;

11. A

nnua

lly p

ublis

h gu

idel

ine

pro

fess

iona

l fee

s an

d s

cop

e of

wor

k;

12. R

ecog

nise

Vol

unta

ry A

ssoc

iatio

ns (V

A’s)

;

13. R

ecom

men

d t

o th

e C

ounc

il fo

r th

e B

uilt

Env

ironm

ent

(CB

E) S

AC

PV

P’s

iden

tifica

tion

of t

he t

ype

of P

rop

erty

val

uers

w

ork

whi

ch m

ay b

e p

erfo

rmed

by

per

sons

reg

iste

red

in a

ny c

ateg

ory.

14. A

dvi

se g

over

nmen

t an

d o

ther

par

ties

and

to

take

nec

essa

ry s

tep

s to

pro

tect

the

pub

lic in

tere

st, h

ealth

and

saf

e-ty

, im

pro

ve s

tand

ard

s of

pro

per

ty v

alue

rs s

ervi

ces,

cre

ate

awar

enes

s of

the

nee

d t

o p

rote

ct t

he e

nviro

nmen

t an

d

cond

uct

rese

arch

.

Qua

rter

ly E

valu

-at

ions

July

201

8

Oct

ober

201

8

Janu

ary

2019

Ap

ril 2

019


Nam

e o

f B

uilt

E

nvir

onm

ent

Pro

fess

iona

l C

oun

cil

Man

dat

eD

ate

of

next

ev

alua

tio

n

The

So

uth

Afr

ican

C

oun

cil f

or

the

Arc

hite

ctur

al

Pro

fess

ion

(SA

CA

P)

The

Arc

hite

ctur

al P

rofe

ssio

n A

ct, 2

000

(Act

No.

44

of 2

000)

req

uire

s an

d e

mp

ower

s S

AC

AP

to

per

form

the

follo

win

g fu

nctio

ns:

1.

Est

ablis

h a

stan

dar

ds

gene

ratin

g b

ody

and

dev

elop

sta

ndar

ds

for

arch

itect

ural

ed

ucat

ion

and

pro

fess

iona

l com

pe-

tenc

y

2.

Vis

it ed

ucat

ion

pro

vid

ers

to e

valu

ate

pro

gram

mes

and

acc

red

it ed

ucat

iona

l pro

gram

mes

tha

t m

eet

the

educ

atio

nal

req

uire

men

ts t

owar

d r

egis

trat

ion

in e

ach

of t

he c

ateg

orie

s;

3.

Reg

iste

r p

erso

ns in

pro

fess

iona

l cat

egor

ies

who

dem

onst

rate

com

pet

ency

aga

inst

the

sta

ndar

ds

for

the

cate

gorie

s;

4.

Eva

luat

e ed

ucat

iona

l qua

lifica

tions

tha

t ar

e no

t al

read

y ac

cred

ited

or

reco

gnis

ed;

5.

Reg

iste

r p

erso

ns w

ho m

eet

educ

atio

nal r

equi

rem

ents

in c

and

idat

e ca

tego

ries;

6.

Est

ablis

h sp

ecifi

ed c

ateg

orie

s of

reg

istr

atio

n to

mee

t sp

ecifi

c he

alth

and

saf

ety

licen

cing

req

uire

men

ts a

nd r

egis

ter

per

sons

in t

hese

cat

egor

ies;

7.

Req

uire

reg

iste

red

per

sons

to

rene

w r

egis

trat

ion

at in

terv

als

and

und

er c

ond

ition

s th

at t

he c

ounc

il p

resc

ribes

;

8.

Ent

er in

to in

tern

atio

nal a

gree

men

ts fo

r th

e re

cogn

ition

of e

duc

atio

nal p

rogr

amm

es a

nd r

egis

trat

ion;

9.

Dev

elop

and

mai

ntai

n a

cod

e of

con

duc

t, s

upp

orte

d w

here

nec

essa

ry b

y co

des

of p

ract

ice;

10. I

nves

tigat

e co

mp

lain

ts o

f im

pro

per

con

duc

t ag

ains

t re

gist

ered

per

sons

and

con

duc

t en

qui

ries

and

imp

ose

sanc

-tio

ns a

s ea

ch c

ase

req

uire

s;

11. A

nnua

lly p

ublis

h gu

idel

ine

pro

fess

iona

l fee

s an

d s

cop

e of

wor

k;

12. R

ecog

nise

Vol

unta

ry A

ssoc

iatio

ns (V

A’s)

;

13. R

ecom

men

d t

o th

e C

ounc

il fo

r th

e B

uilt

Env

ironm

ent

(CB

E) S

AC

AP

’s id

entifi

catio

n of

the

typ

e of

arc

hite

ctur

al w

ork

whi

ch m

ay b

e p

erfo

rmed

by

per

sons

reg

iste

red

in a

ny c

ateg

ory.

14. A

dvi

se g

over

nmen

t an

d o

ther

par

ties

and

to

take

nec

essa

ry s

tep

s to

pro

tect

the

pub

lic in

tere

st, h

ealth

and

saf

ety,

im

pro

ve s

tand

ard

s of

arc

hite

ctur

al s

ervi

ces,

cre

ate

awar

enes

s of

the

nee

d t

o p

rote

ct t

he e

nviro

nmen

t an

d c

ond

uct

rese

arch

.

July

201

8

Oct

ober

201

8

Janu

ary

2019

Ap

ril 2

019


Nam

e o

f B

uilt

E

nvir

onm

ent

Pro

fess

iona

l C

oun

cil

Man

dat

eD

ate

of

next

ev

alua

tio

n

The

So

uth

Afr

ican

C

oun

cil f

or

the

Qua

ntit

y S

urve

ying

P

rofe

ssio

n (S

AC

QS

P)

The

Qua

ntity

Sur

veyi

ng P

rofe

ssio

n A

ct, 2

000

(Act

No.

49

of 2

000)

req

uire

s an

d e

mp

ower

s S

AC

QS

P t

o p

erfo

rm t

he

follo

win

g fu

nctio

ns:

1.

Est

ablis

h a

stan

dar

ds

gene

ratin

g b

ody

and

dev

elop

sta

ndar

ds

for

qua

ntity

sur

veyi

ng e

duc

atio

n an

d p

rofe

ssio

nal

com

pet

ency

.

2.

Vis

it ed

ucat

ion

pro

vid

ers

to e

valu

ate

pro

gram

mes

and

acc

red

it ed

ucat

iona

l pro

gram

mes

tha

t m

eet

the

educ

atio

nal

req

uire

men

ts t

owar

d r

egis

trat

ion

in e

ach

of t

he c

ateg

orie

s;

3.

Reg

iste

r p

erso

ns in

pro

fess

iona

l cat

egor

ies

who

dem

onst

rate

com

pet

ency

aga

inst

the

sta

ndar

ds

for

the

cate

gorie

s;

4.

Eva

luat

e ed

ucat

iona

l qua

lifica

tions

tha

t ar

e no

t al

read

y ac

cred

ited

or

reco

gnis

ed;

5.

Reg

iste

r p

erso

ns w

ho m

eet

educ

atio

nal r

equi

rem

ents

in c

and

idat

e ca

tego

ries;

6.

Est

ablis

h sp

ecifi

ed c

ateg

orie

s of

reg

istr

atio

n to

mee

t sp

ecifi

c he

alth

and

saf

ety

licen

cing

req

uire

men

ts a

nd r

egis

ter

per

sons

in t

hese

cat

egor

ies;

7.

Req

uire

reg

iste

red

per

sons

to

rene

w r

egis

trat

ion

at in

terv

als

and

und

er c

ond

ition

s th

at t

he C

ounc

il p

resc

ribes

; Ent

er

into

inte

rnat

iona

l agr

eem

ents

for

the

reco

gniti

on o

f ed

ucat

iona

l pro

gram

mes

and

reg

istr

atio

n;

8.

Dev

elop

and

mai

ntai

n a

cod

e of

con

duc

t, s

upp

orte

d w

here

nec

essa

ry b

y co

des

of p

ract

ice;

9.

Inve

stig

ate

com

pla

ints

of i

mp

rop

er c

ond

uct

agai

nst

regi

ster

ed p

erso

ns a

nd c

ond

uct

enq

uirie

s an

d im

pos

e sa

nc-

tions

as

each

cas

e re

qui

res;

10. A

nnua

lly p

ublis

h gu

idel

ine

pro

fess

iona

l fee

s an

d s

cop

e of

wor

k;

11. R

ecog

nise

Vol

unta

ry A

ssoc

iatio

ns (V

A’s)

;

12. R

ecom

men

d t

o th

e C

ounc

il fo

r th

e B

uilt

Env

ironm

ent

(CB

E) S

AC

QS

P’s

iden

tifica

tion

of t

he t

ype

of q

uant

ity s

urve

y-in

g w

ork

whi

ch m

ay b

e p

erfo

rmed

by

per

sons

reg

iste

red

in a

ny c

ateg

ory;

13. A

dvi

se g

over

nmen

t an

d o

ther

par

ties

and

to

take

nec

essa

ry s

tep

s to

pro

tect

the

pub

lic in

tere

st, h

ealth

and

saf

ety,

im

pro

ve s

tand

ard

s of

qua

ntity

sur

veyi

ng s

ervi

ces,

cre

ate

awar

enes

s of

the

nee

d t

o p

rote

ct t

he e

nviro

nmen

t an

d

cond

uct

rese

arch

.

Qua

rter

ly E

valu

-at

ions

July

201

8

Oct

ober

201

8

Janu

ary

2019

Ap

ril 2

019


Nam

e o

f B

uilt

E

nvir

onm

ent

Pro

fess

iona

l C

oun

cil

Man

dat

eD

ate

of

next

ev

alua

tio

n

So

uth

Afr

ican

La

ndsc

ape

Arc

hite

ctur

al

Pro

fess

ions

(S

AC

LAP

)

The

Land

scap

e A

rchi

tect

ural

Pro

fess

ion

Act

, 200

0 (A

ct N

o. 4

5 of

200

0) r

equi

res

and

em

pow

ers

SA

CLA

P t

o p

erfo

rm t

he

follo

win

g fu

nctio

ns:

1.

Est

ablis

h a

stan

dar

ds

gene

ratin

g b

ody

and

dev

elop

sta

ndar

ds

for

land

scap

e ar

chite

ctur

al e

duc

atio

n an

d p

rofe

s-si

onal

com

pet

enc.

2.

Vis

it ed

ucat

ion

pro

vid

ers

to e

valu

ate

pro

gram

mes

and

acc

red

it ed

ucat

iona

l pro

gram

mes

tha

t m

eet

the

educ

atio

nal

req

uire

men

ts t

owar

d r

egis

trat

ion

in e

ach

of t

he c

ateg

orie

s;

3.

Reg

iste

r p

erso

ns in

pro

fess

iona

l cat

egor

ies

who

dem

onst

rate

com

pet

ency

aga

inst

the

sta

ndar

ds

for

the

cate

gorie

s;

4.

Eva

luat

e ed

ucat

iona

l qua

lifica

tions

tha

t ar

e no

t al

read

y ac

cred

ited

or

reco

gnis

ed;

5.

Reg

iste

r p

erso

ns w

ho m

eet

educ

atio

nal r

equi

rem

ents

in c

and

idat

e ca

tego

ries;

6.

Est

ablis

h sp

ecifi

ed c

ateg

orie

s of

reg

istr

atio

n to

mee

t sp

ecifi

c he

alth

and

saf

ety

licen

cing

req

uire

men

ts a

nd r

egis

ter

per

sons

in t

hese

cat

egor

ies;

7.

Req

uire

reg

iste

red

per

sons

to

rene

w r

egis

trat

ion

at in

terv

als

and

und

er c

ond

ition

s th

at t

he C

ounc

il p

resc

ribes

;

8.

Ent

er in

to in

tern

atio

nal a

gree

men

ts fo

r th

e re

cogn

ition

of e

duc

atio

nal p

rogr

amm

es a

nd r

egis

trat

ion;

9.

Dev

elop

and

mai

ntai

n a

cod

e of

con

duc

t, s

upp

orte

d w

here

nec

essa

ry b

y co

des

of p

ract

ice;

10. I

nves

tigat

e co

mp

lain

ts o

f im

pro

per

con

duc

t ag

ains

t re

gist

ered

per

sons

and

con

duc

t en

qui

ries

and

imp

ose

sanc

-tio

ns a

s ea

ch c

ase

req

uire

s;

11. A

nnua

lly p

ublis

h gu

idel

ine

pro

fess

iona

l fee

s an

d s

cop

e of

wor

k;

12. R

ecog

nise

Vol

unta

ry A

ssoc

iatio

ns (V

A’s)

;

13. R

ecom

men

d t

o th

e C

ounc

il fo

r th

e B

uilt

Env

ironm

ent

(CB

E) S

AC

LAP

’s id

entifi

catio

n of

the

typ

e of

land

scap

e ar

chi-

tect

ural

wor

k w

hich

may

be

per

form

ed b

y p

erso

ns r

egis

tere

d in

any

cat

egor

y;

14. A

dvi

se g

over

nmen

t an

d o

ther

par

ties

and

to

take

nec

essa

ry s

tep

s to

pro

tect

the

pub

lic in

tere

st, h

ealth

and

saf

ety,

im

pro

ve s

tand

ard

s of

land

scap

e ar

chite

ctur

al s

ervi

ces,

cre

ate

awar

enes

s of

the

nee

d t

o p

rote

ct t

he e

nviro

nmen

t an

d c

ond

uct

rese

arch

.

Qua

rter

ly E

valu

-at

ions

July

201

8

Oct

ober

201

8

Janu

ary

2019

Ap

ril 2

019


Nam

e o

f B

uilt

E

nvir

onm

ent

Pro

fess

iona

l C

oun

cil

Man

dat

eD

ate

of

next

ev

alua

tio

n

So

uth

Afr

ican

C

oun

cil f

or

Pro

ject

an

d C

ons

truc

tio

n M

anag

emen

t P

rofe

ssio

n (S

AC

PC

MP

)

The

Pro

ject

and

Con

stru

ctio

n M

anag

emen

t P

rofe

ssio

ns A

ct, 2

000

(Act

No.

48

of 2

000)

req

uire

s an

d e

mp

ower

s S

AC

P-

CM

P t

o p

erfo

rm t

he fo

llow

ing

func

tions

:

1.

Est

ablis

h a

stan

dar

ds

gene

ratin

g b

ody

and

dev

elop

sta

ndar

ds

for

pro

ject

and

con

stru

ctio

n m

anag

emen

t ed

ucat

ion

and

pro

fess

iona

l com

pet

ency

;

2.

Vis

it ed

ucat

ion

pro

vid

ers

to e

valu

ate

pro

gram

mes

and

acc

red

it ed

ucat

iona

l pro

gram

mes

tha

t m

eet

the

educ

atio

nal

req

uire

men

ts t

owar

d r

egis

trat

ion

in e

ach

of t

he c

ateg

orie

s;

3.

Reg

iste

r p

erso

ns in

pro

fess

iona

l cat

egor

ies

who

dem

onst

rate

com

pet

ency

aga

inst

the

sta

ndar

ds

for

the

cate

gorie

s;

4.

Eva

luat

e ed

ucat

iona

l qua

lifica

tions

tha

t ar

e no

t al

read

y ac

cred

ited

or

reco

gnis

ed;

5.

Reg

iste

r p

erso

ns w

ho m

eet

educ

atio

nal r

equi

rem

ents

in c

and

idat

e ca

tego

ries;

6.

Est

ablis

h sp

ecifi

ed c

ateg

orie

s of

reg

istr

atio

n to

mee

t sp

ecifi

c he

alth

and

saf

ety

licen

cing

req

uire

men

ts a

nd r

egis

ter

per

sons

in t

hese

cat

egor

ies;

7.

Req

uire

reg

iste

red

per

sons

to

rene

w r

egis

trat

ion

at in

terv

als

and

und

er c

ond

ition

s th

at t

he c

Cou

ncil

pre

scrib

es;

8.

Ent

er in

to in

tern

atio

nal a

gree

men

ts fo

r th

e re

cogn

ition

of e

duc

atio

nal p

rogr

amm

es a

nd r

egis

trat

ion;

9.

Dev

elop

and

mai

ntai

n a

cod

e of

con

duc

t, s

upp

orte

d w

here

nec

essa

ry b

y co

des

of p

ract

ice;

10. I

nves

tigat

e co

mp

lain

ts o

f im

pro

per

con

duc

t ag

ains

t re

gist

ered

per

sons

and

con

duc

t en

qui

ries

and

imp

ose

sanc

-tio

ns a

s ea

ch c

ase

req

uire

s;

11. A

nnua

lly p

ublis

h gu

idel

ine

pro

fess

iona

l fee

s an

d s

cop

e of

wor

k;

12. R

ecog

nise

Vol

unta

ry A

ssoc

iatio

ns (V

A’s)

;

13. R

ecom

men

d t

o th

e C

ounc

il fo

r th

e B

uilt

Env

ironm

ent

(CB

E) S

AC

PC

MP

’s id

entifi

catio

n of

the

typ

e of

pro

ject

and

co

nstr

uctio

n m

anag

emen

t w

ork

whi

ch m

ay b

e p

erfo

rmed

by

per

sons

reg

iste

red

in a

ny c

ateg

ory;

14. A

dvi

se g

over

nmen

t an

d o

ther

par

ties

and

to

take

nec

essa

ry s

tep

s to

pro

tect

the

pub

lic in

tere

st, h

ealth

and

saf

ety,

im

pro

ve s

tand

ard

s of

pro

ject

and

con

stru

ctio

n m

anag

emen

t se

rvic

es, c

reat

e aw

aren

ess

of t

he n

eed

to

pro

tect

the

en

viro

nmen

t an

d c

ond

uct

rese

arch

.

Qua

rter

ly

Eva

luat

ions

July

201

8

Oct

ober

201

8

Janu

ary

2019

Ap

ril 2

019

14

P

UB

LIC

PR

IVA

TE

PA

RT

NE

RS

HIP

S

Ther

e ar

e no

Pub

lic P

rivat

e P

artn

ersh

ips

pla

nned

for

the

2017

/18

per

iod



PART D

ANNEXURES TO THE ANNUAL

PERFORMANCE PLAN


15 AMENDMENTS TO THE FIVE YEAR STRATEGIC PLAN

The Department has established a new Professional Services Branch in the 2016/17 financial year to give effect to the mandate to create technical capacity for the State in the built environment. To give effect to this Branch a new organisational structure has been developed. In line with the new structure the Department has developed a new or-ganisational goal and two additional strategic objectives.

PROGRAMME 2: INTERGOVERNMENTAL COORDINATION

Table 47: Strategic outcome oriented goal 6

Strategic Goal 6 To build State capacity in the Built Environment Professions

Goal Statement To restore a managed skills pipeline in the built environment and introduce asset man-agement service tools that enable the establishment of institutional capacity to manage public infrastructure programme(s)

Programme name Programme 2: Intergovernmental Coordination

Justification To meet the country’s longer-term infrastructure delivery objectives by restoring or replacing the skills pipeline that provides the wide range of skills required within the built environment. To create institutional capacity within the PMTE and Public Works Sector for GIAMA implementation.

Links MTSF Outcome 5: A skilled and capable workforce to support an inclusive growth path and NDP Chapter 9: Improving education, training and innovation

South Africa needs built environment skills to deliver on the National Infrastructure Plan which aims to transform the country’s economic landscape while simultaneously strengthening the delivery of basic services.


§ To restore the skills pipeline in the built environment

§ To establish institutional capacity to manage the public infrastructure programme(s)

Table 48: Strategic Objective 2.2

Strategic objective 2.2 To restore the skills pipeline in the built environment

Objective statementTo develop a plan to restore the skills pipeline in the built environment targeting identified areas of skills shortages in the PMTE

Objective indicator Development of a Built Environment Sector Plan (with agreed targets on critical skills)

Baseline -

5 Year target Built Environment Sector Plan approved by the Minister

JustificationTo professionalise the business of public works through the PMTE to support the imple-mentation of infrastructure programme(s) in the portfolio

Links

Through building capacity for the Built Environment Professionals, expanding the pro-duction of highly skilled Professionals and enhancing the capacity of the nation, the De-partment contributes to Chapter 9 of the NDP and Outcome 5 in the MTSF of a “skilled and capable workforce to support an inclusive growth path”.

Strategic goal 3: To build State capacity in the Built Environment Professions



Strategic objective 2.3To introduce Asset Management Tools to enable establishment of institutional capacity to manage the public infrastructure programme(s)

Objective statementTo develop asset management service tools across the GIAMA lifecycle functions for DPW and PMTE for the effective delivery of State infrastructure

Objective indicator Establishment of institutional capacity services in the GIAMA function phases

Baseline -

5 Year targetInstitutional capacity Asset Management service tools developed in acquisition, opera-tions and implementation in the GIAMA function phases

JustificationTo enable extraction of Turnaround efficiency dividends from the Immovable Asset Reg-ister, IDMS, NIMS and procurement reforms.

Links

Through building capacity for the Built Environment Professionals, expanding the pro-duction of highly skilled Professionals and enhancing the capacity of the nation, the De-partment contributes to Chapter 9 of the NDP and Outcome 5 in the MTSF of a “skilled and capable workforce to support an inclusive growth path”.

Strategic goal 3: To build State capacity in the Built Environment Professions


Strategic objective 3.1 To monitor and evaluate the implementation of PEPs within the EPWP.

Objective statement To collate, monitor and report data on the EPWP 6 million work opportunities to be cre-ated by Public Bodies as per the EPWP Phase III Business Plan.

Objective indicator Number of annual progress reports completed on the EPWP

Baseline Annual EPWP Evaluation Report developed for 2016/17.

5 Year target 5 Annual Progress Reports on PEPs within EPWP Phase III completed.

Justification To track and report progress on the implementation of the EPWP Phase III targets. The EPWP Programme is a strategic intervention to provide work opportunities for the poor and unemployed.

Links [1]Outcome 4: EPWP Phase III (including CWP) implemented, monitored and evaluated including the establishment of a Presidential Public Employment Commission to coordi-nate the rollout of Public Employment Programmes

Strategic Goal 3: To provide an oversight role in the implementation of Public Employ-ment Programmes through Expanded Public Works Programme (EPWP) standardised frameworks.


Goal title To build state capacity in the Built Environment Professionals

Short definition To restore a managed skills pipeline in the built environment and introduction of Asset Management Service Tools to enable establishment of institutional capacity to manage public infrastructure programme(s)

Purpose/importance To meet the country’s longer-term infrastructure delivery objectives by restoring or re-placing the skills pipeline that produces the wide range of skills required within the built environment. Introduction of Asset Management Service Tools to enable to create insti-tutional capacity within the PMTE and Public Works Sector for GIAMA implementation.

Source/collection of data

State of Built Environment Professionals Report, Council for Built Environment Skills Audit Report (2008), Development Indicators, International Infrastructure Management Manual, State of the Built Environment Professions Industry reports

Method of calculation None

Data limitations Insufficient/ Inadequate data on the Built Environment Professions in the country and skills for and through SIPS.

Type of goal Outcome

Calculation type Non-cumulative

Reporting cycle 5 Year Reporting Period

New goal Yes

Desired performance To produce competent, skilled and motivated built environment professionals through supported learning interventions and focused experiential learning processes.

Goal responsibility Deputy Director-General: Professional Services

Objective title To restore the skills pipeline in the built environment

Short definition To develop a plan to restore the skills pipeline in the built environment targeting identi-fied areas of skills shortages in the PMTE

Purpose/importance To professionalise the business of public works through the PMTE to support the imple-mentation of infrastructure programme(s) in the portfolio



Method of calculation NoneData limitations Insufficient/ Inadequate data on the Built Environment Professions in the countryType of objective OutputCalculation type Non-cumulativeReporting cycle AnnualNew objective YesDesired performance A skills pipeline plan that addresses the identified skills gap and informs sustainable

growth of the built environment professions in the short, medium and long-term hori-zons

Objective responsibility Chief Director: Professional Services


Objective title To establish institutional capacity to manage the public infrastructure programme(s)

Short definition To implement asset management service tools across the GIAMA lifecycle functions for DPW and PMTE for the effective delivery of State infrastructure

Purpose/importance To enable extraction of Turnaround efficiency dividends from the Asset Register, IDMS, NIMS and procurement reforms.



Method of calculation NoneData limitations Insufficient/ Inadequate data on the Built Environment Professionals in the countryType of objective OutputCalculation type Non-cumulativeReporting cycle AnnualNew objective YesDesired performance To create the required institutional capacity to meet the long term service delivery objec-

tives of the Department and PMTEObjective responsibility Chief Director: Professional Services


The Department has amended its Key Performance Indicators on Programme 3: Expanded Public Works Programme to ensure better alignment to the Medium Term Strategic Framework.

Table 51: Links to NDP Chapter 3, NGP Job Driver 4 and MTSF Outcome 4


NDP Chapter 3: Economy and employment

New Growth Path: Jobs Driver 4 : Investing in Social Capital

MTSF Outcome 4: Decent employment through inclusive economic growthSub Outcome 9 Public employment schemes provide relief for the unemployed and build community

solidarity and agency.MTSF action 25EPWP Phase 3 (including CWP) implemented, monitored and evaluated including the

establishment of a Presidential Public Employment Commission to coordinate the roll-out of Public Employment Programmes

Description The EPWP continues to be a successful income-generating programme which bene-fits the poor and the youth. The fundamental objectives are to increase employment opportunities so that individuals, who cannot find work and/or have a low income, can earn an income and gain experience and skills through productive work. Phase III of the EPWP, which covers the period 2014/15 to 2018/19, aims to create 6 million work opportunities. The EPWP must continue to select and deliver assets and services that directly benefit the poor in order to fulfil its transformative and developmental social protection potential.

As referenced in the NDP, the EPWP will:

§ contribute to the reduction in unemployment by creating temporary employment in response to the number of unemployed South Africans; and

§ address gaps in social protection for the unemployed who have no access to UIF by providing income support to the unemployed.

Further the NGP advances the EPWP as “Growing public-service employment to meet public needs, including lower-skilled auxiliary support through the EPWP”.

A total of 1,845,523 work opportunities have been created by EPWP in the two years of Phase III implementation, with various outputs reported. This includes the 40 000 km of routine road maintenance carried out, 3 717 km gravel roads re-gravelled, and 589 Ventilation Improvement Pit (VIP) latrines constructed.

MTEF Budget The medium-term budget allocation for EPWP (including compensation of employees and goods and services) is R7.6 billion.

Related APP performance indicator

§ Number of work opportunities reported in the EPWP-RS by public bodies aligned to the approved EPWP Phase III Business Plan targets.26

§ Percentage EPWP participation among designated groups (women, youth and per-sons with disabilities) reported on the EPWP RS by public bodies27

25 MTSF Outcome 4: Sub Outcome 6: Page 27 26 Department of Public Works: 2017/18 Annual Performance Plan: Programme 327 Department of Public Works: 2017/18 Annual Performance Plan: Programme 3


Table 52: Links to NDP Chapter 11 and MTSF Outcome 13


NDP Chapter 11 : Social protection

MTSF Outcome 13 – An inclusive and responsive social protection systemSub Outcome 1 Strengthening social welfare delivery through legislative, policy reforms; capacity build-

ingSub Outcome 2 Improved quality and access of Early Childhood Development Services for children

aged 0-4Sub Outcome 4 Deepening social assistance and expanding access to social securityMTSF action 28Integrate and rationalize the various Home and Community-Based Care (HBC) and

other community based workers, as a key group for improving services 29Develop an Integrated Strategy for Early Childhood Development policy implementa-tion30Improve access to social insurance for vulnerable people of working age

Description The NDP argues that “(T) the provision of work opportunities is one of the best forms of social protection” while Outcome 13 of the MTSF identifies the need for an “inclu-sive and responsive social protection system”. The EPWP’s objective of providing work opportunities to the unemployed is aligned to both Chapter 11 of the NDP and Outcome 13 of the MTSF. Notably, the EPWP contributes to the following broader social protec-tion functions:

§ The income transfer, as wages, into poor communities not only reduces poverty but is also a form of economic stimulus, targeted directly at the poor. The increased focus on Community Works Programmes also allows this stimulus to address spatial inequality, target the poorest areas and strengthen productive activities in marginal-ised local economies;

§ Participation in work through public employment can assist in building self-esteem, social networks, providing structure in people’s lives, and recognition of their value to their communities;

§ The assets and services provided can have transformative impacts on development through various sectors. These sectors comprise the Infrastructure Sector, the Social Sector and the Environment & Culture Sector through programmes such as food security, community safety, building community institutions (including schools and clinics), and improving the quality of life in communities.

§ The increased emphasis on participatory approaches, as well as the use of non-prof-it agencies in delivery, starts to build new forms of partnership between Government, civil society and communities and deepens participation in development planning and ownership of the process. In addition, it has the potential to unlock new forms of agency and active citizenship by enabling communities to take action in relation to their priority challenges.

MTEF Budget The medium-term budget allocation for EPWP Social Sector Grant is R1, 2 billion.Related Key Performance Indicator

Number of contracted Non Profit Organisations (NPOs) to implement the Non-State Sector (NSS): NPO Programme supported31.

28 MTSF Outcome 13: Sub Outcome 1: Page 9 29 MTSF Outcome 13: Sub Outcome 3: Page 11 30 MTSF Outcome 13: Sub Outcome 4: Page 13 31 Department of Public Works: 2017/18 Annual Performance Plan: Programme 3


16 TECHNICAL INDICATOR DESCRIPTIONS

16.1 Programme 1: Administration

SUB PROGRAMME MANAGEMENT

Key Performance Indicator 1.1

Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements

Strategic Objective Improve governance processes within the Department and PMTE

Indicator Title Change in the index score for management practices

Short description The indicator measures the average index score attained in the management practices guided by various MPAT standards. The end goal is to determine the degree of improve-ment.

Purpose/importance To use the percentage change to determine the degree of improvement of management practices within the Department over time. If the percentage score in the current year (Y1) is higher than the previous score (Y0), the more the degree of improvement. The percentages are then worked into an index. Changes upwards of the index score shows improvement in MPAT


Branch inputs and evidence as per each MPAT standard under the 4 KPA: Strategic Management, Governance and Accountability Management, Human Resource Manage-ment and Financial Management

Method of calculation Multiply the average percentage of each KPA with the weight allocated to the KPA to get a score and then sum the scores of the KPAs to determine the index

Unit of Measure Index

Data limitations Lack of evidence to support a particular management practice and standard affecting the score

Type of indicator Output

Calculation type Non-Cumulative

Reporting cycle Annual

New indicator No

Desired performance To ensure full compliance to the MPAT process and reaching the highest score on the basis of evidence that supports each reported MPAT standards

Indicator owner Deputy Director-General: Governance, Risk and Compliance

Indicator updater Chief Director Monitoring and Evaluation

BaselineYear – 3

Audited ActualYear – 2


Audited Actual

Current Year (Estimated

Performance)2 1.8 2.7 3.5

Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021

3.5 3.8 4.0 4.0 4.0

Portfolio of EvidenceM&E Report on

MPAT Analysis of Final Scores

M&E Report on MPAT Analysis of Final Scores




Quarterly targets 2017/18

Quarter 1 Quarter 2 Quarter 3 Quarter 4- - 3.8 -

Portfolio of Evidence- - M&E Report on

MPAT Analysis of Final Scores

-




Strategic Objective To combat fraud and corruption within the Department and PMTEIndicator Title Percentage of investigation initiated within 30 days in respect of validated allegationsShort description The indicator is measuring the percentage of investigations that have been initiated within

30 days of receipt of validated fraud and corruption allegations reported. The 30 day peri-od commences after the allegations have been validated. This indicator is linked to Phase II of the Turnaround Strategy.

Purpose/importance To ensure that all validated fraud and corruption allegations are investigated timeously. The time period to conclude an investigation will vary based on the nature of the allegation.


Register of allegations maintained within the Anti-Corruption Unit.

Method of calculation

Count the number of investigations initiated within 30 days after a fraud and corruption allegation has been validated and express that as a percentage of the total number of vali-dated fraud and corruption allegations reported for the same time period.

Count the number of investigations initiated within 30 days after a fraud and corruption allegation is validated

Total number of valid investigations reported for the same time periodUnit of Measure PercentageData limitations Inaccurate and/or incomplete Register of AllegationsType of indicator OutputCalculation type Non- cumulativeReporting cycle QuarterlyNew indicator NoDesired performance 100% of all investigations instituted within 30 days of receipt of admissible allegations that

have been verified.Indicator owner Deputy Director-General: Governance, Risk and ComplianceIndicator updater Director: Fraud awareness and investigations

BaselineYear – 3



Audited Actual

Current Year(Estimated

Performance)0 35 50 100%


100% 100% 100% 100% 100%

Portfolio of Evidence

Extract of the allegation register indicating the date on which the allegation was re-ceived, validated and investigation commencement date






Quarter 1 Quarter 2 Quarter 3 Quarter 4100% 100% 100% 100%


Extract of the allega-tion register indicating the date on which the allegation was received, validated and investigation com-mencement date







Strategic Objective To combat fraud and corruption within the Department and PMTEIndicator Title Number of interventions recommended resulting from fraud risk managementShort description The indicator is measuring the number of interventions that have been identified to im-

prove transparency and accountability within the Department and PMTE based on fraud risk assessments that have been conducted.

Purpose/importance Through the fraud risk assessments the Department will be in a position to identify areas that requires attention in respect of internal control deficiencies identified. Relevant miti-gating factors shall be required from the relevant line function managers which will lead to the reduction in fraud risk ratings.


Fraud Risk Register


A simple count of the interventions recommended to DPW and PMTE

Unit of Measure NumberData limitations Fraud Risk Register not updated / Inaccurate Fraud Risk RegisterType of indicator OutputCalculation type Non- cumulativeReporting cycle Bi annual New indicator NoDesired performance Reduction in the fraud and corruption risk levels across the DepartmentIndicator owner Deputy Director-General Governance, Risk and ComplianceIndicator updater Director: Fraud awareness and investigations

BaselineYear – 3



Audited Actual


Performance)- - - 4


4 4 4 4 4


Extract of the detection review report to man-agement






Quarter 1 Quarter 2 Quarter 3 Quarter 4- 2 - 2

Portfolio of Evidence- Extract of the detec-

tion review report to management

- Extract of the detec-tion review report to management


SUB PROGRAMME: FINANCE AND SUPPLY CHAIN MANAGEMENT



Strategic Objective To provide a compliant internal control, financial and SCM serviceIndicator Title Percentage change in the irregular expenditure baselineShort description This indicator is measuring the percentage of irregular expenditure transactions reduced

from the irregular expenditure that was reported from the 2014/15 financial year.Purpose/importance This performance measure seeks to demonstrate how effectively the Department is resolv-

ing the irregular expenditure as disclosed in the annual reportSource/collection of data

Irregular expenditure register


Calculate the rand value of the irregular expenditure as the end of the current financial year and divide that by the rand value of the irregular expenditure of the previous financial year expressed as a percentage

Current financial year’s rand value of irregular expenditure

Previous financial year’s rand value of irregular expenditureUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle AnnualNew indicator NoDesired performance Eradication of all irregular expenditure in the DepartmentIndicator owner Chief Financial OfficerIndicator updater Director: Inspectorate and Compliance

Baseline

Year – 3Audited Actual




Performance)R583 million R400 million 44% reduction of

irregular expenditure baseline

40% reduction of the irregular expenditure baseline

Annual Targets2016/17 (EP) 2017/18 2018/19 2019/2020 2020/2021

40% 80% 100% 100% 100%


Irregular expen-diture register indicating the baseline of the prior year and current year






Quarter 1 Quarter 2 Quarter 3 Quarter 4- - - 80% reduction of the irreg-

ular expenditure baseline


- - - Irregular expenditure register indicating the baseline of the prior year and current year




Strategic Objective To provide a compliant internal control, financial and SCM serviceIndicator Title Percentage of compliant invoices settled within 30 daysShort description The indicator is measuring the percentage of compliant invoices received from service

providers for services rendered which are required to be paid within 30 days in accor-dance with the Treasury Regulations 8.3.1. Invoice is only regarded as valid once the work has been certified as completed in accordance with the requirements of the Department.

Purpose/importance Tracks the turnaround time of payments to ensure compliance with regulatory prescripts and to ensure that suppliers are not disadvantaged with regard to late payments


Invoices received from suppliers, payments register/ Reapatala Invoice Tracking System


Count the number of compliant invoices settled within 30 days and express this as a per-centage of the total number of compliant invoices paid.

Number of compliant invoices paid within 30 days

Total number of compliant invoices paid for the same periodUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance 100% of compliant invoices should be paid within 30 days Indicator owner Chief Director: FinanceIndicator updater Director: Finance

BaselineYear – 3



Audited Actual


Performance)75% 89% 75% 100%


100% 100% 100% 100% 100%


Reapatala Re-port indicating date of invoice received, status, compliance, date paid








Reapatala Report indicating date of invoice received, status, compliance, date paid







Strategic Objective To provide a compliant internal control, financial and SCM serviceIndicator Title Percentage of bids awarded within 56 working days of closure of tenderShort description The indicator is measuring the percentage of relevant bids awarded for services procured

above R500 000 for the Department within 56 days of closure of tenderPurpose/importance To demonstrate that the end to end business process for processing bids is able to be

executed within the agreed timeframes thereby enhancing service delivery to clients and ensuring compliance to regulations. This performance measure indicates how effectively the Department will achieve the efficiency of acquiring goods, services and works over the R500 000 threshold.


Bids Register and Procurement Plan


Count the number of bids over the R500 000 threshold awarded within 56 working days of closure of tender advertisement and express this as a percentage of the total number of bids awarded for the same time period.

Count the number of bids awarded within 56 working days of closure of tender advertisement

Total number of bids awarded over the periodUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance The aim is to award all bids within the agreed timeframes with no variationsIndicator owner Deputy Director-General: supply Chain ManagementIndicator updater Chief Director: Supply Chain Management

BaselineYear – 3



Audited Actual


Performance)89 119 78% 31%


31% 65% 70% 75% 80%


Register of bids awarded (above R 500 000) indi-cating the date of tender closure and award date (supported by letter of award)








Register of bids awarded (above R 500 000) indicating the date of tender closure and award date (supported by letter of award)





Key Performance Indicator 1.7Strategic Goal To support service delivery in a smart, proactive and business centric manner that is

aligned to statutory requirementsStrategic Objective To provide a compliant internal control, financial and SCM serviceIndicator Title Percentage of quotations awarded within 30 days from requisition dateShort description The indicator is measuring the percentage of relevant quotations awarded for services

below R500 000 procured for the Department within the 30 days period from the date of requisition to support the delivery of services within time and cost

Purpose/importance To indicate the efficiency in which Supply Chain Management is acquiring goods, services and works below the R500 000 threshold


Register of all quotations awarded for DPW services through the quotation process

Method of calculation Count the number of quotes awarded within 30 days from requisition date and express this as a percentage of the total number of quotes awarded.

Count the number of quotes awarded within 30 days from the requisition date

Total number of quotes awarded over the periodUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator YesDesired performance The aim is to award quotations within 30 days from the requisition date for the next three

years with no deviations Indicator owner Deputy Director-General: Supply Chain ManagementIndicator updater Chief Director: Supply Chain Management

BaselineYear – 3



Audited Actual


Performance)741 873 58% 79%


79% 88% 90% 92% 94%


Register of quo-tations awarded (below R500 000) indicating date of requisi-tion and award date (supported with letters of appointment/ purchase order)








Register of quota-tions awarded (below R500 000) indicating date of requisition and award date (supported with let-ters of appointment/ purchase order)





SUB PROGRAMME: CORPORATE SERVICES



Strategic Objective To facilitate organisational transformation through effective performance management.Indicator Title Percentage of funded prioritised vacancies filled as per approved recruitment planShort description The indicator is measuring the percentage of funded critical vacancies that have been

filled as reflected in the Recruitment Plan. The Recruitment Plan identifies critical vacan-cies prioritised and approved for advertising and filling.

Purpose/importance Intended to facilitate the capacitation of the Department and the PMTE through the filling of critical funded vacancies and thereby reduce the vacancy rate. The Department com-plies with the requirements set out by the DPSA when filling of vacancies.


PERSAL information and reports, Vulindlela schedule of posts advertised and filled.


A count of the number of vacant prioritised posts that have been filled within 6 months ex-press that as a percentage of the total number of prioritised vacant posts that have been filled for the same timeframe.

Number of prioritised posts filled within 6 months

Total number of prioritised posts filled for the same periodUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle Quarterly New indicator NoDesired performance To fill all vacant prioritised posts within 6 months or less from the date of advertisementIndicator owner Chief Director: Human Resource ManagementIndicator updater Director :Human Resource Planning and Recruitment

BaselineYear – 3



Audited Actual


Performance)565 1 626 603 52%


52% 100% 100% 100% 100%


Database with dates of posts advertised and filled (support-ed by letters of appointment)






Quarter 1 Quarter 2 Quarter 3 Quarter 4- 100% 100% 100%


- Database with dates of posts advertised and filled (supported by letters of appoint-ment)

Database with dates of posts advertised and filled (supported by letters of appoint-ment)

Database with dates of posts advertised and filled (supported by letters of appoint-ment)



aligned to statutory requirementsStrategic Objective To provide and enterprise ICTarchitecture to support all business functionsIndicator Title Number of Property Management modules implementedShort description The indicator is measuring the number of ICT modules (Asset Register and Lease) imple-

mented on the ARCHIBUS system at Head Office and all Regional Offices for Property Management.

Purpose/importance To automate business functions in order to provide integrated data for enhanced business decisions


Project implementation reporting plan


Simple count of the testing of each module that has been added to the ARCHIBUS system for Head Office and each Regional Office

Unit of Measure NumberData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance ICT modules implemented for use by the end user that will automate all data and inform

business decisions. End users full trained on new modules.Indicator owner Deputy Director-General Corporate ServicesIndicator updater Chief Director: Information Services

Baseline





Performance)- - Procurement of a

Property Manage-ment System

2 modules imple-mented PMTE

Annual Targets

2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/20212 modules implemented PMTE

1 module imple-mented PMTE (infrastructure management)

- - -

Portfolio of EvidenceSigned off user acceptance test-ing and training

Signed off user acceptance test-ing and training

- - -


Quarter 1 Quarter 2 Quarter 3 Quarter 41 module implemented at Head Office

1 module implemented at 4 Regional Offices



Portfolio of EvidenceSigned off user acceptance testing and training

Signed off user acceptance testing and training





aligned to statutory requirements

Strategic Objective To provide an enterprise ICT architecture to support all business functions

Indicator Title ERP system developed for the public works sector

Short description An Enterprise Resource Planning System that will be used for Property Management func-tions such as the Immovable Asset Register, Facilities Management, Lease Management and Construction Project Management amongst others.

Purpose/importance To have a single system for the public works sector in order to have interoperability and be able to produce a single Immovable Asset Register for the State


Project implementation plan


None

Unit of Measure None

Data limitations Lack of / Inadequate information obtained from Provinces on their current ERPs


Calculation type Cumulative

Reporting cycle Quarterly

New indicator Yes

Desired performance To develop and implement an ERP system for the public works sector to serve the long term needs of the sector

Indicator owner Deputy Director-General Corporate Services

Indicator updater Chief Director: Information Services

BaselineYear – 3



Audited Actual


Performance)- - - -

Annual Targets

2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021- Assessment

of current ERP across the sector

Specification of the new ERP system devel-oped

Phased imple-mented on the ERP system for the sector

Phased imple-mented on the ERP system for the sector


- Consolidated sector report on the ERP for all 9 provinces

Proof of com-pleted procure-ment process

User Accep-tance test re-sults for NDPW and 2 provinces

User Accep-tance test re-sults for NDPW and 2 provinces


Quarter 1 Quarter 2 Quarter 3 Quarter 4

Assessment of current ERPs in 3 provinces



Consolidated sector report on the ERP for all 9 provinces

Portfolio of EvidenceAssessment reports for 3 provinces

Assessment reports for 6 provinces

Assessment of 9 provinces

Consolidated report for all 9 provinces




Strategic Objective To protect the interests of the Department by providing legal services

Indicator Title Percentage of reported fraud and corruption misconduct cases subjected to disci-plinary processes

Short description The indicator is measuring the percentage of reported fraud and corruption misconduct cases subjected to disciplinary processes to ensure that all reported fraud and corruption misconduct cases subjected to disciplinary processes and officials are held accountable. There can be no time period specified for the completion of the disciplinary process since each case is different in nature.

Purpose/importance To root out fraud and corruption in the Department and PMTE.


All Business Units in the Department and PMTE


Count the number of valid fraud and corruption misconduct cases that are subjected to disciplinary processes and express that as a percentage of the total number of valid fraud and corruption misconduct cases reported for the same period

The number of reported fraud and corruption misconduct cases subjected to disciplinary processes

The total number of fraud and corruption cases reported for the same periodUnit of Measure Percentage

Data limitations Non availability of information to investigate allegations of misconduct.




New indicator No

Desired performance All reported fraud and corruption misconduct cases finalised within acceptable time-frames.

Indicator owner Chief Director: Legal Services

Indicator updater Director: Labour Relations

Baseline





Performance)1 misconduct case finalised

3 misconduct cases finalised

100% 100%


100% 100% 100% 100% 100%

Portfolio of EvidenceAnnual oversight report

Annual oversight report






100% 100% 100% 100%

Portfolio of EvidenceDatabase of miscon-duct cases

Database of miscon-duct cases





aligned to statutory requirementsStrategic Objective To protect the interests of the Department by providing legal servicesIndicator Title Percentage of default judgments against the Department preventedShort description The Department and PMTE faces litigation cases on an on-going basis. The indicator is

measuring how effective litigations cases are managed thereby preventing default judge-ments from being granted, in other words, the Department and PMTE should not face fruitless or wasteful expenditure. . The summons that are issued by the courts are received by the State Attorney and then forwarded to the Department. The Department therefore can only prevent default judgements where the summons are received.

Purpose/importance To ensure that litigation is proactively managed and default judgements are prevented from taking place so that the interests of the Department are protected


Register book used for receiving legal correspondence (summons, applications), Litigation workbook for all matters-provide status of each matter


Count the number of default judgements against the Department that have been pre-vented and express this as a percentage of the total number of summons that have been received from the State Attorney for the same timeframe

Number of default judgements against the Department prevented

Total number of summons served to the Department for the same timeframeUnit of Measure Percentage Data limitations Delays in summons served to the Department and are late or are served at a wrong ad-

dressType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance All litigious matters served to the Department are timeously defended and/or settledIndicator owner Chief Director: Legal ServicesIndicator updater Director: Legal Services

BaselineYear – 3



Audited Actual


Performance)86% (13) 98% (2) 99% (1) 100%


100% 100% 100% 100% 100%


Consolidated liti-gation workbook indicating the default judge-ments prevented and the sum-mons served to the Department








Consolidated litigation workbook indicating the default judge-ments prevented and the summons served to the Department





16.2 Programme 2: Intergovernmental Coordination

Key Performance Indicator 2.1Strategic Goal To provide oversight of the public works sectorStrategic Objective To ensure integrated planning and coordination of concurrent functionsIndicator Title Number of performance review reports for the Sector Programme of Action present-

ed to MinMecShort description The indicator is measuring the number of performance review reports that are developed

and monitored on the performance of the public works sector to ensure a coordinated approach for the implementation of concurrent function of Public Works Sector

Purpose/importance Ensuring alignment and synergy of concurrent functions within the sector considering various critical interventions for service delivery implementation in the Sector


Quarterly performance reports


Simple count of the number of performance review reports presented for discussion at MinMec

Unit of Measure NumberData limitations Incomplete/ inaccurate performance information received from national / provincesType of indicator Output Calculation type Non-cumulativeReporting cycle Bi-annualNew indicator YesDesired performance Completed reports tabled at MinMec showing a positive trend in the service delivery per-

formance of the sectorIndicator owner Deputy Director-General: Intergovernmental Coordination Indicator updater Chief Director: Intergovernmental Relations

BaselineYear – 3



Audited Actual


Performance)- - - -

Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2016/17 (EP)

- 2 4 4 4


- Copy of reports tabled at MinMec supported with MinMec Agenda

Copy of reports tabled at MinMec supported with MinMec Agenda




Quarter 1 Quarterly targets 2017/18 Quarter 1 Quarterly targets

2017/18 - 1 - 1

Portfolio of Evidence- Copy of reports tabled

at MinMec supported with MinMec Agenda



Key Performance Indicator 2.2Strategic Goal To provide oversight of the public works sectorStrategic Objective To ensure integrated planning and coordination of concurrent functionsIndicator Title Number of agreements signed for joint service delivery signed with Provinces and

MunicipalitiesShort description Cooperation and protocol agreements signed with Provinces and Municipalities for collab-

oration in areas where joint service delivery is requiredPurpose/importance To ensure that the National Department of Public Works and relevant sphere of Govern-

ment achieve maximum impact in identified service delivery areasSource/collection of data

Provincial Growth and Development Strategy (PGDS) , IDPS, APPS and Strategic Plans of the Public Bodies


Simple count of signed agreements between the Department and the relevant Provincial / Municipal Department

Unit of Measure NumberData limitations NoneType of indicator Output Calculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance Signed agreements with relevant sphere of Government that enhances service delivery

implementationIndicator owner Deputy Director-General: Intergovernmental Relations Indicator updater Chief Director: Intergovernmental Relations

BaselineYear – 3



Audited Actual


Performance)- - 2 10


10 20 25 30 -


Signed agree-ments between the Department and the rele-vant Provincial Department / Municipality




-


Quarter 1 Quarter 2 Quarter 3 Quarter 45 5 5 5


Signed agreements between the De-partment and the relevant Provincial Department / Munic-ipality





Key Performance Indicator 2.3Strategic Goal To provide oversight of the public works sector

Strategic Objective To ensure integrated planning and coordination of concurrent functions

Indicator Title Number of reviews conducted on the intergovernmental governance structures

Short description The indicator is measuring the number of reviews that are conducted to determine the efficiency and effectiveness of the IGR governance structures in the delivery of concur-rent functions and identify the areas of improvements in collaboration with Provinces. The intention is to improve planning and coordination within the sector so that service delivery is undertaken in a coherent manner

Purpose/importance To unblock any challenges in the intergovernmental governance in order to improve the coordination and collaboration within the Public Works sector


IGR structures governance protocol and TOR’s IGR approved policy


Simple count of reviews conducted on the identified intergovernmental structures

Unit of Measure Number

Data limitations None


Calculation type Non-Cumulative

Reporting cycle Annual

New indicator Yes

Desired performance Effective coordination of the sector and smooth decision making processes

Indicator owner Deputy Director-General: Intergovernmental Relations

Indicator updater Chief Director: Intergovernmental Relations

Baseline





Performance)- - Intergovernmental

Coordination Policy approved

2


2 2 2 1 1


Stakeholder survey report







- - - 2

Portfolio of Evidence- - - 2 Stakeholder survey

reports


Key Performance Indicator 2.4Strategic Goal To provide oversight of the public works sectorStrategic Objective To ensure integrated planning and coordination of concurrent functionsIndicator Title Number of Policy Frameworks developed for the Public Works SectorShort description The indicator is measuring the number of policy frameworks that are developed for the

public works sector that regulate and guide policy implementation within the SectorPurpose/importance To ensure that the Sector achieves maximum impact in identified service delivery areasSource/collection of data

Relevant Legislation, Provincial Growth and Development Strategy (PGDS), IDPS, APPS and Strategic Plans of the Public Bodies


Simple count of Public Works Sector Policy Frameworks developed

Unit of Measure NumberData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle AnnualNew indicator YesDesired performance Implementation of the developed Policy Framework through effective coordination and

monitoringIndicator owner Deputy Director-General: Intergovernmental RelationsIndicator updater Chief Director: Intergovernmental Relations

BaselineYear – 3



Audited Actual


Performance)- - - -

Annual Targets

2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021- 2 Policy Frame-

works devel-oped for the Public Works Sector § Maintenance

Framework § Institutional

Arrangement Framework for Small Harbours

1 Policy Frame-work developed for the Public Works Sector



Portfolio of Evidence2 Policy Frame-works

1 Policy Frame-work

1 Policy Frame-work

-


Quarter 1 Quarter 2 Quarter 3 Quarter 4- - - 2 Policy Frameworks

developed for the Public Works Sector


- - - Final Policy documents § Maintenance Frame-

work § Institutional Arrange-

ment Framework for Small Harbours


SUB PROGRAMME: PROFESSIONAL SERVICES

Key Performance Indicator 2.5Strategic Goal To build state capacity in the Built Environment ProfessionalsStrategic Objective To restore the skills pipeline in the built environmentIndicator Title Number of beneficiaries participating in the DPW/PMTE skills development pro-

grammeShort description The indicator is measuring the number of beneficiaries that are participating in the Depart-

ment’s skills development programme that aims to capacitate the Department and PMTE. There will be participation in in the following categories (young professionals, interns, learners, management trainees, artisan trainees)

Purpose/importance The purpose is to create a pool of qualified potential employees for critical and scarce skills areas of the Department. This intervention contributes to the National Skills De-velopment Strategy, and the National Development Plan Vision 2030 that articulates the accelerated production of black Built Environment Professionals. The skills development programme is mandatory with DPSA set targets at 5% of the organisational structure to be comprised of trainees.


PERSAL, Vulindlela, workplace skills plan


Simple count of the beneficiaries participating in the programme as recorded on the data-base

Unit of Measure NumberData limitations None Type of indicator OutputCalculation type Non-cumulativeReporting cycle AnnualNew indicator NoDesired performance To ensure the maximum participation of participants in the Department’s skills develop-

ment programme and where possible exceed the mandatory DPSA requirementsIndicator owner Deputy Director-General: Professional ServicesIndicator updater Director: Human Capital Investment

BaselineYear – 3



Audited Actual


Performance)1 027 1 114 1 294 1067


1 067 1 075 520 350 350


Database with list of beneficia-ries (supported by letter of appointment)






Quarter 1 Quarter 2 Quarter 3 Quarter 4- - - 1 075

Portfolio of Evidence- - - Database with list of

beneficiaries


Key Performance Indicator 2.6Strategic Goal To build state capacity in the Built Environment ProfessionalsStrategic Objective To introduce institutional capacity to manage the public infrastructure programme(s)Indicator Title Number of Asset Management Service tools approved (within the different GIAMA

phases)Short description This indicator is measuring the number of asset management tools that will be developed

to drive the professionalisation programme across all the required GIAMA functions of Planning, Acquisition, Implementation, and Disposal Phases. The development of Asset Management Tools Professional Systems, Norms, Standards consistent with Generally Ac-cepted Practices in the various Built Environment Professional Function Areas, will enable appropriate Asset Management Policy determination to effect GIAMA across the portfolios of both Users and Custodians

Purpose/importance To incrementally build State capacity to acquire and maintain the appropriate Basic Op-erating units per GIAMA Functional Area, informed by available (current and to be made available through the Skills Pipeline) Human Capital to operate within the Standards of Uniformity as determined by the cidb (Delivery Models, Pricing Strategies and Forms of Contract)


Analysis of the technical capacity to implement the GIAMA functions within PMTE and the Public Works Sector, risk registers of GIAMA functional areas.


Simple count of asset management service tools approved by the Accounting Officer

Unit of Measure NumberData limitations Lack of accurate assessment of skills competencies within the GIAMA functional areasType of indicator OutputCalculation type Non-CumulativeReporting cycle Quarterly New indicator YesDesired performance Approved asset management tools to drive the professionalisation programme across all

the required GIAMA functions of Planning, Acquisition, Implementation, Disposal PhasesIndicator owner Deputy Director-General: Professional ServicesIndicator updater Deputy Director-General: Professional Services

BaselineYear – 3



Audited Actual


Performance)- - - -


- 2 2 1 -


- Accounting Of-ficer sign off of the asset man-agement service tools – acquisi-tion phase

Accounting Of-ficer sign off of the asset man-agement service tools – opera-tions phase

Accounting Of-ficer sign off of the asset man-agement service tool – construc-tion phase

-


Quarter 1 Quarter 2 Quarter 3 Quarter 4- - 1 1


- Accounting Officer sign off of the asset management service tool for construction

Accounting Officer sign off of the asset management service tool for property management


16.3 Programme 3: Expanded Public Works Programme

Key Performance Indicator 3.1Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes

through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To monitor and evaluate the implementation PEPs within the EPWP.Indicator Title Number of work opportunities reported in the EPWP-RS by public bodies Short description Coordinate, monitor and report on the number of work opportunities captured by public

bodies, in all spheres of Government as well as Non-Profit Organisations, in the EPWP Reporting System aligned to the approved EPWP Phase III Business Plan. The 5 year tar-get of 6 million work opportunities is based on baseline funding received by public bodies from Treasury over the MTEF.

Purpose/importance The indicator measures the coordination and monitoring efforts of the Department of Public Works to ensure that work opportunities created by the implementing public bodies (national departments; provincial departments, municipalities, non-state and state entities) are reported in the Expanded Public Works Programme Reporting System (EPWP-RS).


Report drawn from EPWP Reporting System


Aggregate work opportunities reported/ created by public bodies

Work opportunity is paid work created for an individual on an EPWP project for any period of time. The same person can be employed on different projects and each period of em-ployment will be counted as work opportunity.

Unit of Measure Number Data limitations Inaccurate records provided by public bodies, work opportunities not reported and

non-compliant data captured in the system.Type of indicator OutputCalculation type Cumulative Reporting cycle QuarterlyNew indicator YesDesired performance Actual performance exceeding targeted performance is desirable.Indicator owner Chief Director: EPWP Monitoring and EvaluationIndicator updater Director: Data quality and Incentive modelling

BaselineYear – 3



Audited Actual


Performance)1 012 665 1 103 983 741 540 1 343 154


1 343 154 1 406 736 1 455 840 1 455 000 1 455 000

Portfolio of EvidenceEPWP Annexure Report

EPWP Annexure Report





Quarter 1 Quarter 2 Quarter 3 Quarter 4250 000 650 000 950 000 1 406 736







through Expanded Public Works Programme (EPWP) standardised frameworks.

Strategic Objective To monitor and evaluate the implementation PEPs within the EPWP.

Indicator Title Percentage EPWP participation among designated groups (women, youth and per-sons with disabilities) reported on the EPWP RS by public bodies

Short description The indicator is measuring the number of work opportunities reported by public bodies disaggregated into women, youth and persons with disabilities: § The number of work opportunities reported by public bodies for women in the pro-

gramme as a percentage of the total number of EPWP work opportunities. § The number of work opportunities reported by public bodies for people with disabilities

in the programme as a percentage of the total number of EPWP work opportunities. § The number of work opportunities reported by public bodies for young people of the

age between 16-35 years as a percentage of the total number of EPWP work opportu-nities.

Purpose/importance The indicator measures the work opportunities reported for women, youth and people with disabilities by the EPWP across all spheres and sectors created by the implementing public bodies (national departments; provincial departments, municipalities, non-state and state entities) on the Expanded Public Works Programme Reporting System (EPWP-RS).


Report drawn from EPWP Reporting System


The work opportunities reported by public bodies are disaggregated into women, youth and people with disabilities. Percentage calculation of: § Number of work opportunities reported for women

Total number of EPWP work opportunities reported § Number of work opportunities reported for people with disabilities

Total number of work opportunities reported § Number of work opportunities reported for youth

Total number of work opportunities reportedUnit of Measure Percentage

Data limitations Inaccurate records provided by public bodies, work opportunities not reported and non-compliant data captured in the system.


Calculation type Cumulative


New indicator YesDesired performance Actual performance exceeding targeted performance is desirable.

Indicator owner Chief Director: EPWP Monitoring and Evaluation

Indicator updater Director: Data quality and Incentive modelling


Baseline





Performance)49% Youth

61% Women

0.98% persons with disabilities

51% Youth

63% Women


45.94% Youth

68.52% Women


55% Youth

55% Women

2% persons with disabilities

Annual Targets

2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/202155% Youth

55% Women


55% Youth

55% Women


55% Youth

55% Women


55% Youth

55% Women


55% Youth

55% Women









55% Youth

55% Women)


55% Youth

55% Women)


55% Youth

55% Women)


55% Youth

55% Women)








through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To monitor and evaluate the implementation of PEPs within the EPWP.Indicator Title Number of data quality assessment reports produced.Short description The data quality assessment report that is being measured will speak to the assessment

of data quality reported on the EPWP reporting system (EPWP RS) by reporting bodies from all spheres of government.

Purpose/importance To assess the data quality reported on the EPWP Reporting System.Source/collection of data

Report drawn from EPWP Reporting System and EPWP Surveys.


Simple count of the number of data quality assessment reports completed

Unit of Measure Number Data limitations Inaccurate reporting on the EPWP Reporting System as well as inaccurate records provid-

ed by public bodies. Type of indicator OutputCalculation type Cumulative Reporting cycle Bi-annual New indicator NoDesired performance All data reported on the EPWP RS is complete and accurate.Indicator owner Chief Director: EPWP Monitoring and EvaluationIndicator updater Director: Data quality and modelling

BaselineYear – 3



Audited Actual


Performance)- - - 2


2 2 2 2 2

Portfolio of EvidenceData Quality Assessment Reports.

Data Quality Assessment Reports.






Portfolio of Evidence- Data Quality Assess-

ment Report.- Data Quality Assess-

ment Reports.


Key performance Indicator 3.4Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes

through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To support NPOs to implement PEPs within EPWP in the Non-State Sector.Indicator Title Number of contracted NPOs to implement the NSS: NPOs programme supported. Short description The indicator is measuring the number of contracted NPOs that are supported into the

Non-State Sector (NSS) NPOs programme to implement Public Employment Programmes (PEPs), through a wage subsidy and the provision of capacity building training. The NPOs are appointed on multi-year contracts. The same NPOs are carried through during the financial year.

Purpose/importance The indicator contributes to the work opportunities reported by NPOs within the EPWP.Source/collection of data

Reports from the EPWP-RS showing the number of contracted NSS: NPOs supported.


A simple count of the number of contracted NPOs supported

Unit of Measure Number Data limitations Late contracting with NPOs by intermediariesType of indicator OutputCalculation type CumulativeReporting cycle QuarterlyNew indicator NoDesired performance All contracted NPOs provided with the necessary support to implement the NSS: NPOs

programme effectivelyIndicator owner Chief Director: EPWP OperationsIndicator updater Director: Non-state sector

BaselineYear – 3



Audited Actual


Performance)329 300 396 300


300 350 400 400 400


Database of contracted NPOs indicating the contract start date and contract period (supported by Intermediary report).







- 350 350 350


- Database of con-tracted NPOs indicat-ing the contract start date and contract period (supported by Intermediary report).

Database of con-tracted NPOs indicat-ing the contract start date and contract period (supported by Intermediary report).

Database of con-tracted NPOs indicat-ing the contract start date and contract period (supported by Intermediary report).


Key performance Indicator 3.5Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes

through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To support public bodies to implement PEPs within EPWP in the Infrastructure, Social and

Environment and Culture SectorsIndicator Title Number of public bodies provided with technical support.Short description The indicator measures the number of public bodies provided with technical support

by the National Department of Public Works to implement projects according to EPWP guidelines. Technical support is provided through meetings, One-On-One engagements, telephone engagements and site visits to the public bodies. The support provided in-volves assisting the public bodies to identify suitable projects, setting targets for projects, reporting, project evaluation, assisting with designs and contract documentation, extract-ing project training needs and also EPWP mainstreaming in public bodies in line with the EPWP guidelines and requirements.

Purpose/importance Technical support is provided to public bodies to ensure compliance to EPWP guidelines and to ensure correct reporting of the number of work opportunities created through the EPWP.


EPWP Technical Support reports


A simple count of the number of public bodies provided with technical support.

Unit of Measure NumberData limitations None.Type of indicator Output Calculation type CumulativeReporting cycle QuarterlyNew indicator NoDesired performance To support public bodies to increase in the number of work opportunities created by pub-

lic bodies in accordance with the EPWP guidelines and reporting requirementsIndicator owner Chief Director: EPWP InfrastructureIndicator updater Director: Technical Support

BaselineYear – 3



Audited Actual



Annual Targets

2016/17 (Estimated

Performance)2017/18 2018 /19 2019/2020 2020/2021

290 290 290 290 290


Database show-ing public bod-ies provided with technical sup-port (supported by the Technical Support Report).








- Database showing public bodies pro-vided with technical support (supported by the Technical Support Report).

- Database showing public bodies pro-vided with technical support (supported by the Technical Support Report).



through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To provide strategic guidance on sector convergence through the development of imple-

mentation frameworks.Indicator Title Number of frameworks on sector convergence approved.Short description The indicator is measuring the number of frameworks that are developed and approved

that provide strategic guidance on sector convergence and implementation frameworks. The term “Frameworks” is generically to include Standard Operating Procedures, Guide-lines, Policies, Memorandum of Understandings and Agreements. Approved is considered as signed-off by the relevant authority, who may be either the Chief Director, Deputy Direc-tor-General, Director-General or the Minister.

Purpose/importance To ensure there are uniform practices used by EPWP sectors when collaborating on imple-mentation of projects.


Reports or minutes of meetings or workshops.


Simple count of the number of frameworks on sector convergence approved.

Unit of Measure Number Data limitations Lack of information to inform the sector frameworks.Type of indicator OutputCalculation type CumulativeReporting cycle Bi-annualNew indicator NoDesired performance Actual performance achieved.Indicator owner Chief Director: Convergence and PEP-IMC SecretariatIndicator updater Director: EPWP Analyst

BaselineYear – 3



Audited Actual


Performance)- - - 1


1 1 1 1 1

Portfolio of EvidenceApproved Framework

Approved Framework

Approved Framework

Approved Framework

Approved Framework


Quarter 1 Quarter 2 Quarter 3 Quarter 4- Draft framework de-

veloped for consulta-tion (SoP for EPWP audit)

- 1 Framework ap-proved (SoP for EPWP audit)

Portfolio of Evidence - Draft Framework - Approved Framework


16.4 Programme 4: Property and Construction Industry Policy and Research

Key Performance Indicator 4.1Strategic Goal To transform the construction and property sectors through the development of policy and

legislative prescriptsStrategic Objective To research and develop policies and legislative prescripts for the construction and prop-

erty sectors Indicator Title Public Works White Paper developedShort description Lead the review of the mandate of the Department, culminating in a Public Works White Pa-

per that will inform the development of legislative prescripts, including the Public Works Act. Purpose/importance The development of legislative prescripts emanating from the new Public Works White

Paper will ensure improved efficiencies with regard to oversight and service delivery in the Public Works Sector, Public Entities reporting to the Minister of Public Works and function-al areas within the Department


Current White Papers, policies and legislation, research findings, quarterly and annual reports;


None

Unit of Measure None Data limitations Lack of inputs from stakeholder engagement and public comment.Type of indicator OutputCalculation type Non-cumulativeReporting cycle Quarterly New indicator NoDesired performance An approved Public Works White Paper and Draft Public Works Bill developed for consul-

tation by 2017/18.Indicator owner Deputy Director-General: Construction and Property Policy Regulation and ResearchIndicator updater Chief Director: Construction & Property Policy


Baseline




Current Year(Estimated Performance)

- - - Situational analysis and rec-ommended research themes submitted to Minister for approval

Annual Targets

2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021Situational anal-ysis and recom-mended research themes submitted to Minister for approval

Draft Public Works White Paper ga-zetted for public comment

Public Works White Paper sub-mitted to Cabinet for approval

Draft Public Works Bill devel-oped for consul-tation

Public Works Bill submitted to Parliament

-


Situational anal-ysis and recom-mended research themes

Gazette notice (Draft Public Works White Paper for public comment).

Schedule of all comments and revised Draft White Paper.

Public Works White Paper.

Gazette notice (Draft Public Works Bill for public comment)

Gazette notice (submission of Public Works Bill to Parliament)

-


Quarter 1 Quarter 2 Quarter 3 Quarter 4Draft 1 of Public Works White Paper circulated to stake-holders for comment

Draft 2 of Public Works White Paper circulated to stake-holders for comment

Draft 3 of Public Works White Paper submitted to Minister for approval to gazette for public comment.

Draft Public Works White Paper finalised


Draft 1 of Public Works White Paper (supported with com-munique to relevant stakeholders to pro-vide comment)



Final Draft of the Pub-lic Works White Paper (supported by Gazette notice (Draft Public Works White Paper for public comment).

Schedule of all com-ments and revised Draft White Paper.




erty sectorsIndicator Title Amended Construction Industry Development Board (cidb) ActShort description Revision of the cidb Act (Act 38 of 2000) to ensure relevance of the Act and that the regu-

latory role of the cidb is strengthened within the construction sector.Purpose/importance To improve regulation within the construction sector Source/collection of data

Current policies and legislation; research findings, quarterly and annual reports;


None

Unit of Measure NoneData limitations Lack of inputs from stakeholder engagements and public consultation processType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance A reviewed cidb Act approved by 2018/19Indicator owner Deputy Director-General: Construction and Property Policy Regulation and ResearchIndicator updater Chief Director: Construction Policy Development

Baseline





Performance)cidb 5 year Review - Prompt payment reg-

ulations gazettedDraft cidb Amend-ment Bill develop-ment for consultation

Annual Targets

2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021Draft cidb Amendment Bill development for consultation

Stakeholder consultation on the draft cidb Amendment Bill

cidb Amendment Bill submitted to Parliament

Participation in the Parliamentary process

-


Ministerial sub-mission for ap-proval to consult

Documented proof of consul-tation sessions held. Ministerial approval for submission of Draft Draft cidb Amendment Bill to Cabinet

Gazette notice (submission of cidb Bill to Parlia-ment)

Minutes of meet-ings of:

(i) National As-sembly Portfolio Committee

(ii) National Coun-cil of Provinces Select Committee

-


Quarter 1 Quarter 2 Quarter 3 Quarter 4- - Construction industry

stakeholders consult-ed on the Draft cidb Amendment Bill

Draft cidb Amend-ment Bill approved by the Minister to request Cabinet ap-proval to gazette for public comment


- - Documented proof of consultation sessions held

Minister’s approval for submission of Draft cidb Amend-ment Bill to Cabinet




erty sectorsIndicator Title Amended Council for the Built Environment (CBE) ActShort description The development of a BEP Policy toward the amendments of the CBE Act and the six

professions Acts that regulates the built environmentPurpose/importance To ensure well-regulated built environment that is representative of country’s demographicsSource/collection of data

Database of the CBE and the Professional Councils, Quarterly Reports of the Public Entity


None

Unit of Measure NoneData limitations Lack of inputs from stakeholder engagements and public consultation processType of indicator OutputCalculation type NoneReporting cycle QuarterlyNew indicator NoDesired performance An approved BEP Policy that informs the amendment to the CBE ActIndicator owner Deputy Director-General: Construction and Property Policy Regulation and ResearchIndicator updater Chief Director: Construction Policy Development

Baseline





Performance)BEP Policy devel-oped

Consultation on the BEP Policy

- Revised Built Environ-ment Professions (BEP) Policy submitted to Minister for approval

Annual Targets

2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021Revised Built Environment Professions (BEP) Policy submitted to Minister for approval

Stakeholder consultation on the draft CBE Amendment Bill

CBE Amendment Bill submitted to Parliament

Participation in the Parliamentary process

-


Ministerial sub-mission and BEP Policy

Documented proof of consul-tation sessions held. Ministerial approval for sub-mission of Draft CBE Amendment Bill to Cabinet

Gazette notice (submission of CBE Amendment Bill to Parliament)

Minutes of meet-ings of: (i) National As-sembly Portfolio Committee (ii) National Coun-cil of Provinces Select Committee

-


Quarter 1 Quarter 2 Quarter 3 Quarter 4- - Built Environment and Prop-

erty Sector stakeholders consulted on the Draft CBE Amendment Bill

Draft CBE Amendment Bill approved by the Minister to request Cabinet approval to gazette for public comment

Portfolio of Evidence- - Documented proof of con-

sultation sessions heldMinister’s approval for submission of Draft CBE Amendment Bill to Cabinet


16.5 Programme 5: Prestige Policy

Key Performance Indicator 5.1Strategic Goal To oversee the efficient delivery of identified services to Prestige clientsStrategic Objective To improve the delivery of services to Prestige clientsIndicator Title Number of Prestige policies approved Short description Research, development and review of policies, guidelines, norms and standards for Pres-

tige clients for accommodation, security measures, state eventsPurpose/importance To regularise the Prestige physical environment that ensures consistency in the provision

of services to clientsSource/collection of data

Ministerial handbook, Presidential Handbook, Guidelines and Security measures


Simple count of approved Prestige policies

Unit of Measure NumberData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance To manage the whole Prestige environment according to an approved policy framework

within the next 5 years Indicator owner National Coordinator : PrestigeIndicator updater Director: Prestige

Baseline





Performance)_ Norms and stan-

dards for provision of accommodation for President, Deputy President and Mem-bers of the Executive developed

Policy guidelines on installation, man-agement and main-tenance of security infrastructure at National Key Points developed

4 Prestige policies approved


4 Prestige poli-cies approved



- -

Portfolio of Evidence4 approved Prestige policies

4 approved Prestige policies

3 approved Prestige policies

- -


Quarter 1 Quarter 2 Quarter 3 Quarter 41 Prestige policy approved

1 Prestige policy approved




Policy on Utilization of the Parliamentary Villages Bus Service approved by DG

Policy on Utilization of Prestige Facilities in the Parliamentary Villages approved by DG

Policy on the allo-cation of residences to Parliament Office Bearers approved by Minister

Policy on donating of Prestige Move-able infrastructure to Public Bodies and other Departments approved by the DG


Key Performance Indicator 5.2Strategic Goal To oversee the efficient delivery of identified services to Prestige clientsStrategic Objective To improve the delivery of services to Prestige clientsIndicator Title Average number of working days taken to resolve mechanical breakdowns after

logging of complaintShort description To improve efficiency on all mechanical breakdowns for Prestige clients and ensure that

accommodation complaints are attended to within the agreed timeframes. The timeframes taken to resolve breakdowns will involve containing the breakdown as the first step and further completing all the affected repair work

Purpose/importance To ensure the condition of the State property does not deteriorate and that the needs of the end users are met


Breakdown reports from the Prestige call centre, written requests from the clients.


Count the days taken to resolve mechanical breakdowns for Prestige accommodation after logging of a complaint and divide that by the number of calls logged for the same time period

Total number of days taken to resolve mechanical breakdowns after logging of complaint

Total number of mechanical breakdowns reported (registered calls) for the same periodUnit of Measure NumberData limitations Inaccurate logging/capturing of maintenance callsType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance All mechanical breakdowns resolved within an average of 20 days or less on Prestige

accommodationIndicator owner National Coordinator: PrestigeIndicator updater Director: Prestige

BaselineYear – 3



Audited Actual




20 15 10 5 5


Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)








Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)





Key Performance Indicator 5.3Strategic Goal To oversee the efficient delivery of identified services to Prestige clientsStrategic Objective To improve the delivery of services to Prestige clientsIndicator Title Average number of working days taken to complete emergency breakdowns after

logging of complaintShort description To improve efficiency on all emergency breakdowns for Prestige clients and ensure that

accommodation complaints are attended to within the agreed timeframes. The timeframes taken to resolve emergency breakdowns will involve containing the breakdown as the first step and further completing all the affected repair work

Purpose/importance To ensure the condition of the State property does not deteriorate and that the needs of the end users are met


Breakdown reports from the Prestige call centre and written requests from the clients.


Count the days taken to resolve emergency breakdowns for Prestige accommodation after logging of a complaint and divide that by the number of calls logged for the same time period

Total number of days taken to resolve emergency breakdowns after logging of complaint

Total number of emergency breakdowns reported (registered calls) for the same periodUnit of Measure NumberData limitations Inaccurate logging/capturing of maintenance callsType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance All emergency breakdowns resolved within 5 days or less on Prestige accommodationIndicator owner National Coordinator: PrestigeIndicator updater Director: Prestige

BaselineYear – 3



Audited Actual


Performance)5 5 5 4


4 2 1 1 1















Key Performance Indicator 5.4Strategic Goal To oversee the efficient delivery of identified services to Prestige clients

Strategic Objective To improve the delivery of services to Prestige clients

Indicator Title Number of planned State events supported with movable structures

Short description The indicator is measuring the number of prestige events for which the Department pro-vides items such as marquees and decor for national events such as Cabinet Lekgotla, National Awards, SONA, Mandela Day etc.

Purpose/importance To support the success of the Prestige events by providing the required moveable struc-tures.


Based on the formal request/specifications of Prestige clients.


Simple count of Prestige events support with required moveable structures.

Unit of Measure Number

Data limitations Specifications of infrastructure required not available upfront / changes to specifications impacting service delivery.




New indicator No

Desired performance The aim is to ensure that the Department provides all the required infrastructure in the correct quantity and the correct time for Prestige events.

Indicator owner National Coordinator: Prestige

Indicator updater Director: Prestige

BaselineYear – 3



Audited Actual




8 8 8 12 10


Schedule of all planned state events (support-ed by signed needs letter and invoice)







2 2 2 2


Schedule of all planned state events (supported by signed needs letter and invoice)





Key Performance Indicator 5.5Strategic Goal To oversee the efficient delivery of identified services to Prestige clientsStrategic Objective To improve the delivery of services to Prestige clientsIndicator Title Average number of working days taken to provide Movable Assets to Prestige clientsShort description The indicator is measuring the average number of working days taken for the provision of

movable assets (furniture) to prestige clients from the date of receipt of request.Purpose/importance To ensure that Prestige clients receive the correct movable assets in the correct quantities

at the right time.Source/collection of data

Needs assessments from user departments, condition assessments, Ministerial Handbook and Presidential Handbook


Count the working days taken to provide movable assets to Prestige clients after receiving the clients’ request and divide that by the number of registered requests received for mov-able assets for the same time period

Count the total number of working days taken for the provision of movable assets (furniture)

Total number of registered requests received for movable assets for the same time periodUnit of Measure NumberData limitations Incomplete needs assessment from user departments, changing of user requirements Type of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance To provide movable assets to Prestige clients in accordance to the specified requirements

within 60 days or lessIndicator owner National Coordinator: PrestigeIndicator updater Director: Prestige

BaselineYear – 3



Audited Actual


Performance)- - - 60


60 60 60 60 60


Schedule of prestige clients provided with movable assets indicating the date of request and the date of delivery (support-ed by the letter of request and delivery note)








Schedule of prestige clients provided with movable assets indi-cating the date of re-quest and the date of delivery (supported by the letter of request and delivery note)





Short Title of the Act Purpose of the Act

Before Union (prior to 1910)

Cape Outspans Act 17 of 1902 To provide for the resumption of unused Outspans, and cancellation and de-limitation of Outspan Servitudes.

Pretoria and Military Supply Ordi-nance,1905

To render certain Crown Land to the Municipality of Pretoria upon certain conditions.

During Union (1910 – 1961)

Rhodes Will (Groote Schuur Devo-lution) Act 09 of 1910

To provide for the surrender of the Groote Schuur Estate to the Government of the Union of South Africa in accordance with the Will of the late Cecil John Rhodes and for the release of the Trustees.

Agricultural Holdings (Transvaal) Registration Act 22 of 1919

To approve the division and registration of land in former Transvaal as an agri-cultural holding and to cancel such certificates at request for owner.

Bethelsdorp Settlement Act 34 of 1921

To provide for the settlement of certain matters in dispute at Bethelsdorp be-tween the London Missionary Society and its successors, the Congregational Union Church Aid and Missionary Society of South Africa and the Bethelsdorp Board of Supervisors.

Mooi River Township Lands Act 05 of 1926

To provide for the grant of certain land to the Local Board of Township of Mooi River and matters incidental therefore.

Carnarvon Outer Commonage Sub-division Act 17 of 1926

To provide for the cancellation of the title issue under section 14 of Act No 19 of 1913 to the Committee of Management of the Carnarvon Outer Com-monage, the sale of certain sowing lands on the said Commonage, the subdi-vision and allocation of the remaining extent of the said Commonage among the owners of ‘opstallen’ and persons having grazing and sowing rights there-on and the issue of individual titled to such owners and persons, the disposal of certain other lands owned by the said Committee, and matters incidental thereto.

Payment of Quitrent (Cape) Act 14 of 1927

To regulate the payment of quitrent by part-owner of land subject to payment of quitrent and situated in the province of the Cape of Good Hope.

Marburg Immigration Settlement (Social Board of Management) Act 43 of 1927

To provide for the constitution of a local Board of Management for the Marburg Immigration Settlement, County of Alfred, in the Province of Natal and certain incidental matters.

Cape Outspans Act 17 of 1937 To provide for the issue of deeds of grant to divisional and municipal councils in respect of Outspans consisting of Crown Land situated in the Cape of Good Hope.

Municipal Lands (Muizenberg) Act 09 of 1941

To make better provision for attaining the object of certain lands adjoining False Bay are vested in the Council of the City of Cape Town.

Cape Town Foreshore Act 26 of 1950

To provide for the management, control and development of the Cape Town foreshore and to that end to establish a board in respect of the said foreshore and to define its functions and to provide for through the incidental matters.

Republic (1961 – 1994)

State Land Disposal Act 48 of 1961

To provide for the disposal of certain State Land and for matters incidental thereto, and to prohibit the acquisition of State Land by prescription.

Paarl Mountain Act 83 of 1970 To provide for the transfer of the ownership of certain land to the Paarl Munic-ipality for certain purposes and the expropriation of certain rights in such land; to empower the said Municipality to donate a portion or portions of the said land to the State for the purpose of a Language Monument, and to provide for other incidental matters.

17 LEGISLATION THE DEPARTMENT OF PUBLIC WORKS ADMINISTERS



Marburg Immigration Settlement Regulation Act 50 of 1971

To provide for the subdivision of commonages within the Marburg Immigration Settlement situate in the County of Alfred, province of Natal and the allocation of the relevant portions to, and the dividing of the other assets of the Marburg Immigration Settlement Board, among registered owners of lots within the said Settlement, for matters incidental thereto.

Church Square, Pretoria, Develop-ment Act 53 of 1972

To provide for the management and upkeep of Church Square in Tshwane.

General Law Amendment Act 102 of 1972

Section 34. Certain conditions of title applying in respect of immovable proper-ty owned by the State to lapse in certain circumstances.

The Lake Areas Development Act 39 of 1975

To provide for the establishment of lake areas under the control of a Lake Areas Development Board, and for matters incidental thereto.

Expropriation Act 63 of 1975 To provide for the expropriation of land and other property for public and cer-tain other purpose and for matters incidental thereto.

Rating of State Property Act 79 of 1984

To repeal certain Acts granting exemption in respect of certain State property from rates levied on immovable property by local authorities; provided that such rates may, notwithstanding certain other exemptions, be levied on other State property, make provision for rebates in respect of such rates levied on State property, and provide for matters such rates levied on State property, and provide for matters incidental thereto.

Transfer of Powers and Duties of the State President Act 97 of 1986

To amend certain laws so as to vest certain functions presently assigned to the State President, in the respective Ministers of State who are charged with the administration of those laws; and to provide for incidental matters.

Land Affairs Act 101 of 1987 To provide for the determination of amounts of compensation, purchase prices or rents in respect of immovable property expropriated, purchased or leased by the Department of Public Works for public purposes and the giving of ad-vice with regard to the value of land and purchase prices or rent in respect of certain immovable property; for that purpose to make provision for the estab-lishment of a Land Affairs Board; and to provide for incidental matters.

Commonwealth War Graves Act 08 of 1992

To prohibit the desecration, damaging or destruction of Commonwealth War Graves, to regulate the disinterment, removal, reinterment or cremation of Commonwealth war burial and the removal, alteration, repair or maintenance of Commonwealth War Graves and to provide for matters connected there-with.

South Africa (1994 to date)

Parliamentary Village Management Board Act 96 of 1998

To provide for the establishment of a Parliamentary Villages Management Board and matters incidental thereto.

Construction Industry Develop-ment Board Act 38 of 2000

To provide for the establishment of the Construction Industry Development Board, and matters incidental thereto.

Council for the Built Environment Act 43 of 2000

To provide for the establishment of the Council for the Built Environment and matters incidental thereto.

Architectural Profession Act 44 of 2000

To provide for the establishment of the Council for the Architectural Profession and matters incidental thereto.

Landscape Architectural Profes-sional Act 45 of 2000

To provide for the establishment of the Council for the Landscape Architectural Profession and matters incidental thereto.

Engineering Profession of South Africa Act 46 of 2000

To provide for the establishment of the Council for the Engineering Profession and matters incidental thereto.

Property Valuers Profession Act 47 of 2000

To provide for the establishment of the Council for the Property Valuers Profes-sion and matters incidental thereto.

Project and Construction Manage-ment Profession Act 48 of 2000

To provide for the establishment of the Council for the Project and Construc-tion Management Profession and matters incidental thereto.



Quantity Surveying Profession Act 49 of 2000

To provide for the establishment of the Council for the Quantity Surveying Profession and matters incidental thereto.

Government Immovable Asset Management Act 19 of 2007

To provide for a uniform framework for the management of an immovable asset that is held or used by a national or provincial department to ensure the coordination of the use of an immovable asset with the service delivery objec-tives of a national or provincial department; to provide for issuing of guidelines and minimum standards in respect of immovable asset management by a national or provincial department.

18 LIST OF REFERENCES

§ Budget Speech (2016/2017) § Construction Monitor – Transformation 2016

(Quarter 4: 2015) § Consumer Price Index (CPI) (November 2016), § Department of Economic Development. 2011.

New Growth Path. § Department of Performance Monitoring and Evaluation.

2014-2019 Medium Term Strategic Framework. § Department of Public Works, 2016. Ministerial input

made at the strategic planning session. October 2016. § Economic data: International Monetary Fund (IMF) –

World Economic Outlook (October 2016); § Employment statistics: Statistics South Africa -

Quarterly Employment Statistics (September 2016), § Government Targets: National Treasury - National

Development Plan (NDP), § Gross Domestic Product (September 2016), § Historical Interest and Exchange Rates (January 2017); § National Treasury. 2016. Budget Review. § Presidency. National Planning Commission. 2011.

National Development Plan. § Producer Price Index (PPI) (November 2016); § Property Sector Updates: SAPOA - Office Vacancy

Survey, Retail Trends Report and Industrial Vacancy Survey (Reports between March 2014 – December 2016);

§ Quarterly Labour Force Survey (September 2016) § State of the Nation Address (SONA). 2016 § Statistics South Africa – Quarterly Financial Statistic

(September 2016), § South African REIT Association - Monthly Chart Book

(September 2016, December § South African Reserve Bank – Quarterly Bulletin

Statistical Tables (December 2016), § South African Revenue Services – Overall Trade Graphs

(November 2016) § Trading Economic – Commodity Prices (January 2017)

ANNUAL PERFORMANCE PLAN 2017 18 - Minister of Public …€¦ · annual performance plan • 2017/18 i department of public works annual performance plan | 2016/17 department of public

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