PROVINCIAL VISION The leading province in achieving qualitative improvement of life for all of the People of the Province PROVINCIAL MISSION To provide a provincial government delivery framework towards qualitative improvement of life in the North West Province
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PROVINCIAL VISION
The leading province in achieving qualitative improvement of life
for all of the People of the Province
PROVINCIAL MISSION
To provide a provincial government delivery framework towards
qualitative improvement of life in the North West Province
WE ARE COMMITTED TO DELIVER ON THIS PLAN
WHICH WE COLLECTIVELY CREATED
3
CONTENTS PAGE
ACRONYMS AND ABBREVIATIONS 4
STATEMENT OF POLICY COMMITMENT BY THE HONOURABLE PREMIER MRS. BEE MOLEWA 5
STRATEGIC OVERVIEW BY THE ACCOUNTING OFFICER: DR. MM BAKANE-TUOANE 6Introduction
• Core ideology 7• Summary of Service Delivery Environment and Challenges 10• Organisational Environment, Challenges and the Structure for implementation 11• Legislative and other mandates 10• Broad policies, Priorities and Strategic Goals 11• Information Systems to monitor progress 14• Description of the Strategic Planning Process 14
THREE YEAR STRATEGIC AND PERFORMANCE PLAN 15Programme 1: Provincial Management and Administration Support 16Programme 2: Corporate Support Services 21Programme 3: Legal Services 29Programme 4: Communication 33Programme 5: Governance and Special Programmes 39Programme 6: Policy Management 45
RECONCILIATION OF BUDGET WITH PLAN 51
OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING 55
ANNUAL PERFORMANCE PLAN FOR 2005/2006 56Programme 1: Provincial Management and Administration Support 56Programme 2: Corporate Support Services 59Programme 3: Legal Services 64Programme 4: Communication 66Programme 5: Governance and Special Programmes 70Programme 6: Policy Management 74
ACRONYMS AND ABBREVIATIONS
Department of Provincial Local Government and Housing
Department of Public Service Administration
Employee Assistance Programme
Employment Equity Act
Executive Council
Executive Council Technical Committee
Forum of South African Director General
Governance & Administration Clusters
Government Communication Information
Government Information Systems
Human Resource Management
Integrated Development Programme
Inter Governmental Relations
Integrated Sustainable Rural Development System
Monitoring and Evaluation
Minimum Information Security Systems
Multipurpose Community Centre
Master Plan Server
Municipal Leadership Training Academy
National Inter Sectoral Steering Committee
North West Premier’s Co-ordinating Council
Occupational Health and Safety
Office of the Premier
President’s Co-ordinating Council
Public Finance Management Act
Performance Management and Development System
South African Local Government Association
Senior Management Service
Urban Rural Programme
DPLG&H
DPSA
EAP
EEA
EXCO
EXTECH
FOSAD
G&A
GCIS
GIS
HRM
IDP
IGR
ISRDP
M&E
MISS
MPCC
MSP
MULTA
NISSC
NWPCC
OHS
OOP
PCC
PFMA
PMDS
SALGA
SMS
URP
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The Five-Year Strategic and Performance Plan of the Office of thePremier reaffirms our collective commitment and unwaveringresolve to work unceasingly towards a better life for all.
As you go through this Strategic Plan, you will discover that wehave meticulously constructed achievable programmes thatempower the Office of the Premier to provide the necessarystrategic leadership to the province as a whole. It seeks tocontribute towards fulfiling the electoral mandate of governmentduring this current term.
This Strategic Plan must be located within the context of anoverwhelming electoral endorsement of the policy direction of thecurrent government. The mandate provides a platform forcontinuity of broad policy directions, with an emphasis on buildinga people’s contract to create work and fight poverty. We embracethe people’s mandate with humility and dedicate ourselves toconfronting these challenges with all the resources at our disposal.
We are keenly aware of the daunting challenges that lie ahead.However, we draw inspiration from the realisation that many ofour compatriots remain determined to play their part in assistinggovernment to deal with the problems that confront us all. We are witnessing a greater sense of national unity and consensuson development goals. Collectively, we must approach the future with confidence, in the knowledge that when shared, the burden is lighter.
Consistent with the undertakings made during the electoral contest,citizens expect faster and more effective implementation ofprogrammes aimed at job creation and poverty reduction. The strategic goals, objectives and priorities identified here, reflectthe intended contribution of the Office of the Premier towards thefulfilment of the electoral mandate.
The strategic plan is aligned to the provincial government’s overallpolicy priorities and programme of action for the next five years.This alignment is of paramount importance if government’sprogrammes are to proceed with the necessary speed, coherenceand synergy.
The reality is that government’s delivery programme can onlysucceed if it has competent and committed public servants. Wecontinue to strive towards creating a public service that is united inits commitment to serve all our people with honour, humility anddistinction. We need public servants who have internalised theprinciples of Batho Pele and demonstrated practical commitmentto our pledge of service excellence for a better life.
We need to ensure that the identified constraints are addressed, sothat the objective of accelerating service delivery to our people isrealised. I am aware that the Director General and her teamcontinue to grapple with this challenge.
I am confident that the Office of the Premier is on track towardsbecoming the most efficient and effective provincial administrationachieving integrated governance in South Africa.
We have the will and passion to succeed.
I support this plan and undertake to ensure its effectiveimplementation.
MRS. BEE MOLEWAPREMIER
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FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
Statement of policy commitment by the Honourable Premier - Mrs. BEE Molewa
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INTRODUCTION
The path that we have travelled through the last 10 years wascharacterised by a plethora of challenges, as well as majorachievements, as we navigated our way through the maze of thenew democratic epoch. These experiences were felt not only ingovernment, but also throughout the State and the society at large.
Within Government, key milestones were reached in the evolutionof planning and delivery initiatives. During the first five years,planning was characterised by discrete annual plans. Majorchanges were effected in the last five years when the MediumTerm Expenditure Framework (MTEF) was introduced andestablished. This expanded the planning period over three years.It is within this period that the cluster system was introduced tostrengthen integrated planning and service delivery to achievemaximum impact.
Specific to the Provincial Government and the Office of thePremier, there was a major evolution and metamorphosis ofstructures, systems and the entire civil service.
This strategic plan is unique. It consolidates ourplanning, performance and delivery processes by aligningthem with the 2004-2009 electoral cycle.
To achieve “top-down-bottom-up” planning, this plan is groundedand contextualised within the following policy parameters: • The National Medium Term Strategic Framework (MTSF) asarticulated by the President. This translates the election manifestointo a Government Programme of Action for the next five years.• The MTEF, which is informed by the plans and programmesarticulated by the MTSF.• The Provincial Executive Council (EXCO) planning Makgotla,which identified priorities and programmes as per the above.
• The Provincial Budget Lekgotla that, given the budget constraints,seeks to allocate resources for the programmes identified.• The Provincial Growth and Development Strategy that isinformed by all of the above as well as: -- Individual sectoral frameworks from departments;- Integrated development plans of local government;- Lessons learnt from these experiences as well as from the
document “Towards the Ten Year Review”, wereincorporated in reviewing our performance and this programme.
A unique characteristic of our democratic order is epitomised bytransparency and accountability. It is for this reason that we againwish to record and make public our Five Year Strategic andPerformance Plan, Three Year MTEF and Annual PerformancePlan. We seek the support of all stakeholders in creating a betterlife for all.
We are confident that this strategic plan will assist the Legislature todetermine the appropriate resources required for our Office toexecute its strategic mandate of providing leadership, direction,support and intervention. This plan will also assist us together withthe Legislature to monitor, evaluate and assess our performance.
We have made tremendous strides in attaining the targets set forourselves in the previous years. The Provincial Legislature as wellas the provincial stakeholders will again be informed ofachievements, challenges and programmes in the 2005/06 budgetspeech. Performance for the year will be captured in the 2004/05Annual Report.
I have no doubt that this partnership will be a crucial stimulus inour endeavour to realise our People Promise: Service Excellencefor a better life.
Dr M.M Bakane-Toune
FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
Strategic overview by the Accounting Officer - DR M.M. Bakane-Touane
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FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
Core Ideology
OFFICE OF THE PREMIER
MISSION
To provide leadership for integrated, coordinated and efficientservice delivery which enhances the growth and development ofthe people and the province
provide: proactive supplyleadership: innovation and directionintegrated: integration and synergycoordinated: inter and intra governmental
relationsefficient: resource deploymentenhances: continuous improvementgrowth and development: economic prosperity and
equitable distribution of resourcespeople: community and stakeholders
VISION
The most efficient and effective Provincial Administrationachieving integrated governance in South Africa
Most: best measures compared with other provinces
Efficient: resource deploymentEffective: deliveryPA: Process of delivery, end-to-end for
whole provinceAchieving: measurable deliveryIntegrated: integration and synergy within
departments in the province andacross spheres of government
distribution of resourcesgovernance: internal client and therefore people
focused delivery processequitable distribution of resources
South Africa: benchmarked against all provinces
VALUES
Values Ethics (how we live our values)Consultation People are consulted about the level,
quality and choice of serviceService Standards People are told what level and quality
of public service they will receive so that they know what to expect
Access to all Everyone has equal access to the services they are entitled to
Courtesy Everyone is treated with dignity, courtesy and consideration
Information Everyone is given complete and accurate information about the Public Services they are entitled to
Openness and Transparency People are told how the Province is run,how much it costs and who is in charge
Redress Unfulfilled people promises are met with apologies, explanations and corrective action
Value for money Our people are our customers who deserve service excellence for a better life
PEOPLE PROMISE
Service Excellence for a better life
Service: delivery aligned with economic growth and development
Excellence: ahead of customer expectations
Better life: promotion of general welfare and quality of life
SUMMARY OF SERVICE DELIVERYENVIRONMENT AND CHALLENGES
The Office strives for Service Excellence for a better life guided by theLegislative and other mandates. It provides strategic and visionaryleadership and serves as a strategic driver for the creation of a servicedelivery environment. This is firmly underpinned by the Batho Peleprinciples.
In order to maximise impact on service delivery, the Office hasaligned itself for efficient and effective integrated service delivery.
The main challenges of the Office with regard to our service deliveryare as follows:• Development and enhancing of people’s capacity and capabilities;• Accelerated and sustained implementation of the Provincial Growth and Development plan for integrated and sustainable growth and development in the province;• Transformation, strengthening and effective support to the Local Governance system to deliver to the poor and needy in the Province;• Strengthening the effectiveness and efficiency of the Cluster system in the Province;• Sustaining and improving our initiatives in Project Management Capacity building and accountability throughout the Provincial Public Service;• Promoting and Protecting the interests and basic socio-economic rights of vulnerable groups in the Province;• Knowledge management and sustained Institutional memory;• Establishment of reliable information systems to monitor progress.
Over and above the preceding challenges, each programme hasarticulated its own specific challenges and constraints.
ORGANISATIONAL ENVIRONMENT/CHALLENGES AND THE STRUCTURE FORIMPLEMENTATION
In order to fulfil our mandate, the Office of the Premier is structuredin the following way: • Programme 1: Provincial Management and
Administration Support • Programme 2: Corporate Support Services• Programme 3: Legal Services• Programme 4: Communications• Programme 5: Governance and Special Programmes• Programme 6: Policy Management
The Provincial departments were restructured to ensure theeffectiveness of their delivery given the new challenges as articulatedby the new mandate after the 2004 election. The Office was affectedby these changes, albeit not in an extensive manner. There was areview of certain functions resulting in a new realignment i.e.including the Population unit in the Office. Further fine-tuning i.e.change in reporting line (short term and long term) within the majorbranches and programme levels have also been effected. This was toensure a marked improvement in the pace and the rhythm of deliveryin the Office of the Premier
This structure as depicted on page 8 assists the Office with thefacilitation and coordination of both vertical and horizontalintegrated service delivery, within government and otherstakeholders.This commitment poses the following short and mediumterm challenges:• Right people in right jobs;• Enabling processes and systems that support the structure;• Building Knowledge management capacity and ensuring the retention of Institutional knowledge.• Inculcating good governance and professional business practice in a manner that enhances the Public Service;• Building effective relationships between all three spheres ofgovernment
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FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
LEGISLATIVE AND OTHER MANDATES
The State of the Republic of South Africa is founded on theprinciples of supremacy of the constitution. The Office of thePremier is an Organ of State as defined in section 8 of theConstitution of the Republic of South Africa, Act 108 of 1996. Asa department, the Office of the Premier is created in terms ofschedule two (2) of the Public Service Act, 1994.
Constitutionally, the executive authority of the province vests inthe Premier, who exercises such authority together with othermembers of the executive whom she appoints. Members of theexecutive are in turn accountable to the legislature. It is thelegislature that forms the first area of contact between theexecutive i.e. those who administer laws and the populace, whoelect them. The Premier is the fulcrum upon which the wheels ofgovernment rotate.
Although there are various levels of government, the Premier isenjoined by law to coordinate the work of the provincialgovernment in all its formations and infuse it with nationalimperatives, whilst also interacting with the local governmentsphere to ensure that government as a whole delivers services tothe people of South Africa. Apart from the provisions of thePublic Service Act and the Constitution, the Premier alsoadministers, inter alia, the following legislation:
• The House of Traditional Leaders for the Province of the North West Act 12 of 1994
• North West Delegation of Powers Act 20 of 1994• North West Youth Development Trust Act 7 of 1997• North West Commissions Act 14 of 1994
The Office of the Premier administers other (national) legislation,such as the Promotion of Access to Information Act, 2000 and thePromotion of Administrative Justice Act, 2000, in so far as theseActs relate to her Office. The Director General is Head of Department for the Office ofthe Premier as set out in schedule two (2) of the Public ServiceAct. She is also the secretary of the executive council in terms ofthe said legislation and assists the Premier in performing hercoordination function, as defined in the constitution.
Our National Vision for 2014, as articulated by the President andre-iterated by the Premier, is to:
• Reduce unemployment by half• Reduce poverty by half• Build skills base of the economy and HRD• Enable all to enjoy full rights and freedoms, especially the poor
and vulnerable• Create a compassionate, caring and responsive government• Improve health profile (reduce cases of TB, malnutrition,
HIV/AIDS, eliminate malaria)• Reduce levels of serious priority crimes• Position South Africa as an effective force in global relations
Informed by the Freedom Charter, RDP, GEAR as well as the2014 Vision, the Provincial Executive Council, over the yearsidentified a myriad of priorities. The synchronisation andharmonisation of these priorities with the GovernmentProgramme of Action, at national and provincial level for the nextfive years, is illustrated by the cluster priorities, as reflected below: Economic Development and Infrastructure Cluster• To achieve macro positioning and reforms• To increase the level of investment in public infrastructure• To lower the cost structure in the economy to enhance
competition• To promote manufacturing and services that are growing and
creating jobs, increasing value add, meeting basic and global needs• Primary production programme• Value adding export programme• Heritage and tourism development and promotion programme• To promote the establishment of more enterprises• To establish a labour force with skills needed by the economy• To support increased research and development in new
technology• To promote a more equitable geographic spread of economic
activity• To develop an integrated strategy to intervene in the second
economy
Governance and Administration Cluster• To refine administrative practices for Developmental State• To promote human resource development• To improve governance, leadership and management• To promote inter-governmental and macro organisation• To promote inter-provincial and national organisation• To facilitate local government transformation programme• To achieve policy implementation• To promote evidence-based decision making• To respond to challenges of the second economy• To reduce crime and promote security• To promote political and economic relations• To promote cross-cutting priorities
Social Development Cluster• To manage a comprehensive social security system;• To manage a comprehensive health care system;• To meet the increasing challenge of housing and human
settlement;• To achieve food security and nutrition;• Implementing the social aspect of the expanded public work
programme;• To broaden access and improve quality education;• To manage an early childhood development programme;• To promote formal education and skills development;• To promote an adult and basic training programme;• To manage the integrated sustainable rural development
(ISRDP) and urban renewal Programme;• To promote sport and recreation development
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FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
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FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
The above vision finds its expression in the following strategic goals:
Strategic Goals Descriptors and Delivery on the Strategic Goal Performance Measure
(I) People Capacity and Capability • Employee capacity and capability is achieved through: People capacity and capability meet the output • Workplace skills plans (WSP); demands of the Department
Build employee capacity and capability in the Provincial • On-the-job learning;Administration to meet the growth and development needs • Learnerships and bursaries;of the people in the Province • Career and succession planning.
• Growth and development needs of the people in the Province is achieved through:• Facilitation of skills acquisition programmes which respond to commercial demands• Expanded public works programme which provides people with the skills required.
(II) Resource Deployment Optimising resource deployment inputs is achieved through: Reduced expenditure• Synchronised planning, programming and budgeting; Measured increase in office efficiency
Optimising resource deployment inputs to maximise • Improved resource deployment and utilisation processes;effective and productive delivery outputs • Resource requirement allocation and prioritisation
Effective and productive delivery outputs is achieved through:• Continuously improving operational efficiency;• Public Private Partnerships (PPP) which create synergy to maximise asset utilisation;• Placing “right people” in “right jobs “, to increase people focused delivery capability
(III) Integration and Synergy
Strengthening cross-functional integration and Cross-functional integration and synergy is achieved through: Multi functional teams deliveringsynergy in service delivery, within the Province and • Cross functional learning across operational silo’sacross spheres of Government • Projects and programme teams across functions
• Developing processes and driving process improvement across functions Seamless integration and operationacross spheres and functions
Within Province and across spheres of Government refers to:• Multi functional teams delivering across operational silo’s• Seamless integration and operation across spheres and functions
Strategic Goals Descriptors and Delivery on the Strategic Goal Performance Measure
(IV) People focused delivery processes (Batho Pele) Continuously improving people focused delivery processes, based on Good Governance Improved productivity ratios.Continuously improving people focused delivery processes is achieved through:•Business process improvement;based on Good Governance Positive community feedback and image.•Client driven delivery processes;•Benchmarking existing practices against “best-in-class”;•Introducing technology and people competence to drive improvement processes;•Inculcating a culture where “good is the enemy of great”
Good Governance is achieved through:•Standardised and consistent monitoring, evaluation and reporting;•Complying with Public Service Good Governance requirements
(V) Measured Economic Growth Creating active and innovative growth opportunities NWP growth in GDP by sector.and Development for people trapped in the second economy through:
Profiling and segmenting communities to identify measures of support required;Actively creating an environment conducive for • Identifying policy and legislation requirements which facilitate processes that economic growth and development create a first economy;
• Tasking research units to identify constraints preventing communities from participatingin the main economic stream.
Creating an environment conducive to a thriving first economy by:• Actively attracting and retaining investors and stakeholders to the Province• Conducting research into new economic growth opportunities
(VI) Rapid information and knowledge Enhancing information gathering and knowledge management Rapid and reliable Access to Datamanagement capability capability for informed decision making and communication capability Data flexibility, integrity, validity and reliability
Enhancing information gathering and knowledge management capability is achieved through: Compatibility and seamlessness of processes• research based investigation and analysis; and support systems• making information available to interested persons;• communicating with all possible sources of information e.g.: SA Statistics etc;• continuous upgrading of technological capability
Informed decision making and communication capability is achieved by:• maintaining a comprehensive and stable information database;• analysing and interpreting information gathered;• creating competence around information technology and database management
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FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
INFORMATION SYSTEMS TO MONITORPROGRESS
Progress on the implementation of the strategic plan will bemonitored in line with the prescripts contained in the PublicService Act and its Regulations; The Public FinancialManagement Act and its Regulations. The Office relies on thefollowing:
The Provincial Financial Management System.
This system operates on WALKER and has been substantiallydeveloped over the years to provide broad based financial andrelated information. The system provides details of all financialtransactions; procurement transactions linked to an assetmanagement system and budget variance reports. Most of theinformation is available on request whilst other are provided on amonthly basis.
The Provincial Personnel Management System
The Office utilises the PERSAL system for personnel relatedinformation and remuneration payments. This system has beeninterfaced with the WALKER system for financial reportingpurposes. Other statistical information regarding personnelmanagement is readily available on request.
The Provincial Financial Overview System
This system provides financial information on-line on theprovincial website.
Internal Audit System
The Province has opted for a shared internal audit function. Aspecific audit team has been allocated to the department andinternal audits are done on a pre-planned basis. The internal auditdivision will, as from the 2005/06 financial year, also conductperformance audits.
Project Management Information System (ProMIS)
This provincial based on-line system provides information ondevelopment projects throughout the spheres of government in theProvince.
Statistical Information Reporting
The department also obtains relevant information from StatisticsSA and Global Insight on a regular basis. Information relating toprovincial indicators such as GDP, unemployment numbers etc. isavailable from the Information Management Directorate.
Performance Management and Development System(PMDS)
Other information used in the monitoring of the strategic planimplementation are obtained from in-house operational systemssuch as:• A Performance Management system that drives measurement of
performance against agreed outputs in the strategic plan and caters for personal development.
• Public Service Commission’s evaluation of the Accounting Officer. The head of the department is evaluated against the annual performance plan included in the official’s performance agreement.
DESCRIPTION OF THE STRATEGICPLANNING PROCESS
This is the fourth consecutive year in which the Office is reviewingand updating its Strategic Plan.
Unlike the past years, this current process was designed to ensurethat the Strategic Plan 2005/2010 is developed within the electoralcycle and its mandate.
In September 2004 introspective evaluation workshops wereundertaken with each of the Directorates within the Office tocritically evaluate their performance in relation to the Governmentmandate and the then laid down Strategic Goals.
This resulted in each programme evaluating delivery against plan,in which Directorates re-examined their effectiveness andefficiency. This evaluation laid the foundation for next StrategicPlanning Cycle.
A workshop, facilitated by an external consultant, was held inBuffelspoort in November 2004. Senior and middle managementjointly crafted a new Vision, Mission, Purpose and People Promise,which link to the Provincial Vision and Mission. The group developed broad strategic goals, which was later refinedby a mandated task team.
A continuing consultation process within the respective programmesresulted in an integrated strategic and performance plan.
The operational plans for programmes and sub-programmes weresubsequently developed.
The process was exceptionally transparent, highly participativeand resulted in a definite improvement in the quality and content.The plan is collectively owned by all in the Office and willundoubtedly form a solid foundation for the delivery on andmonitoring of performance.
Dr MM Bakane-TuoaneDirector General
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FIVE YEAR STRATEGIC AND PERFORMANCE PLAN
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PROVINCIAL MANAGEMENT AND ADMINISTRATION SUPPORT TEAM
1. OVERVIEW
This Programme supports the Director General in her variousfunctions and responsibilities, which are:
• Secretary to the Executive Council;• Accounting Officer for the Office;• Coordinator of the Provincial Actions and Legislation;• Ensuring inter and intra-governmental relations
The Programme consists of the following sub-programmes:• Director General Support
Management of the Office and administrative leadership inthe Province.
• Premier Support Co-ordination and management of administrative and political support to the Premier.
• Exco SupportProvision of administrative and committee secretarial support tothe Executive Council and support to the Director General in her capacity as secretary to the Executive Council.
• Security ServicesCoordination, facilitation and monitoring of the implementation of Minimum Information Security Standards (MISS) of the North West Provincial Government.
• Finance and AdministrationManagement of financial systems and controls according to the Public Finance Management Act and Treasury Regulations.
2. SITUATION ANALYSIS
2.1 Demand for Services RenderedServices provided by this programme consist mainly of pro-activeservice provision to the Premier and members of the ExecutiveCouncil. The programme, through the Director General, co-ordinates the implementation of policy and service deliverypriorities within the Province. It also provides province securityrelated advice and services to the provincial departments andcentralised financial support services to the Office.
2.2 Appraisal of Existing Services and PerformanceService delivery is based on the Batho Pele principles and a clustersystem of governance has been adopted to enhance the flow ofinformation and consultation between the various executivestructures. The services rendered by the programme were donetimeously and in line with customer expectations.
3. CONSTRAINTS AND MEASURES TOOVERCOME THEM
The Office through this Programme, addresses the followingconstraints:
• Lack of understanding of the cluster system, its objectives and its functioning is addressed through workshops with key role players and the development of clear guidelines.
• High levels of staff turnover at senior level in the Premier’s private office is addressed by ensuring that newly appointed staff members have relevant skills, competencies and knowledge to manage the office appropriately.
• Anti corruption measures are addressed through the implementation and monitoring of the provincial anti corruption policy.
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THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 1: Provincial Management and Administration Support
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
x = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals DG Premier Exco Security Finance
Support Support Support Services & Admin(I) People Capacity and Capability x x x x x(II) Resource Deployment xx - x xx xx(III) Integration and Synergy xx x xx x xx(IV) People focused delivery processes (Batho Pele) xx x xx xx x(V) Measured Economic Growth and Development x - x - -(VI) Rapid information and knowledge management capability x x xx x xx
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THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 1: Provincial Management and Administration Support
Programme 1: Provincial Management and Administration Support
Improved co-ordinationbetween departments andother stakeholders (e.g.:parastatals) through clusterssystem support
Implementation of resolu-tions of EXCO and EX-TECH structures monitoredduring implementation
Performance Measure
360 degree communicationcapability, both internal tothe ProvincialAdministration and toexternal stakeholders
Full compliance withprocedural manual prescripts
Performance Indicator
Yearly communication audits
Client Survey SatisfactionRatings
2005/06
Yearly communication audits
Complete satisfaction rating
Targets
2006/07
Continuous improvement
Complete satisfaction rating
2007/0
New communicationinnovations
Complete satisfaction rating
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 1: Provincial Management and Administration Support
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
Targets2006/07
Zero breach tolerance
100% client satisfaction
Risk exposures resolvedwithin 60 days of discovery
Support to the Departmentsto deal with corruption
Continue implementationand evaluate
Complete Compliance
Implement improvementmeasures.
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Strategic Objectives
Security Services
Improving coordinatedProvincial Security Systems
Finance andAdministration
Improving support serviceand information sharing
MeasurableObjective/Output
Integrated provincial securitystrategy
Complete Risk ManagementServices
Improved MISS compliance
Improved FinancialManagement Practices, inthe form of:• Enhanced informationsharing/management• Informative and “guiding”financial reporting• Integrated supply chainmanagement• Realistic budgeting• Asset management• Systems and processimprovements
Performance Measure
Compliance with NationalSecurity Strategy Guidelines
Compliance with PublicService Anti-corruptionRequirements
MISS Complianceregulations
Full Compliance to PFMA,Treasury and DepartmentalRegulations
Compliance with GenerallyRecognised AccountingPractice
Performance Indicator
• Breaches of security
• Client feedback
• Security risk analysis
Success Rate of Anti-corruption Measures taken
MISS ComplianceStandards
Positive internal and externalaudit reports
2005/06
Zero breach tolerance
100% client satisfaction
Risk exposures resolvedwithin 60 days of discovery
Roll out anti-corruptionstrategy throughout theProvince
Clear MISS Compliantguidelines and securitystandards
Complete Compliance.
Training of staff to identify weaknessesand to improve
2007/08
Zero breach tolerance
100% client satisfaction
Risk exposures resolvedwithin 60 days of discovery
Monitor implementation andevaluate success rate
Continued monitoring
Complete compliance
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 1: Provincial Management and Administration Support
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
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CORPORATE SUPPORT SERVICES TEAM
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THREE YEAR STRATEGIC AND PERFORMANCE PLAN
1. OVERVIEW
This programme renders provincial support services on humanresource related issues and is mandated to provide integratedhuman resources services to all Provincial GovernmentDepartments, including the Office of the Premier.
This programmme consists of the following sub-programmes• Management Support• Employee Assistance programme• Labour relations• HR Management and internal HRM• HR development• Organisational Development
2. SITUATION ANALYSIS
2.1. Demand for Services RenderedDemand for Corporate Services was determined by a politicaloversight function following the State of the Nation address andthe State of the Province address. Services rendered included thecoordination and implementation of Human Resourcepractices/processes to enhance service delivery in the Province.These also included the coordination and implementation ofNational/Provincial policy according to Public Service Policy andthe regulatory framework.
2.2. Appraisal of Existing Services and PerformanceThere is a dedicated and high-level centre of excellence to drivepolicy development and management. Present prioritydeliverables of the programme have been based on filling gaps anddesigning best practices out of existing processes in terms of theEmployee Assistance Programmes, Labour Relations, HRManagement (external/internal), HR Development
Organisational Development and HIV/AIDS. The programmehas performed very well in an attempt to integrate humanresource practices/processes in the Province.
2.3. Key Challenges over the Strategic Planning PeriodThe biggest challenge is to enhance, strengthen and entrenchProvincial HR Coordination Forum in order to establish a vehicleof creating integration and synergy among systems and policyapplications, thus ensuring full participation and cooperation ofProvincial Departments in the planning, implementation andcoordination of National and Provincial policy priorities andstrategies.
2.4. Starting Points relevant to Policies, Priorities andObjectivesThe starting point will be to determine the relevance, effectivenessand impact of existing Provincial policies, re-dress and maximiseservice delivery issues to internal frontline clients responsible forserving the community in providing a better life for all.
3. CONSTRAINTS AND MEASURES TOOVERCOME THEM
The programme is faced with non-cooperation of ProvincialDepartments in supporting coordination initiatives. This issue willbe addressed through the Executive Council Technical Committee.
Provincial Departments are mandated by the Public ServiceRegulations to exist as independent legal entities. The Officeaccordingly has no legal/legislative basis for enforcement of theinterventions it introduces. This creates opportunities for misuse,non-cooperation and manipulation on hard-core issues. This issueis addressed on the various Provincial Human Resource fora tosolicit buy-in from Departments.
3.1. Planned Quality Improvement Measures• Ensure that service delivery improvement plans (Batho Pele) are
designed and internalised by each official.
• Design, implement and coordinate measures to ensure prompt response and quality reporting to the structures in the Cluster System.
• Ensure effectiveness and sustenance of the Provincial HR Forum.
3.2. Resource Information and ImplicationsThe Human Resource function is constrained by both capabilityand capacity of existing resources. This is being addressed by wayof accelerated skills development and systematic integration ofHR practices into line.
Programme 2: Corporate Support Services
23
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
Support Assistance Relations internal HRM Development DevelopmentProgramme
(I) People Capacity and Capability x xx xx x xxx x(II) Resource Deployment xx x xx xx xx xx(III) Integration and Synergy xxx x xx xx xx xx(IV) People focused delivery processes (Batho Pele) xx x xxx x xx xx(V) Measured Economic Growth and Development x x x x xx x(VI) Rapid information and knowledge management capability x - xx xxx xx xx
Provide Proactive andReactive Consultation tomanagers in departments
Implement ImprovementPlan
Establish a TargetedNumber of StrategicPartnerships with ReputableEntities
Asses Impact and Review
Monitoring and evaluationSystems Capable ofMeasuring Programmes andImpact of Programmes withfeedback to ImproveProcesses
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 2: Corporate Support Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
25
Strategic Objectives
Labour Relations
Achieving consistentlyproductive employmentrelationships in theworkplace.
MeasurableObjective/Output
Functional ProvincialBargaining Chambers.
Implementation ofProcedural and SubstantiveCollective Agreements
Representation in NationalBargaining Structures
Improved Labour RelationsDatabase for effectivemanagement decisionmaking
Strike ManagementContingency Plan
Labour Relations AdvisoryServices
Monitoring and Evaluation
Performance Measure
Effective ProvincialBargaining Chamber
Productive compliance withprovisions of CollectiveAgreements by both parties
North West Provinceinterests served in theBargaining CouncilDatabase categorised andconstructed in a manner thatallows for rapid access to keydecision making information
Strike Contingency ActionPlans are in place and arereviewed bi-annually
Advice is sought, it isimplemented and it iseffective
Valid and Reliable IROrganisational Climate Datawith clear indicators forimprovement initiatives
Performance Indicator
Quarterly reports
Incidences of Non-Compliance AddressedMetrics which track andreport on incidences by type,ratios and trends
Employee Climate Surveys
Report on Status ofNegotiations
User satisfaction ratings andreduction in inconsistencies
Strike incidence Analysis andEvaluation
Strike Action Plan Review
Client Survey and Feedback
Organisational ClimateSurvey Reports
2005/06
Conclusion of CollectiveAgreements
Consultation on PoliciesSustained Compliance
Reduction in disputes ofright
Continued participation
Create database frameworkand populate with backloginformation
Review and Update StrikeManagement Plan
Maintain Support to achieveoptimal Client SatisfactionRating
Continually improvingorganisational IR climatesurvey reports
Targets2006/07
Meaningful participationand contribution
Sustained Compliance
Creation of a changedmanagement platform whichassesses commitment asopposed to compliance
Continued participation
Implement and monitor
Strike Management PlanReview
Maintain Support to achieveoptimal Client SatisfactionRating
Continually improvingorganisational IR climatesurvey reports
2007/08
Meaningful participation andcontribution
Sustained Compliance
Continued participation
Implement and monitor
Strike Management PlanReview
Maintain Support to achieveoptimal Client SatisfactionRating
Continually improvingorganisational IR climatesurvey reports
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 2: Corporate Support Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
26
Strategic Objectives
Labour Relations
Achieving consistentlyproductive employmentrelationships in theworkplace
HR Management andinternal HRM
Integration of managementsystems for effectivequalitative and quantitativehuman resource decisionmaking
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
28
Strategic Objectives
HR Development
Enhancing people capabilityand capacity to achieveservice excellence
OrganisationalDevelopment
Driving organisationalchange and continuousimprovement initiatives
MeasurableObjective/Output
Consultative CareerDevelopment and SuccessionPlan Process and System thatmeets People Capability andCapacity Demands for theProvince
Maintenance of the JobEvaluation Process
Organisational ArchitectureDesign for OrganisationEffectiveness
Tracking and Feedback ofBatho Pele Implementationacross all sectors in theProvince
Improved efficiency andeffectiveness of Provincialdocument managementprocesses and systems
Performance Measure
All Career Development andSuccession Plans are drivenby the Established System
All Jobs Evaluated
Job Grading Updated andReviewed every 2 years, on arolling basis
Functional and EffectiveOrganisation Design inaccordance withGovernment RegulatoryFramework
Comprehensive reportingagainst National Directivescontaining successes, failuresand recommendations forimprovement
Compliance with NationalArchives Act. Assured Trackingand Retrieval of any documentat any one point in one time
Performance Indicator
Extent to which the CareerDevelopment and SuccessionPlan caters for CareerDevelopment and SuccessionNeeds
Job Grading Schedules andException Reports
Organisational EffectivenessSurveys
Batho Pele Reporting againstQualitative and QuantitativeData gathered across allSectors
Exception Reports
Internal Controls
2005/06
Development andImplementation of a PeopleBalance Sheet System
Compliance with PS Act andPS Regulations
Implementation
Organisational EffectivenessSurveys
Develop ReportingMethodology and Structure
First Report by FinancialYear End 2006
Document ManagementSystem Developed andRolled Out to Phase I:Premier's Office only
Targets2006/07
Establish CareerDevelopment Forum
All Senior Posts up to 3rdReporting Level Assesses andPlotted
Compliance with PS Act andPS Regulations
Implementation
Organisational EffectivenessSurveys
Feedback and Disseminationof Recommendations
Report Financial Year End2007
Document ManagementSystem Developed andRolled Out to Phase II: AllSectors
2007/08
Career Development andSuccession Planning Systemfully Functional
Compliance with PS Act andPS Regulations
Implementation
Organisational EffectivenessSurveys
Feedback and Disseminationof Recommendations
Report Financial Year End2008
Monitoring, Evaluation andImprovement
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 2: Corporate Support Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
29
LEGAL SERVICES TEAM
30
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
1. OVERVIEW
The Programme provides legal support services at a strategic levelto all departments and operationally within the Office of thePremier and certain departments and public entities. The servicesinclude opinions and contracts, litigation support, legislation andthe handling of misconduct matters.
The demand for legal opinions peaks at various periods in the yeardepending on the activities of our various principals. Legislation todeal with new priorities is drafted at the instance of eachdepartment in accordance with the law making process. Litigationis best avoided but when this is not possible, the litigation policyapplies. Advocacy programmes seek to prevent misconduct.However, where this fails, the Programme provides investigativeand presiding services to all departments.
The Programme consists of the following sub programmes:• Management Support• Legislation Support• Litigation Support• Legal Services• Investigations
2. CONSTRAINTS AND MEASURES TOOVERCOME THEM
• The quality of judgments received from presiding officers otherthan those sourced from legal services remains suspect. Toovercome this, SAMDI has agreed to provide training to presidingofficers of disciplinary enquiries, seconded by their heads ofdepartment. To this end, EXTECH has agreed to second the saidofficers.
• The advocacy programmes that we intend running regardingmisconduct and more especially corruption should deter would beoffenders, so that our main focus is preventing rather thanresolving problems.
• Some of the requests for opinions could best be dealt with byempowering our clients with some knowledge of the law generallyapplicable to the public sector. To this end, we will be producing a“ novice's guide to the public sector law” to empower our clients tomake sustainable decisions.
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
Support Support Services(I) People Capacity and Capability xx x xx xx xx(II) Resource Deployment x x x x xx(III) Integration and Synergy x x xx x xx(IV) People focused delivery processes (Batho Pele) x xx x - x(V) Measured Economic Growth and Development x x x x x(VI) Rapid information and knowledge management capability xx x xxx x x
Programme 3: Legal Services
31
Strategic Objectives
Management Support
Maintaining a legalinformation and knowledgemanagement database
Legislation
Developing a comprehensiveand enabling legislativeframework
Litigation Support
Maintaining a litigationmanagement support systemthat ensures equity andfairness to all
MeasurableObjective/Output
Continuously updatedlitigation, legislative,misconduct and opiniondatabase
Competent LegislativeDrafting Support Service
Litigation managementsupport system
Performance Measure
Comprehensive Databaseapplicable to allDepartments
Constitutionally complyingwith legislation
Amendment of law makingprocess
Review of ordinances andregulations
Legally Compliant LitigationProcess
Performance Indicator
Rapid and ReliableDecision-Making Capability
Portfolio of Evidenceindicating Extent to whichLegislative Framework meetsInternal Client Expectations
Portfolio of evidenceindicating extent to whichthe litigation support systemmeets internal clientexpectations
2005/06
Master Server Plan in place
Finalisation of draftingmanual
Amendments/ repeals
Approval by EXCO
Targets2006/07
System Installation, DataCapturing and Testing
Consultation and approval
Systems implementation
2007/08
Full Systems Implementation
Full system implementation
Systems maintenance
Systems maintenance
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
Programme 3: Legal Services
32
Strategic Objectives
Legal Services
Providing an informativeand enabling contractmanagement and opinions
Investigations
Maintaining an enablingmisconduct managementprocess, system and service
MeasurableObjective/Output
Researched contractopinions
Layman's guide on publicservice laws
Misconduct ManagementProcess and System
Competent Investigating andPresiding Officers
Performance Measure
Sustainable decision making
Guide is Understood andEffectively Applied byLaymen Employees of theProvince
Competence Levels ofPresiding Officers
Performance Indicator
Portfolio of evidenceindicating extent to whichopinions are accepted andsuccessfully acted upon
Portfolio of evidenceindicating extent to whichopinions are accepted andsuccessfully acted upon
Portfolio of evidenceindicating extent to whichmisconduct is effectivelymanaged
2005/06
Survey conducted
Research
Implementation Workshopsand Feedback
Targets2006/07
Improve and maintain
Drafting and Publication
Implementation Workshopsand Feedback
2007/08
Finalise and publish
Implementation
Implementation Workshopsand Feedback
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 3: Legal Services
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
33
COMMUNICATIONS TEAM
34
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
1. OVERVIEW
This Programme formulates and implements an integratedcommunication strategy and policy framework for the ProvincialGovernment. This Programme consists of the following subprogrammes:• Management Support• Corporate Communications• Community Liason• Media Liason
2. SITUATION ANALYSIS
This Programme provides communication support to the Premier,DG, EXCO and provincial departments. It is responsible forensuring integration, coherence and coordination of governmentcommunication across spheres within the province. It monitorsgovernment communication systems in the province and facilitates
interventions where necessary. It has to ensure effectivecommunication of how government is implementing its mandate.
2.1. Demand for Services RenderedThe key mandate of the programme is to ensure effectivecommunication of how government is implementing its mandateand programme of action.
2.2. Appraisal of Existing Services and PerformanceThe demand for rapid horizontal and vertical communicationexceeds the capability of the communications function to deliveroptimally.
3. CONSTRAINTS AND MEASURES TOOVERCOME THEM
Challenges facing the programme relate largely to the need tomatch the strategic and policy obligations with resources as well as
addressing the skills deficit in critical areas, such as strategyplanning, implementation and writing skills.Another key challenge is to ensure understanding and appreciationof the strategic value of communication across government.Consistent with the 10-year review, the Programme needs to buildcommunication partnerships with other sectors of civil society tocommunicate the vision of the Province.
The need to provide support for the establishment ofcommunication units at local government level is one of the majorchallenges.
The programme also needs to improve its events coordination andplanning capacity to ensure successful government outreachprogrammes.
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVESx = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals Management Support Corporate Communications Community Liason Media Liason
(I) People Capacity and Capability xx xx xx xx(II) Resource Deployment xx x x x(III) Integration and Synergy xxx xx xxx xxx(IV) People focused delivery processes (Batho Pele) xxx xxx xxx xxx(V) Measured Economic Growth and Development xx xx xx xx(VI) Rapid information and knowledge management capability x x x x
Programme 4: Communications
35
Strategic Objectives
Management Support
Developing an Integratedand co-ordinatedGovernmentCommunication System
CorporateCommunications
Communicatinggovernment's integratedinitiatives to create a betterlife for all throughpublications
MeasurableObjective/Output
Provincial CommunicationStrategy
Communication of EXCOdecisions and policypositions
Communication Booklet onGovernment Policy andStrategic Framework
Government publications
Editorial policy guidelines
Performance Measure
Provincial CommunicationStrategy approved by EXCO
Media statements andarticles
User Friendly Source ofInformation for Use intraining
Consistent communicationof progress made byprovincial government andenhanced appreciation ofgovernment programmes
Guidelines clear andunambiguous
Performance Indicator
Qualitative and QuantitativeCommunicationEffectiveness Survey Data
Statements and articlespublished \aired in media
GovernmentCommunicators able toapply understanding ofPolicy and StrategicFramework
Qualitative and QuantitativeCommunicationEffectiveness Survey Data
Consistency in terms ofcontent approach and focus
2005/06
Develop and implementcommunication strategy
Communicate EXCOdecisions and policypositions
Workshop sessions withHeads of Communicationfrom May 2005
Qualitative and QuantitativeCommunicationEffectiveness Survey Data
Citizens' survey andfeedback data
Actual Time MeasuresTaken
Progress reports
Functional MPCCs
Survey FeedbackInformation
Survey FeedbackInformation
2005/06
Implementation
Identify key focus areas andtarget audiences
Implementation
Tender for distribution ofgovernment publicationsapproved and awarded
Strategy approved by EXCO
Ensure ProvincialCommunicators' Forum isfully functional andoperational
Ensure clustercommunication for a arefully functional andoperational
Targets2006/07
Implementation
Identify key focus areas andtarget audiences
Implementation
Monitor distribution
Implementation of strategy
Implement programmes ofthe forum
Implement clustercommunication programmes
2007/08
Implementation
Identify key focus areas andtarget audiences
Implementation
Monitor distribution
Implementation of strategy
Implement programmes ofthe forum
Implement clustercommunication programmes
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 4: Communications
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
38
Strategic Objectives
Media Liaison
Improving communicationof government's integratedinitiatives to create a betterlife for all through the newsmedia
MeasurableObjective/Output
Proactive media releases andfactual responses to mediaqueries
Cluster media briefings
Networking structure /system with journalists
Performance Measure
Consistently improvingcoverage of the provincialgovernment in local andnational media
Improved governmentinteraction with media
Performance Indicator
Qualitative and QuantitativeCommunicationEffectiveness Survey Data
Media Feedback
2005/06
Seek ContinuousImprovement
Facilitate effectivefunctioning of structure
Targets2006/07
Seek ContinuousImprovement
Implement and supportprogrammes of structure
2007/08
Seek ContinuousImprovement
Implement and supportprogrammes of structure
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 4: Communications
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
39
GOVERNANCE AND SPECIAL PROGRAMMES TEAM
40
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 5: Governance and Special Programmes
1. OVERVIEW
This programme is responsible for promoting cooperativegovernance across the three spheres of government. Theprogramme consists of the following sub programmes:• Management Support• Urban and Rural development• Youth Support• Intergovernmental relationships• Special Programmes• Traditional Leaders
'Governance & Special Programmes' is responsible for:
• Urban and Rural DevelopmentCoordination of rural and urban initiatives
• Intergovernmental and International RelationsFacilitation and coordination of intergovernmental and international relations
• Traditional Leadership and InstitutionsProvision of administrative and technical support to the institution of Traditional Leaders
• Youth SupportCoordination of youth development programmes
• Special programmesCoordination of gender and disability programmes
2. SITUATION ANALYSIS
The promotion of cooperative governance and the managementof intergovernmental relations are complex processes. It isessentially about how government transacts its business in amanner that optimises the delivery of service inter and intragovernmental relations. It is these relationships that theProgramme manages as part of providing support to the Premierand the Director General.
3.CONSTRAINTS AND MEASURES TOOVERCOME THEM
• Lack of understanding of the role of NWPCC, its objectives and its functioning is addressed through protocol documents and guidelines;
• Inadequate implementation of the Memoranda ofUnderstanding (International) necessitates cascading of the MOU's through the cluster system;
• A slow process of transforming the institution of traditional leadership is addressed by the enactment of traditional leadership and governance legislation;
• Lack of compliance with policies by departments leads to non-delivery on issues related to gender, disability and youth, is addressed by the appointment of special programme focal persons;
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
x = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals Management Urban and Youth Intergovernmental Special Traditional
Support Rural Support Relationships Programmes LeadersDevelopment
(I) People Capacity and Capability x xx xx xx x xx(II) Resource Deployment x xxx x xx x xx(III) Integration and Synergy xxx xxx xx xx x xx(IV) People focused delivery processes (Batho Pele) x xx xx xx xxx xx(V) Measured Economic Growth and Development xx xx - xxx xx x(VI) Rapid information and knowledge management capability x xx - xx - xx
41
Strategic Objectives
Management Support
Creating cooperativegovernance relationshipsbetween traditionalleadership and formalisedgovernment and itsgoverning structures
MeasurableObjective/Output
Integrated RuralDevelopment and UrbanRenewal
Inter GovernmentalRelations (IGR) institutions
Performance Measure
Joint projects successfullyaccomplished
Consensus by stakeholdersthat the IGR institutionserves its purpose
Performance Indicator
Joint Project completion
Satisfaction RatingQuestionnaire
2005/06
Review ISRDP and URPFora
Communication strategyachieving a common under-standing of ISRDP and URP
Assist DPLG to enact IGRlegislation
Implement IGR legislation
Targets2006/07
Promote ISRP and URPprinciples in 3 spheres ofgovernment
Develop and implementadvocacy strategy
Capacitate LocalMunicipalities and otheragencies on the legislation
2007/08
Assist national to undertakea study on nature of povertyand unemployment in thenodes
Monitor and evaluateperformance of IGRstructures
Continue with capacitationof stakeholders
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 5: Governance and Special Programmes
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
Constitution, Purpose andObjectives of the establishedinstitutions are realised
Compliance with Provinciallegislation
Performance Indicator
Advocacy Strategy
Feedback on functionality ofrespective institutions
2005/06
Implementation ofAdvocacy Programme
Enact and implementLegislation
Targets2006/07
Implementation ofAdvocacy Programme
Capacitate traditionalleadership and otheragencies on the legislation
Develop and implementadvocacy strategy
2007/08
Implementation ofAdvocacy Programme
Monitor and evaluateperformance of institutions
Continue with buildingcapacity of stakeholders
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
Programme 5: Governance and Special Programmes
STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS
45
POLICY MANAGEMENT TEAM
46
Programme 6: Policy Management
LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES
x = Indirect xx = Directxxx = Key driver
Strategic ObjectivesStrategic Goals Management Policy and Project Monitoring and Information Research and
Support Planning Management Evaluation Management Population
(I) People Capacity and Capability xx x xxx x x xxx(II) Resource Deployment x xx xxx x x x(III) Integration and Synergy x xxx xxx xxx xx xx(IV) People focused delivery processes (Batho Pele) x xx xxx xxx x x(V) Measured Economic Growth and Development x xx xx x x x(VI) Rapid information and knowledge management capability xx x xxx xxx xxx xxx
THREE YEAR STRATEGIC AND PERFORMANCE PLAN
1. OVERVIEW
This Programme is responsible for coordinating Provincial policyand strategy implementation, and consists of the following Sub-Programmes:
• Management Support• Policy and Planning• Project Management• Monitoring and Evaluation• Information Management• Research and Population
2. SITUATION ANALYSIS
2.1. Demand for servicesCapability of the Province to deliver is dependent on a soundproject and knowledge management culture and system. Thisrequires ongoing proactive monitoring of Provincial policyperformance and continued research to stay ahead of newchallenges and perspectives.
2.2. Key Challenges for 2005/09 that are projected at thisstage:The Province is faced with the continuing challenge of closing thegap between first and second economies by leveraging andintegrating its resources by conducting “business as unusual”. This requires lateral thinking to find innovative ways to acceleratethis process.
The programme, over the past two years, expended on average 96% of its revised budget allocation. It is expected that expenditure patterns should remain constant over the MTEF period due to the recurrentnature of expenditure in the programme.
Average expenditure over the past two years amount to approximately 99% of revised budget allocation. Expenditure should follow the previous years pattern but could be affected by the provincial approachtowards the granting of bursaries inclusive of learnerships.
Average expenditure over the past two years amounts to approximately 87% of budgeted funds. Expenditure under this programme is partially dependent on legal actions brought against the provincialadministration. It is, however, envisaged that legal action will not affect planed expenditure substantially.
Average expenditure over the past two years amount to approximately 99% of budget allocation. It is expected that this trend will continue.
53
RECONCILIATION OF BUDGET WITH PLAN
Programme
Governance and SpecialProgrammesManagement SupportUrban and Rural DevelopmentYouth SupportIntergovernmental RelationsSpecial ProgrammesTraditional Leaders
TOTAL
5.5.15.25.35.45.55.6
Average Annualchange%
96.9534.89-6.8549.8313.1735.78
30.58
2007/08Target
3 1681 9996 7024 4756 623
55 800
78 767
2006/07Target
2 9501 8616 4093 900
5 81650 172
71 108
2005/06Target
2 7801 7576 2603 6345 328
45 293
65 053
Average Annualchange%
33.73-208.43-
18.73-36.84
9.46
12.09
Estimate2004/05 (Base)
1 5061 38869322 6725 233
37 136
54 867
Actual2003/04
1 3111 258-2 1686 933
34 376
46 046
Actual2002/03
6857 304
-2 1757 389
32 872
50 425
This programme, over the past two years expended approximately 97% of its revised budget allocation. A substantial increase in expenditure relating to the support granted to Traditional Authorities occurredover the past years and provision has been made for further increase in future years.
Programme
Policy ManagementManagement SupportProject ManagementPolicy and PlanningMonitoring and EvaluationInformation ManagementResearch and Population
TOTAL
6.6.16.26.36.46.56.6
Average Annualchange%
-27.0927.3027.93
-51.6640.9827.02
10.62
2007/08Target
1 5073 9425 2151 5253 4706 594
22 252
2006/07Target
1 4083 8554 9411 4363 2495 852
20 740
2005/06Target
1 3133 5914 6621 4393 2584 688
18 952
Average Annualchange%
38.4419.5815.7576.1933.1779.76
46.16
Estimate2004/05 (Base)
1 9332 9823 8613 0342 3594 496
18 665
Actual2003/04
1 5542 9604 652
7771 8231 335
13 101
Actual2002/03
8261 8361 854
6681 330
485
6 999
Average expenditure amount to approximately 82% of budgeted funds. The seemingly low expenditure ratio was as a result of technical problems encountered in the commissioning of a number of projects inpast years. It is, however, expected that this trend will not continue.
Source of funding
Voted by Legislature
Departmental revenue
TOTAL
Actual 2002/03
131 469
557
132 206
54
OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING
Actual 2003/04
133 766
266
134 032
Estimates 2004/05 R’000
152 750
520
153 270
Budget 2005/06 R’000
196 118
530
196 648
Target 2006/07 R’000
212 392
730
213 122
Target 2007/08 R’000
228 433
830
229 263
Revenue item
Bursary and Study Loan Repayments
Estimated actual 2004/05 R’000
520
MTEF 2005/06 R’000
530
MTEF 2006/07 R’000
730
MTEF 2007/08 R’000
830
SUMMARY OF REVENUE
The following sources of funding are used for the vote
DEPARTMENTAL REVENUE COLLECTION
The Department does not operate in a revenue-generating environment and estimated revenue collections are based on sundry income receivable fromrepayments of study loans and bursaries granted in previous years.
CONDITIONAL GRANTS
The department does not receive or administer any conditionalgrants.
DONOR FUNDING
No projects, which require donor funding has been implementedin the past. No such programmes are planned for the future.
INTER-DEPARTMENTAL LINKAGES
The Office coordinates cross cutting provincial Governance, Socialand Economic activities through the Director General aschairperson of EXTECH
LOCAL GOVERNMENT LINKAGES
The Office is responsible for the co-ordination of intergovernmental relations between national, provincial and localgovernment. The Office is responsible for the implementation ofthe Bophuthatswana Traditional Authorities Act 23 of 1978 andalso various acts relating to the Remuneration of the House ofTraditional Leaders for the North West Province.
55
OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING
PUBLIC ENTITIES
The following public entities resort under the Office.
PUBLIC-PRIVATE PARTNERSHIPS
No private public partnership agreements entered into by the Office.
FINANCIAL MANAGEMENT
(i) Strategies to address audit queries- Finalisation, in consultation with the Provincial Accountant General, of the assets register system on the provincial management information system.- The re-defining of the responsibilities of the bursary section staff and re-categorisation of the different classes of bursary to enable improved administration over bursaries granted.
(ii) Implementation of PFMAThe following action plan has been implemented to strengthen the department's ability to comply with the PFMA.
Phase one: All accounting staff who do not have a formal accounting related qualification will participate in the provincial financial management course.
Phase two: All senior management members and all staff responsible for provisioning and procurement will attend the provincial government supply chain management training.
Phase three: Analysis of audit reports to identify areas of improvement and arranging of corrective action including relevant training when necessary.
Dr MM Bakane-TuoaneAccounting Officer
March 2005
Public Entity
Northwest Youth Development Trust
Main Purpose of Entity
Assist students financially
MTEF 2005/06 R’000
500
MTEF 2006/07 R’000
500
MTEF 2007/08 R’000
500
DG Support
Providing integratedand co-ordinatedgovernance
Effective strategicleadership
Coordinated andintegrated governmentservices
Strengthened co-operative governancewithin three spheres ofgovernment, as well asinternationally
Convene consultativemeetings in two DistrictMunicipalities
Submission of draftframework to EXCOCalendar approved byEXCO
Convene Districtmeetings for Municipalinputs
Co-ordinate Freedomday Youth Day activities
Co-ordinate AprilImbizo Focus Week
Organise Roving Excomeetings as per EXCOschedule
Develop internal com-munication programme
Convene consultativemeetings in ThreeDistrict Municipalities
Consultative workshopswith Two DistrictMunicipalities
Communicate calendarto District Municipalities
Ensure alignment ofMunicipal plans with thecalendar
Popularize strategy inMunicipalities
Co-ordinate Women'sDay and Heritage Dayactivities
Make submissions toEXCO on preparationsand co-ordination of theOctober Roving Exco
Organise Roving Excomeetings as per EXCOschedule
Implementation ofinternal communicationprogramme
Provincial Workshopwith SALGA and GCIS
Consultative workshopswith Three DistrictMunicipalities
Ensure implementationand adherence
Assist Municipalities todraft strategies
Co-ordinateInternational Day forpeople with Disabilities
Co-ordinate the OctoberImbizo
Organise Roving Excomeeting as per EXCOschedule
Implementation andevaluation
Adoption of frameworkby NWPCC
Submission of frame-work to EXCO foradjustments
Ensure implementationand adherence
Draft submission ofcalendar for 2006/2007
Evaluation ofMunicipal strategies
Inputs for 2006/2007strategy
Provide support for theco-ordination of Stateof the Nation Addressand State of theProvince Address
Make submissions toEXCO on preparationsand co-ordination ofthe April Roving EXCO
Organise Roving Excomeetings as per EXCOschedule
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 4: Communications
67
Community Liaison
Communicating govern-ment's integratedinitiatives to create abetter life for allthrough directinteraction with thecommunity
Media Liaison
Improving communica-tion of government'sintegrated initiatives tocreate a better life forall through the newsmedia
Develop strategy forroll-out of 2ndGeneration of MPCC'sin the Province
'DevelopmentCommunicationProgramme' implement-ed Distribution ofGovernment Publications
ProvincialCommunicators' Forum
Cluster CommunicationFora
Improved access toGovernment services
Citizens' improvedunderstanding of theopportunities broughtabout by democracy andfreedomGovernment publica-tions reaching all targetgroups within 7 days
Strategy plan approvedby OOP Management.Office automation sys-tems developed accord-ing to business drivers ofthe Department.Includes facilitation oftraining.
Information (maps andstatistics) released inhardcopy and electronicformats, according touser specifications
Facilitate discussionsregarding the NWPGprovincial website designand management.
Review and updatedepartmental websitecontent
Implementation plan forthe roll out of approvedoffice automation
Prepare and releasestatistical data to userspecifications
Prepare and releasemaps to userspecifications
Prepare report on stateof IT in the department
Review and updatedepartmental websitecontent
Roll out and implemen-tation of system in unitsof the OOP.
Prepare and release sta-tistical data to user spec-ifications
Prepare and releasemaps to userspecifications
Review master systemplan (MSP).Analysis of current ITinitiatives and systemsfor compliance.
Review the NWPGprovincial website func-tionality.
Negotiate correctivemeasures with web-master function.
Review and updatedepartmental websitecontent
Review and analyseimplementation of officeautomation systems.
Prepare report to OOPExec.
Prepare and releasestatistical data to userspecification
Prepare and releasemaps to userspecifications
Revise report onchanges in IT in thedepartment
Review and updatedepartmental websitecontent
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 6: Policy Management
77
Research andPopulation
Proactive developmentof data through qualityresearch and populationinformation and analy-sis trend forecasting forstrategic decisionmaking
Research & populationsystems developed andimplemented
Research and populationissues integrated intoplanning and policy
Population policy imple-mented and monitored
Research undertakenand commissioned
Research culturedeveloped andentrenched
Effective systems
Functional frameworksaligned to departmentalimperatives.
Operationalisationof the policy bydepartments
Quality research toinform decision making
Effective policy
Implementation report
Compliance report
Evaluation report
Reports
EXCO approval of thepolicy
EXCO approval
EXCO approval
Evaluation tooldevelopment
Reports
EXCO Approval
Systems development
Frameworksdevelopment
Evaluation tooldevelopment
Reports
Policy development
Systems development
Frameworksdevelopment
Evaluation tooldevelopment
Reports
Policy development
Progress report
Progress report
EXCO approveevaluation tool
Reports
Progress report
Strategic Objectives MeasurableObjective/Output
PerformanceMeasure
PerformanceIndicator
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 6: Policy Management
78
CONTACT PERSON TELEPHONE FAX E-MAILPRIVATE OFFICE OF THE PREMIERChief of Staff: Mr. Kay GovenderAppointments Secretary: 018 - 387 3000 018 - 387 3008 [email protected]
018 - 387 3002 018 - 387 3008 [email protected] OFFICE OF THE DIRECTOR GENERALDirector General: Dr. MM Bakane-Tuoane 018 - 387 3040 018 - 387 3293 [email protected] Manager: Ms. L. Quinn 018 - 387 3186 018 - 387 3293 [email protected]: Executive Council Support: Ms. H. Pretorius 018 - 387 3036 018 - 387 3117 [email protected] Financial Officer: Mr. P. Gumede 018 - 387 3025 018 - 387 3293 [email protected]: Security Services: M. B. Baloyi 018 - 387 3789 018 - 387 5223 [email protected]
Deputy Director General: Corporate Support: Ms. B. Matlanyane Sexwale 018 - 384 3728 018 - 384 6011 [email protected]