2 0 1 7 REPORT 8
GAUTENG PROVINCE OFFICE OF THE PREMIER REPUBLIC OF SOUTH AFRICA PR365/2018 ISBN: 978-0-621-46703-1 Par t General Information 1
1. DEPARTMENT GENERAL INFORMATION 2 A 2. LIST OF ABBREVIATIONS/ACRONYMS 3 3. FOREWORD BY THE PREMIER 6 4. OVERVIEW BY THE ACCOUNTING OFFICER 9 5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT 11 6. STRATEGIC OVERVIEW 12 6.1. Vision 13 6.2. Mission 14 6.3. Vaules 14 6.4. Strategic Goals 14 7. LEGISLATIVE AND OTHER MANDATES 28 8. ORGANISATIONAL STRUCTURE 30 9. ENTITIES REPORTING TO THE OFFICE OF THE PREMIER 34
Par t PERFOMANCE INFORMATION 19
10. STATEMENT OF RESPONSIBILITY FOR PERFORMANCE INFORMATION 20 B 11. AUDITOR-GENERAL’S REPORT – PREDETERMINED OBJECTIVES 21 12. OVERVIEW OF DEPARTMENTAL PERFORMANCE 21 12.1. Service Delivery Environment 21 12.2. Service Delivery Improvement Plan 21 12.3. Organisational Environment 25 12.4. Key Policy Developments and Legislative Changes 26 13. STRATEGIC OUTCOME ORIENTED GOALS 27 14. PERFORMANCE INFORMATION BY PROGRAMME 30 14.1. Programme 1: Administration 30 14.1.1. Sub-Programme: Executive Council Support 31 14.1.2. Sub-Programme: Director-General Support 33 14.1.3. Sub-Programme: Financial Management 35 14.1.4. Security and Risk Management 38 14.1.5. Programme and Sub-Programme expenditure 40 14.2. Programme 2: Institutional Development and Integrity Management 40 14.2.1. Sub-Programme: Strategic Human Resources 41 14.2.2. Sub-Programme: Information and Communication Technology 46 14.2.3. Sub-Programme: Legal Services 49 14.2.4. Sub-Programme: Provincial Communication Services 51 14.2.5. Sub-Programme: Service Delivery Interventions 53 14.2.6. Programme and Sub-Programme Expenditure 55 14.3. Programme 3: Policy and Governance 56 14.3.1a. Sub-Programme: GEYODI and MVO, including Tshepo 1 Million 57 14.3.1b. Tshepo 1 Million 59 14.3.2a. Sub-Programme: Intergovernmental Relations 63 14.3.2b. Sub-Programme: Integrity Management 66 14.3.3. Sub-Programme: Cluster Management 68 14.3.4. Sub-Programme: Planning, Performance Monitoring and Evaluation 71 14.3.4a. Sub-Sub-Programme: Gauteng Development Planning (GCR Planning Division) 71 14.3.4b. Sub-Sub-Programme: Deliverology Support Unit (GCR Planning Division) 74 14.3.4c. Sub-Sub-Programme: Performance Monitoring and Evaluation 77 14.3.5. Programme and Sub-Programme Expenditure 81
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • iii 15. TRANSFER PAYMENTS, EXCLUDING PUBLIC ENTITIES 82 16. CONDITIONAL GRANTS AND EARMARKED FUNDS PAID 82 17. DONOR FUNDS 82 18. CAPITAL INVESTMENT 82
Par t Governance 83
19. INTRODUCTION 84 C 20. REPORT ON COMPLIANCE WITH THE PROMOTION OF ACCESS TO INFORMATION ACT, 2000 86 21. RISK MANAGEMENT 87 22. FRAUD AND CORRUPTION 89 23. MINIMISING CONFLICT OF INTEREST 91 24. CODE OF CONDUCT 91 25. HEALTH, SAFETY AND ENVIRONMENTAL ISSUES 92 26. GOVERNANCE OF INFORMATION TECHNOLOGY 92 27. SCOPA RESOLUTIONS 93 28. PRIOR MODIFICATIONS TO AUDIT REPORTS 93 29. INTERNAL CONTROL 93 30. AUDIT COMMITTEE REPORT 94
Par t Human Resource Management 97
31. LEGISLATION THAT GOVERNS HR MANAGEMENT 98 D 32. INTRODUCTION 99 33. HUMAN RESOURCE OVERSIGHT STATISTICS 100
Par t Financial Information 117
34. REPORT OF THE ACCOUNTING OFFICER 118 E 34.1. Overview of the Operations of the Department 118 34.2. Overview of the Financial Results of the Department 125 34.2.1. Departmental Receipts 126 34.2.2. Programme Expenditure 126 34.2.3. Virements / Roll Overs 126 34.3. Unauthorised, Fruitless and Wasteful Expenditure 126 34.4. Future Plans of the Department 127 34.5. Public Private Partnerships 127 34.6. Discontinued Activities / Activities to be Discontinued 128 34.7. New or Proposed Activities 128 34.8. Supply Chain Management 128 34.9. Gifts and Donations Received In Kind from Non-related Parties 128 34.10. Exemptions and Deviations Received from the National Treasury 128 34.11. Events after the Reporting Date 128 34.12. Other 128 34.13. Acknowledgements and Conclusion 129 35. REPORT OF THE AUDITOR-GENERAL 130 36. ANNUAL FINANCIAL STATEMENTS 135
iv • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 15. TRANSFER PAYMENTS, EXCLUDING PUBLIC ENTITIES 82 16. CONDITIONAL GRANTS AND EARMARKED FUNDS PAID 82 17. DONOR FUNDS 82 18. CAPITAL INVESTMENT 82
Governance 83
19. INTRODUCTION 84 20. REPORT ON COMPLIANCE WITH THE PROMOTION OF ACCESS TO INFORMATION ACT, 2000 86 21. RISK MANAGEMENT 87 22. FRAUD AND CORRUPTION 89 23. MINIMISING CONFLICT OF INTEREST 91 24. CODE OF CONDUCT 91 25. HEALTH, SAFETY AND ENVIRONMENTAL ISSUES 92 26. GOVERNANCE OF INFORMATION TECHNOLOGY 92 27. SCOPA RESOLUTIONS 93 28. PRIOR MODIFICATIONS TO AUDIT REPORTS 93 29. INTERNAL CONTROL 93 30. AUDIT COMMITTEE REPORT 94
Human Resource Management 97
31. LEGISLATION THAT GOVERNS HR MANAGEMENT 98 32. INTRODUCTION 99 33. HUMAN RESOURCE OVERSIGHT STATISTICS 100
Financial Information 117
34. REPORT OF THE ACCOUNTING OFFICER 118 34.1. Overview of the Operations of the Department 118 34.2. Overview of the Financial Results of the Department 125 34.2.1. Departmental Receipts 126 34.2.2. Programme Expenditure 126 34.2.3. Virements / Roll Overs 126 34.3. Unauthorised, Fruitless and Wasteful Expenditure 126 34.4. Future Plans of the Department 127 PART A 34.5. Public Private Partnerships 127 General Information 34.6. Discontinued Activities / Activities to be Discontinued 128 34.7. New or Proposed Activities 128 34.8. Supply Chain Management 128 34.9. Gifts and Donations Received In Kind from Non-related Parties 128 34.10. Exemptions and Deviations Received from the National Treasury 128 34.11. Events after the Reporting Date 128 34.12. Other 128 34.13. Acknowledgements and Conclusion 129 35. REPORT OF THE AUDITOR-GENERAL 130 36. ANNUAL FINANCIAL STATEMENTS 135 1. DEPARTMENT GENERAL INFORMATION
PHYSICAL ADDRESS: 30 Simmonds Street Corner Fox Street Johannesburg 2001
POSTAL ADDRESS: Private Bag X 74 Marshalltown 2107
TELEPHONE NUMBER: 011 355 6000 FAX NUMBER: 011 834 9177 EMAIL ADDRESS: [email protected] WEBSITE ADDRESS: www.gautengonline.gov.za
2 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 2. LIST OF ABBREVIATIONS/ACRONYMS
ACR Annual Citizen’s Report ADR Alternative Dispute Resolution AET Adult Education and Training AG Auditor-General of South Africa AGSA Auditor-General of South Africa APP Annual Performance Plan
B-BBEE Broad-Based Black Economic Empowerment BCP Business Continuity Plan BEPP Built Environment Performance Plan BMT Broad Management Team
CCC(s) Customer Care Centre(s) CDW(s) Community Development Worker(s) CEO Chief Executive Officer CFO Chief Financial Officer CGICT Corporate Governance of Information and Communication Technology CIC Central Information Centre COGTA Department of Co-operative Governance and Traditional Affairs
DDG Deputy Director-General DG Director-General DLTC Driving License Testing Centre DPME Department of Planning, Monitoring and Evaluation DPSA Department of Public Service and Administration DSU Delivery Support Unit
EE Employment Equity EHWP Employee Health and Wellness Programme EMT Executive Management Team EQPRS Electronic Quarterly Performance Reporting System Exco Executive Committee / Executive Council
FSDM Frontline Service Delivery Monitoring FSPAPP Framework for Strategic Planning and Annual Performance Plans FY Financial Year
GBN Gauteng Broadband Network GCR Gauteng City Region GCRA Gauteng City Region Academy GCR IIMP Gauteng City Region Integrated Infrastructure Master Plan GCRO Gauteng City Region Observatory GDoE Gauteng Department of Education GDHS Gauteng Department of Human Settlements GDoH Gauteng Department of Health GEYODI Gender, Youth and People with Disabilities GIS Geographic Information System GPD Gauteng Planning Division GPG Gauteng Provincial Government GRAP Generally Recognised Accounting Practice GRV Goods Received Voucher GSDF Gauteng Spacial Development Framework
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 3 HDI Historically Disadvantaged Individual HEI(s) Higher Education Institute(s) HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome HOD Head of Department HR Human Resources
ICT Information and Communication Technology IGR Inter-governmental Relations IR International Relations
KPA Key Performance Area
LEA(s) Law Enforcement Agency/ies
M&E Monitoring and Evaluation MEC Member of the Executive Council MerSETA Manufacturing, Engineering and Related Services SETA MINMEC Ministers and Members of Executive Council MMC Member of the Mayoral Committee MoA/U Memorandum of Agreement/Understanding MPAT Management Performance Assessment Tool MPSA Minister for Public Service and Administration MSP Master Skills Plan MTEC Medium Term Expenditure Committee MTEF Medium Term Expenditure Framework MTSF Medium Term Strategic Framework MVO Military Veterans Organisations
NACH National Anti-Corruption Hotline NDP National Development Plan NPA National Programme of Action NSDWR Ntirhisano Service Delivery War Room
OCPOL Oversight Committee on the Premier’s Office and Legislature OHS Occupational Health and Safety OHSC Office of Health Standards Compliance OoP Office of the Premier
PAIA Promotion of Access to Information Act PAJA Promotion of the Administrative Justice Act PFMA Public Finance Management Act PMDF Performance Management and Development Framework PMDS Performance Management and Development System PME Performance Management and Evaluation POA Programme of Action PSA Public Service Act PSC Public Service Commission PSR Public Service Regulations PwD(s) People With Disability/ies PYP Play your Part
Q Quarter
RDP Reconstruction and Development Programme
4 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 SA South Africa SADC South African Development Community SAPS South African Police Service SCM Supply Chain Management SDG Sustainable Development Goals SETA Sector Education and Training Authority SHERQ Safety Health Environment Risk and Quality SIU Special Investigating Unit SLA Service Level Agreement SM Senior Manager(s) SMART Specific, Measureable, Achievable, Realistic and Time-bound SMME Small, Medium and Micro Enterprise SMS Senior Management Services SOPA State of the Province Address SPLUMA Spatial and Land Use Management Act SPPME Strategic Planning, Performance Monitoring and Evaluation SVP Special Visitor’s Programme
TCC(s) Tax Clearance Certificate(s) ToR Terms of Reference TMR Transformation, Modernisation and Re-industrialisation TSC(s) Thusong Service Centre(s) TVET Technical and Vocational Education and Training
US/USA United States of America
VOIP Voice over Internet Protocol
WAN Wide Area Network
YES Youth Employment Service
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 5 3. FOREWORD BY THE PREMIER
It is with pleasure and a sense of accomplishment that we submit the 2017/18 Annual Report of the Office of the Premier.
The National Development Plan, Vision 2030 (NDP) remains the overarching plan that seeks to fulfil the aspirations of the majority of South Africans; and underpins our developmental endeavours and informs the policies and strategies spearheaded by government.
In Gauteng specifically, the NDP finds its targeted expression through the Transformation, Modernisation and Reindustrialisation (TMR) Programme of the fifth Administration. The 2017/18 financial year was the third period of full of implementation of the TMR and was characterised by intensive work by all Gauteng departments, with the support of the Delivery Support Unit, to ensure that the set targets are on track to be achieved by 2019.
This included the continued focus by the Members of the Executive Council, Heads of Departments and the Delivery team on poor performing strategies and the development of tailor-made interventions in areas of underperformance. It further saw an increase in site visits to relevant departments to review reported information, for example waiting times and staff attendance in Health, project status and title deeds in Human Settlements, Driving License Testing Centres in Transport, pothole repairs in Roads and Transport and e-learning in Education.
From its inception in 2014, the TMR Programme has been characterised by a focus on partnerships with all sectors of Gauteng society, and which has remained a critical focus this past year.
In 2017, we signed a Memorandum of Understanding with all Gauteng-based universities to foster collaboration on skills development and infrastructure development, as well as investment in innovation and research and development.
During the year, we undertook several trade and investment missions to cities and regions in the Southern African Development Community (SADC), West Africa, Australia, Argentina, Brazil and the United States of America. We have also hosted government and business delegations and trade seminars here in our province.
In January 2017, the accelerated version of the Tshepo 1 Million programme was launched and over 120 000 unemployed youth in Gauteng have been supported by the programme over the 2017 calendar year, bringing the total number of youth to have benefited from the programme since 2014 to over 450 000. This includes over 8 000 economically excluded young job-seekers getting placed into permanent, long-term jobs in various sectors of the economy. Over 5 000 unemployed youth have been placed into transitional job placements through the accelerated programme in this year alone. This includes internships and temporary contracts (transitional work), which include opportunities for those who have not passed matric.
In the 2017/18 financial year, the Tshepo 1 Million programme became the first provincial programme to formally integrate with the Youth Employment Service (YES) Initiative and, to date, over 40 private companies have signed up for partnership in support of the programme.
We have also continued with our efforts to “crowd in” private sector investment into our social and economic infrastructure programmes. In this regard, we hosted the second Gauteng Infrastructure Investment Conference in July 2017, and we continue to convene Action Labs in key sectors of the economy and to host and facilitate conferences, summits and Indabas.
We have intensified work on Social Cohesion through the appointed Social Cohesion Champions, leading to a comprehensive strategy to build social inclusion, equity and unity in diversity.
6 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 A focus on enhanced service delivery remains a hallmark of the fifth Administration, and we continue our efforts to strengthen the Ntirhisano service delivery response system to ensure that all spheres of government respond effectively to community needs and concerns.
In 2017, we established the Military Veterans Desk in the Office of the Premier, which is working with the Department of Military Veterans and municipalities to address the plight of Gauteng’s military veterans.
More Small, Medium and Micro Enterprises (SMMEs), township enterprises and cooperatives are benefitting from the opportunity to do business with the provincial government, and the number of township enterprises benefitting from these opportunities has dramatically increased from 642 in 2014 to 4 182 in October 2017.
Gauteng runs the second largest public education system in South Africa, with enrolment having grown from 1.3 million in 1994 to 2.3 million in 2018, with a throughput rate above 70%. We are proud that Gauteng has achieved 95% universal access to Grade R.
Our smart schools programme is benefiting more than 64 000 Grade 12 Learners in 377 township no-fee paying schools. Over 1 800 classrooms have been converted into smart classrooms and more than 9 000 educators have been retrained in digital skills and issued with laptops. Every new school we are building in Gauteng comes equipped with state-of-the-art technology, free Wi-Fi and smart classrooms.
The Life Esidimeni tragedy has exposed deep institutional problems and governance failures within our public health system. It is for this reason that, in addition to appointing the Special Cabinet Committee, provincial and national government have jointly appointed an intervention team of public health experts to support the Health MEC in turning around the performance of the Gauteng Department of Health. Disciplinary processes and criminal investigations are underway, to ensure that everyone responsible is brought to book. We are determined to implement speedily the outcomes of the Alternative Dispute Resolution process to ensure redress, justice and closure for the affected families.
Crime remains a major issue of public concern in our province. In 2017, we have improved our working relations with the South African Police Service (SAPS) and other law enforcement agencies. We have agreed on the targets to reduce crime by 50% in the precincts of the 40 police stations that contribute more than 50% to crime in Gauteng, and have added an additional 1 266 police personnel and 859 high performance vehicles to improve police response and visibility. We have also reintroduced the specialised police units to focus on priority crimes, such as gender-based violence, trio crimes (which include carjacking, house and business robberies), drugs and farm murders.
Due to the rate at which crime against women and children is escalating, we have launched a campaign that places focus on the plight of girl children and young women. In 2017, we appointed an Executive Council (Exco) sub-committee to coordinate a comprehensive, multi-sectoral and multi-disciplinary response to crimes against women and girl children.
A total of 31 new mega settlements projects have been approved in the five development corridors of Gauteng, with the aim of yielding over 700 000 housing opportunities over a five year period. To date, 7 of these mega projects have been launched, and have already attracted private and public sector investment of more than R100 billion.
We remain committed to transparent, accountable and responsive governance; and central to the focus of the fifth Administration is a resolute commitment to enhancing integrity management across the GPG and society. In 2017/18 this focus has continued, with notable highlights including the establishment of the independent, civil society led Gauteng Ethics Advisory Council, with the mandate to make recommendations to the Executive Council and the Legislature’s Integrity Commissioner on the measures and decisions that must be taken to enhance ethics, integrity and accountability in the conduct of public affairs in Gauteng.
With the participation of the Advisory Council, the Gauteng Ethics and Anti-Corruption Indaba was held on Tuesday 21 November 2017 at Birchwood Hotel and Conference Centre. The objective of the Summit was, among others, to promote long-term, sustainable partnerships between government and other sectors to fight corruption and build an integrity-driven Gauteng City Region.
We have continued our drive to ensure sustained improvement in key areas of governance. As evidence of this focus, in 2017, the Auditor-General’s Report gave two-thirds of our departments and entities clean audits, which is a major achievement and outperforms all the preceding years over the past decade and a half. However, there remains room for improvement to achieve 100% clean audits.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 7 As we approach the end of this fifth Administration’s term of office in 2019, we remain committed to our vision of building Gauteng into a seamlessly integrated, economically inclusive, socially cohesive and globally competitive Gauteng City Region that is a leading economy in the African continent; with smart, innovation- driven, knowledge-based and ecologically sustainable industries of the future; an activist, accountable, responsive and clean government, and an active citizenry.
I wish to express my gratitude to the Director-General, my Special Advisors and all the management and staff in the Office of the Premier for their hard work and support.
------Mr David Makhura Premier 31 May 2018
8 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 4. overview by the accounting officer
In giving effect to the National Development Plan, Vision 2030 as a long-term plan, the fifth Administration adopted the GCR 10-Pillar Transformation, Modernisation and Reindustrialisation (TMR) Programme as the strategic focus for the Gauteng Provincial Government for the 2014-19 period, and beyond to 2030.
The role of the Office of the Premier is to ensure that the 10 pillars of the TMR Programme are integrated into the plans of all Gauteng provincial departments and that the implementation thereof is monitored, evaluated and reported on. In addition, the improvement of service delivery is a hallmark of the fifth Administration.
Essentially the role of the Office of the Premier is to: provide leadership to government; oversee the effective functioning of the entire provincial administration; coordinate long-term planning; monitor and evaluate the performance of government; actively advance gender equality, youth empowerment, the rights of persons with disabilities, older persons and military veterans; and promote and facilitate effective communication between government and the people.
To implement the deliverables in the approved Annual Performance Plan for 2017/18, the Office of the Premier received a total allocation of R609 million, adjusted upwards by R32 million, to R641 million. The actual spending against the budget was 95% for the financial year.
The appropriation has enabled the Office of the Premier to drive the implementation of the TMR Programme, monitor the performance of the Provincial Government and provide support to the Premier and the Executive Council.
As is discussed in detail in this Annual Report, during the year the work of the Executive Council Cluster System and the Office of the Premier continued to link local government to the cluster approach and made provision for the integration of Intergovernmental Relations (IGR) forum programmes and mechanisms to institutionalise an advanced warning system on emerging service delivery issues, allowing for a rapid and decisive response.
The review of the organisational structure of the Office of the Premier has been completed and the Department of Public Service and Administration (DPSA) has approved the structure. Given the constrained fiscal environment and the need to reduce the budget over the period of the Medium Term Expenditure Framework (MTEF), the focus has been to enhance the delivery of support without an increase in the staff establishment and through better deployment of available capacity.
The review of the structure included a proposal for the review of the current form of the Gauteng Planning Division to ensure that it focuses on long-term planning, with the aim of institutionalising and aligning this with the priorities and mandate of government.
Significant work has been undertaken and partnerships established through advancing and protecting the rights of youth, women and persons with disabilities, the elderly and military veterans. The Office of the Premier will continue to ensure greater and coordinated support for these target groups, including the military veterans and senior citizens of the Province.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 9 The focus on ongoing improvement of systems and processes necessitated a review of the Supply Chain Management (SCM) framework to place emphasis on business opportunities for youth, women and persons with disabilities. The revised framework was approved and controls for demand management and acquisition management were tightened without compromising the delivery of services. A Business Continuity Plan was developed and is being implemented.
The Office of the Premier continued its efforts to enhance financial management, with a specific focus on strengthening supply chain management efficiencies and on the payment of qualifying supplier invoices within 30 days or less.
The implementation of the Management Performance Assessment Tool (MPAT) 1.7 went smoothly, and the results for MPAT 1.7 were released by the Department of Planning, Monitoring and Evaluation (DPME) in March 2018. MPAT 1.7 results also showed great improvement in the Gauteng Provincial Government’s overall results, and Gauteng’s average score has been on a consistent upward trend since its inception (from 2.0 for MPAT 1.2 to 3.1 for MPAT 1.7). However, there is still room for improvement to reach the level of Full Compliance and Doing Things Smartly (Level 4).
The Office of the Premier continues to be among the best performing departments in the Gauteng Provincial Government with a 90% compliance level achievement.
MPAT 1.7 Improvement Plans on all Key Performance Areas (KPAs) have been developed, and peer review workshops and improvement workshops were held to share good practices and identify interventions to correct poor performance.
In 2017/18, the tenets and methodology of “Deliverology”, as pronounced by Premier David Makhura in his State of the Province Address in 2017, continued to be implemented as part of the measures to accelerate and improve service delivery in the current term of office. In particular, “Deliverology” seeks to enable significant improvement in the way the Apex Priorities are managed, implemented, monitored and reported on.
The achievements reflected in this Annual Report would not be possible without the decisive and visionary leadership of the Premier of Gauteng, Mr David Makhura, supported by the Members of the Executive Council, as well as the valuable contribution by the senior managers and all staff members in the Office of the Premier.
I thank you all.
------Phindile Baleni (Ms) Director-General (Accounting Officer) 31 May 2018
10 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT
To the best of my knowledge and belief, I confirm the following:
1) All information and amounts disclosed throughout the Annual Report are consistent. 2) The Annual Report is complete, accurate and is free from any omissions. 3) The Annual Report has been prepared in accordance with the guidelines on annual reports as issued by National Treasury. 4) The Annual Financial Statements (Part E) have been prepared in accordance with the modified cash standard and the relevant frameworks and guidelines issued by National Treasury. 5) The Accounting Officer is responsible for the preparation of the Annual Financial Statements and for the judgements made in this information. 6) The Accounting Officer is responsible for establishing and implementing a system of internal control that has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources information and the Annual Financial Statements. 7) The external auditors are engaged to express an independent opinion on the Annual Financial Statements.
In my opinion, the Annual Report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the Department for the financial year ended 31 March 2018.
------Phindile Baleni (Ms) Accounting Officer Office of the Premier Gauteng 31 May 2018
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 11 6. STRATEGIC OVERVIEW
The financial year 2017/18 represents the third full year of office of the fifth Administration of the Gauteng Province, which assumed office in June 2014 with a good sense of what had already been achieved, including the fact that government has made progress in reducing poverty, inequality and unemployment over the past 20 years of freedom and democracy. However, it was and is recognised that many challenges still remain and hence, as discussed in the Strategic Plan 2014-2019, the strategic posture for the province is resolute, through the vision of building Gauteng into a seamlessly integrated, economically inclusive, socially cohesive and globally competitive city region; a leading economy on the African continent with smart, innovation-driven, knowledge-based and ecologically sustainable industries of the future; an activist, accountable, responsive and clean government and an active citizenry.
The National Development Plan (NDP) Vision 2030, which was adopted by the National Executive in 2012, is the visionary blueprint of government and, in fact, the rest of society, including business, labour, faith-based organisations, youth, women, the elderly and persons with disabilities. Therefore, the NDP Vision 2030 is a collaborative partnership towards reducing poverty and unemployment and building a national democratic society that is socially inclusive by 2030.
Giving effect to this long-range plan is a series of Medium Term Strategic Frameworks (MTSFs). The 2014–2019 MTSF is the first of three such frameworks and identifies the critical actions to be prioritised in the first five years of the NDP Vision 2030, against fourteen government outcomes.
The role of the Office of the Premier in Gauteng in relation to the MTSF is twofold, namely: 1) To lead the alignment, monitoring and evaluation of the implementation of the strategic agenda of the Gauteng Government; and 2) To lead the delivery of specific outputs of defined outcomes.
The Office of the Premier, specifically, contributes directly to the following outcomes: National MTSF Outcome Outputs Outcome 11: • Strengthen regional political cohesion and accelerate regional economic integration; Creating a better South Africa and • Enhanced implementation of the African Agenda and sustainable development; contributing to a better and safer Africa • Strengthen South-South cooperation; in a better world • Deepen relations with strategic formations of the North; • Reform of global governance; • Strengthen bilateral political and economic relations; and • Enhance institutional capacity and coordinating mechanisms to manage international relations. OUTCOME 12: • A stable political administrative interface; An efficient effective and development • A public service that is a career of choice; oriented public service • Sufficient technical and specialist professional skills; • Efficient and effective management and operations systems; • Procurement systems that deliver value for money; • Strengthened accountability to citizens; • Improved interdepartmental coordination; and • Reduced corruption in the public service. OUTCOME 14: • Fostering constitutional values; Transforming society and uniting the • Equal opportunities, inclusion and redress; country • Using sport and recreation to promote social cohesion; and • Promoting an active citizenry.
As detailed in the revised Strategic Plan 2014-2019, a number of political imperatives and policy priorities have guided the formulation of Gauteng’s programme of Transformation, Modernisation and Reindustrialisation (TMR) for the next five to fifteen years (over the NDP horizon to 2030), under three key themes and the Ten Pillar Programme, as follows:
No. Component No. Pillar 1. Transformation 1. Radical economic transformation 2. Decisive spatial transformation 3. Accelerated social transformation 4. Transformation of state and governance 2. Modernisation 5. Modernisation of the public service 6. Modernisation of the economy 7. Modernisation of human settlements and urban development 8. Modernisation of public transport infrastructure 3. Reindustrialisation 9. Reindustrialisation of Gauteng province 10. Taking the lead in Africa’s new industrial revolution Mainstreamed across the above 10 pillars are issues of Gender, Youth, Elderly Persons, Military Veterans and Persons with Disabilities.
12 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notwithstanding the all-encompassing role of the Office of the Premier to ensure that the 10 pillars are integrated in the plans of all Gauteng provincial departments and that the implementation thereof is monitored, evaluated and reported on; the Office of the Premier is specifically responsible for pillars 2 (decisive spatial transformation), 4 (transformation of state and governance) and 5 (modernisation of the public service).
Since it was introduced in 2014, the TMR Programme has been further elaborated through a range of GCR-wide strategies, policies, plans, programmes and projects, inter-alia: 1) Township Economy Revitalisation Strategy; 2) GCR Governance and Planning Roadmap; 3) Anti-corruption Strategy; 4) Accelerated Social Transformation Strategy; 5) Gauteng City Region Energy Security Strategy; 6) Gauteng City Region Youth Development Strategy; 7) International and Africa Relations Strategy; 8) Procurement Strategy in Support of the Township Economy Revitalisation; 9) Bidding and Hosting Strategy; 10) E-Governance and ICT Strategy; 11) Gauteng Safety Strategy; 12) GCR Spatial Development Framework; 13) Gauteng Infrastructure Master Plan; 14) Mega Human Settlements Strategy; 15) Back to Basics Strategy; and 16) GCR International Relations Programme.
In addition, the Gauteng Tshepo 500 000 has been reconceptualised and expanded to Tshepo 1 Million. It is a bold initiative and intervention, intended to give hope and enable the unemployed youth, women, persons with disabilities and children born of military veterans to participate in the mainstream of the Gauteng economy through training and skills development, sustainable job opportunities and entrepreneurship development opportunities. The programme is expected to deliver 1 million sustainable jobs within the term of the current provincial administration.
The remaining period of the current term of office will see further implementation of these strategies, supported by the tenets and methodology of Deliverology, as pronounced by Premier David Makhura in his State of the Province Address in 2017, as part of the measures to accelerate and improve service delivery in the current term of office. In particular, Deliverology will enable significant improvements in the way the Apex Priorities are managed, implemented, monitored and reported on. Deliverology’s point of departure is that, while policies are critical to lay the pathway to change, it is often the case that implementation of these policies is merely an afterthought. Thus, successful delivery and change is substantially about implementation.
To this end, in support of the GPG priorities outlined above, the Office of the Premier must be positioned and capacitated to ensure: 1) The provision of leadership to the entire government and society; 2) Overseeing the effective functioning of the entire provincial administration and fast-tracking delivery of policy priorities of this term of office and implement the NDP, Vision 2030; 3) Long-term planning, policy coordination and monitoring and evaluation of government performance on priorities; 4) Communication and interface with communities and key sectors of society; 5) Provision of strategic and administrative support to the Premier and Cabinet in fulfilling the mandate and constitutional and legal obligations and realising the policy priorities and political imperatives of the fifth Administration; and 6) Mainstreaming issues of Gender; Youth, Disability and the Elderly in government programmes.
In delivering on the above, the 2014/15–2018/19 Strategic Plan reflects the high-level strategic framework of the Office of the Premier as follows:
6.1. Vision As the apex institution of the Gauteng Provincial Government, the Office of the Premier has the following vision: To build Gauteng into an integrated city region, characterised by social cohesion and economic inclusion; and the leading economy on the continent, underpinned by sustainable socio-economic development.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 13 6.2. Mission In achieving its vision, the Office of the Premier defines its mission as follows:
To advance radical socio-economic transformation and steer Gauteng towards a seamless and integrated City Region characterised by social cohesion and economic inclusion; by: • Providing strategic leadership and direction to government and society; • Ensuring the transformation and modernisation of the public service; • Improving government performance and service delivery through enhanced planning, coordination, monitoring and evaluation of government performance; • Ensuring effective communication and stakeholder interfaces with communities and key sectors of society; • Providing strategic and operational support in fulfilling constitutional and legal obligations; • Actively advancing gender equality, women’s empowerment, youth development and the rights of person with disabilities, older persons and military veterans; and • Securing partnerships that support the development agenda, with both domestic and foreign partners.
6.3. Values Value What it means in practice for the OoP Patriotism • Remain true to the values of loyal service to the people; • A sense of duty and service, and the passion to serve beyond the call of duty; • Participation in all key government activities. Purpose • Work tirelessly towards achieving goals; • To be driven by purpose and the achievement of results; • Displaying the right attitude to the task at hand; • Exude positive energy in moving our province forward. Team Focus • Working together to assist each other and to enable all departments to succeed; • Sharing of knowledge and insights towards a common purpose.
Activism • Use all available opportunities to promote and lobby for desired social and economic changes; • Strive to participate in all key government activities as an opportunity to lobby for key programmes; • Exude positive energy in engaging with others about our desire and plans to move our province forward. Integrity • Value openness, honesty, consistency and fairness; • Act in good faith in all our day-to-day activities; • Display humility in our actions; • Committed to ethical behaviour and focus on justice and fairness; • Exercise care not to disclose confidential information. Accountability • Do what we say we will do, then follow through on whether it has been done correctly; • Take ownership of the task to ensure it gets done correctly, the first time around; • Delivering the best that we can. Innovation • Listen to and understand needs and create new approaches to what we do; • A focus on cutting edge, best in class and “outside the box” approaches and solutions.
6.4. Strategic Goals The Office of the Premier has five organisational strategic goals, crafted to enable the organisation to effectively focus on and prioritise its options in delivering on its mandate and strategic intent: 1) Driving greater policy and planning coherence in government and the achievement of service delivery outcomes; 2) Building a modernised Gauteng public service with the capacity to drive change and transformation; 3) Promoting and facilitating effective communication between government and the people of Gauteng; 4) Forging strategic partnerships that advance the National and Provincial development agenda; and 5) Advancing gender equality, women’s empowerment, youth development and the rights of persons with disabilities, older persons and military veterans and promoting socio-economic inclusion.
In turn, the five strategic goals then inform the alignment of the delivery programme structure of the Office of the Premier and the development of strategic objectives and targets, with the performance indicators and annual and quarterly performance information, outlined in the Annual Performance Plan.
14 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 7. LEGISLATIVE AND OTHER MANDATES
The Office of the Premier derives its mandate primarily from the Constitution, the Public Service Act and its regulations, the Public Finance Management Act (PFMA), policy directives and the overall mandate of government. The most important provisions are as follows: 1) The Premier has executive, policy, legislative, intergovernmental and ceremonial functions and responsibilities as defined in Chapter 6 of the Constitution of the Republic of South Africa. 2) The Premier, as the political head of the Provincial Government, is also responsible for the implementation of Chapter 3 of the Constitution. Section 41(1) defines the relationship and principles underlying cooperation between the various spheres of government. 3) Section 125(2) of the Constitution determines that the Premier exercises the executive authority of the province together with other members of the Executive Council (Exco). The Premier appoints these members and assigns their functions and responsibilities and delegates powers to them. 4) The Premier, together with the Exco, exercises executive power by: a) implementing provincial legislation in the Province; b) implementing all applicable national legislation; c) administering national legislation in the Province (if assigned by Parliament); d) developing and implementing provincial policy; e) coordinating the functions of the provincial administration and its departments; and f) performing any other function assigned to the Provincial Executive in terms of the Constitution or an Act of Parliament.
The Exco is the fulcrum upon which the Provincial Government revolves. The Premier and all members of Exco are accountable to the Provincial Legislature for the exercise of powers and the performance of functions allocated to them.
The Director-General, as the Head of the Provincial Administration, is also mandated to manage the Public Service. This entails administrative leadership, planning, monitoring, coordination and delivery in accordance with the Public Service Act, 1994 as amended, together with the regulations.
As a government department, the Office of the Premier is also expected to comply with various legislation and regulations, inter-alia: • South African National Policy Framework for Women Empowerment and Gender Equality: December 2000 • White Paper on Transforming Public Service Delivery (Batho Pele White Paper) • National Development Strategy • White Paper on the National Youth Service Programme • National Youth Policy Development Framework: 2002 – 2008 • National Programme of Action for Children Framework, launched in 1996 • Public Service Act, 1994, as amended • Public Finance Management Act, 1999 • Promotion of Access to Information Act, 2000 • Promotion of Administrative Justice Act, 2000 • Promotion of Equality and Prevention of Unfair Discrimination Act, 2000 • Skills Development Act, 1998 • South African Qualifications Authority Act, 1995 • Public Service Regulations, 2001, as amended • Labour Relations Act, 1995, as amended • Basic Conditions of Employment Act, 1997 • Employment Equity Act, 1998 • Occupational Health and Safety Act, 1993 • Preferential Procurement Policy Framework, 2000 • Broad-Based Black Economic Empowerment Act, 2003 • Intergovernmental Relations Framework Act, 2005 (Act No. 13 of 2005).
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 15 8. ORGANISATIONAL STRUCTURE
A review of the organisational structure of the Office of the Premier (OoP) has been completed, and the Department of Public Service and Administration (DPSA) has approved the structure. The review of the structure included a proposal for the review of the current form of the Gauteng Planning Division to ensure that it focuses on long- term planning, with the aim of institutionalising and aligning this with the priorities and mandate of government.
The approved structure has 80% core functions versus 20% administrative functions, which is in line with Gauteng vision of cutting down on non-core services and focusing on core functions. The structure refocuses Programme 1: Administration as an internally (OoP) focused programme in line with Treasury’s preference, while Programmes 2 and 3 are then focused externally (transversally) across the GPG and the Gauteng City Region (GCR).
The revised budget programme and sub-programme structure is reflected in the table below: Budget Programme Sub-Programmes Programme 1: 1. Political Support Office Administration 2. Executive Council Support: • Executive Secretariat Services • Cabinet Operations 3. Director-General Support: • Strategic Support • Executive Services to the Premier and the Director-General (DG) • Security and Risk Management 4. Financial Management: • Finance • Internal Audit • Risk and Compliance • Supply Chain management 5. Deputy Director-General (DDG) Support Office Programme 2: 1. Strategic Human Resources Institutional Development 2. Information Communication Technology 3. Legal Services 4. Communication Services 5. Service Delivery Interventions 6. DDG Support Office Programme 3: 1. GEYODI and MVO: Policy and Governance • Tshepo 1 Million 2. Intergovernmental Relations: • Service Delivery and Integrity Management 3. Cluster Management: • Executive Council Systems Support and Services and Leader of Government Business 4. Planning, Performance Monitoring and Evaluation: • Development Planning • Delivery Support Unit • Strategic Planning, Performance Monitoring and Evaluation 5. DDG Support Office
16 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Aligned to the above budget programme structure, the Office of the Premier consists of five Branches, and the high-level structure is outlined below:
HIGH LEVEL ORGANISATIONAL STRUCTURE
PREMIER MR DAVID MAKHURA
PRIVATE OFFICE OF THE PREMIER
DIRECTOR-GENERAL AND ACCOUNTING OFFICER MS PHINDILE BALENI
DIRECTORATE INTERAL OFFICE OF THE AUDIT, ORGANISATION RISK DIRECTOR -GENERAL & INTEGRITY MANAGMENT
MR Rashid Seedat HEAD
Gauteng Planning Division
MR MICHAEL SACHS MS MARIE-LOUISE MOODIE Vacant Dr Darion Barclay MR Khululekile Mase MR THABO MASEBE DEPUTY DIRECTOR GENERAL DEPUTY DIRECTOR GENERAL DEPUTY DIRECTOR GENERAL DEPUTY DIRECTOR GENERAL DEPUTY DIRECTOR GENERAL DEPUTY DIRECTOR GENERAL
POLICY AND PERFORMANCE EXECUTIVE SUPPORT AND STAKE- INSTITUTIONAL DEVELOPMENT CORPORATE Development PROVINCIAL COMMUNI- MONITORING & EVALUATION HOLDER MANAGEMENT SUPPORT AND INTEGRITY MANAGEMENT Planning CATION SERVICES
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 17 The costing of the organisational structure has been concluded and approved by the Provincial Treasury; and the process of change management continues to be rolled out as the structure is capacitated.
In the 2017/18 period, significant emphasis was placed on filling vacant funded posts in line with the Transformation, Modernisation and Reindustrialisation Programme. The implementation of the structure is ongoing and funded vacancies, including critical positions, will continue to be advertised and filled.
As at 31 March 2018, the status of filled and vacant positions is as follows: ITEM STATUS Total staff posts on approved structure 316 Total posts on the post establishment 558 Funded posts on the establishment 498 Filled posts as at 31 March 2018 453 Vacant funded posts as at 31 March 2018 45 Vacancy rate as at 31 March 2018 9%
For the 2017/18 financial year, the compensation budget, reflecting expenditure per quarter and including variances, is outlined below: ECONOMIC CLASSIFICATION
COMPENSATION OF EMPLOYEES
ANNUAL BUDGET (2017/18) (R 000.00) Total Budget Appropriated Actual Variance 292 476 281 344 11 132 QUARTER 1 Total Budget Appropriated Actual Variance 70 808 65 718 5 090 QUARTER 2 Total Budget Appropriated Actual Variance 72 463 73 941 -1 478 QUARTER 3 Total Budget Appropriated Actual Variance 75 141 71 077 4 064 QUARTER 4 Total Budget Appropriated Actual Variance 74 064 70 608 3 456
9. ENTITIES REPORTING TO THE OFFICE OF THE PREMIER
The Office of Premier does not have any direct reporting entities.
18 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 PART B PERFORMANCE INFORMATION
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 19
10. STATEMENT OF RESPONSIBILITY FOR PERFORMANCE INFORMATION
The Accounting Officer is responsible for the preparation of the Department’s performance information and for the judgements made in this information.
The Accounting Officer is further responsible for establishing and implementing a system of internal control designed to provide reasonable assurance as to the integrity and reliability of the performance information.
In my opinion, the performance information fairly reflects the performance of the Department for the financial year ended 31 March 2018.
------Phindile Baleni (Ms) Accounting Officer Office of the Premier Gauteng 31 May 2018
20 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 11. AUDITOR-GENERAL’S REPORT – PREDETERMINED OBJECTIVES
The Auditor-General of South Africa (AGSA) currently performs certain audit procedures on the performance information, to provide reasonable assurance in the form of an audit conclusion.
The audit conclusion on the performance against predetermined objectives is included in the report to management, with material findings being reported under the Predetermined Objectives heading in the Report on other legal and regulatory requirements section of the auditor’s report.
Refer to page 130 for the Report of the Auditor-General, published as part of Part E: Financial Information.
12. OVERVIEW OF DEPARTMENTAL PERFORMANCE
12.1. service Delivery Environment The mandate of the fifth Administration, as pronounced by the Premier in his inaugural State of the Province Address in 2014, is embedded in improving the delivery of services to the people of Gauteng. To give effect to this strategic intent, the Office of the Premier (OoP) adopted the strategic posture of an activist government that is responsive and actively engages with communities to find solutions to their developmental challenges. Through the Ntirhisano Community Outreach Programme led by the Premier, Members of the Executive Council and the Service Delivery War Room, significant progress in changing the people of Gauteng’s experience of government has been made. The Ntirhisano Service Delivery Rapid Response system is a key area of focus to ensure quicker response times to service delivery issues and the strengthening of Intergovernmental Relations (IGR) governance.
The Transformation, Modernisation and Reindustrialisation (TMR) programme was designed to transform, modernise and reindustrialise the Province, through attention to the basics of service delivery, good governance, building integrated human settlements, unlocking key sectors of growth, promoting innovation and providing opportunities for employment and development.
The Office of the Premier has made significant strides in addressing the challenges in the socio-economic performance environment in Gauteng. There is evidence of improvements in access to basic services such as water, sanitation, electricity, refuse removal, public healthcare, education, housing, transport and social amenities. However, government recognises that many challenges still remain, and that radical socio-economic transformation is required to further address poverty, unemployment and inequality. Therefore, government initiatives cannot continue to operate in a manner that is business as usual.
South Africa’s weak economic outlook places further constraints on government spending and points to the need to pay further attention to improving the impact of expenditure on government programmes. In addition, continued increases in Gauteng’s population and low economic growth prospects further increase social pressures, particularly on disadvantaged individuals, households and communities; and increase demand for access to quality public services.
While the performance environment has not fundamentally shifted since the beginning of the current term of office in 2014, a number of contextual factors have been considered by the fifth Administration in planning for the last full year of office in 2018/19.
12.2. service Delivery Improvement Plan The Office of the Premier has completed a service delivery improvement plan. The tables below highlight the service delivery plan and the achievements to date.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 21 Table 12.2.1 Main services and standards CURRENT/ ACTUAL DESIRED STANDARD OF MAIN SERVICES BENEFICIARIES ACTUAL ACHIEVEMENTS STANDARD OF SERVICE SERVICE Implement • Residents of Gauteng Regular quarterly Regular quarterly A new approach to the analysis of performance Government’s 5-Year • Government performance information performance information per cluster, per pillar and per programme Strategic Plan departments on the achievements on the achievements was introduced to provide the Legislature • Visitors from other against the Annual against the Annual with a high-level aggregated analysis and provinces Performance Plan (APP) Performance Plan is graphs to complement more detailed reports • Visitors to the GPG is collected, verified and collected, verified and and data on specific areas of performance. website analysed and performance analysed and performance reports with ratings reports with ratings The Annual Performance Plan performance and key findings and and key findings and reports continued to provide a consistent recommendations are recommendations are basis through which Provincial Legislature and tabled in the Legislature. tabled in the Legislature. all oversight structures could be informed of progress in key delivery areas, and could institute corrective measures in areas of sustained under-performance and/or systemic weakness.
Progress in relation to the identified intervention areas was monitored and reported to the Provincial Legislature and all oversight structures as part of monthly and quarterly performance plan reporting. Establishment of the • Residents of Gauteng Complaints resolved Complaints resolved Since inception of the Ntirhisano Service Public Service Hotline • Government within 72 hours. within 72 hours. Delivery War Room (NSDWR), a total of 4 578 departments Communicating the Communicating the Community Development Workers (CDWs) have • Visitors from other outcomes of government outcomes of government been integrated into the NSDWR system. provinces interventions on issues interventions on issues • Visitors to the GPG raised through the Hotline. raised through the Hotline. Sixty eight (68) % of GCR-wide War Room cases website were acknowledged within three (3) days of receipt. A sample of 1 438 citizens participated in the Customer Satisfaction Survey. Eighty seven (87) % (1 258/1 438) of citizens rated government service as satisfactory.
The Rapid Response Team received twenty- eight (28) walk-in queries; twenty-six (26) memorandum of service delivery concerns as well as sixty (60) correspondences from concerned communities.
Upon receipt of these service delivery complaints, the OoP coordinated and facilitated response and resolution of these community concerns with relevant departments, agencies and municipalities within the Gauteng City Region (GCR). In other cases, mitigation and/ or mediation meetings were held with relevant stakeholders
The OoP Entity Management Team provides continuous support to Case Resolvers, Capturers, Customer Care Centres (CCCs) Managers and Community Development Workers (CDWs) to hone and deepen their skills in responding to and resolving community service delivery complaints.
This assists in ensuring that both theoretical and practical know-how imparted through the Ntirhisano Service Delivery Programme training sessions is retained and utilised for the maximum benefit of society. Certification of Bills and Role-players in the legislative Scrutinise and certify bills, Scrutinise and certify bills, Legislative requirements achieved with all bills, Regulations path from inception to final notices and regulations to notices and regulations to notices and regulations passed. promulgation. ensure compliance with ensure compliance with the Constitution, national the Constitution, national legislation and provincial legislation and provincial policies. policies.
22 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 CURRENT/ ACTUAL DESIRED STANDARD OF MAIN SERVICES BENEFICIARIES ACTUAL ACHIEVEMENTS STANDARD OF SERVICE SERVICE Communication Services • Residents of Gauteng Ntirhisano Stakeholder Ntirhisano Stakeholder Public campaigns linked to the Gauteng • Poor and disadvantaged engagement sessions. engagement sessions. strategic posture, State of the Province Address, communities Economic Opportunities. Economic Opportunities. Deliverology and Tshepo Programmes, Ntirhisano • Private sector Road shows. Road shows. Outreach Programme, Girl Child Programme, Service Delivery Service Delivery Premier’s Service Excellence Awards, Women’s Programme initiatives. Programme initiatives. Excellence Awards have been implemented Thusong Service Centres Thusong Service Centres through various platforms. including Open Days. including Open Days. Meaningful dialogue between government Distribution of information Distribution of information and the people was fostered through several leaflets, posters, leaflets, posters, community engagements that were facilitated pamphlets and monthly pamphlets and monthly for the Premier and the Legislature. issues of Gauteng News. issues of Gauteng News. Matters ranging from government’s programme of action and the vision on radical transformation, modernisation and reindustrialisation, were discussed. GPG services All residents of Gauteng Produce and distribute Produce and distribute Directory of Services produced and distributed. Directory of Services to all Directory of Services to all residents of Gauteng. residents of Gauteng. Branding of Gauteng • Residents of Gauteng Marketing and promotion Marketing and promotion Multimedia platforms – such as print, broadcast, • Visitors from other of Gauteng through of Gauteng through digital and outdoor were used to communicate provinces billboards and other billboards and other government messages and programmes. platforms as a tourist and platforms as a tourist and investment destination. investment destination.
Centralised Planning • Residents of Gauteng Gauteng Planning Division Gauteng Planning Division Throughout the financial year, the GPD • National Government (GPD) established. established. continued with ongoing engagements with • Provincial and Local municipalities and sector departments, as part of Government the implementation of the different components of the GCR Implementation Plan for the Spatial Planning and Land Use Management Act (SPLUMA).
The GCR Implementation Plan for SPLUMA provides an opportunity for an inclusive, equitable spatial and land regulatory environment that builds towards decisive spatial transformation. The GPD also supported the Mid-Year Budget and Built Environment Performance Plan (BEPP) review for the 3 Metropolitan Municipalities hosted by National Treasury, where the GPD established the Tri-Metro Joint Planning Task Team, to allow for cooperative planning between the main cities in the GCR. The BEPP is a spatial transformation plan that provides for an opportunity to plan for the alignment of the various build environment grants within a municipal space, thus improving integrated planning and implementation of urban investment. Supporting Targeted Targeted groups, women, Special Programmes Special Programmes The assessments found a level of alignment in Groups children, youth, persons support through a number support through a number each of the 14 departments’ policies, strategic with disabilities of intergovernmental of intergovernmental plans and programmes to the GPG policies forums held. forums held. on the rights of each of the targeted groups showed a high degree of mainstream inclusion. This, and the use of a human rights and developmental approach in the programmes targeting each marginalised group (youth, women, persons with disabilities, older persons, military veterans) give us more confidence that all members of each targeted group will soon be able to access an appropriate and equitable share in the Province’s services.
The Office of Premier established the Universal Design & Access Reference Group, which will contribute experienced and multi-disciplinary advice to the Gauteng City Region officials.
The Civil Society Organisations of persons with disabilities and professionals in this reference group will work collegially with Gauteng City Region officials to design a truly radical spatial transformation to achieve a universally accessible Gauteng City Region.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 23 CURRENT/ ACTUAL DESIRED STANDARD OF MAIN SERVICES BENEFICIARIES ACTUAL ACHIEVEMENTS STANDARD OF SERVICE SERVICE Support Social Residents of Gauteng Dialogue for Women Dialogue for Women Partnerships formed for Youth Month, Women’s Development held with Premier. held with Premier. Month, Disability Rights Month, International Commemoration of Commemoration of Day of Disabled Persons and International Youth Day, International Youth Day, International Women’s Day activities. Women’s Day and Women’s Day and International Day of International Day of Persons with Disabilities. Persons with Disabilities.
Table 12.2.2 Batho Pele arrangements with beneficiaries (consultation, access etc.) CURRENT/ACTUAL DESIRED ARRANGEMENTS ACTUAL ACHIEVEMENTS ARRANGEMENT Public participation events Residents and communities of Gauteng • A range of public participation events were held throughout the financial year. • Sector based stakeholder engagements were held with various stakeholders. Interactive meetings with •Residents and communities of Gauteng • Meetings with internal and external stakeholders held, as and when stakeholders • Provincial Government departments the need arose. •Civil society • The Premier’s Conversation with Business provided a great platform •Public entities and state-owned enterprises to engage with business to form a partnership to create viable •Private sector entities economic opportunities. • The Ntirhisano outreach programme has made fair progress in achieving the short-term commitments in 2017/18. Various forums across • Residents and communities of Gauteng • Monthly and quarterly meetings held with HR professionals from programmes, such as human • Provincial Government departments all departments. resources, anti-corruption, • Public entities and state owned enterprises • Quarterly Gender Forum, civil society and Interdepartmental ethics, service delivery, • Civil society Disability Rights meetings for targeted groups held. monitoring and evaluation and • Targeted groups: women, youth and persons with • PME Forum met on a monthly and quarterly basis. targeted group support disabilities • IGR and International Relations ( IR) Forums held. • Gauteng Ethics Advisory Council meetings held. • Service Delivery Forum met on a quarterly basis. • Quarterly Legal Forum meetings with all departmental Legal Units were held. • Service Delivery Intervention Programmes held. • GPG Intergovernmental Communication Lekgotla held quarterly. • Other engagements held as and when the need arose. Thusong Service Centres Communities where Thusong Service Centres are Various Open Days held to consult and engage on government service located delivery.
Table 12.2.3 Service Delivery Information Tool CURRENT/ACTUAL INFORMATION TOOLS DESIRED INFORMATION TOOLS ACTUAL ACHIEVEMENTS Gautengonline. Gautengonline. The website was updated daily with important news, events, programmes, policies, strategies and media statements. Gauteng news, pamphlets, information Gauteng news, pamphlets, information Gauteng News issued on a monthly basis covering a range of brochures, posters, banners, leaflets. brochures, posters, banners, leaflets. topics of matters of interest to communities.
Information leaflets, brochures, posters and banners on government’s services, such as Ntirhisano, Women, Children, Youth and Persons with Disabilities, among others, including public participation events, road shows, are distributed on a regular basis.
A services database is also available. Advertising campaigns on strategic direction Advertising campaigns on strategic direction Advertising campaigns linked to the Ntirhisano Outreach and policy initiatives. and policy initiatives. Programme, Tshepo 1 Million, Girl Child, Gauteng City Region’s 10-Pillars of the TMR Programme were done to profile government programmes.
Table 12.2.4 Complaints mechanism CURRENT/ ACTUAL COMPLAINTS DESIRED COMPLAINTS MECHANISM ACTUAL ACHIEVEMENTS MECHANISM Complaints are invited from residents in • Complaints are invited from residents in Complaints were dealt with effectively through the Service person, writing, by email and through person, writing, by email and through public Delivery War Rooms, Ntirhisano Case Management System and public participation events. participation events. through the Ntirhisano Outreach engagements. The OoP adopted • Service Delivery War Room. a strategic posture of an activist government that is responsive • Nthirisano Outreach Programme. and actively engages with communities to find solutions to their developmental challenges. Service delivery interventions have been strengthened through the Service Delivery War Room. Public Service Hotline. Public Service Hotline. Achievement rate of 89% on GPG departments and 19% on municipalities of escalated cases resolved.
24 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 12.3. Organisational Environment The 2017/18 financial year represents the penultimate full year of office for the fifth Administration of Gauteng Province. For the MTEF 2017/18–2019/20 planning period, the Strategic Plan for the five-year period (2015-2020) remained relevant and unchanged, as there were no changes to the legislative mandate, nor major changes in the operational environment of the Office of the Premier (OoP).
The Annual Performance Plan, which is reviewed on an annual basis, considered changes in the performance environment which would impact the execution of the OoP’s mandate. In this regard, the OoP undertook an environmental scan to assess such factors. As the TMR programme to transform, modernise and reindustrialise the Gauteng City Region gathers implementation and execution momentum, the focus for the 2017/18 Annual Performance Plan (APP) shifted to strengthening implementation and alignment.
Due to the increasing complexity of and changes within the Gauteng City Region, it has become a necessity to reorganise the Office of the Premier to best deliver on its mandate. The triggers for change included, amongst others, the need to monitor and drive implementation of the TMR Programme, the establishment of a Service Delivery War Room, the introduction of a number of game-changing projects and the migration of functions and staff from Gauteng Department of Finance and Gauteng Department of Economic Development.
An institutional review of the Office of the Premier was conducted in 2017/18, comprising of the following processes: 1) Document review of the 2015–2020 Strategic Plan, the HR plan and, amongst others, the Annual Performance Plan (APP); 2) An assessment of the current situation within the Office of the Premier; 3) Review of the current functions of the Office of the Premier; 4) Development of an optimised organisational structure to support the execution of the functions of the Office of the Premier; and 5) A cost benefit analysis of the functions and posts to determine new posts.
As a result of the institutional review, in terms of the OoP’s budget programme structure, certain adjustments to the Programme and Sub-Programme structure have been affected for the 2017/18 APP, to accommodate the priorities of the Gauteng Office of the Premier and to ensure alignment to the National Treasury defined budget programme structure for Offices of the Premier.
The proposed structure has 80% core functions versus 20% administrative functions, which is in line with Gauteng’s vision of cutting down on non-core services and focusing on core functions.
This included the refocusing of Programme 1: Administration as an internally (OoP) focused programme in line with Treasury’s preference; and Programmes 2 and 3 are then focused externally (transversally) across the GPG and GCR.
In this light, Part B of the OoP 2017/18 APP is, therefore, packaged in terms of the budget programme and sub- programme structure reflected in the table below: Programme Sub-Programmes Programme 1: 1. Political Support Office Administration 2. Executive Council Support: • Executive Secretariat Services • Cabinet Operations 3. Director-General Support: • Strategic Support • Executive Services to the Premier and the DG • Security and Risk Management 4. Financial Management: • Finance • Internal Audit • Risk and Compliance • Supply Chain management 5. DDG Support Office Programme 2: 1. Strategic Human Resources Institutional Development 2. Information Communication Technology 3. Legal Services 4. Communication Services 5. Service Delivery Interventions 6. DDG Support Office
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 25 Programme Sub-Programmes Programme 3: 1. GEYODI and MVO: Policy & Governance • Tshepo 1 Million 2. Intergovernmental Relations; • Service Delivery and Integrity Management 3. Cluster Management: • Executive Council Systems Support and Services and Leader of Government Business 4. Planning, Performance Monitoring and Evaluation: • Development Planning • Delivery Support Unit • Strategic Planning, Performance Monitoring and Evaluation 5. DDG Support Office
Aligned to the above budget programme structure, the OoP consists of five Branches, namely: 1) Policy, Research, and Performance Monitoring and Evaluation (internally known as the Gauteng Planning Division); 2) Executive Support and Stakeholder Management; 3) Institutional Development Support and Integrity Management; 4) Corporate Management; and 5) Provincial Communication Services.
The function of Internal Audit, Organisational Risk and Integrity Management is independent and reports directly to the Office of the Director-General, but operationally to the Chief Financial Officer.
Prioritisation of posts has been done to determine the new posts that will be implemented in the different Medium Term Expenditure Framework (MTEF) budget years. In line with available budget, the OoP will seek to maintain the vacancy rate below 10%.
Significant work has been undertaken and partnerships established through advancing and protecting the rights of youth, women and persons with disabilities, the elderly and military veterans. The OoP will continue to ensure greater and coordinated support for the target groups, including support for the military veterans and senior citizens of the Province.
The focus on ongoing improvement of systems and processes necessitated a review of the Supply Chain Management (SCM) framework to place emphasis on business opportunities for youth, women and persons with disabilities. A revised framework was approved and controls for demand management and acquisition management were tightened without compromising delivery of services. A Business Continuity Plan was developed and is being implemented.
The OoP will continue its efforts to enhance financial management, with a specific focus on strengthening Supply Chain Management efficiencies and on the payment of qualifying supplier invoices within 30 days or less.
12.4. Key Policy Developments and Legislative Changes The Office of the Premier is responsible for the implementation of three National MTSF Outcomes: Outcome 11: “Creating a better South Africa and contributing to a better and safer Africa in a better world”, Outcome 12: “An efficient effective and development oriented public service” and Outcome 14: “Transforming society and uniting the country”.
In its endeavours to improve policy formulation and to respond to the 10-Pillar TMR Programme and the NDP for 2030, various engagements with stakeholders from departments took place, inclusive of, but not limited to, the following: 1) All GPG departments on revised outcome plans and the 2017/2018 Annual Performance Plan; 2) Close cooperation with Treasury on the Medium Term Expenditure Committee hearings through the GCR Agency and Special Programmes portfolios; 3) The Department of Performance Monitoring and Evaluation regarding the implementation of the 10-Pillar TMR Programme and Management Performance Assessment Tool (MPAT); and 4) The Department of Public Service and Administration on the review of the OoP organisational structure.
The mainstreaming of special programmes with emphasis on women, youth and persons with disabilities was strengthened with the compilation of a Programme of Action to specifically deal with the advancement of the targeted groups. Monthly reports are submitted to the Executive Council through the Performance Monitoring and Evaluation branch.
Amendments to the following key legislation/policies were undertaken in the period under review:
26 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 • Appropriation Bill, 2017, in respect of the Financial Year 2017/2018; • Adjustments Appropriation Bill, 2017, in respect of the Financial Year 2017/2018; • Appropriation Bill, 2018, in respect of the Financial Year 2018/2019; • Adjustments Appropriation Bill, 2018, in respect of the Financial Year 2017/2018; • Gautrain Management Agency Amendment Bill, 2017; • Gauteng Provincial Roads Traffic Amendment Bill, 2017; • Revision of Uniform Patient Fee Schedule relating to the Classification of and Fees payable by Patients at Provincial Hospitals, 2017, in respect of the Financial Year 2017/2018; • Revision of Uniform Patient Fee Schedule relating to Hospital Mortuaries, 2017, in respect of the Financial Year 2017/2018; • Revision of Uniform Patient Fee Schedule relating to Ambulances, 2017, in respect of the Financial Year 2017/2018; • Regulations relating to Minimum Norms and Standards for Public Library and Information Services in the Province; • Governing Body Amendment Regulations for Public Schools, 2018; • Gauteng Gambling Amendment (Revision of Licence Application and Renewal Fees) Regulations, 2018, in respect of the Financial Year 2018/2019; • Gauteng Provincial Road Traffic Amendment (Revision of Vehicle Licence and Registration Fees) Regulations, 2018, in respect of the Financial Year 2018/2019; and • Determination by Premier of Salaries and Allowances payable to Members of the Executive Council and different Members of the Gauteng Provincial Legislature in terms of section 6(3) of the Remuneration of Public Office Bearers Act, 1998 (Act No. 20 of 1998), in respect of the Financial Year 2017/2018.
13. strateGIC OUTCOME ORIENTED GOALS
The Office of the Premier has crafted five (5) organisational-level strategic goals to enable the organisation to effectively focus on and prioritise its options in delivering on its mandate and strategic intent. The Strategic Goals of the OoP, outlined in the approved Strategic Plan for 2015-2020, are as follows: 1) Driving greater policy and planning coherence in government and the achievement of service delivery outcomes; 2) Building a modernised Gauteng public service with the capacity to drive change and transformation; 3) Promoting and facilitating effective communication between government and the people of Gauteng; 4) Forging strategic partnerships that advance the National and Provincial development agenda; and 5) Advancing gender equality, women’s empowerment, youth development and the rights of persons with disabilities, older persons and military veterans and promoting socio-economic inclusion.
The strategic goals support and focus the delivery of the OoP in line with the three pillars of the TMR Programme for which the Office of the Premier is specifically responsible, namely Pillar 1 (Radical economic transformation), Pillar 2 (Decisive spatial transformation) and Pillar 4 (Transformation of state and governance).
For each pillar, significant highlights for the 2017/18 financial year are outlined below. Detailed performance reports per programme and sub-programme are incorporated under Section 14.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 27 Pillar OoP Strategic Goal Progress Transformation of state Driving greater policy Integrity Management Office and governance and planning coherence • Gauteng received 2 083 NACH cases from the Public Service Commission from 2005 to 26 March 2018. in government and the A total of 1 950 of the 2 083 NACH cases received by the Province have been resolved. A further 133 achievement of service cases are still outstanding. The percentage of NACH cases resolved to date is 94% of the total cases. delivery outcomes • The Gauteng Municipal Project is implemented in collaboration with The Ethics Institute. Key indicators include: the engagement of the Ethics Committee/working group; training for councillors and rules and ethics committees; Ethics officer capacitation; Ethics Maturity Assessment; and Ethics Risk Assessments across 10 municipalities. Sixty (60) % of the programme has been implemented across the municipalities. Strategic Human Resources • The Gauteng Provincial Government had 784 SMS members appointed as of 31 May 2017. A total of 655 SMS members had concluded their contracting by the prescribed date of 31 May 2017 in line with Public Service Regulations, 2016. Only 6.5% did not comply with the Minister for Public Service and Administration’s directive and the Public Service Regulations guiding performance contracting. • A total of 789 SMS members signed service pledges on 28 February 2018 at a meeting addressed by the Premier of Gauteng. This number improves on the 23 000 pledges that were cumulatively signed in the previous financial year (2016/17). • GPG departments are doing well in the implementation of the Master Skills Plan, which is aligned to the TMR Programme, and departments are engaged to achieve these objectives. Most departments are actively involved in learnerships and internships as part of skills development and job creation. Furthermore, some of the participants of these programmes have managed to secure permanent jobs in the GPG. Service Delivery • One hundred and one (101) War Room Structures out of the target of 70 War Room Structures have been assessed for functionality. Data was collected for the CIC from government departments through the GIS. The data is loaded on the CIC system. Working with PME on Ntirhisano commitments and the public hotline the Unit managed to draft CIC Indicators. Legal Services • The OoP prepared and presented bi-annual reports on the status of litigation in the Gauteng to the Executive Council. The reports provide for the analysis of the number of litigation cases per department. The reports also provide for the contingent liabilities per department and for the whole of the Gauteng Provincial Government. • Thirteen pieces of policy developments/legislation changes were completed in the period under review. Vetting and drafting of agreements, as well as preparations of legal opinions were also concluded. Gauteng Performance Monitoring and Evaluation • Frontline Service Delivery Monitoring (FSDM) improvement plans facilitated at sites with areas of under- performance: A total of 16 FSDM improvement plans were facilitated at sites with areas of under- performance (6 in Q1, 5 in Q2, 3 in Q3 and 2 in Q4). • All departments’ improvement plans were developed and submitted to PME-GPD. Generic weaknesses identified in KPA 1, across all standards were compiled into a provincial implementation plan that was tracked over time. • With Ntirhisano, the GPG achieved 49% against a 60% target on short-term commitments in 2017/18. Performance was 11% below target. Municipalities achieved 30% against a 30% target on short-term commitments in 2017/18. • The Office of the Premier, through the Gauteng Planning Division, has planned to commission a series of evaluations of key programmes, policies, projects and strategies. These evaluations form part of the Province’s Evaluation Plan and are overseen by an Evaluation Steering Committee. The evaluations are conducted by independent specialists with a proven track record of evaluations and in line with government’s evaluation policy and standards. Forging strategic Intergovernmental and International Relations partnerships that advance • The implementation of the International Relations Programme as adopted by the Provincial Executive the National and Provincial Council requires bi-annual and consistence reviews to promote developmental impact. The bi-annual development agenda both reviews had been conducted in 2017/2018. locally and internationally • The organised and high-level structured engagements further support this approach to clearly defined partnerships and corporations with the diplomatic communities and their Gauteng City Region counterparts. • The process of outgoing and incoming international engagements has also led to project initiation to ensure the implementation of the existing agreement, and this will form part of the 2018/19 International Relation Programme. • Bi-annual information from departments and government agencies is tracked and consolidated in to a report that is submitted to the Executive Council for consideration and approval. • The overall implementation of commitments has reflected provincial engagement follow-up per regions (Africa, Europe, the Americas, Asia, Oceania and the Middle East). The follow-up on the commitments identified range from the promotion of trade and investment opportunities, social partnerships in the areas of education, training and development and people to people relations. • MMC-MEC and MINMEC reports received from departments were analysed, to identify key issues that have an impact on the provincial government towards the development of reports that were tabled to the Executive Council for consideration. • In addition, reports were prepared on engagements held with North West Province towards the resolution of matters affecting the communities from Mabopane, Winterveldt and Garankuwa, as well as on industrial parks.
28 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Pillar OoP Strategic Goal Progress Advancing gender equality, GEYODI and MVO women’s empowerment, • The Access Audit has been undertaken to appraise defined areas of the existing buildings, to assess the youth development and extent of accessibility to services and facilities and propose the extent of works required to improve the the rights of persons with current facilities in accordance with the definitions of universal design and access. disabilities, older persons • The audit considers the needs of people with mobility impairments (including wheelchair users) and and military veterans and sensory impairments. The audit identified physical barriers to access against predetermined criteria. promoting socio-economic The audit should be treated as the starting point of an ongoing access plan, constantly updated by inclusion the Committee. • The Office of Premier established the Universal Design and Access Reference Group, which will contribute experienced and multi-disciplinary advice to the Gauteng City Region officials. • The Civil Society Organisations of persons with disabilities and professionals in this reference group will work collegially with Gauteng City Region officials to design a truly radical spatial transformation to achieve a universally accessible Gauteng City Region. • The assessments conducted found a level of alignment and a high degree of mainstream inclusion of the targeted groups in each of the 14 departmental policies, strategic plans and programmes to the GPG policies on the rights of each of the targeted groups. Modernisation of the Building a modernised Gauteng Performance Monitoring and Evaluation public service Gauteng public service • FSDM improvements plans facilitated at sites with areas of under-performance: A total of 16 FSDM with the capacity to drive improvement plans were facilitated at sites with areas of under-performance (6 in Q1, 5 in Q2, 3 in Q3 change and transformation and 2 in Q4). • All departments’ improvement plans were developed and submitted to PME-GPD. Generic weaknesses identified in KPA 1, across all standards were compiled into provincial implementation plan that was tracked over time. • A series of interventions by PME-GPD, in collaboration with DPME and AGSA in some instances, were undertaken in this reporting period. These interventions led to notable improvements in analysis reports of the Department’s second draft 2018/19 Annual Performance Plan. • A service provider was commissioned by end March 2018 to undertake the review of the current and develop a new Medium Term Strategic Framework (MTSF) and aligned it to the revised DPME Strategic Planning, Performance Monitoring and Evaluation (SPPME) framework in the 2018/19 financial year. The revised framework will be implemented with effect from the 2019/20 financial year. Executive Support Services to the Premier and Director-General • The approved final OoP Annual Performance Plan for 2018/19 was submitted to Gauteng Planning Division: Performance Monitoring and Evaluation, National Department of Planning Monitoring and Evaluation and Gauteng Provincial Legislature on 28 February 2018. • The approved Annual Service Delivery Improvement Plan Report for 2017/18 financial year was submitted to DPSA on 29 March 2018. • The approved Service Delivery Improvement Plan for the 2018-2021 three-year cycle was submitted to DPSA on 29 March 2018. • Annual Citizen’s Report for 2016/17 was submitted to the DPSA within the stipulated timeframe. • The final MPAT 1.7 moderated results were issued by DPME on 28 March 2018, three of the KPA 1 Standards were disputed as some of the evidence that was uploaded was not considered. There has been a decrease in the OoP’s overall performance since MPAT 1.6 (3.62) to MPAT 1.7 - (3.47). • The Auditor-General’s audit on performance information for the Annual Performance Plan (APP) of the 2016/17 financial year was concluded. The Office of the Premier received a clean audit with no matters of emphasis on performance information. • The regularity audit on performance information for the APP of 2017/18 financial year is currently underway. Financial Management • The Office of the Premier received a clean audit with no matters of emphasis on performance information. • A total of 96.80% of valid invoices (1 753 out of the 1 811) invoices received were paid within 21 days from the date of receipt. • Targets for HDI, Women and Youth owned companies were achieved and exceeded by 12.02%, 0.64% and 1.26% respectively. The total cumulative amount spent on HDI, Women and Youth owned companies, as at the end of the fourth quarter was R 123 799 890, R 41 221 750 and R 15 143 884, respectively. Communicating and Provincial Communication Services profiling the programme • The OoP continued to facilitate and promote effective communication between government and the of government to ensure people. enhanced interaction • Information was shared with the public through regular consultation and dialogue to improve public between government and understanding and support for government programmes. the people • Ntirhisano outreach programmes were mainly used to facilitate direct engagements with residents and government. • Multimedia platforms – such as print, broadcast, digital and outdoor were used to communicate government messages and programmes. Evidence shows that more people feel meaningfully engaged by government and more empowered to hold government accountable.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 29 Pillar OoP Strategic Goal Progress Decisive spatial Driving greater policy Gauteng Development Planning transformation and planning coherence • Throughout the financial year, the GPD continued with ongoing engagements with municipalities in government and the and sector departments, as part of the implementation of the different components of the GCR achievement of service Implementation Plan for SPLUMA. delivery outcomes • Work on the Mining Belt Regional Spatial Development Policy began during the financial year, to deal with inherent spatial fragmentation in this region. • The GPD supported the Mid-Year Budget and Built Environment Performance Plan (BEPP) review for the 3 Metropolitan Municipalities hosted by National Treasury, where the GPD established the Tri-Metro Joint Planning Task Team, to allow for cooperative planning between the main cities in the GCR. • Geographic Information Systems (GIS), since it went ‘live’, continues to play a pivotal role in supporting sector departments and municipalities, as well as decision making in policy work, such as the Mining Belt and assessment of sector plans against the GSDF 2030. • The GDH, GDHS and GDE have been assessed for alignment with GSDF 2030 and municipal plans. • Research work was undertaken on the following focal areas: State of youth in Gauteng, which will also continue into the next financial year; Scenario Planning exercise for the Gauteng City Region; three papers on the Logistics, Energy and Pharmaceuticals sectors focused on SADC, South Africa and Gauteng have been written and presented and discussed at the South Africa/Italy Indaba; one research paper looking at Leaders of the Future and the skills set that will be required of future leaders in Gauteng based on the demand of particular sectors is currently underway; and the Impact of Lifestyle Diseases on the Public Sector in Gauteng. • The GPD supported the GPG in the implementation of the Memorandum of Understanding between GPG and Higher Education Institutions, by facilitating and engaging with Vice Chancellors to look at areas of mutual collaboration on topics such as innovation, sustainability and governance. • During the period under review, the infrastructure coordination units in the GPD, GDID and Provincial Treasury worked on numerous initiatives to ensure a common approach toward infrastructure coordination in the province. Some of these initiatives included the compilation of the Consolidated Infrastructure Project Register and assistance on formulating the I-Lab concept. Delivery Support Unit • The Delivery Support Unit (DSU) throughout the year has worked with departments to focus on improving the veracity of the targets and driving implementation. • In 2017/18 there has been a shift from accounting for performance to assisting departments to drive improvements through designing interventions. • Stocktakes were held in May 2017, August 2017 and October 2017. This enabled discussion between the Premier and MECs on progress to date. • In the run up to stocktakes, engagements were held with all departments, including Pre-stocktake meetings with the HODs and MECs. Delivery Agreements were finalised and signed with all MECs in October 2017. • A detailed assessment on status of delivery for all departments was done at the February 2017 Exco Lekgotla. At the Executive Council meeting on 14 March 2018, it was decided to combine delivery targets and State of the Province Address (SOPA) commitments in a single monitoring instrument.
14. PERFORMANCE INFORMATION BY PROGRAMME
The Framework for Strategic Plans and Annual Performance Plans issued by National Treasury in September 2010 formed the compliance basis for the development of the Office of the Premier’s strategic and performance plans for the 2017/18 financial year.
Building on the improvements made in prior years, the assistance of a monitoring and evaluation practitioner was solicited to ensure that targets and indicators conform to the SMART principle. Whilst good progress has been made, this is an ongoing process and further refinements will take place in the new financial year.
The programme performance information reflected below is based on targets and indicators as agreed to in the Annual Performance Plan (APP) for 2017/18.
14.1. Programme 1: Administration The Administration Programme is responsible for overall strategic management and support to the Premier and the Director-General in fulfilling their statutory and political mandates, the provision of financial management and support services; and the provision of security management services to the Office of the Premier.
While indirectly supporting the delivery of all five strategic goals, the Administration Programme has a primary internal focus on the organisational effectiveness of the OoP. This focuses delivery against the following strategic goals and their aligned strategic objectives:
Goal 1: Driving greater policy and planning coherence in government and the achievement of service delivery outcomes.
Strategic Objective: Effective coordination and management of the Executive Council Cluster System.
30 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Goal 2: Building a transformed Gauteng public service with the capacity to drive change and modernisation. Strategic Objective: Effective public administration which is more responsive, convenient and accountable to the public.
Strategic Objective: A safe and secure working environment across the GPG.
Strategic Objective: Disciplined financial management across the OoP. The Administration Programme covers the work of the following Sub-Programmes: 1) Executive Council Support – to provide strategic coordination and management of the Executive Council programme. 2) Director-General Support – to provide efficient and effective administrative and corporate support to the Office of the Premier; and strategic management process support to the Premier and the Director-General in fulfilling their statutory and political responsibilities. 3) Financial Management - to render efficient and effective financial management, supply chain management and risk management support to the Office of the Premier. 4) Security and Risk Management – to provide security leadership, strengthen good governance and enhance integrity across GPG departments.
14.1.1. Sub-Programme: Executive Council Support
Purpose The purpose of the sub-programme to provide strategic coordination and management of the Executive Council programme.
Strategic Objective Effective coordination and management of the Executive Council Cluster System.
Service delivery objectives and indicators Annual Executive Council Schedule of meetings produced: Gauteng Executive Council and Premier’s Coordination Forum meetings.
Strategic objectives, performance indicators, planned targets and actual achievements An annual Schedule of Meetings is produced annually in consultation with the National Cabinet Office in the Presidency; the South African Local Government Association and the Leader of Government Business in the Legislature and makes provision for ordinary meetings of the Executive Council Cycle; Agenda Setting meetings; Premier’s Coordination Forum meetings; and Gauteng AIDS Council meetings.
The Schedule of Meetings for 2017/18 was approved by the Executive Council on 29 March 2017.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 31 Comments on Deviation None Deviation from planned from Deviation target to A ctual for A chievement 2017/2018 None A ctual chievement 2017/2018 One Executive Council Services Schedule of meetings for the Financial year 2017/18 was submitted to Exco and 2017 in March approved arget Planned T 2017/2018 One (1) Annual Executive Council Services Schedule of meetings, submitted to the Executive Council for by the end of approval financial year A ctual chievement 2016/2017 New indicator A ctual chievement 2015/2016 New indicator A ctual chievement 2014/2015 New indicator Performance Indicator Annual Executive Council Schedule of meetings Gauteng produced: Executive Council and Coordination Premier’s Forum meetings. xecutive Council S upport E xecutive / S ub-programme: Programme S trategic O bjective Effective coordination coordination Effective and management of the Executive Council Cluster System
32 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None.
Changes to planned targets New indicator introduced during the Adjustment period.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.1.2. Sub-Programme: Director-General Support
Purpose The purpose of the sub-programme is to provide efficient and effective strategic, operational and administrative support to administrative and political principals.
Strategic Objective Effective public administration which is more responsive, convenient and accountable to the public.
Service delivery objectives and indicators OoP average MPAT rating (overall).
Strategic objectives, performance indicators, planned targets and actual achievements The approved final OoP Annual Performance Plan for 2018/19 was submitted to the Gauteng Planning Division: Performance Monitoring and Evaluation, the National Department of Planning, Monitoring and Evaluation (DPME) and the Gauteng Provincial Legislature on 28 February 2018.
Monthly and quarterly approved performance reports (Executive Management Team report, the Oversight Committee on the Premier’s Office and Legislature report, Analysis report, Audit Committee report, Service Delivery Improvement Plan, Batho Pele report and the Electronic Quarterly Performance Reporting System) were submitted to the oversight bodies within the prescribed timeframe. Outstanding audit queries have been addressed. All monthly and quarterly meetings were held to monitor performance.
The approved Annual Service Delivery Improvement Plan Report for the 2017/18 financial year was submitted to DPSA on 29 March 2018. The approved Service Delivery Improvement Plan for the 2018-2021 three-year cycle was submitted to DPSA on 29 March 2018. The Annual Citizen’s Report for 2016/17 was submitted to the Department of Public Service and Administration within the stipulated timeframe.
The preliminary moderated scores were released by DPME in January 2018. Departments were given an opportunity to contest areas of dispute during the challenge period, which closed on 10 February 2018. The final MPAT 1.7 moderated results were issued by DPME on 28 March 2018, three of the KPA 1 Standards were disputed as some of the evidence that was uploaded was not considered. There has been a decrease in the OoP’s overall performance since MPAT 1.6 (3.62) to MPAT 1.7 - (3.47).
The Auditor-General’s audit on performance information for the Annual Performance Plan (APP) of the 2016/17 financial year was concluded. The Office of the Premier received a clean audit with no matters of emphasis on performance information. The regularity audit on performance information for the APP of the 2017/18 financial year is currently underway.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 33 Comments on Deviation Target not achieved Target DPME scored and from GAS by feedback Deviation from planned from Deviation target to A ctual A chievement 2017/2018 for on re-moderated scores. on re-moderated was KPA1 for evidence All verified a 4. Some of the evidence submitted by the Department was not in the considered by moderation process DPME. This has since been disputed and awaiting final A ctual chievement 2017/2018 MPAT 1.7 rating at 3.47 MPAT arget Planned T 2017/2018 OoP average MPAT 1.7 OoP average MPAT rating at 3.50 A ctual chievement 2016/2017 New indicator A ctual chievement 2015/2016 New indicator A ctual chievement 2014/2015 New indicator Performance Indicator OoP average MPAT rating OoP average MPAT (overall) xecutive S upport S ervices E xecutive / S ub-programme: and DG to the Premier Programme S trategic O bjective Effective public Effective administration which responsive, is more convenient and accountable to the public
34 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None.
Changes to planned targets None.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.1.3. Sub-Programme: Financial Management
Purpose To provide strategic management and support to the Premier, Executive Council and the Director-General in fulfilling their statutory and political responsibilities.
Strategic objective Disciplined financial management across the OoP.
Service delivery objectives and indicators 1) Percentage of valid invoices paid within 21 days from date of receipt. 2) Percentage achievement of preferential procurement (B-BBEE) targets. 3) Percentage achievement of budget spend on Township Economies targets.
Strategic objectives, performance indicators, planned targets and actual achievements A total of 96.80% of valid invoices (1 753 out of the 1 811) invoices received were paid within 21 days from the date of receipt.
Procurement spend targets on HDI, Women and Youth owned companies were achieved and exceeded by 12.02%, 0.64% and 1.26% respectively. The total cumulative amount spent on HDI, Women and Youth owned companies, as at the end of the fourth quarter was R123 799 890, R41 221 750 and R15 143 884, respectively. It should, however, be noted that the HDI amount represent the total procurement spend based on the BEE composition of suppliers, as compared to HDI (Historically Disadvantaged Individuals) ownership. There is currently no system in place from Gauteng Provincial Treasury to report spending based on HDI ownership.
Procurement spend target on companies owned by persons with disabilities under achieved by 3.61%. The cumulative amount spent on companies owned by persons with disabilities amounted to R1 866 318 during the fourth quarter of the 2017-2018 financial year.
The 24% procurement spend target on township-based companies was achieved and exceeded by 2.16%. This amounts to R20 852 344.91, which was spend on township-based companies.
Figure 1: Preferential Procurement spending B-BBEE Target Group GPG Target OoP Spend 2016/2017 OoP Spend 2017/2018 OoP % of Total Spend Women 30% R 34 489 824 R 41 221 750 30.64% Youth 10% R 21 612 167 R 15 143 884 11.26% Persons with Disabilities 5% R 2 727 338 R 1 866 318 1.39% HDI’s 80% R 117 939 749 R 123 799 890 92.02%
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 35 and changes the Certificate and Clearance Certificates Tax suppliers Clearance Comments on Deviation banking details are updated on time, so that banking details are timely. the payment can be released SCM make regular follow-ups with end users SCM make regular the invoices submitted to them for regarding that the end users this is to ensure approval, they that so time, on invoices the to attend do not delay the capturing of GRV and the payment. to discuss A meeting was held with Treasury the festive season payment run closure the decision taken was that they will matter, Accountant discuss the matter with Provincial so that those days during Generals (PAGs), deleted are the festive payment run closure when calculating the and not considered number of days for payments. No feedback since the meeting. was received informed about the expiry of Suppliers are Tax of banking details. This is to ensure that of banking details. This is to ensure the expired which Certificates, The 12 invoices not paid within 21 days of result as a is 3 2 and quarter quarter in voucher/notes that were goods receipts on time. The invoices were not captured However, sent to end users for approval. payment for returned were invoices the of capturing the delayed which late, (GRV) and the Goods Received Voucher in payments being over 21 days. results because are invoices (42) forty-two The run payment season festive 2017 of The payment runs closed on 18 closure. on the December 2017 and re-opened 09 January 2018. For all the is a closure. even if there few a Treasury to submitted invoices the system 2018 March 23 before days them as due for payment. recognised The payment run for 2018 was on 9 January and disbursed on 12 January, in all the invoices being paid resulting later than 21 days. because of a delay in (2) invoice are Two the end user. an invoice from receiving due to suppliers Tax (2) invoices are Two Clearance after the creation of purchase order, order, of purchase after the creation made as well payments were before changes of suppliers banking details. Deviation from Deviation planned target to A ctual chievement 2017/2018 for The reasons the 58 invoices received not paid the 58 invoices received The reasons as follows: within 21 days are 1) 2) The system continues to count the days, 3) 4) A ctual chievement 2017/2018 96.80% of valid invoices 1811) the of out (1753 were invoices received paid within 21 days, the date of receipt from arget Planned T 2017/2018 100% of valid of 100% invoices paid within date 21 days from of receipt A ctual A chievement 2016/2017 99.79% (1910 out of 1914) valid paid invoices were within 30 days from date of receipt A ctual A chievement 2015/2016 99.2% of valid paid invoices were within 30 days from date of receipt A ctual A chievement 2014/2015 100% of valid of 100% invoices paid within date 30 days from of receipt Performance Indicator Percentage of Percentage valid invoices paid within 21 date of days from receipt financial F inancial M anagement / S ub-programme: Programme S trategic O bjective Disciplined the management across OoP
36 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 None The procurement spent targets for HDI, The procurement exceeded. targets were and Youth Women spend target on Only procurement companies owned by people with disabilities was not achieved by 3.61%. The cumulative amount spend on companies owned by persons with disabilities is R1 345 418. owned fewer companies that are are There by persons with disabilities, which provide by the OoP. goods/services procured Comments on Deviation The 24% procurement spend target on The 24% procurement township based companies was achieved and exceeded by 2.16%, this amounts on spend was which 344.91 852 20 R to township based companies Procurement spend targets on HDI, Women spend targets on HDI, Women Procurement achieved owned companies were and Youth and exceeded by 12.02%, 0.64% The total cumulative 1.26% respectively. and Youth amount spent on HDI, Women owned companies, as at the end of fourth quarter was R123 799 890, R41 221 750 and R15 143 884, respectively. be noted that the HDI It should, however, the total procurement amount represents spend based on the BEE composition of to HDI ownership. suppliers, as compared from place in system no currently is There to report Treasury Gauteng Provincial spending based on HDI ownership. spend target on companies Procurement owned by persons with disabilities was under achieved by 3.61%. The cumulative amount spent on companies owned by persons with disabilities amounted to R1 866 318 during the fourth quarter of 2017-2018 financial year. Deviation from Deviation planned target to A ctual chievement 2017/2018 for
Achievement of the Procurement Preferential Spending targets (B-BBEE): 26.16% of budget spend on Township Economies HDI = 92.02% = 30.64% Women = 11.26% Youth PWDs = 1.39% A ctual chievement 2017/2018
arget
HDI = 80% = 30% Women = 10% Youth PWDs = 5% Achievement of the Preferential Procurement Spending targets (B-BBEE): 24% of budget spend on Township Economies Planned T 2017/2018 Preferential Preferential Procurement Spending achieved: HDI = 82.98% = 24.27% Women = 15.21% Youth PWDs = 1.92% 12.40% of budget was spent on Township Economies A ctual A chievement 2016/2017 Preferential Preferential Procurement Spending achieved: HDI = 87.78% = 26.96% Women = 19.78% Youth PWDs = 3.46% New indicator A ctual A chievement 2015/2016
HDI = 80% = 30% Women = 10% Youth PWDs = 5% New indicator A ctual A chievement 2014/2015 Achievement of the Preferential Procurement Spending targets (B-BBEE): Percentage Percentage achievement of budget spend on Township Economies targets Performance Indicator Percentage Percentage achievement of Preferential Procurement (B-BBEE) targets ub-programme: F inancial M anagement / S ub-programme: Programme S trategic O bjective
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 37 Strategy to overcome areas of under-performance As per Figure 1 above, the OoP has met all the preferential procurement targets, except on companies that are owned by persons with disabilities. Measures have been taken to address the current underperformance in 2017/18. Demand Management Plans and designation of certain goods and services to be procured from targeted groups, will be used as drivers to improve spending on companies owned by persons with disabilities.
Changes to planned targets None.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.1.4. Security and Risk Management
Purpose To provide security leadership, strengthen good governance and enhance integrity across GPG departments.
Strategic objective A safe and secure working environment across the GPG.
Service delivery objectives and indicators 1) Percentage of SMS and high risk area members vetted in line with the National Vetting Strategy. 2) Number of audit reports on security threats and risk assessment for MECs, other persons and headquarter buildings across the GPG. 3) Number of Trend Assessments conducted on security breaches, major incidents and losses across the GPG. 4) Percentage of officials in identified high risk areas vetted (GPG-wide).
Strategic objectives, performance indicators, planned targets and actual achievements SMS members and SCM officials were vetted in line with the National Vetting Strategy and thus far 58% (440 out of 748) of SMS members and 60% (436 out of 722) of SCM officials were vetted for the period ending March 2018.
Threat and Risk Assessments were conducted quarterly at head offices within GPG departments and the residences of political office bearers.
The OoP ensured that all events within the Province are safeguarded and no incidences were recorded. The Life Esidimeni arbitration process was also incident free. The OoP responded to all reported and detected security breaches and incidents.
38 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Comment on deviations none none none none Deviation from planned from Deviation target to A ctual 2017/2018 for A chievement The newly established Vetting The newly established Vetting Unit assisted in addressing the backlog of SSA by vetting more processing applications for SCM members The newly established Vetting The newly established Vetting Unit assisted in addressing the backlog of SSA by vetting more processing applications for SMS members none none in areas risk officials high of chievement A ctual chievement 2017/2018 vetted (GPG-wide) 58% of SMS members vetted identified on Four (4) reports assessments conducted breaches, security on major incidents and losses the GPG across Four (4) audit report on Four (4) audit report and risk security threats assessments 60% in areas risk officials arget high of Planned T 2017/2018 55% of SMS members of SMS 55% vetted on Four (4) reports assessments conducted on security breaches, major incidents and losses the GPG across Four (4) audit report on Four (4) audit report and risk security threats assessments vetted (GPG-wide) 55% identified chievement A ctual chievement 2016/2017 Sixty-six per cent (66%) of SMS and high risk area vetted in line members were with the National Vetting Strategy New indicator New indicator New indicator chievement A ctual chievement 2015/2016 Four (4) reports were were Four (4) reports compiled and submitted on the number of SMS and members high risk area vetted in line with the Strategy National Vetting (State Security) New indicator New indicator New indicator chievement A ctual chievement 2014/2015 45% Achievement New indicator New indicator New indicator in areas risk officials of high Performance Indicator Performance Percentage of SMS and high SMS and of Percentage members vetted risk area National line with the in Strategy Vetting on Number of reports assessments of security major incidents breaches, the GPG and losses across Number of audit reports Number of audit reports and risk on security threat assessments for MECs, other persons and headquarter the GPG buildings across Percentage identified vetted (GPG-wide) ub-programme: Programme S upport Programme ( S ecurity / S ub-programme: M anagement) Programme S trategic O bjective A safe and secure A safe and secure working environment the GPG across
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 39 Strategy to overcome areas of under-performance None.
Changes to planned targets None
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.1.5. Programme and Sub-Programme Expenditure 2017/2018 2016/2017 Programme 1 - Final Actual (Over)/Under Final Actual (Over)/Under Administration Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure R’000 R’000 R’000 R’000 R’000 R’000 Premier’s Support 19 755 19 044 711 16 287 16 287 0 Executive Council Support 7 846 7 689 157 7 324 7 324 0 Director-General 49 365 49 362 3 37 511 37 511 0 Financial Management 60 836 53 427 7 409 42 955 42 955 0 Programme Support 3 796 3 203 593 3 571 3 571 0 Total Programme 1 141 598 132 725 8 873 107 648 107 648 0 Administration
The total expenditure of the programme is R132.7 million against the budget appropriation of R141.5 million. The main cost driver is the Financial Management sub-programme, which houses the Chief Financial Officer’s office and SCM, where most of the utilities and essential services are centralised. Financial Management had a budget of R60.8 million, followed by the Director-General with a budget of R49 million. It is in this unit where the ADR-Life Esidimeni project was placed.
The programme has spent 93% of the appropriated budget and the 7% under-spending is due to the funds that were allocated for office equipment and furniture that was destroyed due to the fire accident. At the end of the financial year, the building renovation was not complete, hence the procurement of these goods could not take place.
14.2. Programme 2: Institutional Development and Integrity Management The Institutional Development Programme is responsible to: 1) Lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR; 2) Provide ICT related auxiliary support to the OoP towards modernising the public service; 3) Support the Premier and Exco with legal advice and support; and 4) Promote and facilitate effective communication between government and the people of Gauteng, and the enhancement of service delivery and responsiveness.
Due to the transversal nature of the Institutional Development Programme, it has both an internal and external focus; and leads delivery against two of the Office of the Premier’s strategic goals and their aligned strategic objectives:
Goal 2: Building a transformed Gauteng public service with the capacity to drive change and modernisation. Strategic Objective: A high performance culture across the GPG. Strategic Objective: ICT governance maturity improved across the OoP. Strategic Objective: Effective legal support contributing to a more resilient provincial litigation response capability.
Goal 3: Promoting and facilitating effective communication between government and the people of Gauteng. Strategic Objective: An informed and empowered public, and a responsive government. Strategic Objective: Resolved service delivery issues by engaging communities through different communication channels.
The Institutional Development Programme covers the work of the following Sub-Programmes: 1) Strategic Human Resources – to lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR. 2) Information and Communication Technology - to provide ICT leadership and guidance and ICT related auxiliary support to the OoP; towards modernising the public service. 3) Legal Services – to support the Premier and Executive Council with legal advice and support and state law
40 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 advisory services. 4) Communication Services - to promote and facilitate effective communication between government and the people of Gauteng. 5) Service Delivery Interventions – to promote service delivery enhancement through the coordination of the GCR-wide customer-centric service delivery response system, and collaboration with departments and municipalities.
14.2.1. Sub-Programme: Strategic Human Resources
Purpose To lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR.
Strategic objective A high performance culture across the GPG.
Service delivery objectives and indicators 1) Number of assessments on implementation of the TMR Master Skills Plan. 2) Number of assessments on the implementation of approved GPG Performance Management and Development Framework (PMDF). 3) Number of assessments on the implementation of the framework for financial and non-financial rewards across the Province. 4) Percentage compliance on performance contracts for all SMS members finalised across the GPG. 5) Percentage of disciplinary cases resolved within 90 days from awareness at SMS (Level 13-16). 6) Percentage of disciplinary cases resolved within 90 days from awareness at below SMS (Level 01–12). 7) GPG average MPAT rating in Human Resource Management (KPA 3). 8) Number of employees with service pledges signed. 9) Number of interventions to address the top GPG risk trends across EHWP pillars. 10) Number of assessment reports on the HR capacity of the 14 GPG departments produced. 11) Number of interventions implemented to assists departments in achieving Employment Equity (EE) Targets.
Strategic objectives, performance indicators, planned targets and actual achievements Three (3) interventions on a) Establishment of a dedicated e-recruitment disability portal, b) Bilateral engagements with departments to highlight the need for compliance on Employment Equity targets and other Compliance reports required by DPSA and c) Development of an executive directive signed by the Director- General communicating to HODs regarding specific action plans required to achieve Employment Equity targets. The directive was addressed to all under-performing departments.
In terms of the Public Service Regulations, 2016, all senior managers must conclude performance contracting by the 31 May annually. A total of 96% of the GPG SMS members concluded their contracting as required by the regulation. The remaining 4% can be accounted for in relation to SMS members on several types of authorised leave such as maternity, sabbatical and long incapacity leave.
A total of 805 SMS members signed service pledges on 28 February 2018 at a meeting addressed by the Premier of Gauteng; this number improves on the 23 000 pledges that were cumulatively signed in the previous financial year (2016/17).
All 14 departments submitted their Master Skills Plan reports in accordance with the implementation of the Master Skills Plan that is aligned to the TMR Programme. According to these reports, various interventions have been put in place to improve human resources development across the GPG for existing employees to improve service delivery and to enable departments to deliver on their mandates. Scarce and critical skills are mitigated through various programmes at Technical and Vocational Education and Training Colleges, higher learning institutions, as well as on-the-job training and development. Most departments are actively involved in learnerships and internships as part of skills development and job creation. Furthermore, some of the participants of these programmes have managed to secure permanent jobs in the GPG after the completion of their programmes. A total of 387 different programmes were undertaken in pursuit of ensuring excellence in service delivery by well- capacitated employees. An amount of R354 764 638 was spent for this objective by GPG departments and the Gauteng City Region Academy spent R26 885 172 for different programmes, such as Adult Education and Training, Institute of Management and Leadership Development programmes and several other training and development interventions.
For MPAT 1.7, departments achieved a combined overall score of 2.9 on KPA 3. The highest score was achieved on HR Planning, followed by HR delegations and Employment Practices. Areas which still need improvement
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 41 are a Performance Management and Development System (PMDS) for SMS members, PMDS for levels 1-12 and Employee Relations. An improvement plan is being developed in preparation for MPAT 1.8 where a Level 3 score is anticipated.
The GPG vacancy rate stands at 9.4% currently for levels 1-12. The only challenge is SMS levels where the vacancy rate is still at 16%. Not all departments have approved organisational structures; once 100% is achieved on this deliverable, there will be a substantial reduction of vacancy rates at SMS levels to the planned 10%.
The annual Employee Health and Wellness Programme (EHWP) risk trends report was escalated to the Heads of Department sub-committee and highlighted the state of health of GPG employees. Heads of Departments committed to the following: 1) Effect the Section 16.2 appointments by HODs as mandated by the Occupational Health and Safety Act (OHSA). 2) Appointment of dedicated Safety Health Environment Risk and Quality (SHERQ)/OHS officials in the departments, especially Agriculture, Human Settlements and the Office of the Premier. 3) HODs to champion healthy lifestyles and comply with the National Department of Health’s Healthy Strategy in departments in an effort to reduce non-communicable disease and improve morale and productivity. 4) Implement an EHWP structure to support the DPSA Framework on EHWP of 2008 (as reviewed in 2012), as departments do not have the human resource capacity to implement the ministerial determinations and directives on the programme. 5) Ring-fence the EHWP budget to respond to the legislated requirements on SHERQ/OHS and HIV/AIDS management. 6) Promote the Zinakekele EHWP culture in departments with a zero tolerance to injuries, occupational diseases and fatalities.
In addition, the OoP distributed copies of the EHWP Annual Report to all HODs, giving them an opportunity to compare the 2015/16 and 2016/17 financial years. The OoP implemented strategic interventions aimed at improving life skills and HIV education and addressing departmental EHWP performance gaps, including the coordination of physical wellness to improve employee vitality; coordination of financial literacy to reduce employee indebtedness; and support for innovation by disseminating content that captured youth in the workplace.
The Oop coordinated an information work session with the Department of Labour’s Compensation Fund and the DPSA where departments brought their back-logs in injuries on duty for immediate resolution. The OoP also supported GPG EHWP practitioners through Care of the Carer debriefing as mandated by the Occupational Health and Safety Act (OHSA). The intervention was aimed at improving resilience among employees that are at the coalface of therapeutic interventions, as well as OHS. The meeting also came up with an integrated operational plan for EHWP in GPG, and for the establishment of a GPG OHS maintenance forum in partnership with DID units responsible for improving occupational health in GPG buildings.
42 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 be and will financial reward for Comments on Deviation None None submitted for approval. non-financial The consultation of the framework has now been concluded and the framework Escalation to HOD Forum. Departments to provide action plans for remedial actions Deviation from Deviation planned target to A ctual chievement 2017/2018 for None None Delays in the process of consultation Delays in the process various stakeholders for inputs and to obtain buy in. due The 4% that was not achieved were to SMS members in some departments being on maternity leave, suspensions or still within the 3 months period to contract as per the PSR, 2016 A ctual chievement 2017/2018 The HRD Strategy and Strategy HRD The Plan Implementation was tabled at the HoD Forum in November 2017 Two (2) Two Assessments on implementation the GPG of approved Performance Management and Development Framework (PMDF) conducted were The assessments were The assessments were the as conducted not framework was still being consulted upon 96% of the GPG SMS members concluded their performance contracts in line with Public Service Regulations (PSR), 2016. non- finalised and arget members financial SMS Planned T 2017/2018 HRD Strategy and Implementation Plan Skills Master to aligned Plan approved Two (2) assessments Two on the implementation GPG of approved Performance and Management Development Framework (PMDF) 1 assessments on the of implementation framework the revised for financial rewards 100% compliance on performance contracts for all A ctual A chievement 2016/2017 Revised indicator Approved GPG Approved Performance Management and Development Framework An approved An approved framework for financial and non- financial reward 100 % compliance on performance contracts for all SMS members finalised chievement A ctual chievement 2015/2016 - New indicator New indicator New indicator A ctual A chievement 2014/2015 - - - - Performance Indicator Number of assessments on implementation of the TMR Master Skills Plan Number of assessments on the implementation GPG of approved Performance Management and Development Framework (PMDF) Number of assessments on the implementation of the framework for financial and non- financial rewards the Province across compliance Percentage on performance contracts for all SMS members finalised the GPG across ub-programme: S trategic / S ub-programme: Human R esources Programme S trategic O bjective A high performance culture across across A high performance culture the GPG
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 43 financial 2018/19 of Comments on Deviation Escalation to HOD Forum. and Practice HOD resolutions by Notes to be approved EXCO for implementation in GPG. Escalation to the Labour MEC Sector Convener, Mamabolo, on the state of in GPG. labour relations year depending on the availability of the system in the market. Escalation to HOD Forum. HOD Resolutions and Practice Notes to be by EXCO for approved implementation in GPG. Escalation to the Labour MEC Sector Convener, Mamabolo, on the state of in GPG. labour relations to develop automated E-Gov. case management system by end lack only is the presiding consuming of time Premier is However, it business the that of (core in officers. Office Office Deviation from Deviation planned target to A ctual chievement 2017/2018 for External in dependencies resulting delays i.e. the appointment of external lawyers and dependency on their availability to deal with SMS cases. measures Departments have no control in place to oversee and monitor SMS cases. of differentiation between LR services of differentiation and functions that have migrated from GDF responsible for the provision of the for the provision responsible presiding The Gauteng Provincial Government The Gauteng Provincial for model hybrid a adopted has managing disciplinary cases. The services) and Labour Relations in Departments as well within the then (collective services LR Transversal OoP bargaining oversight monitoring and external evaluation and reporting) dependencies. Non-compliance with the MPAT for disciplinary cases within standard GPG Departments. is a lack of capacity to oversee There monitor and evaluate disciplinary within the OoP as this processes function had only one resource allocated prior to migration of the GDF. function from presiding manual system is also The current inefficient and cumbersome in tracking cases and cases in tracking cumbersome and This makes the quality of reporting. suspect. The PERSAL the data received system has only been developed as a means of information management and mechanism. reporting is no automated case There management system in place for implementation within the GPG on the departments to track progress disciplinary cases. reported A ctual chievement 2017/2018 67%(6 out of 9 SMS cases (Level 13-16) within 90 days resolved 83% (957 cases out of 1150) cases below SMS (Level 01-12) resolved within 90 days arget Planned T 2017/2018 90% of disciplinary cases 13-16) (Level SMS for within 90 days resolved 90% of disciplinary cases below SMS (Level 01-12) within 90 days resolved A ctual A chievement 2016/2017 Not all cases were Not all cases were concluded within the prescribed timeframe Not all cases were Not all cases were concluded within the prescribed timeframe chievement A ctual chievement 2015/2016 Four (4) quarterly reports Four (4) quarterly reports on the management Relations Employee of the GPG were across and analysed received Four (4) quarterly reports Four (4) quarterly reports on the management Relations Employee of the GPG were across and analysed received A ctual A chievement 2014/2015 New indicator New indicator Performance Indicator Percentage of Percentage disciplinary cases within 90 days resolved at SMS awareness from (Level 13-16) Percentage of Percentage disciplinary cases within 90 resolved awareness days from at below SMS (Level 01-12) ub-programme: S trategic / S ub-programme: Human R esources Programme S trategic O bjective
44 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 is, Premier the of Office Comments on Deviation None None None Constant coaching of departments in line with stipulated MPAT requirements The devising means of however, having it signed on line. The LR Champion is also engaging organised labour for purposes of having them their stance and review critical very this on decision matter. sessions x numerous 5 to due Debriefing achieve to Trauma x 1 Deviation from Deviation planned target to A ctual chievement 2017/2018 for Partnership with e-Government on the establishment of e-recruitment for designed was portal The portal. uploading and placement of job adverts targeting people with disabilities. July to The designing phase was from October 2017. Departments requested the support of Departments requested the unit in some institutional support interventions due to lack of capacity e.g. and bereavement counselling for OoP and bereavement Conducted SMT audits in and e-Gov., by the DPSA, partnership as requested support for HIV/AIDS Programme to host the request and DRT, COGTA an orientation workshop on National in guide on healthy meal provisioning the with in partnership workplace the National DOH. None Seven (7) departments obtained an of less than 3 while overall score 7 obtained a 3 and the remaining as soon all MPAT However, more. concluded the are processes related for the GPG will improve overall score significantly Transversal HR did not host any event Transversal the signing of pledges could where This deliverable has proven occur. difficult factors, primary of which is non-co- operation of organised labour. A ctual chievement 2017/2018 Three (3) interventions Three implemented to assist departments in achieving EE targets Thirteen (13) Provincial Thirteen (13) Provincial addressing Interventions GPG-wide. risks trends Two (2) Assessments Two HR the on reports Capacity of the 14 GPG Departments produced GPG average MPAT GPG average MPAT Human in 1.7 rating Management Resources is at 2.9 789 Employees with service pledges signed arget Planned T 2017/2018 Two (2) interventions Two implemented to assist departments in achieving EE targets Six (6) Provincial Six (6) Provincial Interventions addressing GPG-wide risks trends Two (2) Assessment Two on the HR reports Capacity GPG 14 the of Departments produced GPG average MPAT rating average MPAT GPG Resource Human in 1.7 Management at 3.5 73 000 Employees with service pledges signed 000 Employees 000 A ctual A chievement 2016/2017 New indicator Nine (9) Provincial (9) Provincial Nine Interventions risks addressing GPG-wide trends New indicator GPG average 1.6 rating in MPAT Human Resource Management at 2.8 50 service pledges with signed chievement A ctual chievement 2015/2016 - New indicator - GPG average MPAT GPG average MPAT 1.4 rating in Human Management Resource at 2.6 30 000 Employees with service pledges signed A ctual A chievement 2014/2015 - - - New indicator 3 000 Employees service with pledges signed Performance Indicator Number of interventions implemented to assist departments in achieving EE targets Number of interventions to the top GPG address across risk trends EHWP pillars Number of assessment on the HR reports Capacity of the 14 GPG Departments produced GPG average MPAT GPG average MPAT rating in Human Management Resource 3) (KPA Number of employees with service pledges signed ub-programme: S trategic / S ub-programme: Human R esources Programme S trategic O bjective
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 45 Strategy to overcome areas of under-performance A Performance Management Technical Task Team under the leadership of the Accounting Officer was established in the 2015/16 financial year. The Task Team continues to monitor and to intervene in the areas of underperformance. Discussions on Labour Relations matters were escalated to the Gauteng Labour Relations Champion (MEC Mamabolo) and Organised Labour.
Changes to planned targets The following indicators were revised in the adjustment period for the Annual Performance Plan for 2017/18 Financial year: • Percentage of women representation at SMS level across the GPG o Target as per Q2: 47% women representation at SMS level, as per Persal report o Achievement as at Q2: 44% women representation in SMS achieved o Variance as at Q2: 3% o Reason for variance: The decline in the number and percentage of women in SMS has been decreasing in line Departments due to employee exits in SMS, majority being women. This problem is complicated by the fact that appointments to fill SMS posts vacated by women were in favour of men instead of women. Further delays are in the filling of posts earmarked for appointment of women
• Percentage of staff with disabilities across the GPG staff complement o Target as per Q2: 2.6% staff with disabilities, as per Persal report o Achievement as at Q2: 2.14 % of persons with disabilities achieved o Variance as at Q2: 0.46% o Reason for variance: The under-performance in this area is attributed to a widening gap between the number of appointments of persons with disabilities and the able-bodied persons, and the employee exits by persons with disabilities has contributed to the under-performance on this target
(The above indicator was replaced by “Number of interventions implemented to assist departments in achieving EE targets”) • Average percentage of OoP funded posts in PERSAL which are vacant over a quarter (vacancy rate) o Target as per Q2: Maintain a vacancy rate of 9% or less on average over the quarter o Achievement as at Q2: 2% vacancy rate achieved o Variance as at Q2: No variance o Reason for variance: N/A
(The above indicator was replaced by “Number of assessment reports on the HR Capacity of the 14 GPG Departments produced”)
The revised 2017/18 APP was packaged with the new SMART indicators and targets mainstreamed throughout to address the Auditor General’s observations in the regularity audit for the 2016/17 financial year. There was also a need to align some of the targets to the Deliverology Targets after the approval of OoP Delivery Plans in 2017.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.2.2. Sub-Programme: Information and Communication Technology
Purpose To provide ICT leadership and guidance across the GPG and ICT related auxiliary support to the OoP towards modernising the public service.
Strategic objective ICT governance maturity improved across the OoP.
Service delivery objectives and indicators • Average percentage systems uptime maintained across the OoP • OoP average MPAT rating in ICT Governance
46 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategic objectives, performance indicators, planned targets and actual achievements All user data is backed up to the Fully Managed Data Centre (FMDC). Automated backups are run every day to disk and tape as well as to the Disaster Recovery Centre. All computers were replaced in accordance with the three-year obsolescence model. Additional laptops/desktops were procured for new staff and old ones refurbished for use by interns.
The Premier’s Hotline was prioritised for new desktops due to the age of their computers. Some IT equipment was replaced because of fire damaged experienced on 30 June 2017. In addition, the staff impacted by the fire in the West Wing was relocated to 1 Central Place in Newtown, and the staff in the East Wing to 30 Simmonds street. Connectivity had to be restored to the East Wing as the server room on the West Wing was damaged by fire water.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 47 None None Comments on Deviation None None Deviation from from Deviation planned target to A ctual chievement 2017/2018 for 100% up-time recorded on Wide 100% up-time recorded links to Network (WAN) Area FMDC. 1.7 rating in OoP average MPAT ICT Governance at 3.0 chievement A ctual chievement 2017/2018 arget 99% average system uptime OoP average MPAT 1.7 rating in ICT Governance at 3.0 Planned T 2017/2018 100% average system uptime OoP average MPAT 1.6 rating in ICT Governance at 2.5 A ctual A chievement 2016/2017 New indicator Standards ICT by the DG approved A ctual A chievement 2015/2016 echnology T - New indicator A ctual A chievement 2014/2015 Average percentage systems percentage Average uptime and availability the OoP maintained across rating in ICT OoP average MPAT Governance Performance Indicator ICT governanceICT maturity the OoP across improved S trategic O bjective ub-programme: Information and Communication Information and Communication / S ub-programme: Programme
48 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None
Changes to planned targets The following indicators were revised in the adjustment period for the Annual Performance Plan for 2017/18 Financial year: • Level of implementation of IT Business Continuity Plan (IT BCP) o Target as per Q2: 50% Implementation of IT Business Continuity Plan (IT BCP) o Achievement as at Q2: 50% implementation of IT Business Continuity based on daily backup of all data at FMDC o Variance as at Q2: No variance o Reason for variance: N/A
Various tests are performed to test the IT BCP readiness and therefore there are no levels of implementation.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.2.3. Sub-Programme: Legal Services
Purpose To support the Premier and Executive Council with legal advice and support and state law advisory services in preparation of provincial legislation, and management of litigation in the province; coordination and provision of legal opinions and support on transversal legal matters.
Strategic objective Effective legal support contributing to a more resilient provincial litigation response capability.
Service delivery objectives and indicators The following key performance indicators have been used to assess performance in the unit: • Number of analysis reports on Provincial litigation liability focussing on progress in the resolution of cases. • Number of reports on progress with proposed new Provincial legislation and National legislation impacting on the Province.
Strategic objectives, performance indicators, planned targets and actual achievements The OoP prepared and presented biannual reports on the status of litigation in the Gauteng Provincial Government to the Executive Council. The reports provide for the analysis of the number of litigation cases per department. There is also a comparative analysis with the previous biannual report which covered the first period of six months of the financial year. These also indicate the number of cases received, resolved and pending in the reporting period. The reports also provide for the contingent liabilities per department and for the Gauteng Provincial Government as a whole.
Thirteen pieces of policy developments / legislation changes were completed in the period under review. Vetting and drafting of agreements as well as preparations of legal opinions were also concluded.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 49 Comment on deviations None None Deviation from planned target from Deviation for to A ctual chievement 2017/2018 None None A ctual chievement 2017/2018 Two (2) analysis reports on the status of on the status reports analysis (2) Two on liability focussing litigation Provincial of cases in the in the resolution progress Government tabled. Gauteng Provincial Two (2) reports on progress with on progress (2) reports Two legislation and new Provincial proposed National legislation impacting on the produced Province arget Planned T 2017/2018 Two (2) analysis reports reports analysis (2) Two litigation on Provincial liability focussing on resolution the in progress of cases tabled Two (2) reports on (2) reports Two with proposed progress legislation new Provincial and National legislation impacting on the Province chievement A ctual chievement 2016/2017 Two (2) bi-annual analysis Two conducted were reports on the status of litigation tabled and Province in the and 1 Quarter in Exco to Quarter 3 New indicator A ctual A chievement 2015/2016 Two (2) Litigation Two Management Reports produced to the and presented Executive Council New indicator A ctual A chievement 2014/2015 New indicator - Performance Indicator Performance Number of analysis on Provincial reports litigation liability in focussing on progress of cases the resolution Number of reports on Number of reports with proposed progress legislation new Provincial and National legislation impacting on the Province ub-programme: L egal / S ub-programme: ervicesProgramme S trategic O bjective Effective legal Effective support contributing resilient to a more litigation provincial capability response
50 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None
Changes to planned targets None
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.2.4. Sub-Programme: Provincial Communication Services
Purpose To promote and facilitate effective communication between government and the people of Gauteng.
Strategic objective An informed and empowered public and a responsive government capability.
Service delivery objectives and indicators The following key performance indicators have been used to assess performance: • Number of assessments on the level of Implementation of the GCR-wide Communication Programme aligned to GPG Provincial Communications Framework • Percentage of people who feel meaningfully engaged with government • Percentage of people who are aware of government policies and programmes • Percentage of people who feel that government is responsive • Number of monthly reports on the analysis of media coverage
Strategic objectives, performance indicators, planned targets and actual achievements Sustained and meaningful engagement between government and the public is at the core of the five year GCR communication strategy. To give effect to the strategy, a multi-pronged approach was used to communicate the policies, programmes and initiatives of the TMR Programme in the year under review.
A number of targeted stakeholder engagements including the Ntirhisano community outreach programmes provided an opportunity for the public to interact directly with government. Multimedia platforms including digital, print, broadcast and outdoor were used to communicate the programme of action. The various platforms were used to provide information on government programmes and initiatives to empower the public for them to improve their lives and hold government accountable.
The coordination of communication includes planning and monitoring the implementation of the GCR Communication Strategy Framework by departments. Quarterly progress reports on the implementation of the strategy were assessed on the five pillars which include stakeholder relations, media relations, profiling of the Gauteng programme of action, brand management and reputation management.
The annual perception survey to measure meaningful engagement and awareness of government programmes will be finalised in the first quarter of the new financial year.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 51 None 50% was an arbitrary target, as 50% was an baseline was no concrete there on which to draw the objective. Now that the baseline of 41% has been established, we will use it as a benchmark for upcoming surveys. 40% was an arbitrary target, as 40% was an baseline was no concrete there on which to draw the objective. Now that the baseline of 31% has been established, we will use it as a benchmark for upcoming surveys 50% was an arbitrary target, as 50% was an baseline was no concrete there on which to draw the objective. Now that the baseline of 35% has been established, we will use it as a benchmark for surveys. upcoming perception None Comments on Deviation the the the finalising finalising finalising in in in None Terms of Reference. of Reference. Terms currently is survey The being conducted Delay Terms of Reference. of Reference. Terms currently is survey The being conducted Delay Terms of Reference. of Reference. Terms currently is survey The being conducted. Delay None Deviation from Deviation planned target to A ctual chievement 2017/2018 for Twelve (12) reports on the (12) reports Twelve analysis of media coverage April 2017 to March from 2018 No Annual Perception No Annual Perception Survey was conducted No Annual Perception No Annual Perception Survey was conducted No Annual Perception No Annual Perception Survey was conducted Four (4) quarterly assessments of level Implementation of the GCR-wide Communication Programme A ctual chievement 2017/2018 arget Twelve (12) monthly Twelve on the analysis reports of media coverage 50% of people 40% of people of aware surveyed are governmentpolicies and programmes 50% of people surveyed feel meaningfully engaged with Government Four (4) quarterly assessments of level of Implementation of the GCR-wide Communication Programme Planned T 2017/2018 as consolidated New indicator New indicator New indicator New indicator Four (4) Quarterly analysis level the conducted on of implementation GPG Departments and Municipalities Annual Communication Plans, and findings input into the Exco system chievement A ctual chievement 2016/2017 - - - - New indicator A ctual A chievement 2015/2016 - - - - - A ctual A chievement 2014/2015 Number of monthly reports reports of monthly Number on the analysis of media coverage Percentage of people who Percentage governmentthat feel is responsive Percentage of people who Percentage of government aware are policies and programmes Percentage of people who Percentage feel meaningfully engaged with government Number of assessments of level the on Implementation of the GCR-wide Communication aligned to GPG Programme Communications Provincial Framework Performance Indicator An informed and empowered An informed and empowered public, and a responsive government ub-programme: Provincial Communication S ervices Communication Provincial / S ub-programme: Programme S trategic O bjective
52 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None
Changes to planned targets None
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.2.5. Sub-Programme: Service Delivery Interventions
Purpose To promote service delivery enhancement through the coordination of the GCR-wide customer-centric service delivery response system, and collaboration with departments and municipalities.
Strategic objective Resolved service delivery issues by engaging communities through different communication channels.
Service delivery objectives and indicators The following key performance indicators have been used to assess performance in the unit: • Number of working days to respond to escalated or received cases. • Level of functionality of Central Information Centre (CIC). • Number of Ntirhisano War Room structures assessed at Metro, District and Local Level.
Strategic objectives, performance indicators, planned targets and actual achievements One hundred and one (101) War Room Structures out of the target of 70 War Room Structures have been assessed for functionality. Data was collected for the CIC from government departments through the GIS. The data is loaded on the CIC system. Working with Performance Monitoring and Evaluation (PME) on Ntirhisano commitments and Public hotline the Unit managed to draft CIC Indicators.
The average number of days to respond to and resolve service delivery complaints for both GPG departments and municipalities was 18 government business days for quarter 3 and 52 days for quarter 4. This number was arrived at after subjectively assessing the number of days it takes to resolve complaints for GPG departments (30 days) and municipalities (75 days).
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 53 Comments on Deviation None None None Deviation from Deviation planned target to A ctual chievement 2017/2018 for None The OoP worked in collaboration from data collect to GIS with government departments. Further work was done with PME on Ntirhisano as well Hotline to develop draft Indicators Some of the War Room Some of the War than one have more Structures together (e.g. 14 clustered ward hence in one war room) wards the overachievement A ctual A chievement 2017/2018 Fifty one (51) days response to escalated and cases received 80% Functional Room Central War 101 War Room 101 War assessed Structures for functionality finalised. functionality of arget assessment for Planned T 2017/2018 Sixty (60) days response to escalated and Sixty (60) days response cases received 65% Functional Central War Room 65% Functional Central War (Information and Knowledge management system up and running, technical support based Monitoring Systems are Ward provided, developed) Matrix 70 of the 487 War Room Structures assessed Room Structures 70 of the 487 War for with recommendations for functionality, enhancement provided A ctual A chievement 2016/2017 Indicator reframed New indicator New indicator A ctual A chievement 2015/2016 - - - A ctual A chievement 2014/2015 - - - Performance Indicator Number of working days to escalated or to respond cases received Level of functionality of Level of Central Information (CIC) Centre Number of Ntirhisano War Number of Ntirhisano War assessed Room structures Local and District Metro, at Level ub-programme: S ervice / S ub-programme: Programme Delivery Interventions S trategic O bjective Resolved service delivery issues by engaging communities different through communication channels
54 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None
Changes to planned targets The following indicators were revised in the adjustment period in the Annual Performance Plan for the 2017/18 Financial year:
• Percentage of GCR wide hotline cases resolved o Target as per Q2: 95% Resolution rate o Achievement as at Q2: 60% (736 out of 1222) of GCR wide Hotline cases were resolved for the period under review. o Variance as at Q2: 35% o Reason for variance: The resolution of GCR wide Hotline cases is dependent on the resolution rate of departments, agencies and municipalities throughout the GCR. The slow response by GPG departments on reported service delivery complaints contributed to the poor performance on the part of government in responding and resolving service delivery concerns across the GCR.
Replaced by “Number of working days to respond to escalated or received cases” • Number of Ntirhisano War Room structures functional at Metro/ District Level o Target as per Q2: 5 Metro/District War Room structures established and functional o Achievement as at Q2: The War Room structures were established in the previous financial year. An audit of the functionality of these War Rooms will commence in October 2017 o Variance as at Q2: No variance o Reason for variance: N/A
• Number of Ntirhisano War Room structures functional at Regional / Local Level o Target as per Q2: 24 Regional/6 Local Level War Room Structures established and functional o Achievement as at Q2: 18 War Room structures established at Regional/Local level. An audit of the functionality of these War Rooms will commence in October 2017 o Variance as at Q2: No variance o Reason for variance: N/A
• Number of Ntirhisano War Room structures established and functional at Ward Level o Target as per Q2: 383 Ward War Room structures established and functional o Achievement as at Q2: 465 War Room Structures established. An audit of the functionality of these War Rooms will commence in October 2017 to ascertain the quantity of those still in existence as well as their functionality o Variance as at Q2: 82 War Room Structures o Reason for variance: Previously the counting of war room structures focused only on physical structures, with the new approach of clustering the structures the counting also included organisational structures. Replaced by “Number of Ntirhisano War Room structures assessed at Metro, District and Local Level”
The revised 2017/18 APP was packaged with the new SMART indicators and targets mainstreamed throughout to address the Auditor General’s observations in the regularity audit for the 2016/17 financial year. In addition, there was a need to align some of the targets to the Deliverology Targets after the approval of OoP Delivery Plans in 2017.
The Sub-Programme - Service Delivery Interventions was also moved from Programme 3 to Programme 2 where its budget is located.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.2.6. Programme and Sub-Programme Expenditure 2017/2018 2016/2017 Programme 2 - Final Actual (Over)/Under Final Actual (Over)/Under Institutional Development Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure R’000 R’000 R’000 R’000 R’000 R’000 Strategic Human Resources 84 823 78 436 6 387 70 943 70 943 0 Information Communication 20 401 20 336 65 15 269 15 270 -1 Legal Services 14 646 14 641 5 10 041 10 041 0 Communication Services 77 772 71 869 5 903 72 408 72 408 0
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 55 2017/2018 2016/2017 Programme 2 - Final Actual (Over)/Under Final Actual (Over)/Under Institutional Development Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure Programme Support 2 002 1 828 174 1 737 1 737 0 Service Delivery Intervention 41 523 40 047 1 476 38 841 38 840 1 Total Programme 2 Institutional 241 167 227 157 14 010 209 239 209 239 0 Development
The total expenditure of the programme was R227 million against the budget appropriation of R241 million. The under-spending of R14 million is as a result of a significant amount of accruals, which are the invoices that were supposed to be paid by year end; however this could not materialise.
Furthermore, the compensation of employees’ budget could not be totally spent due to the incomplete processes of the structure.
14.3. Programme 3: Policy and Governance
The Policy and Governance Programme is responsible to: 1) Lead, facilitate, coordinate and support the active advancement of gender equality, women’s empowerment, youth development and the rights of persons with disabilities, older persons and military veterans. 2) Support the Premier and the Executive Council with policy advice and support, international and inter- governmental relations, and integrated cooperative governance. 3) Lead, facilitate, coordinate and support the implementation of the Integrity Management Programme in the GCR. 4) Drive province-wide outcomes-based planning, performance monitoring and evaluation, to improve government performance towards enhanced service delivery and GCR development impacts / outcomes. 5) Lead planning for sustainable development in the Gauteng City Region. 6) Due to the transversal nature of the Policy and Governance Programme, it leads delivery against four of the Office of the Premier’s strategic goals and their aligned strategic objectives:
Goal 1: Driving greater policy and planning coherence in government and the achievement of service delivery outcomes. Strategic Objective: Effective coordination and management of the Executive Council Cluster System (shared with Programme 1).
Strategic Objective: An integrated policy and planning regime for the Gauteng City Region.
Strategic Objective: Improved service delivery in key priority areas through ongoing monitoring and reporting.
Strategic Objective: Improved customer satisfaction with service delivery.
Goal 2: Building a transformed Gauteng public service with the capacity to drive change and modernisation. Strategic Objective: A public service driven by integrity and ethics. Strategic Objective: Effective governance and administration supported through improved outcomes-based planning, monitoring and evaluation.
Goal 4: Forging strategic partnerships that advance the National and Provincial development agenda both locally and internationally. Strategic Objective: Regional and International partnerships that enhance the achievement of the GCR and TMR agenda.
Strategic Objective: Intergovernmental relations that support cooperative governance in the GCR.
Goal 5: Advancing gender equality, women’s empowerment, youth development and the rights of persons with disabilities, older persons and military veterans and promoting socio-economic inclusion. Strategic Objective: Realisation of the rights and qualitative equity of target groups across the GCR.
The Policy and Governance Programme covers the work of the following Sub-Programmes: 1) Special Projects: GEYODI and MVO, including Tshepo 1 Million - to lead, facilitate, coordinate and support
56 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 the active advancement of gender equality, women’s empowerment, youth development and the rights of persons with disabilities, older persons and military veterans. 2) Intergovernmental Relations, including Service Delivery and Integrity Management - to support the Premier and the Executive Council with policy advice and effective management of international relations and inter- governmental relations, including the implementation of the Integrity Management Programme in the GCR. 3) Cluster Management – to support the Premier and the Executive Council with policy advice; and the strategic coordination and management of the Executive Council Cluster system. 4) Planning, Performance Monitoring and Evaluation – to lead integrated planning for sustainable development in the Gauteng City Region; and to drive province-wide outcomes-based planning, performance monitoring and evaluation and systems, to improve government performance towards enhanced service delivery outcomes and GCR development impacts.
14.3.1a. Sub-Programme: GEYODI and MVO, including Tshepo 1 Million
Purpose To lead, facilitate, coordinate and support the active advancement of gender equality, women’s empowerment, youth development and the rights of persons with disabilities, older persons and military veterans.
Strategic objectives Realisation of the rights and qualitative equity of target groups across the GCR.
Service delivery objectives and indicators The following key performance indicators have been used to assess performance in the unit: • Consolidated annual report on the assessment of the level of compliance to universal design and access by GPG Departments, with corrective measures, produced. • The number of assessment on the level of alignment of GEYODI and MVO policies with sector policies, Departmental strategic plans, budget and programmes. • Percentage of GPG procurement budget spent on targeted groups. • Number of Military Veterans accessing socio economic opportunities. • Number of Commemorative days facilitated from targeted groups reached.
Strategic objectives, performance indicators, planned targets and actual achievements An Access Audit has been under-taken to appraise defined areas of the existing buildings to assess the extent of accessibility to services and facilities and propose the extent of works required to improve the current facilities in accordance with the definitions of universal design and access. The audit considers the needs of people with mobility impairments (including wheel-chair users) and sensory impairments. The audit identified physical barriers to access against pre-determined criteria. The audit should be treated as the starting point of an ongoing access plan, constantly updated by the committee. The Office of Premier established the Universal Design and Access Reference Group which will contribute experienced and multidisciplinary advice to the Gauteng City Region officials. The civil society organisations of persons with disabilities and professionals in this reference group will work collegially with Gauteng City Region officials to design a truly radical spatial transformation to achieve a universally accessible Gauteng City Region.
The assessments conducted found a level of alignment and a high degree of mainstream inclusion of the targeted groups in each of the 14 Departmental policies, strategic plans and programmes with the GPG policies on the rights of each of the targeted groups. This and the use of a human rights and developmental approach in the programmes targeting each marginalised group (youth, women, persons with disabilities, older persons, military veterans) gives us more confidence that all members of each of the targeted groups will soon be able to access an appropriate and equitable share of the Province’s services.
As a way of celebrating the achievements of women in the Province and the strides made towards women’s emancipation, the Gauteng Premier, Mr David Makhura addressed the Gauteng Women’s Excellence Award ceremony held on International Women’s Day on 8 March 2018. The Women’s Excellence Award was launched as a platform dedicated to recognising outstanding leadership, inspiration, vision, and innovation in organisations and individuals that have stepped up and shaped women’s roles within the private and public sectors.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 57 will that place in systems put to Comments on Deviation The OoP will be tracking the total spend tracking The OoP will be and systems Deliverology the through e-Gov. and Treasury engaging with Gauteng to ring-fence commodities to give a directive companies owned through to be procured with by women and entrepreneurs disabilities. The database base will be developed in the 2018/19 financial year None ensure proper recording of attendees. recording proper ensure None None The indicator was removed in the APP the in removed was indicator The during the adjustment period as it proved difficult well as number a reflects that database Deviation from Deviation planned target to A ctual chievement 2017/2018 for The Department of Agriculture exceeded The Department of Agriculture due to the target with 25.03% reached being youth owned by businesses more used. Departments do not use women-owned out sourcing in optimally companies services. None of the departments have achieved this goal. between within and of coordination Lack the percentage departments to improve spend on entrepreneurs of procurement with disabilities. as contact details of Military Veterans that has accessed socio-economic opportunities was not developed in the 2017/18 financial year A None None None No proper systems or process in place in process or systems proper No properly that all attendees are to ensure recorded. A ctual chievement 2017/2018 10.5% youth procurement 10.5% youth procurement spend; 21.07% women spend; 1% procurement disability procurement spend 0 military veterans military 0 accessing socio-economic opportunities Consolidated annual on the assessment report of the level compliance to universal design and access by GPG departments compiled Four (4) Commemorative Days facilitated Four (4) Quarterly on the assessment report level of compliance and alignment to policies by the GPG departments was municipalities and completed 30 000 people were 30 000 people were targeted from reached groups arget Planned T 2017/2018 10% youth spend; procurement 30% women spend; procurement 5% disability spend procurement 500 military veterans accessing socio-economic opportunities Consolidated annual on the report assessment of the level of compliance to universal design and access by GPG Departments, with measures, corrective in Q4 produced Four (4) Commemorative Days facilitated Four (4) quarterly assessments on level of alignment GEYODI and MVO Policies aligned to Sector policies, Departmental Strategic plans, budget and programmes 60 000 people from 60 000 people from targeted groups reached A ctual A chievement 2016/2017 New indicator New indicator Concept document developed New indicator New indicator 50 000 people targeted from reached groups A ctual A chievement 2015/2016 - - New indicator - - New indicator TS H E P O 1 M I LL ON A ctual A chievement 2014/2015 ------, I N C LU DI G , AN D MVO O DI Performance Indicator Percentage of GPG procurement of GPG procurement Percentage budget spend on targeted groups Number of military veterans accessing socio-economic opportunities on Consolidated annual report the assessment of level and universal design compliance to access by GPG Departments, with produced measures, corrective Number of Commemorative Days facilitated Number of assessments on level of alignment GEYODI and MVO Policies with Sector policies, Departmental Strategic plans, budget and programmes Number of people from targeted Number of people from awareness through reached groups access to raising to increase Government services ub-programme: G E Y / S ub-programme: Programme S trategic O bjective Realisation of the rights Realisation of and qualitative equity of the across target groups GCR
58 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None.
Changes to planned targets The following indicators were revised in the adjustment period for the Annual Performance Plan for 2017/18 Financial year:
• GEYODI&MVO&I provincial framework developed and approved o Target as per Q2: Draft 2 of the GEYODI&MVO&I framework developed o Achievement as at Q2: The Targeted Groups (GEYODIMVO) policy framework has been completed o Variance as at Q2: No variance o Reason for variance: N/A
• Military Veterans (MV) Strategy developed and approved o Target as per Q2: Draft Military Veterans Strategy developed and consulted o Achievement as at Q2: Draft Military Veterans Strategy not developed and consulted o Variance as at Q2: The Military Veterans Strategy was not developed and consulted o Reason for variance: The OoP’s Executive Management team took a resolution to revise the indicator during the adjustment period to address the implementation of the Gauteng Military Veterans Strategy as this was already developed
• Gauteng Migration Desk established o Target as per Q2: Draft Provincial Migration Strategy developed and consulted o Achievement as at Q2: Gauteng Migration Desk Draft Provincial Migration Strategy was not developed and consulted o Variance as at Q2: The Provincial Migration Strategy was not developed and consulted o Reason for variance: The Executive Management Team decided not to develop a strategy before the establishment of the Gauteng Migration Desk and building its capacity. It was also decided that no new policies will be developed during this administration
• Gauteng LGBTI Desk established o Target as per Q2: LGBTI Provincial forum established with terms of reference o Achievement as at Q2: LGBTI Provincial forum established and Terms of reference developed o Variance as at Q2: No variance o Reason for variance: N/A
Replaced by “Number of military veterans accessing socio-economic opportunities” and “Number of assessments on level of alignment of GEYODI & MVO Policies with Sector policies, Departmental Strategic plans, budget & programmes”
A decision was taken at the Executive Management Team that the GEYODI National Policies and regulations provides clear directives in terms of what provinces should implement for the GEYODI Groups, including the commemorative days that have been prescribed. The provinces are supposed to implement these policies and ensure that they have programmes/plans of action for these, hence the indicators were removed.
In addition, the revised 2017/18 APP was packaged with the new SMART indicators and targets mainstreamed throughout to address the Auditor General’s observations in the regularity audit for the 2016/17 financial year. In addition, there was a need to align some of the targets to the Deliverology Targets after the approval of OoP Delivery Plans in 2017.
The Sub-Programme - GEYODI and MVO, including Tshepo 1 Million was also moved from Programme 2 to Programme 3 where its budget is located.
14.3.1b. Tshepo 1 Million
Purpose To lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR, including the active advancement of gender equality, women’s empowerment, youth development and the rights of persons with disabilities, older persons and military veterans.
Strategic objectives Realisation of the rights and qualitative equity of target groups across GCR.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 59 Service delivery objectives and indicators The following key performance indicators have been used to assess performance by the unit: • Number of economically excluded young people accessing training and skills development linked to verifiable market demand via the Tshepo 1 Million programme. • Number of economically excluded young people accessing paid work done on a temporary basis aimed at developing work experience and/or sector specific skills via the Tshepo 1 Million programme. • Number of economically excluded young people accessing paid work on a long-term, full-time contract at or above sectoral minimum for fulltime work in the sector in question, preferably permanent. • Number of economically excluded young people enabled and assisted to establish and operate a new enterprise/ franchise.
Strategic objectives, performance indicators, planned targets and actual achievements Across the Tshepo 1 Million programme channels in the 2017/18 financial year, 87 608 young jobseekers were assisted by the programme to measurably improve their employability/ economic participation and access to sustainable livelihoods.
On Pillar 1 (demand-led learning), 90% of the target number was achieved, but not 100% due to delays in rolling out the mass digital learning system in township libraries and other sites accessible to economically excluded young people. This will allow the programme to make up the numbers in the subsequent financial years. On Pillar 2 (temporary employment), achievement was significantly below target, largely due to delays in activating EPWP channels. The partnership with the presidential Youth Employment Service (YES) programme to generate short-term work experiences funded by corporate partners incentivised by the B-BBEE scorecard level-up will contribute significantly.
On Pillar 3 (long-term employment), achievement exceeded target by over 100%, drawing on the success of the Harambee Clearing House partnership in placing young jobseekers in various categories of long-term roles across the private sector in Gauteng. This will be further enhanced by the ongoing work of the Sector Action labs.
On Pillar 4 (self-employment), achievement was significantly below target due to procedural delays concluding financing and value-chain integration with the corporate partnerships targeted for contribution of opportunities over the period under review. This pipeline of partnerships will be realised in the next financial year, alongside wider opportunity channels linked to the partnership with the Chief Executive Officer (CEO) Initiative (via the YES programme) and the Gauteng Provincial SMME Clearing House.
60 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 series target 2 modules new Pillar to (other significant sectors most contribute the specific The mass digital learning system in 2018 March week of last in (launched Sebokeng) will be a further scale enabler public 100 of minimum a targeting – wide, at which library sites province Microsoft access can jobseekers young K53 prep, Thint’Imillion, matric rewrite and work-seeker support/ bridging prep, for None added linked to specific opportunities). The system will also be deployed as being part of the container micro-malls deployed as part of the partnership with the YES programme. to This will amply allow the programme on this target before make up ground the close of political term. The formal partnership with the Youth Employment Service (YES) programme provides Comments on Deviation (this is also being integrated into other corporate partnerships, e.g. COFESA) With the mass digital learning system now available, the EPWP-plus-learning model can now be implemented. Gauteng@work addition, the In a dedicated provides programme channel of EPWP opportunities linked This to developmental programmes. of worth million R19 with link will by MerSETA funds approved programme to place operators and technicians with into work- vocational backgrounds experience roles. of opportunity channels. 12 month This partnership can provide work experience placements, which can significantly A ctual Harambee experience and scale The initial target was set assuming 24 000- plus training placements to be achieved by mass digital learning implementing the Tshepo with collaboration in 3, or 2 Quarter in system using the installed the City of Johannesburg unutilised lab sites in 12 libraries but currently developed as part of the (now discontinued) This Programme. Massive Open Online Varsity collaboration, as at year end was still being negotiated. The 73 991 young jobseekers trained this year underwent work-seeker support/ work data strong a with process a training, readiness promotes / evidence history showing it directly employability. Accelerator contributes as a key Youth Sectoral initiatives such as partner. programme (BPO) Action Outsourcing the Business Process also starting to bear fruit. Lab are The targets under this pillar are based in a The targets under this pillar are GPG large part on historical contributions from departments (private sector opportunities are only designed as a top-up). historical the of overwhelming majority The Youth National EPWP/ from was contribution Service placements, and these alone do not transitional for higher standards meet the new, funded learnerships and placements (SETA internships cannot contribute numbers of this magnitude - only 35k-40k learnerships are nationally). awarded with has been reached In-principle agreement EPWP on how to add mass digital learning these raise to EPWP to training vocational and but this was opportunities to new standards, partially end, year before operationalised not because mass digital learning was still in testing phase. is operating at a This sub-programme rapid pace, in a large part due to the more significant Deviation from planned target to from Deviation 2017/2018 for A chievement 73 991 5 464 8 012 A ctual A chievement 2017/2018 arget 80 000 80 000 4 000 Planned T 2017/2018 New indicator New indicator New indicator A ctual A chievement 2016/2017 - - - A ctual A chievement 2015/2016 TS H E P O 1 M I LL ON - - - A ctual A chievement 2014/2015 , I N C LU DI G , specific AN D MVO sector O DI and/or Pillar 2: Number of economically excluded young people accessing a temporary paid work done on basis aimed at developing work experience Pillar 1: Number of economically excluded young people accessing training and skills development linked to verifiable market demand skills Pillar 3: Number of economically excluded young people accessing paid work on a long-term, full- time contract at or above sectoral minimum for full time work in the sector in question, preferably 1 Million permanent Tshepo Performance Indicator ub-programme: G E Y / S ub-programme: Programme S trategic O bjective
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 61 financial 2017-18 the from year will contribute, the pipeline of Pillar increased also be will 4 opportunities components: 3 key programme through franchising Self-employment/micro linked to partnership with YES. contractors as part of the Young Gauteng@work programme. Additional micro-franchising opportunities linked to the various corporate partnerships, enhanced and supported by the Kasi Unlimited initiative and the SMME clearing house – this will also draw in support from Gauteng DED, GPT by run programmes and Gauteng Social Development. Comments on Deviation While the committed opportunities remaining year. A ctual financial the of end the by The 222 self-employment opportunities self-employment 222 The the Smart Start ECD through were created programme. micro-franchise centre Coca-Cola Beverages The commitments from and Big Save to South Africa, L’Oreal, as self-owned empower micro-distributors to empower Hollard mini companies, from self-employed technicians linked to township Bosch and Broll panel beaters, and from and to empower self-employed repairers technicians, could not be converted into placements Deviation from planned target to from Deviation 2017/2018 for A chievement This was mainly due to ongoing diligence by financial partners and other funders. 222 A ctual A chievement 2017/2018 arget 1 000 Planned T 2017/2018 New indicator A ctual A chievement 2016/2017 - A ctual A chievement 2015/2016 TS H E P O 1 M I LL ON - A ctual A chievement 2014/2015 , I N C LU DI G , AN D MVO O DI Pillar 4: Number of economically excluded young people enabled and a to establish and operate assisted new enterprise/ franchise Performance Indicator ub-programme: G E Y / S ub-programme: Programme S trategic O bjective
62 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 14.3.2a. Sub-Programme: Intergovernmental Relations
Purpose To support the Premier and the Executive Council with policy research support in terms of international relations and inter-governmental relations.
Strategic objectives 1) Regional and International partnerships that enhance the achievement of the GCR and TMR agenda. 2) Intergovernmental relations that support cooperative governance in the GCR.
Service delivery objectives and indicators 1) Number of assessments on progress in the implementation of International Relations Strategy. 2) Number of structured international relations engagements coordinated to promote the TMR and African Agenda. 3) Number of consolidated reports on resolutions impacting on the province from Intergovernmental
Relations meetings. Strategic objectives, performance indicators, planned targets and actual achievements
The implementation of the International Relations Programme as adopted by the Provincial Executive Council requires bi-annual and consistence reviews to promote a developmental impact. Bi-annual reviews were conducted in 2017/2018. This assists in ensuring that measurable input and prioritisation supports the implementation of the International Relations Programme. The organised and high level structured engagements further support this approach to clearly defined partnerships and corporations with the diplomatic communities and their Gauteng City Region counterparts.
The process of outgoing and incoming international engagements has also led to project initiation to ensure the implementation of the existing agreement and this will form part of the 2018/19 International Relation Programme.
Bi-annual information from departments and government agencies is tracked and consolidated into a report that is submitted to the Executive Council for consideration and approval. The consolidated information reflects the status of the implementation of provincial international relations commitments in line with the implementation of the provincial international relations programme. The overall implementation of commitments has reflected provincial engagement follow up per regions (Africa, Europe, the Americas, Asia Oceania and the Middle East). The follow up on the commitments identified range from the promotion of trade and investment opportunities, social partnerships in the areas of education, training and development and people to people relations, and further implementation on the international commitments will be follow up in the financial year 2018/2019.
MMC-MEC and MINMEC reports received from departments were analysed to identify key issues that have an impact on the Provincial Government towards the development of reports that were tabled to the Executive Council for consideration. In addition, reports were prepared on engagements held with North West Province towards the resolution of matters affecting the communities from Mabopane, Winterveldt and Garankuwa, as well as on industrial parks.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 63 Comments on Deviation None None None Deviation from from Deviation planned target to actual achievement 2017/2018 for None None None chievement A ctual chievement 2017/2018 Two (2) assessment reports on (2) assessment reports Two in the implementation of progress the IR Strategy Four (4) high-level engagements coordinated Four (4) consolidated reports Four (4) consolidated reports impacting on the on resolutions Intergovernmental from province Relations meetings arget 2017/2018 Planned T Two (2) assessment reports on (2) assessment reports Two in the implementation of progress the IR Strategy Four (4) high-level engagements coordinated Four (4) consolidated reports Four (4) consolidated reports on the impacting on resolutions Intergovernmental from province Relations meetings A ctual A chievement 2016/2017 Revised indicator Revised indicator Revised indicator A ctual A chievement 2015/2016 - - - A ctual A chievement 2014/2015 - - - Performance Indicator Number of assessments on in the implementation progress of International Relations Strategy Number of structured structured of Number international relations to engagements coordinated the TMR and African promote Agenda Number of consolidated reports Number of consolidated reports impacting on the on resolutions Intergovernmental from province Relations meetings elations (including S ervice R elations (including Intergovernmental Delivery) / S ub-programme: Programme S trategic O bjective Regional and International partnerships that enhance the achievement of the GCR and TMR agenda Intergovernmental Relations that support cooperative governance in the GCR
64 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None.
Changes to planned targets None.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
2017/18 INTERNATIONAL OUTWARD BOUND TRIPS UNDERTAKEN BY THE OFFICE OF THE PREMIER No. Complete Names Title/Position Institution and Outcome Australia: 29 March -08 April 2017 1. Ms Marie-Louise Moodie DDG: Executive Support and Stakeholder • To honour the extended Special Visitor’s Programme invitation for the Management Premier by the Australian Government. The Delegation was led by the 2. Ms Charlotte Dube Chief of Staff MEC for Roads and Transport, Dr Ismail Vadi. • To promote trade, investment, tourism, people to people and 3. Mr Mduduzi Mbada Special Advisor to the Premier developmental opportunities for the Gauteng Province and South Africa. Engagements held with the following institutions and governments: • The Federal Government representatives of New South Wales (Sydney), Victoria (Melbourne) and the Canberra (as the Capital Territory of Australia) • Business Representatives • Academia • Social Groups • Think Tanks • New South Wales Centre for Road Safety Italy: 22 - 28 May 2017 1. Mr Tebogo Phadu Director Research (Premier’s Speech Writer) Supported the delegation led by the MEC Mayathula Khoza to effect 2. Ms Matsie Seritsane Chief Director Executive Support and mutual commitments made between Reggio-Emilia Municipality, Emilia Stakeholder Management Romana Region and the Gauteng Province to follow up on previous engagements that were initiated during the October 2017 Summit. Ghana: 28 -31 May 2017 1. Mr David Makhura Gauteng Premier • To strategically promote and secure trade and investment 2. Mr Mduduzi Mbada Special Advisor to the Premier opportunities in Ghana and engage Government, the Business community and academia in Greater Accra. 3. Ms Marie-Louise Moodie Deputy Director-General: Executive Support • Outcome was the proposal that a MoU be signed between the and Stakeholder Management Gauteng Province and Greater Accra in 2018. 4. Ms Charlotte Dube Chief of Staff 5. Ms Phumla Sekhonyane Premier’s spokesperson 6. Mr Thabisa Petra Premier’s VIP Protector Nigeria: 31 May - 02 June 2017 1. Mr David Makhura Gauteng Premier • To deepen, strengthen and consolidate at provincial level, the 2. Mr Mduduzi Mbada Special Advisor to the Premier collaboration, friendly cooperation and bilateral relations between the Nigeria and South Africa with the Federal Capital Territory 3. Ms Marie-Louise Moodie Deputy Director-General: Executive Support Administration of Lagos. and Stakeholder Management • To promote trade and investment opportunities. 4. Ms Charlotte Dube Chief of Staff • Representatives of the Federal Capital Territory Administration of 5. Ms Phumla Sekhonyane Premier’s spokesperson Lagos participated in the 2017 Gauteng Trade and investment 6. Mr Thabisa Petra Premier’s VIP Protector Seminar. Canada, Montreal: 16 - 23 June 2017 1. Mr David Malemolla Makhura Gauteng Premier • To attend the 12th Metropolis World Congress. 2. Mr Mduduzi Mbada Special Advisor to the Premier: Policy and • To engage with the following stakeholders: Governance - Business Representatives - Academia 3. Mr Rashid Seedat Head Gauteng Planning Division - Social Groups 4. Ms Marie-Louise Moodie DDG: Executive Support and Stakeholder - Think Tanks Management 5. Ms Charlotte Dube Chief of Staff The Premier was nominated as Co-President of Metropolis, Governance 6. Ms Phumla Sekhonyane Premier’s Spokes person and Climate Change issues. 7. Mr Njabulo Sithebe Special Advisor to the Premier: Economics 8. Mr Mpho Nawa Head of the Metropolis Co-President’s Office Brazil, Sao Paolo: 11 -12 September 2017 1. Mr David Makhura Gauteng Premier To engage government and the private sector on trade and investment 2. Mr Mduduzi Mbada Special Advisor to the Premier opportunities in key sectors including the following: • Agriculture and agro-processing 3. Mr Njabulo Sithebe Special Advisor to the Premier • Capital Equipment and 4. Mr Rashid Seedat Head Gauteng Planning Division • Financial services 5. Ms Marie-Louise Moodie Deputy Director-General: Executive Support and Stakeholder Management 6. Ms Phumla Sekhonyane Premier’s Spokesperson 7. Ms Charlotte Dube Chief of Staff 8. Mr Samuel Mosia Protector
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 65 No. Complete Names Title/Position Institution and Outcome United States, California - San Francisco and the Silicon Valley :18 - 20 September 2017 1. Mr Njabulo Sithebe Special Advisor on economy Participate in an outbound mission led by the MEC for Economic 2. Mr Rashid Seedat Head Gauteng Planning Division Development: • To engage stakeholders in the ICT sector, Silicon Valley including promotion of Foreign Direct Investment and Tourism opportunities.
A Partnership Forum to be established to promote technology transfer opportunities. United States, New York: 20 - 21 September 2017 1. Mr David Makhura Gauteng Premier • To engage sub-regional Governance on common challenges and 2. Mr Mduduzi Mbada Special Advisor to the Premier opportunities experienced including Climate Change, the New Urban Agenda and spatial planning during the United Nations General 3. Mr Njabulo Sithebe Special Advisor to the Premier Assembly. 4. Ms Marie-Louise Moodie Deputy Director-General: Executive Support • This included engagement with the private sector and promotion of and Stakeholder Management trade and investment by the business representatives. 5. Mr Mpho Nawa Head: Metropolis Support Office 6. Mr Samuel Mosia Protector Partnerships were established on township partnership development and investment opportunities with Greater Harlem. Namibia and Zambia: 29 October - 04 November 2017 1 Mr. Kuvhanganani Patrick Director Strategic Partnerships and Support to the MEC for Economic Development on the promotion of Netshandama, International Relations: Office of the Premier trade and investment opportunities and future bilateral relations with regions in Namibia (Erongo Region, Khomas Region) and Zambia (Greater Accra and Copperbelt). China, Hangzhou: 6-9 December 2017 1. Mr Rashid Seedat Head Gauteng Planning Division To attend the United Cities and Local Government (UCLG) World Council Meeting in Hangzhou, China.
Promote partnerships with various stakeholders on: Climate Change, the New Urban Agenda and promotion for the Gauteng Plans in hosting the Metropolis Annual Congress in August 2018.
14.3.2b. Sub-Programme: Integrity Management
Purpose To provide security leadership, strengthen good governance and enhance integrity across GPG departments.
Strategic objectives A public service driven by integrity and ethics.
Service delivery objectives and indicators 1) Percentage of implementation of the Municipal Ethics Projects. 2) Percentage of corruption cases resolved across the GPG. 3) Percentage of officials found doing business with organs of State disciplined. 4) Percentage of officials found guilty of fraud, corruption and unethical behaviour receiving commensurate sanctions. 5) GPG annual average MPAT rating in Professional Ethics and Fraud Prevention.
Strategic objectives, performance indicators, planned targets and actual achievements Gauteng received 2 083 NACH cases from the Public Service Commission from 2005 to 26 March 2018. A total of 1 950 of the 2 083 NACH cases received by the Province has been resolved. A further 133 cases are still outstanding. The percentage of NACH cases resolved to date is 94% of the total cases.
The Gauteng Municipal project is implemented in collaboration with The Ethics Institute. Key indicators include: the engagement of the Ethics Committee/working group; training for councillors and rules and ethics committees; Ethics officer capacitation; Ethics Maturity Assessment; and Ethics Risk Assessment across 10 municipalities. Sixty (60) % of the programme has been implemented across the municipalities.
The standards for Professional Ethics and Fraud Prevention is in KPA 2: Governance and Accountability. The three standards relating to this area are: Assessment of policies and systems to ensure professional ethics; Assessment of Financial Disclosures; and Anti-Corruption and Ethics Management.
In MPAT 1.7 the standards were enhanced to include ethics infrastructure, training of Ethics Officers, disclosures by non-SMS staff and ethics strategies, information systems and ethics risk assessment. The average preliminary MPAT score for this area is 3.17, which is less than the target of 3.50. The under achievement in the MPAT score is due to the Middle Management Service (MMS), Occupation Specific Dispensation (OSD) officials and other designated group disclosures where the Province did not achieve 100%.
66 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Comments on Deviation The Integrity Management Unit will monitor and support departmental compliance to and Ethics Professional the standards. Fraud Prevention Enhance investigative capacity. None Enhance labour relations Enhance labour relations capacity None non- by disclosures Deviation from planned from Deviation target to actual 2017/2018 for achievement SMS staff and ethics strategies SMS staff information systems and ethics risk assessment. In MPAT 1.7 the standards were were 1.7 the standards In MPAT enhanced to include ethics training of Ethics infrastructure Officers Slow pace of investigation due to inadequate investigative capacity None The non-achievement is due to of of resolution slow pace the disciplinary cases and capacity constraints None guilty doing found found officials officials of of chievement A ctual chievement 2017/2018 GPG average MPAT 1.7 GPG average MPAT Ethics Professional in rating at 3.17 and Fraud Prevention 94% of corruption cases corruption of 94% resolved business with organs of disciplined, as state were supported by Departmental FOSAD reports. This is due to the window period of 12 months that was granted by DPSA had who employees to as companies to either resign of those companies directors as employees of or resign Government. that a requires The directive within Department, of Head 12 months of this directive develop, becoming effective, maintain and communicate a policy on conducting business with the state. on non- Composite reports compliance and sanctions should be submitted to the Minister of DPSA, annually to commence in October 2018 0% 96% of fraud, corruption and unethical behaviour receiving commensurate sanctions 60% implementation of the municipal ethics project found found officials officials arget of of Planned T 2017/2018 GPG average MPAT 1.7 MPAT average GPG Ethics rating in Professional at and Fraud Prevention 3.50 95% of corruption cases resolved 100% 100% doing business with organs with business doing of state disciplined guilty of fraud, corruption and unethical behaviour commensurate receiving sanctions 60% implementation of the of implementation 60% municipal ethics project A ctual A chievement 2016/2017 GPG average 1.6 rating MPAT in Professional Ethics and Fraud at 3.3 Prevention 85% of corruption cases resolved New indicator New indicator - A ctual A chievement 2015/2016 GPG average 1.5 rating MPAT in Professional Ethics and Fraud at 3 Prevention 80% of corruption cases resolved - - - A ctual A chievement 2014/2015 New indicator 51% of corruption cases resolved - - New indicator found found officials officials of of Performance Indicator GPG annual average MPAT rating GPG annual average MPAT Ethics and Fraud in Professional Prevention Percentage of corruption cases Percentage the GPG across resolved doing business with organs of state disciplined guilty of fraud, corruption and receiving behaviour unethical commensurate sanctions Percentage Percentage Percentage implementation of implementation Percentage the municipal ethics project elations (including S ervice R elations (including Intergovernmental Delivery) / S ub-programme: Programme S trategic O bjective A public service driven by integrity and ethics
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 67 Strategy to overcome areas of under-performance None.
Changes to planned targets The following indicators were revised in the adjustment period for the Annual Performance Plan for 2017/18 Financial year:
• Level of Implementation of the Integrity Management Enforcement Unit Establishment Plan (Fraud and Corruption) o Target as per Q2: Integrity Management Enforcement Framework approved o Achievement as at Q2: The Integrity Management Enforcement Framework is currently in the process of being drafted o Variance as at Q2: Integrity Management Enforcement Framework was not approved o Reason for variance: The enforcement unit business case will be finalised in Q3.
• Percentage implementation of annual Batho-Pele work plan in 14 GPG departments, to support change in organisational culture o This is a 2018/19 deliverable, it did not report in the 2017/18 period
• Percentage criminal case investigations finalised o This is a 2018/19 deliverable, it did not report in the 2017/18 period
• Percentage value of assets recovered o This is a 2018/19 deliverable, it did not report in the 2017/18 period
One of the challenges of the fight against corruption is the inadequate resolution and enforcement of investigations, particularly with those cases that need a criminal investigation. The approved Integrity Policy and Framework proposes the establishment of the integrity enforcement function within the Integrity Management Unit. A draft framework to guide the establishment of the function was developed, it will be against this framework that the signing of MOU’s with Law Enforcement agencies will commence. A Gauteng Ethics Advisory Council (GEAC) which is a high level civil-led anti-corruption oversight body was established on 18 October 2017 and publicly launched on 21 November 2017.
In addition, there was a need to align some of the targets to the Deliverology Targets after the approval of OoP Delivery Plans in 2017.
The Sub-Programme - Integrity Management and Service Delivery Compliance was also moved from Programme 2 to Programme 3 where its budget is located.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.3.3. Sub-Programme: Cluster Management
Purpose To support the Premier and the Executive Council with policy advice; support; and the strategic coordination and management of the Executive Council Cluster system.
Strategic objective Effective coordination and management of the Executive Council Cluster System.
Service delivery objectives and indicators 1) Number of Executive Council meeting decision matrices circulated within one (1) week of meeting. 2) Number of reports on questions in the Legislature.
68 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategic objectives, performance indicators, planned targets and actual achievements Through the strategic support provided to the Executive Council System, the conceptualisation to formulation of cabinet submissions towards achieving the TMR has been strengthened across the Gauteng Provincial Government and the Gauteng City Region. The key approach and principle to analysis of submissions and capturing of decision matrix has been to analyse the policy intent of matters referred to the Executive Council for accelerated decision-making. This has resulted in a more coordinated approach to policy development, decision making and integrated service delivery.
During the 2017/18 financial year, thirty-nine (39) decision matrixes (records of resolution) were produced. These included decision matrixes for the following meetings: The Executive Council; The Agenda Setting Executive Council; Executive Council Makgotla; HOD Forum; HOD Forum Makgotla; Premier’s Coordination Forum; Governance and Planning Cluster Subcommittee and its Technical Committee; Social Cluster Subcommittee and its Technical Committee; Economic Cluster Subcommittee and its Technical Committee; Executive Council Infrastructure Subcommittee; Executive Council Subcommittee on Health and its Technical Committee; Executive Council Sub-committee on SMME: Technical; Gauteng Aids Councils; and Gauteng Ethics and Anti-Corruption Advisory Council.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 69 after finalised be will report Comments on Deviation None The inclusion of the outstanding questions A ctual Deviation from Deviation planned target to 2017/2018 for A chievement None staffed been not has unit The for over 12 months hence the in the analysis lack of progress Questions of Legislature A ctual chievement 2017/2018 Four (4) quarterly Executive Council meeting decision matrixes, and one (1) Annual consolidated Executive Council decision matrix compiled. Only one (1) Quarterly Report Questions on Legislature compiled arget Planned T 2017/2018 Four (4) quarterly Executive Council meeting decision matrices, and one (1) Annual consolidated Executive Council decision matrix Four (4) quarterly trend analysis A ctual A chievement 2016/2017 Four (4) quarterly Executive Council decision meeting (1) matrixes, and one consolidated Annual Executive Council decision matrix Four (4) quarterly analysis trend A ctual A chievement 2015/2016 New indicator Four (4) quarterly analysis trend A ctual A chievement 2014/2015 - New indicator Performance Indicator Number of Executive Council meeting decision matrices circulated within 1 week of meeting Number of reports reports of Number on questions in the Legislature ub-programme: Cluster M anagement / S ub-programme: Programme S trategic O bjective Effective coordination coordination Effective the of management and Executive Council Cluster System
70 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None.
Changes to planned targets None.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.3.4. Sub-Programme: Planning, Performance Monitoring and Evaluation
Purpose 1) To lead integrated planning for sustainable development in the Gauteng City Region; 2) To drive province-wide outcomes-based planning, performance monitoring and evaluation and systems to improve government performance towards enhanced service delivery outcomes and GCR development impacts.
For ease of use, the performance data for this sub-programme is presented as follows: 1) Gauteng Development Planning (GCR Planning Division) 2) Deliverology Support Unit 3) Performance Monitoring and Evaluation
14.3.4a. Sub-Sub-Programme: Gauteng Development Planning (GCR Planning Division)
Strategic objective An integrated Policy and Planning regime for the Gauteng City Region.
Service delivery objectives and indicators 1) Number of regional spatial development policies approved. 2) Quarterly reports on the implementation of the Gauteng Integrated Infrastructure Master Plan (GIIMP). 3) Progress towards the completion of the Greater Lanseria Master Plan. 4) Number of GCR Integrated Infrastructure Master Plan Priority Project Plans assessed against generally accepted project management principles. 5) Number of research papers to support TMR (Radical Economic, accelerated Social and Transformation of State and Governance). 6) Multi-year assessment of the Gauteng Spatial Development Framework (GSDF) 2030. 7) Multi-year longitudinal research study conducted.
Strategic objectives, performance indicators, planned targets and actual achievements Throughout the financial year, the Gauteng Planning Division (GPD) continued with ongoing engagements with municipalities and sector departments as part of the implementation of the different components of the GCR Implementation Plan in terms of the Spatial Planning and Land Use Management Act (SPLUMA). The GCR Implementation Plan for the SPLUMA Implementation Plan provides an opportunity for an inclusive, equitable spatial and land regulatory environment that builds towards decisive spatial transformation.
Work on the Mining Belt Regional Spatial Development Policy began during the financial year, to deal with inherent spatial fragmentation in this region. Once finalised, this policy will provide a common spatial vision for the north and south of the Province and provide guidance for planning and investment initiatives in these areas. Work also began towards the development of the Vaal River Regional Spatial Development Policy, which will enhance integrated planning for the Southern Corridor, with an active participation of the neighbouring provinces and across the border local municipalities.
The GPD also supported the Mid-Year Budget and Built Environment Performance Plan (BEPP) review for the 3 Metropolitan Municipalities hosted by National Treasury, where the GPD established the Tri-Metro Joint Planning Task Team, to allow for cooperative planning between the main cities in the GCR. The BEPP is a spatial transformation plan that provides for an opportunity to plan for the alignment of the various build environment grants within a municipal space thus improving the integrated planning and implementation of urban investments.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 71 The Geographic Information System (GIS), since it went ‘live’, continues to play a pivotal role in supporting sector department and municipalities, as well as decision making in policy work such as the Mining Belt and assessment of sector plans against the Gauteng Spatial Development Framework (GSDF) 2030.
The GDH, GDHS and GDE have been assessed for alignment with GSDF 2030 and municipal plans. This project allows for identification of the levels of alignment or misalignment with the overarching spatial policy for Gauteng. This will assist in gauging the impact of GSDF 2030 on sectoral spatial policy development and to provide guidance on possible areas of alignment to ensure an achievement of a common spatial vision for the GCR.
Research work was undertaken on the following focal areas: 1) State of youth in Gauteng, which will also continue into the next financial year; 2) Scenario Planning exercise for the Gauteng City Region; 3) Three papers on the Logistics, Energy and Pharmaceuticals sectors focused on the SADC, and South Africa and Gauteng have been written about and presented and discussed at the South Africa/Italy Indaba; 4) One research paper looking at Leaders of the Future and the skills set that will be required of future leaders in Gauteng based on the demands of particular sectors is currently underway; 5) The Impact of Lifestyle Diseases on the Public Sector in Gauteng.
The GPD supported the GPG in the implementation of the Memorandum of Understanding between GPG and Higher Education Institutions, by facilitating and engaging with Vice Chancellors to look at areas of mutual collaboration on topics such as innovation, sustainability, and governance. This partnership constitutes an important milestone for building strong partnerships between institutions of learning and government, thus enhancing research, evidence-based policies and innovation in the GCR.
During the period under review, the infrastructure coordination units in the GPD, GDID and Provincial Treasury worked on numerous initiatives to ensure a common approach toward infrastructure coordination in the Province. Some of these initiatives included the compilation of the Consolidated Infrastructure Project Register and assistance on formulating the I-Lab concept.
In previous financial years the GPD introduced the assessment of project in terms project management principles. This work is aimed at reflection and drawing lessons for project managers on project management issues, using case studies of actual projects. In this financial year the following projects were assessed in terms project management principles: • Boipatong Memorial and Youth Centre; • Atteridgeville Library; • Gauteng Provincial Archives and Records Management Centre; • Curtis Nkondo School of Specialisation.
Notably, the Southern Corridor Regional Implementation Plan was completed. The plan prioritises catalytic infrastructure projects and provides a clear implementation plan over the medium term in the Southern Corridor.
72 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Comments on Deviation None None None None None None None Deviation from Deviation planned target to A ctual A chievement 2017/2018 for None None None None None None None A ctual chievement 2017/2018 plans (Human (3) provincial Three Settlements, Education, Health) assessed for alignment with the GSDF 2030 approved on the Four (4) quarterly reports implementation of the GCR IIMP by the Head of GPD approved Plans Four (4) GCR IIMP Priority Project assessed against Generally Accepted Management Principles Project papers to support Four (4) research TMR completed for the Greater of Reference Terms Lanseria Master Plan completed study commissioned in research Draft 2017/18 spatial One (1) draft regional development policy developed (Mining Belt RSDP) arget Planned T 2017/2018 plans (3) provincial Three assessed for alignment GSDF the approved with 2030 Four (4) quarterly reports on the implementation of the GIIMP submitted to Exco Four (4) GCR IIMP Priority Plans assessed Project against Generally Accepted Project Management Principles papers (4) research Four to support TMR (Radical Economic, Accelerated of Social, Transformation State and Governance Lanseria Master Greater Reference of Terms Plan completed One (1) draft research study commissioned One (1) draft regional Spatial Development Policy developed (Mining Belt RSDP) A ctual A chievement 2016/2017 (3) provincial Three plans and 11 MSDFs assessed for alignment with GSDF 2013 approved of GCR Annual review IIMP implementation plan Eight (8) Apex Project Plans assessed against PMBOK Framework (2) research Two studies to support radical economic transformation Draft Regional Spatial Development Perspective study One (1) research to support TMR (2) regional Two Spatial Development Policies developed A ctual A chievement 2015/2016 GSDF 2030 Approved Draft Submission of GIIMP Phase 2 to GICC New indicator research (2) Two support in studies of planning for the GCR, aligned to the Pillar the Ten NDP, and Programme Urban Innovation New indicator One (1) Longitudinal in study Research planning of support for the GCR, aligned the Ten to the NDP, and Pillar Programme Urban Innovation New indicator chievement A ctual chievement 2014/2015 New indicator New indicator - New indicator - New indicator - Performance Indicator Multi-year assessment of the Gauteng Spatial Development Framework (GSDF) 2030 Number of reports on the Number of reports implementation of the GIIMP Number of GCR Integrated Master Plan Infrastructure Plans assessed Priority Projects against Generally Accepted Management Project Principles papers Number of research to support the TMR (Radical Economic, Accelerated Social of State and Transformation and Governance) the towards Progress completion of the Greater Lanseria Master Plan Multi-year Longitudinal study conducted research Spatial Number of regional Development Policies approved An integrated Policy and for the Planning regime Gauteng City Region ub-Programme: Gauteng Development Planning (GC R Division) Gauteng Development / S ub-Programme: Programme S trategic O bjective
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 73 Strategy to overcome areas of under-performance None.
Changes to planned targets The following indicators were revised in the adjustment period for the Annual Performance Plan for 2017/18 Financial year:
• Legislation for the institutionalisation of the Gauteng City Region o This was only reporting in quarter 4
• Number of provincial plans and municipal spatial development frameworks (MSDFs) assessed for alignment with Gauteng Spatial Development Framework 2030 o This was only reporting in quarter 3 and quarter 4
• Number of municipal land use schemes developed o Target as per Q1: Terms of reference developed o Achievement as at Q1: Terms of Reference for the Development of a Land Use Scheme for the Rand West Local Municipality finalised o Variance as at Q1: No variance o Reason for variance: N/A
• Research to support economic development plan completed o Target as per Q1: Terms of Reference for research papers completed o Achievement as at Q1: Terms of Reference for two economic research papers developed: a. Scenario Planning for the GCR b. Comparative studies on Italy – South Africa o Variance as at Q1: No variance o Reason for variance: N/A
• Research to support social transformation agenda completed o Target as per Q1: Terms of Reference for research papers completed o Achievement as at Q1: Two Terms of Reference developed and approved: a. The impact of lifestyle diseases on the public health sector in Gauteng b. Gender based views on domestic violence o Variance as at Q1: No variance o Reason for variance: N/A
• Research to support TMR completed o Target as per Q1: Terms of Reference for research study developed o Achievement as at Q1: Terms of Reference for a longitudinal study developed and approved - The State of Youth in Gauteng o Variance as at Q1: No variance o Reason for variance: N/A
Replaced by “Multi-year assessment of the Gauteng Spatial Development Framework (GSDF) 2030”; “Number of research papers to support the TMR (Radical Economic, Accelerated Social and Transformation of State and Governance)”; and “Multi-year Longitudinal research study conducted”
In addition, the revised 2017/18 APP was packaged with the new SMART indicators and targets mainstreamed throughout to address the Auditor General’s observations in the regularity audit for the 2016/17 financial year.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.3.4b. Sub-Sub-Programme: Deliverology Support Unit (GCR Planning Division)
Purpose Accelerate and improve service delivery of prioritised areas working with mandated departments in the province.
Strategic objective Improved service delivery in key priority areas through ongoing monitoring and reporting.
74 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Service delivery objectives and indicators 1) Percentage of trajectory targets achieved in Apex Priority Departments. 2) Percentage of trajectory targets achieved in Secondary Priority Departments.
Strategic objectives, performance indicators, planned targets and actual achievements In the year under review, departments have supported the Delivery process by institutionalising Deliverology. This was done by Deliverology forming part of management discussions and strategic planning sessions. This has also allowed for the mainstreaming of the Delivery process and understanding of this process at all levels of government. Deliverology continues to be supported by MECs and Heads of Departments and work continues in improving support at the administrative level of departments.
The Delivery Support Unit (DSU) has throughout the year worked with departments to focus on improving the veracity of the targets and driving implementation. In 2017/18 there has been a shift from accounting for performance, and to assisting departments to drive improvements through designing interventions. Systematic data collection by departments has remained a key concern; especially the establishment of proper baselines and the DSU has worked with departments to develop baselines/data.
At the beginning of the year the Delivery process for Apex Priorities focused on the improvement of reporting on progress and the refinement of targets. With regards to Secondary Priorities, the focus was mainly on refinement and finalisation of the Delivery Plans (Delivery Chains; Targets and Trajectories; and Activities and Implementation Plan).
Stocktakes were held in May 2017, August 2017 and October 2017. This enabled discussion between the Premier and MECs on progress to date. In the run up to stocktakes, engagements were held with all departments, including pre- stocktake meetings with the HODs and MECs. Delivery Agreements were finalised and signed with all MECs in October 2017.
A detailed assessment on the status of delivery for all departments was done at the February 2017 Exco Lekgotla. At the Executive Council meeting on 14 March 2018, it was decided to combine delivery targets and State of the Province Address (SOPA) commitments in a single monitoring instrument.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 75 Comments on Deviation none none Deviation from Deviation planned target to A ctual chievement 2017/2018 for None None A ctual chievement 2017/2018 Goals, Strategies Deliverology in Delivery and Targets approved were Agreements for all 6 Apex Priority departments by the Premier Deliverology Goals, Strategies Deliverology in Delivery and Targets approved were Agreements for all 8 Secondary Priority departments by the Premier arget Planned T 2017/2018 Deliverology Goals, Deliverology Strategies and Targets for all 6 Apex Priority approved departments by the Premier Deliverology Goals, Strategies Deliverology for approved and Targets all 8 Secondary Priority departments by the Premier A ctual chievement 2016/2017 Establishment of DSU and appointment of service provider Establishment of DSU and appointment of service provider chievement A ctual chievement 2015/2016 New indicator New indicator A ctual A chievement 2014/2015 - - Performance Indicator Performance Percentage of trajectory of Percentage targets achieved in Apex Priority departments Percentage of trajectory of Percentage targets achieved in Secondary Priority departments ub-programme: Deliverology S upport U nit (GC R Planning Division) Deliverology / S ub-programme: Programme S trategic O bjective Improved service delivery in Improved through key priority areas ongoing monitoring and reporting.
76 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Strategy to overcome areas of under-performance None.
Changes to planned targets The following indicators were revised in the adjustment period for the Annual Performance Plan for 2017/18 Financial year:
• Departmental Deliverology Goals, Strategies and Delivery Plans completed and approved o Target as per Q2: 11 (including Outstanding 5) Departmental goals strategies and delivery plans approved o Achievement as at Q2: 11 (including outstanding 5) Departmental Goals, Strategies and Delivery Plans submitted to EXCO for approval o Variance as at Q2: No variance o Reason for variance: N/A
• Deliverology Stocktake meetings held throughout the Financial Year o Target as per Q2: 2 Stocktake Meeting held o Achievement as at Q2: 1 stocktake meeting held in August 2017 o Variance as at Q2: 1 stocktake meeting not held o Reason for variance: Decision was taken that stocktakes would happen when required and not as originally planned. • Fully capacitated and functioning DSU o Target as per Q2: 60% Capacitation of the DSU o Achievement as at Q2: Fifteen posts were advertised and nine have been filled in the DSU. o Variance as at Q2: No variance o Reason for variance: N/A
• Comprehensive mid yearly and annual reporting on the achievement of the Deliverology priorities o The indicator was only reporting in Q3 & Q4
Replaced by “Percentage of trajectory targets achieved in apex priority departments” and “Percentage of trajectory targets achieved in secondary priority departments”
Due to the nature of the progress for the Delivery Plans for the 6 Apex Priorities and the 8 Secondary Priorities being tabled at a stocktake meetings with the Premier, all achievements and underperformance of Deliverology Goals, Strategies and Targets for all departments are tabled at these meetings.
There was also a need to align some of the targets to the Deliverology Targets after the approval of OoP Delivery Plans in 2017
In addition, the revised 2017/18 APP was packaged with the new SMART indicators and targets mainstreamed throughout to address the Auditor General’s observations in the regularity audit for the 2016/17 financial year.
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
14.3.4c. Sub-Sub-Programme: Performance Monitoring and Evaluation
Purpose To drive province-wide outcomes-based planning, performance monitoring and evaluation and systems to improve government performance towards enhanced service delivery outcomes and GCR development impacts
Strategic objectives 1) Improved customer satisfaction with service delivery. 2) Effective governance and administration supported through improved outcomes-based planning, monitoring and evaluation.
Service delivery objectives and indicators 1) Number of improvement plans facilitated at sites with areas of under-performance level of development of Gauteng end-of term review. 2) Number of key community-wide service delivery concerns tracked for progress.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 77 3) Number of consolidated analysis reports on implementation of MPAT KPA 1 improvement plan completed for all departments. 4) Level of development of Gauteng end-of term review. 5) Level of development of revised Gauteng Strategic Planning, Performance Monitoring and Evaluation (SPPME) Framework. 6) Provincial Evaluation Plan developed by Q4 for the following year. 7) Number of evaluation studies undertaken.
Strategic objectives, performance indicators, planned targets and actual achievements Frontline Service Delivery Monitoring (FSDM) improvements plans facilitated at sites with areas of under- performance: A total of 16 FSDM improvement plans were facilitated at sites with areas of under-performance (6 in Q1, 5 in Q2, 3 in Q3 and 2 in Q4).
There has been fair progress towards the achievement of the Ntirhisano short-term commitments in 2017/18. The GPG achieved 49% against a 60% target on short-term commitments in 2017/18. Performance was 11% below target. Municipalities achieved 30% against a 30% target on short-term commitments in 2017/18. Although there has been progress towards the resolution of the Ntirhisano commitments, broader buy-in and collaboration with municipalities remain concerns.
Further support was provided for the Ntirhisano Outreach engagements, including preparation and recording of commitments for the visit to Itireleng and Olievenhoutbosch outreach. The Ntirhisano Outreach commitments were fully migrated into the excel tracking system. The categorising of commitments into short, medium and long-term commitments was completed with GPG Departments. The setting of quarterly milestones is underway. Consultation and finalising of municipalities’ milestones will be undertaken in April 2018. The Ntirhisano revitalisation programme was developed and presented at Exco.
There were engagements in various stakeholder programmes and meetings including DPME, the Office of Health Standards Compliance (OHSC) and COGTA.
MPAT 1.6 KPA 1 improvement plan implementation report All departments’ improvement plans were developed and submitted to PME-GPD. Generic weaknesses identified in KPA 1, across all standards were compiled into a provincial implementation plan that was tracked over time. A series of interventions by PME-GPD, in collaboration with DPME and AGSA in some instances were undertaken in this reporting period. These interventions led to notable improvements in analysis reports of the departments’ 2018/19 second draft Annual Performance Plans, and to some extent, the improvements/ sustenance of MPAT 1.7 KPA 1 scores. PME-GPD will continue to provide support to the departments to strengthen the existing processes and systems and to see adherence to policy requirements as an enabler for good management practices and performance.
Level of development of the GPG SPPME Framework In seeking to achieve the objective to drive province-wide outcomes-based planning, performance monitoring and evaluation, related to the Medium Term Strategic Framework (MTSF) for each of the government term, the provincial departments are faced with varied planning, performance monitoring and governance challenges. The SPPME framework therefore seeks to address these challenges and further seeks to ensure that the Executive commitments and priorities for the government term are translated into concrete deliverables. A service provider was commissioned by end of March 2018 to undertake a review of the current framework, develop a new one and align it the revised DPME SPPME framework in the 2018/19 financial year. The revised framework will be implemented with effect from the 2019/20 financial year.
Evaluation and Research As part of efforts to improve government’s performance in achieving the Country’s developmental objectives, the Office of the Premier, through the Gauteng Planning Division, has planned to commission a series of evaluations of key programmes, policies, projects and strategies. These evaluations form part of the Province’s Evaluation Plan and are overseen by an Evaluation Steering Committee. The evaluations are conducted by independent specialists in line with the National Evaluation Policy Framework.
In the year under review, the Office of the Premier completed an outcomes evaluation of the Anti-Substance Abuse Strategy as well as the completion of an evaluation on the Health Improvement Intervention. A design evaluation of the Anti-Corruption and Integrity Management Programme which seeks to develop a Monitoring and Evaluation framework for the programme was also undertaken.
78 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 None None None None None None None Comments on Deviation None None None The number of key community wide service depend delivery concerns tracked for progress challenges service delivery the number of on raised by communities and commitments Council during the the Executive by made Programme. Ntirhisano Outreach The number of improvement plans facilitated The number of improvement of underperformance at sites with areas guided by the number of sites where are have challenges service delivery frontline been identified during the baseline visits. None None Deviation from Deviation planned target to A ctual chievement 2017/2018 for Provincial end-of-term Provincial framework review developed One (1) analysis report One (1) analysis report on the implementation One (1) KPA of MPAT plan was improvement completed. The service provider The service provider for the development of GPG SPPME the revised Framework has been commissioned. Three hundred and hundred Three thirty (330) key community-wide service delivery concerns tracked for progress Sixteen (16) plans improvement facilitated at sites were of under- with areas performance Three (3) evaluation Three studies undertaken One (1) 2018/19 Evaluation Provincial Plan developed A ctual chievement 2017/2018 arget Provincial end- Provincial review of-term framework developed One (1) consolidated on analysis reports of implementation (1) One KPA MPAT plan improvement completed Development Development GPG of revised Framework SPPME commissioned One hundred (100) One hundred key community- wide service delivery concerns tracked for progress Fifteen (15) Fifteen plans improvement facilitated at sites under- of areas with performance Three (3) evaluation Three studies undertaken 2018/19 Provincial Provincial 2018/19 Plan Evaluation developed Planned T 2017/2018 New indicator New indicator New indicator Fifty (50) key community-wide service delivery concerns tracked for progress Fifteen (15) plans improvement facilitated at sites of under- with areas performance Three (3) evaluation Three studies commissioned 2017/18 Provincial Evaluation Plan Developed A ctual A chievement 2016/2017 New indicator A total of 33 improvement plans A total of 33 improvement facilitated at sites with areas were of underperformance (Q1=9, Q2=14 and Q3=10). Three (3) evaluation studies have Three 500 Tshepo The initiated. been 000 evaluation is underway. has been initiated for Procurement the TMR evaluation and anti- substance abuse evaluation. An evaluations have additional three been initiated (Gauteng Broadband Network evaluation, SMME evaluation and 20PTP evaluation) including the development of TORs and the establishment of Evaluation Steering Committees 2016/17 Annual Provincial 2016/17 Annual Provincial Evaluation Plan developed chievement A ctual chievement 2015/2016 New indicator Thirty (30) Two (2) Two 2015/16 Provincial 2015/16 Provincial Evaluation Plan developed chievement A ctual chievement 2014/2015 Level of development Gauteng end-of-term review Number of consolidated on analysis reports implementation of One (1) KPA MPAT plan improvement completed for all departments Level of development Gauteng SPPME revised Framework Number of key community-wide service delivery concerns tracked for progress Number of improvement Number of improvement plans facilitated at sites of under- with areas Performance Number of evaluation studies undertaken Provincial Evaluation Provincial by Q4 developed Plan for the following year Performance Performance Indicator Effective governance and Effective administration supported improved through outcomes-based planning, monitoring and evaluation. Improved customer Improved satisfaction with service delivery Improved outcomes- Improved based planning, monitoring and evaluation ub-programme: Performance M onitoring and E valuation Performance / S ub-programme: Programme S trategic O bjective
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 79 Strategies to overcome areas of under-performance An intervention plan was developed to improve performance in the development of the GPG-wide PME automation system.
Changes to planned targets The following indicators were revised in the adjustment period for the Annual Performance Plan for 2017/18 Financial year:
• Automated PME system developed and operationalised o Target as per Q1: Automated PME data management system tender advertised o Achievement as at Q1: The tender process was put on hold pending finalization of business plan and further investigation by eGovernment on appropriate solutions o Variance as at Q1: Automated PME data management system tender was not advertised o Reason for variance: Further investigation and engagements with eGovernment, as the custodian of ICT and transversal application systems across GPG. • Average GPG MPAT rating in Strategic Management (KPA 1) o The indicator was only reporting in Q4
Replaced by “Number of consolidated analysis reports on implementation of MPAT KPA 1 improvement plan completed for all departments”
The Sub-Programme - Strategic Planning, Performance Monitoring and Evaluation (PME) Branch is mandated to drive province wide outcomes based planning, performance monitoring and evaluation and systems to improve government performance towards enhanced service delivery outcomes and GCR development impacts. This includes amongst others:
• GCR impact and outcomes planning, performance monitoring and evaluation, which encompasses the development and monitoring of the Gauteng City Region Programme of Action on the Ten Pillars of Transformation, Modernisation and Reindustrialisation (TMR); and • The automation of GCR PME data management systems.
The indicators on the POA and the automation of GPG PME data systems were included in the Office of the Premier’s 2017/18 Annual Performance Plan and duly approved by the Accounting Officer and Executive Authority. However, subsequent developments have led to the recommendation that the two indicators be removed from the APP due to the introduction of Deliverology, the discontinuation of the Intergovernmental Programme of Action and transfer of the development of the PME automated system to the Department of e-Government.
The Strategic Planning Monitoring and Evaluation Unit is also responsible for an analysis on the implementation of MPAT KPA 1 Standard and not the rating scores of this standard from a GPG perspective, hence the indicator was revised to talk to the mandate of PME, i.e. “Number of consolidated analysis reports on implementation of MPAT KPA 1 improvement plan completed for all departments” with an annual target being “1 Consolidated analysis report on implementation of MPAT KPA 1 improvement plan completed”
Linking performance with budgets The budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.
80 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 14.3.5. Programme and Sub-Programme Expenditure 2017/2018 2016/2017 Programme 3 – Policy and Final Actual (Over)/Under Final Actual (Over)/ Under Governance Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure R’000 R’000 R’000 R’000 R’000 R’000 Inter-Governmental Relations 23 488 19 876 3 612 18 842 17 563 1 279 Provincial Policy 232 541 225 454 7 087 134 053 133 872 181 Management Programme Support 2 560 2 041 519 2 004 2 004 0 Total Programme 3 -Policy 258 589 247 371 11 218 154 899 153 439 1 460 and Governance
This programme had a budget of R258 million and has managed to spend R247 million which is 95%. The biggest budget holder is the Provincial Policy Management which houses the Tshepo 1 Million and Deliverology projects.
An amount of R2 million for the research chairs was transferred to the OoP during adjustment and the paper work and relevant MoUs were not completed before the financial year closed. In addition to this, the compensation of employees budget could not be totally spent due to the incomplete processes of the structure.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 81 15. TRANSFER PAYMENTS, EXCLUDING PUBLIC ENTITIES
The table below reflects the transfer payments made for the period 1 April 2017 to 31 March 2018. Name of transferee Purpose for which the Compliance with Amount Amount spent by Reasons for the funds unspent funds were used s 38 (1) (j) of the transferred the entity by the entity PFMA (R’000) University/ Technikon (WITS) Gauteng City Region - 21 950 19 950 Research chairs project was Observatory (GCRO) transferred to OoP during adjustment and the paper work and relevant MOUs were not completed before the financial year closed. Non-Profit Organisation For youth employment - 110 926 110 926 N/A (Tshepo 1 Million) Household Transfers Payment for social - 1 010 1 008 Budget was slightly over estimated benefits
During the 2017/18 financial year, the Office of the Premier has a spent R131 million on transfers to higher education institution, (University of Witwatersrand - Wits) for the Gauteng City Region Observatory (GCRO); Tshepo 1 Million for the youth employment project; and transfer to households (leave gratuity). The budget breakdown for the three projects/activities are Wits-GCRO (R29.9 million); Tshepo 1 Million (R110.9 million); and Household Transfers (R1 million). The expenditure breakdown for the three projects/activities are Wits-GCRO (R19.9 million); Tshepo 1 Million (R110.9 million); and Household Transfers (R1 million).
The table below reflects the transfer payments, which were budgeted for in the period 1 April 2017 to 31 March 2018.
Name of transferee Purpose for which the funds were Amount budgeted Amount Reasons why funds were not to be used for transferred transferred (R’000) (R’000)
University/Technikons (WITS) GCRO 19 000 19 000 N/A Payment
Household Social benefit-Leave gratuity, Injury on 996 996 N/A duty and claim against the Department
During the financial year, the Office of the Premier has a spent R19 million on transfer to higher education institutions, which was transferred to University of Witwatersrand (Wits) for the Gauteng City Region Observatory (GCRO). In addition to this it has also spent R996 000 on transfer to households.
16. CONDITIONAL GRANTS AND EARMARKED FUNDS PAID
The Office of the Premier does not have conditional grants.
17. DONOR FUNDS
The Office of the Premier did not receive any donor funds.
18. CAPITAL INVESTMENT
Not applicable to the Office of the Premier.
82 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 PART C GOVERNANCE
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 83 19. INTRODUCTION
In line with Section (132) of the Constitution of the Republic of South Africa, Provincial Executive Councils are established as the principal decision-making body of a provincial government. The strategic orientation of the Gauteng Executive Council (Exco) is premised on a people-centred and people-driven government and its work is supported by an Executive Council System that promotes sustained development through the effective and efficient implementation of the Transformation, Modernisation and Reindustrialisation Programme.
In line with his Constitutional role, in 2014/15 the Premier led a process to translate the electoral mandate and the priorities of the National Development Plan into a Transformation, Modernisation and Reindustrialisation Framework through a process of engagements with the Members of the Executive Council (MECs), their respective Heads of Departments (HODs), as well as Municipal Managers. The radical transformation programmes are geared towards building an integrated Gauteng City Region (GCR) that is characterised by social cohesion and economic inclusion and that aspires to make Gauteng the leading economy on the continent, underpinned by sustainable socio-economic development.
In addition to making decisions on policy, strategy and the legislative programme of the Province, the Executive Council has resolved to also play a stronger role in aligning and driving the Provincial Transformation, Modernisation and Reindustrialisation Programme through monitoring the targets set for Executive Council Sub- committee and Technical Cluster programmes and ensuring their implementation through interdepartmental and intergovernmental coordination across all spheres of government.
In ensuring the realisation of the transformation agenda of the government of Gauteng, in 2014/15 the way the Cabinet system had been operating was transformed into a cluster approach to better support the Exco. The new system was aimed at providing greater technical support and consistent involvement and feedback to MECs and HODs, as well as ensuring that the Exco and Premier focuses more on critical and strategic matters, such as: • strategic projects aligned to the 10-Pillar Programme, the MTSF 2014–2019 and the NDP, Vision 2030; • key service delivery interventions and community contact processes; and • providing space for special sessions with content experts for concrete and value-adding advice on enhancing government programmes.
This means that matters affecting Social Transformation, Economic Development and Governance and Planning programmes are deliberated on first within the relevant Social, Economic or Governance and Planning Executive Council Clusters before being concluded on by a full meeting of the Executive Council.
The composition of the Executive Council Committees has been determined in line with the relevant outcomes to promote a coherent and integrated government geared towards effective service delivery. The main functions of the clusters are to ensure the alignment of government wide priorities, facilitate and monitor the implementation of priority programmes and to provide a consultative platform on cross-cutting priorities and matters being taken to the Executive Council.
The governance structures below are Transversal governance structures, supported by the Office of the Premier, that include members such as Members of the Executive Council, Mayors, Heads of Departments, Municipal Managers and representation from the South African Local Government Association.
84 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 EXECUTIVE COUNCIL CLUSTER TERMS OF REFERENCE COMPOSITION Economic Cluster: Providing high-level technical and strategic support and leadership in respect of the Heads of Department of: Technical Committee implementation, coordination and monitoring of policies, programmes and projects that • Economic Development and Sub-Committee contribute to: • Agriculture and Rural Development meetings • Radical economic transformation • Infrastructure Development • Modernisation of the economy • Human Settlements • Modernisation of human settlements and urban development • Roads and Transport • Modernisation of public transport infrastructure • Sport, Arts, Culture and Recreation • Reindustrialisation of Gauteng Province • Cooperative Governance and Traditional • Taking the lead in Africa’s new industrial revolution Affairs
The specific Terms of Reference of the Economic Cluster Technical Committee include, but are Supporting Departments not limited to, the following key focus areas: • e-Government • Drive and oversee Gauteng’s Catalytic Infrastructure Investment Programme • Treasury • Renew government’s commitment to decisively deal with unemployment, inequality and • Office of the Premier poverty • Challenge the structure of the economy and drive the agenda for the radical transformation of the economy • Entrench Gauteng as the Gateway to Africa • Consider, review, deliberate and recommend policy and other strategic proposals or submissions, including on skills development and infrastructure development • Detailed consideration of the financial and other implications of the proposed policies, strategies and programmes • Consider the implications of MINMEC reports requiring Executive Council consideration and decision-making
Social Cluster: Providing high-level technical and strategic support and leadership in respect of the Heads of Department of: Technical and Sub- implementation, coordination and monitoring of policies, programmes and projects that • Education committee meetings contribute to the accelerated social transformation of Gauteng. • Health The specific Terms of Reference of the Social Cluster Technical Committee include, but are not • Social Development limited to, the following key focus areas: • Human Settlement • Ensure integrated social cluster planning • Community Safety • Expand comprehensive social security • Sport, Arts, Culture and Recreation • Consolidate gains in education to further improve the quality of education from ECD to • Cooperative Governance and Grade 12 Traditional Affairs • Significantly up-scale skills development • Ensure quality, equitable health care Supporting Departments • Fight crime, through smart policing, working with communities on policing needs and • e-Government priorities • Treasury • Build a united province and promote social cohesion • Office of the Premier • Consider the implications of MINMEC reports requiring Executive Council consideration and decision-making
Governance and • Providing high-level technical and strategic support and leadership in respect of the Heads of Departments of: Planning Cluster: implementation, coordination and monitoring of policies, programmes and projects that • Cooperative Governance and Technical and Sub- contribute to the transformation of the state and governance; and the modernisation of Traditional Affairs committee meetings the public service in Gauteng. • Treasury • The specific terms of reference of the Technical Committee include, but are not limited to, • e-Government the following key focus areas: • Roads and Transport • Strengthen collaboration amongst all spheres of government and enhance integrated • Human Settlements planning for improved service delivery • Health • Ensure integrated spatial planning and service delivery • Education • Ensure an integrated approach to policy, planning and delivery of infrastructure across • Economic Development sectors • Agriculture and Rural Development • Ensure the creation of a “pipeline” of projects: • Sport, Arts, Culture and Recreation - give substance to infrastructure initiatives, • Social Development - sequence and prioritise future projects and infrastructure initiatives and • Community Safety - monitor all provincial infrastructure delivery • Infrastructure Development • Ensure an improved track record in governance and public finance management in Gauteng • Lead the development and implementation of the legislative programme and oversee adherence to the Path to Legislation • Deliberate on matters related to government business in the Legislature and the National Council of Provinces • Strengthen the developmental state and promote good governance • Improve the capacity of the state, drive e-governance and ensure government accountability and efficiency • Evaluate key provincial projects and programmes, including project plans and budgets • Make recommendations to the Executive Council with respect to the disbursement of funds toward specific projects/programmes • Evaluate spending and ensure that such spending is in line with Gauteng’s priorities • Consider the implications of MINMEC reports requiring the Executive Council’s consideration and decision-making; • Consider quarterly reports on Legislation, and those due for submission to the Legislature by GPG departments including annual departmental reports, provincial finance reports and GEYODI reports • Consider quarterly expenditure reports • Detailed consideration of the financial and other implications of the proposed policies, strategies and programmes
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 85 In 2017/18, two additional Executive Council Sub-Committees were established, namely: 1) Health Sub-Committee - to deal with the establishment of a Financial Rescue Plan for the Department of Health; and 2) Labour Relations Sub-Committee - to deal with aspects of sound labour relations and ensuring labour peace in the Province.
In turn, the Office of the Premier commits to maintain the highest standards of governance as a fundamental principle for the management of public finances and resources. The OoP seeks to uphold good corporate governance as espoused in the Public Finance Management Act and the King Report. The OoP strives to promote good management practices in the areas of Risk Management, Fraud Prevention, Ethics, Procurement and Good Corporate Governance, as well as to safeguard the Department against theft and fraud.
The Office of the Premier has in place the following internal governance structures, that include members of the OoP Executive Management Team (EMT) and the OoP Broad Management Team (BMT).
Executive Management • Director-General (Chairperson) Monthly The EMT meets on a monthly basis and is chaired by the Team (EMT) • Deputy Directors General Director-General. • Chief Financial Officer • Chief Director Strategy and Operational The EMT monitors progress made with the implementation of Support targets and deliverables in the Annual Performance Plan of the • Chief of Staff Office of the Premier. • Secretariat – Office of the Premier Broad Management Team • Director-General (Chairperson) Monthly The Broad Management Team comprises of members of SMS (BMT) • Deputy Directors General and is chaired by the Director-General. • Chief Directors • Directors The BMT also has strategic planning sessions twice a year to • Secretariat – Office of the Premier review progress made with the implementation of the Annual Performance Plan (APP) of the Office of the Premier and prepare for the next financial year. Risk Management • Director-General (Chairperson) Quarterly The Risk Committee is chaired by the Director-General and Committee • Deputy Directors General meets on a monthly basis. • Chief Financial Officer The committee considers the three year internal audit • Chief Director Strategy and Operational operational plan, internal audit reports and management Support comments and the implementation thereof. • Chief of Staff The committee also oversees the annual risk assessment • Director Risk Management workshop and the implementation of control measures to • Internal Audit mitigate the top ten (10) strategic risks. • Secretariat – Directorate Risk Management
20. REPORT ON COMPLIANCE WITH THE PROMOTION OF ACCESS TO INFORMATION ACT, 2000
The Office of the Premier has a budget allocated for promotion of access to information activities, located in the Branch Executive Support Services under the sub-programme State Law Advisory Services.
Two senior officials in State Law Advisory Services are designated as Deputy Information Officers of the Office of the Premier, in terms of the Promotion of Access to Information Act, 2000 (Act No. 2 of 2000) (PAIA).
The processing of access to information requests is recorded, as and when they arise, in the reports to the monthly Management Committee of the Office of the Premier and are minuted accordingly.
State Law Advisory Services complied with all the statutory requirements of PAIA and has submitted a Section 32 Report to the South African Human Rights Commission and a Section 15 Notice to the Department of Justice and Constitutional Development.
The section 14 PAIA Manual of the Office of the Premier is available in four languages.
86 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 21. rISK MANAGEMENT
The Department subscribes to the Public Sector Risk Management Framework and has an approved Risk Management Plan in place to give effect to the implementation of Risk Management.
The Department has a fully functional Risk Management Committee that is chaired by the Director-General. The global risk register, internal audit reports, Auditor-General management letter, fraud prevention plan, business continuity and occupational health and safety are standing items of the Risk Management Committee meetings.
The Risk Management Committee meets on a quarterly basis to evaluate the effectiveness of the risk management process and drafts a quarterly report that is submitted to the audit committee for evaluation.
During the year under review, the Department updated its risk profile and identified the following ten (10) strategic risks:
1) Fragmented systems for setting of GCR wide priorities, planning and monitoring systems Mitigating controls: • GCR Indicator Framework • Alignment of Annual Performance Plan (APP) and Programme of Action • Contribution to national review of the Framework for Strategic Planning and Annual Performance Plans • APP Analysis • Integration of the Ntirhisano Commitments • GPG PME Diagnostic • GPG PME Forum • Annual GPG Planning cycle • Ensuring that EXCO Priorities are mainstreamed in GPG Plans
2) Lack of infrastructure implementation Mitigating controls: • Support teams for infrastructure programmes which supports municipalities • Regular stakeholder engagements • One-on-One networking • Annual Gauteng Infrastructure Investment Conference (GIIC)
3) Failure to build institutions and programmes which will take the GCR forward Mitigating controls: • Mainstreaming Policy Framework (SPLUMA, DSGV and GIPM) • Mainstreaming key infrastructural programme, main infrastructural programme for the city • Establishment of GRC • Premier’s Coordinating Forum (PCF) meetings • MMC and MEC meetings • IGR structures
4) Adoption of a bureaucratic approach to business, therefore not allowing for agility Mitigating controls: • Red tape panel appointed • Panel led by the MEC (Human Settlements) • Submission of bi-monthly reports to the MEC
5) Fraud and corruption Mitigating controls: • Declared outside interests are monitored • Segregation of duties for transaction processing roles, and logical access controls in place • Fraud Prevention Plan • Public Service Code of Conduct • GPG Anti-fraud and Corruption Strategy • Annual Fraud Risk Assessment • Ethics training • Integrity Management Office • Ethics and anti-corruption units at the departments • Provincial Forensic Audit Strategy
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 87 • Integrity Management policy and framework • Security vetting of employees • Revised Public Service Regulations • Open Tender system • Strong Political Will (Premier’s Office) • Ethics Committee • Gauteng Ethics and Anti-Corruption Advisory Council • Provincial Anti-Corruption Coordinating Council
6) Compromised resourcing of the Provincial priorities Mitigating controls: • Regular Monitoring of spending against budget allocation • Alignment of budgets to key priorities • More structured engagements with branches • Annual budget assessments for aligning Integrated Development Plans with GCR/GPG Plans • Extended Executive Council Makgotla • Medium Term Expenditure Framework Committee to ensure alignment to Provincial Priorities • Online Payroll certification across the GPG • Ring fencing funds for compensation of employees, conditional grants and critical services • Ensuring that expenditure does not exceed 7% of projected expenditure • Submission of In-Year Monitoring reports • Implementation of costs containment strategy
7) Skills shortage to meet the changing environmental need Mitigating controls: • Ensuring that people with the right skills for the jobs are recruited • Master skills plan in place • Revitalise Provincial Skills Development Forum • Signing of a MoU with School of Government • Formalise engagements with Gauteng City Region Academy for skills development of public servants
8) Lack of responsiveness of government programmes to citizens’ expectations and needs Mitigating controls: • Engagement with communities through Ntirhisano community engagements • Ad hoc engagements with various stakeholders • Use of empirical information (data) as a basis to plan • Qualitative research performed to understand stakeholders
9) Reputational / credibility damage Mitigating controls: • Annual perception survey • Youth survey through focus groups to better understand youth • Outreach programmes to understand and communicate with stakeholders • Media campaigns and briefings • Alignment of communication plans of other offices to ensure alignment with strategy • Implementation of a Content hub • Implementation of the Ntirhisano programme
10) Misalignment of international engagements Mitigating controls: • Approved International Relations Strategy aligned to the TMR Programme • International engagements approved by the Premier to ensure alignment with TMR and IR Strategy • Regular monitoring of the IR Strategy • Formal submission of report following outbound visit • Signing of MoUs and MoAs that reflect clear areas of cooperation • Monitoring and reporting to Exco on areas of cooperation and implementation of MoUs and/or MoAs
The mitigating action plans were implemented and reported on a quarterly basis.
88 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 22. frauD AND CORRUPTION
In 2017/18, notable achievements in promoting and supporting Integrity Management across the GPG are as follows: 1) Establishment of the Gauteng Ethics Advisory Council: The Premier has appointed an independent, civil society led Gauteng Ethics Advisory Council. The main objective of the advisory council is to provide independent oversight, advice, advocacy and civil society mobilisation on fighting corruption and promoting integrity in the Gauteng City Region. The Council is making recommendations to the Executive Council and Legislature’s Integrity Commissioner on measures and decisions that must be taken to enhance ethics, integrity and accountability in the conduct of public affairs in Gauteng.
2) Development of the Council’s program of action for 2018/19 financial year: The Office of the Premier has assisted the Gauteng Ethics Advisory Council to finalise its Programme of Action, which seeks to partner with various stakeholders with the overall intention of addressing the following key areas: a) Prevention: The Council has indicated that it would ensure the implementation of proactive measures by, among others, mobilising citizens in fighting corruption and promoting integrity, engaging multi-sectoral forums to strengthen collaboration and influence strategies to promote integrity and fight corruption, and further network with the media to showcase success stories. b) Detection and investigation: The Council intends to arrange focused detection reviews and investigations in high-risk departments (focus on contracts above R10 000 000). The starting point will be the high-risk departments such as Health, Infrastructure, Social Development, Roads and Transport and Education. However, it should be noted that the overall objective is to conduct ongoing detection reviews across the public sector institutions within the Gauteng City Region. c) Prosecution: The Council seeks to prioritise the prosecution of all those who are implicated in corrupt activities and has noted that, to achieve this, there is a need to ensure the signing of Memorandums of Understanding with the various Law Enforcement Agencies so that criminal investigations within the GPG can be prioritised and expedited. d) Recovery: The Council has noted the poor recovery rate on cases of financial misconduct and from officials implicated in corrupt activities, and has indicated that it would monitor the reporting of financial misconduct and economic crimes cases concluded to the Asset Forfeiture Unit for recovery.
3) Strengthening the ethical culture in Gauteng City Region: In building an ethical and value-driven public service that holds integrity, honour and service as its key principles, the Gauteng Provincial Government has adopted the following shared values: integrity, accountability, team focused, activism, purposefulness and passionate. The implementation of Integrity and Anti-corruption programmes is driven by the Provincial Anti-Corruption Strategy and the Integrity Management Policy and Framework.
To change the behavioural pattern, mindset and capability of GPG and municipal staff to fight corruption and behave ethically, structured capacity building programmes were implemented.
For the 2017/18 financial year, these programmes included the following: a) Ethics Management Training: A total of 3 085 GPG employees have been trained in the 2017/18 financial year on ethics management. b) Vetting: Certain levels of officials deal with very sensitive and confidential information and, to determine the suitability and the potential risk, these officials are required to undergo security vetting. Security vetting is conducted for all SMS and personnel in high risk positions. Vetting is conducted by the State Security Agency. Currently 58% of all SMS and 60% SCM officials across GPG have been vetted by the State Security Agency. c) Municipal Integrity Project: The Gauteng Provincial Government has partnered with The Ethics Institute in developing and implementing an Integrity Management Project in municipalities. The purpose of this project is to strengthen integrity management capacity in municipalities. The program includes the training of councillors on integrity and their role in fighting corruption in their respective municipalities, establishment of governance structures, training of integrity and anti-corruption staff, ethics risk assessments and the development of the municipal ethics management strategy.
The project is increasing in momentum with increased buy-in from municipalities. It is currently at 60% implementation: All municipalities have signed the MoU and have ethics champions and ethics officers assigned, indicating the commitment of the municipalities to the project. Furthermore, six of these municipalities have ethics committees and/or ethics working groups. A total of 320 councillors and 439 officials have been trained in various ethics programmes, including ethics office certification, train the trainer and training for auditors. Seven municipalities have conducted Ethics Maturity Assessment and six municipalities have finalised the ethics risk assessment, both of which will form the foundation for the development of the Municipal Ethics Strategy and the
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 89 Ethics Implementation plan (which are the next steps). a) Signing of Pledges: The SMS in Gauteng Provincial Government recommitted to Batho Pele principles, Gauteng values and to upholding professionalism, through the signing of the pledge by approximately 800 SMS members in the GPG. b) Ethics Risk Assessment: Assessing ethics risks is crucial to managing ethics risks and implementing appropriate ethics programmes in organisations. Eight departments have conducted Ethics Risk Assessments, and these will be used to inform the development the Ethics Strategy. c) Values-based Leadership in Action Programme: The Office of the Premier has introduced a high-level capacity building programme as an intervention to sensitise Executive Authorities, Accounting Officers and officials through awareness, training and education. The objective of the programme is to assist the Executive Authorities, Accounting Authorities and officials to espouse professional ethics, improve decision-making and to provide exemplary leadership to employees. A pilot session was organised with the Ethics Champions and Ethics Officers from the Gauteng Provincial Government departments. The next phase involves arranging a session for the Members of the Executive Council and Members of the Boards of the entities of GPG departments. Thereafter, the programme will be extended the officials within the high-risk departments, i.e. Health, Infrastructure, Social Development, Roads and Transport and Education.
4) Gauteng Ethics and Anti-Corruption Indaba (21 November 2017): The Office of the Premier supported the Gauteng Ethics Advisory Council to host the Gauteng Ethics and Anti-Corruption Indaba, which was held on Tuesday 21 November 2017 at Birchwood Hotel and OR Tambo Conference Centre. The objective of the Summit was, among others, to promote long-term, sustainable partnerships between government and other sectors to fight corruption and build an integrity-driven Gauteng City Region. There were a total of 798 delegates representing all sectors of society. All sectors were accommodated on the programme to ensure that their inputs and recommendations were received on how to best deal with corrupt practices within society. Members of the Gauteng Ethics Advisory Council played a key part in enhancing the programme for the day. There were international speakers from Denmark, the United Kingdom and Tanzania. The Summit culminated with a Declaration, which states that collaboration of all role-players is needed to build a society characterised by high levels of integrity.
5) National Anti-Corruption Hotline: Matters reported through the National Anti-Corruption Hotline (NACH) receive special attention and are prioritised. Over the period, the resolution of NACH cases has improved. Since the inception of the hotline to date, a total of 1 950 cases out of the 2 083 reported cases have been resolved. The resolution rate is at 94%. a) Corruption cases (improvements): The Office of the Premier, as requested by the Premier, has been working with departments to consolidate and critically analyse the forensic investigation reports from 2009 to date. The purpose of this exercise is to have a comprehensive sense of the efforts across departments in institutionalising integrity and fighting corruption. b) Ethics Helpline: The Office of the Premier is continuously encouraging citizens and public servants in Gauteng to speak out against unethical behaviour and has since introduced an internal reporting mechanism to support this endeavour. The aim of implementing the ethics helpline is to detect wrongdoing early and deter future potential wrongdoers from embarking on unethical behaviour. c) Memorandum of Understanding with the Special Investigating Unit: The Gauteng Provincial Government, in partnership with the Special Investigating Unit (SIU), on Tuesday, 24 April 2018 hosted a consultative stakeholder engagement forum. The meeting was aimed at enhancing the SIU’s partnership with various stakeholders and improving communication through dialogue. Other participants included senior Gauteng Provincial Government officials, Members of the Executive Council, Members of the Gauteng Ethics and Anti- Corruption Advisory Council and representatives from various civil society organisations, organised business and Chapter 9 institutions. A Memorandum of Understanding between the Office of the Premier and the SIU was also signed during this session. This will assist in referring and fast-tracking high profile investigations for Gauteng by the SIU.
6) Disciplinary cases: The statistics show that for sanctions imposed (2017/2018), on average, 9.6% of employees found guilty of financial misconduct and other unethical conduct have been dismissed between 2014 and 2017. The Office of the Premier seeks to develop a seamless process between forensic investigations and disciplinary processes.
7) Criminal cases (2014/2015 – 2017/2018): The statistics reveal that criminal proceedings have been instituted for 21.8% of cases. a) Reporting of cases to the law enforcement agencies has increased in the current financial year compared to the previous years. b) For the current financial year, only 15.8% of cases (12/76 cases) have been reported to Law Enforcement Agencies for criminal investigations.
90 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 For the Office of the Premier specifically, the Department has an approved Fraud Prevention Plan that was reviewed and updated during the financial year. The plan is implemented on a quarterly basis and reports to the Risk Management and Audit Committees.
The Department has not received any cases from the Public Services Anti-Corruption Hotline for the financial year.
23. MINIMISING CONFLICT OF INTEREST
The Public Service Commission is a Constitutional Body that is mandated by section 196 (4) (a) to (e) of the Constitution to promote the values and principles set out in section 195, throughout the public service and to report in respect of its activities and the performance of its functions. The Public Service Commission has a responsibility to ensure that: 1) A high standard of professional ethics must be promoted and maintained; 2) Services must be provided impartially, fairly, equitably and without bias; and 3) Public Administration must be accountable.
To promote the above principles the Public Service Commission requires every designated employee to disclose to the relevant Executing Authority on the e-Disclosure system as determined for this purpose by the Commission, particulars of all his/her financial interests in respect of the period 01 April of the previous year to 31 March of the year in question.
The disclosures system was automated by the Department of Public Service and Administration (DPSA) effective from 1 April 2014. The automated system demanded that employees register on the system prior to capturing their information on the system.
SMS Members within the GPG must submit their financial disclosure forms on an annual basis as required by the legislation. The level of compliance with the legislative requirements has improved over the past years. The Province achieved 100% submission by 30 April 2017. The improvement in the level of compliance resonates with the strategic thrust of the Province for clean governance, by setting rules “that compliance is not negotiable” and proactively managing conflicts of interest. Further to this, for the first time, in 2017 the disclosure of financial interests was extended to MMS, OSD and other designated categories as per the Public Service Regulations. The percentage of disclosure at the end of the disclosure period was 85.4%.
In the Office of the Premier specifically, all designated employees (SMS members) are required to complete the disclosure of financial interest form at the beginning of the financial year (in April) for the period 01 April to 31 March of the preceding year in. Subsequently the disclosures are submitted to the Executive Authority (Premier) for signature wherein he must note the submission of the forms and sign each form.
The Office of the Premier set a due date of 22 April 2018 for submission of disclosures for the financial year 2017/18 on the disclosures system, to ensure compliance with the due date of 30 April 2018. There are 71 SMS members in the OoP and they have all complied, and therefore the compliance rate is 100%.
All the disclosure forms were verified and there were officials who were identified as having conflicts of interest in the OoP. Based on the outcome of the investigations, all individuals identified as having conflicts of interest will be subjected to disciplinary processes.
Employees engaged in other remunerative work outside the employees’ department submitted applications for approval to the Executive Authority. The financial disclosure forms were verified, and the verification process revealed that there were officials who had registered companies on the Companies and Intellectual Property Commission (CIPC) database without requesting permission to do other remunerative work outside the employees’ department. These cases are currently under investigation.
24. CODE OF CONDUCT
To give practical effect to the relevant constitutional provisions relating to the public service, all employees are expected to comply with the Code of Conduct, as stipulated in chapter 2 Regulation 13 of the Public Service Regulations of 2016. The Code of Conduct acts as a guideline to employees regarding what is expected of them.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 91 The Public Service Regulations were amended in 2016, and the revised regulations came into effect in August 2016. The changes included, amongst others, an amendment of the code of conduct for public servants. A total of 8 622 GPG employees received Code of Conduct training in 2017/18.
The approved Office of the Premier code of good practice is meant to ensure professionalism and ethical behaviour from all public servants in their capacity as employees of the State or as individuals.
In 2017/18, the Office of the Premier created awareness of the approved Code of Conduct as follows: 1) Awareness is conducted through induction processes. 2) A policy on office rules has been approved and workshopped with all staff members. 3) All staff members are issued out with a copy of the Code of Conduct and they are made to sign for it. For the period under review, no transgressions of the Code of Conduct have occurred.
25. HEALTH, SAFETY AND ENVIRONMENTAL ISSUES
Occupational Health and Safety is carried out in conjunction with all stakeholders in the office and staff members are also appointed to perform marshalling functions for first aid, fire and evacuation purposes. The office is compliant with the prescripts of the Occupational Health and Safety Act (OHSA). Various improvements have been made to the office to ensure full compliance with the Act.
The Office of the Premier commenced with renovations to the West Wing during the 2016/17 financial year, with the intention of increasing space by converting closed offices to open plan. This was done with a view to accommodate the increase in staff, due to the restructuring of the OoP. The renovations included repartitioning, painting, tiling and refurbishments of the ablution facilities.
Additional accommodation was also leased by the Department of Infrastructure Development in Newtown to house the Planning Division.
Renovations were completed in March 2017; however, the fire of 30 June 2017 on the north side of the seventh floor caused extensive damage to the seventh floor and eighth floor and subsequent fire water damage to floors 2 to 6.
During this period renovations had already commenced on the east wing and, to date, the following floors have been completed: floors 5, 6, 9, 10, 11 and 12. This work was impacted by the power outages experienced in the city during August and September 2017. The office continued to operate on a diesel-powered generator. However, the generator was switched off for short periods during the day, due to the stress placed on the motor.
Renovations to the rest of the east wing will continue in the new financial year, during which time all renovations to the east wing will be completed.
26. GOVERNANCE OF INFORMATION TECHNOLOGY
The Office of the Premier has an approved the Corporate Governance of Information and Communication Technology (CGICT) Policy and Charter. Based on the CGICT Policy the Broad Management Team (BMT) serves as the ICT steering committee as all ICT related matters.
ICT Policy approval and reviews are tabled at the BMT for ratification, after which the Director-General signs them off.
The OoP IT unit is largely responsible for technical support and relies on the Department of e-Government for application and Wide Area Network (WAN) services. The relationship between OoP ICT and the Department of e-Government is managed through a Service Level Agreement (SLA), with monthly meetings between OoP ICT and the Service Level Management Team from the Department of e-Government.
92 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 27. sCOPA RESOLUTIONS
The Office of the Premier does not have any outstanding SCOPA resolutions for the period under review.
28. PRIOR MODIFICATIONS TO AUDIT REPORTS
Not applicable for 2017/18.
29. INTERNAL CONTROL
The Office of the Premier maintains a robust internal control environment that aims to maintain a clean audit and to withstand any potential fraud and corruption.
The Internal Control system ensures that: 1) the drivers of internal controls are reviewed and updated on a quarterly basis; 2) the internal audit action plans are followed up and implemented; and 3) the findings, emerging risks and commitments from the Executing Authority, Accounting Officer and Senior Management against the Auditor-General management letter are fully implemented.
Senior Management against the Auditor-General management letter are fully implemented.
The Department has an approved 3 year rolling internal audit plan that is based on the risk assessment. The Department, through its own assessments, identifies weaknesses in relation to the internal policy development process that then are incorporated into the internal audit rolling plan.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 93 30. auDIT COMMITTEE REPORT
For the financial year ended 31 March 2018
Report of the Audit Committee – Cluster 01
Office of the Premier
We are pleased to present our report for the financial year ended 31 March 2018.
Audit Committee and Attendance The Audit Committee consists of the external Members listed hereunder and is required to meet a minimum of at least two times per annum as per provisions of the Public Finance Management Act (PFMA). In terms of the approved Terms of Reference (GPG Audit Committee Charter), five meetings were held during the current year, i.e. three meetings to consider the Quarterly Performance Reporting (financial and non-financial) and two meetings to review and discuss the Annual Financial Statements and the Auditor-General of South Africa’s (AGSA) Audit and Management Reports.
Non-Executive Members Name of Member Number of Meetings attended Mr. Mandla Ncube (Chairperson) 05 Adv. Collen Weapond 04 Ms. Priscilla Mateta 05
Executive Members In terms of the GPG Audit Committee Charter, officials listed hereunder are obliged to attend meetings of the Audit Committee:
Compulsory Attendees Number of Meetings attended Ms. Phindile Baleni (Accounting Officer) 04 Ms. Thapelo Mashiane (Chief Financial Officer) 05 Ms. Agnes Mahase (Chief Risk Officer) 04 Ms. Lorraine Francois (Chief Audit Executive) 02 (Resigned 08 May 2018) Mr. Lutendo Makhadi (Acting Chief Audit Executive) 02 (Appointed 10 May 2018)
The Audit Committee noted that the Accounting Officer attended four (04) out of five (05) scheduled Audit Committee meetings. However, a letter of apology was tendered with a duly authorized representative attending on behalf of the Accounting Officer. Therefore, the Audit Committee is satisfied that the Department adhered to the provisions of the GPG Audit Committee Charter in relation to ensuring that there is proper representation for the Accounting Officer.
The Members of the Audit Committee met with the Senior Management of the Department and Internal Audit, collectively to address risks and challenges facing the Department. A number of in-committee meetings were held to address control weaknesses and deviations within the Department.
Audit Committee Responsibility The Audit Committee reports that it has complied with its responsibilities arising from section 38(1)(a) of the PFMA and Treasury Regulation 3.1.13. The Audit Committee also reports that it has adopted appropriate formal terms of reference as its Audit Committee Charter, has regulated its affairs in compliance with this Charter and has discharged all its responsibilities as contained therein.
The effectiveness of internal control and Information and Communication Technology (ICT) Governance
The Audit Committee has observed that the overall control environment of the Department has continued to improve during the year under review. Some deficiencies in the system of internal control and deviations were reported in the External and Internal Audit Reports and the committee remains committed in making the desired improvements.
94 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 The Audit Committee also reviewed the progress with respect to the ICT Governance in line with the ICT Framework issued by the Department of Public Services and Administration. The Audit Committee is happy with the progress and continuous improvements being made by the Office of the Premier regarding it’s internal controls and ICT governance.
Internal Audit The Audit Committee is satisfied that the Internal Audit plan represents a clear alignment with the key risks, has adequate information systems coverage, and a good balance across the different categories of audits, i.e. risk-based, mandatory, performance, computer and follow-up audits.
The Audit Committee has noted considerable improvement in the communication between the Executive Management, the AGSA and the Internal Audit Function, which has strengthened the Corporate Governance initiatives within the Department.
The Audit Committee wishes to stress that in order for the Internal Audit Function to operate at optimal level as expected by the Audit Committee, the shortage in human resources and skills should be addressed.
Risk Management Progress on the departmental risk management was reported to the Audit Committee on a quarterly basis. The Audit Committee is satisfied that the actual management of risk is receiving attention, although there are areas that still require improvement. Management has taken full responsibility for the entire Enterprise Risk Management Process and continues to support the Chief Risk Officer to even further enhance the performance of the Department.
Forensic Investigations Investigations into alleged financial irregularities, financial misconduct and fraud were completed during the year under review, mostly for provincial departments that the Office of the Premier oversees. Various measures were recommended, including taking action against any identified officials who are found guilty.
The quality of quarterly reports submitted in terms of the PFMA and the Division of Revenue Act The Audit Committee is satisfied with the content and quality of financial and non-financial quarterly reports prepared and submitted by the Accounting Officer of the Department during the year under review and confirms that the reports were in compliance with the statutory reporting framework.
Evaluation of Annual Financial Statements The Audit Committee has:
Reviewed and discussed the audited Annual Financial Statements to be included in the Annual Report, with the AGSA and the Accounting Officer; Reviewed the Audit Report of the AGSA; Reviewed the AGSA’s Management Report and Management’s response thereto; Reviewed the Department’s compliance with legal and regulatory provisions; and Reviewed significant adjustments resulting from the audit.
The Audit Committee concurs with and accepts the AGSA’s conclusions on the Annual Financial Statements, and is of the opinion that the audited Annual Financial Statements be accepted and read together with the report of the AGSA.
One-on-One Meeting with the Accounting Officer The Audit Committee has met with the Accounting Officer for the Department to address unresolved issues.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 95 One-on-One Meetings with the Executive Authority The committee has not met with the Executive Authority for the Department to apprise the Premier on the performance of the Department, it believes that the frequency of these interactions would be more beneficial to the Executive Authority. The committee has however written letters to the Premier after each meeting to highlight matters that need interventions by his office.
Auditor-General of South Africa The Audit Committee has met with the AGSA to ensure that there are no unresolved issues.
………………………………………… Mr. Mandla Ncube
Chairperson of the Audit Committee
Date: 31st July 2018
96 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 PART D HUMAN RESOURCE MANAGEMENT
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 97 31. LEGISLATION THAT GOVERNS HR MANAGEMENT
The employees in the Office of the Premier are appointed in terms of the Public Service Act of 1999 as amended, read in conjunction with the Public Service Regulations, 2001 as amended.
The strategic and operational functioning of Human Resources is governed by, among others, the following legislation and regulations: • White Paper on Transforming Public Service Delivery (Batho Pele White Paper) • Promotion of Access to Information Act, 2000, as amended • Promotion of Equality and Prevention of Unfair Discrimination Act, 2000, as amended • Skills Development Act, 1998, as amended • South African Qualifications Authority Act, 1995, as amended • Labour Relations Act, 1995, as amended • Basic Conditions of Employment Act, 1997, as amended • Employment Equity Act, 1998, as amended • Occupational Health and Safety Act, 1993, as amended
98 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 32. INTRODUCTION
The Office of the Premier is committed to building a developmental state with the capacity to drive change and transformation for the betterment of the lives of the people of Gauteng; and to ensuring an efficient, effective and development oriented public service through driving human resource policy and strategy to attract, develop and retain the best possible skills and to harness the productive energies of all employees.
Human Resources in the Office of the Premier is therefore highly regarded and plays a vital role in the achievement of departmental goals.
Human Resources priorities for the year under review and the impact of these: 1) The approval of the organisational structure by the Department of Public Service and Administration. 2) Significant emphasis was placed on filling vacant funded posts in line with the Transformation, Modernisation and Reindustrialisation Programme – and the vacancy rate was at 9% as at 31 March 2018. 3) The implementation of the structure is ongoing and funded vacancies including critical positions will continue to be filled. 4) One hundred (100) % submission of financial disclosures by the designated employees to mitigate against conflicts of interests and to detect any corrupt activities in the Department. 5) The OoP continues to monitor the finalisation of disciplinary cases on a monthly and quarterly basis. 6) Timely submission of statutory reports to the oversight bodies was ensured.
Workforce planning and key strategies to attract and recruit a skilled and capable workforce: 1) The workforce is planned in line with the departmental strategic objectives and available budget on compensation of employees, and posts are prioritised in terms of their importance and urgency and are advertised broadly to attract a large pool of suitable candidates. 2) All SMS members undergo technical and competency assessment tests.
Employee performance management: 1) All employees are required to enter into performance agreements within three months of appointment, and on a yearly basis all employees go through formal performance assessments. 2) Employees whose performance exceeds the expectations are rewarded with performance bonuses. 3) Employees whose performance is below expectations are enrolled into performance improvement plans and attend training sessions to assist them to improve their performance.
Employee wellness programmes: 1) There is an employee wellness programme in place, and the programme caters for the physical, financial and emotional wellness of employees. 2) Regular staff engagements are facilitated between staff and the Director-General.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 99 33. HUMAN RESOURCE OVERSIGHT STATISTICS For the financial year ended 31 March 2018
The information contained in this part of the Annual Report has been prescribed by the Minister for the Public Service and Administration for all departments in the public service. The oversight statistics outlined below includes information on planning, organisation, job evaluation, skills development, performance management and recruitment, among others.
33.1. Personnel Related Expenditure The following tables summarise the final audited personnel related expenditure by programme and by salary band. In particular, it provides an indication of the following: • amount spent on personnel • amount spent on salaries, overtime, homeowner’s allowances and medical aid.
Table 33.1.1 Personnel expenditure by programme
Average Compensation Compensation Total Voted Training Professional and Compensation of of Employees of Employees as Programme Expenditure Expenditure Special Services Employees Cost Employment Expenditure percent of Total (R’000) (R’000) (R’000) per Employee (R’000) Expenditure (R’000)
Administration 132 725 63 714 - 2 546 48% 527 121 Institutional 227 157 150 011 1 523 3 382 66% 528 284 Development Policy and 247 371 67 619 - 20 840 27% 528 128 Governance Total 607 253 281 344 1 523 26 768 46.30% 528 533
Table 33.1.2 Personnel costs by salary band Total Personnel Compensation of Percentage of Cost for Average Employees Cost Total Personnel Department Number of Salary band Compensation Cost including Transfers Cost for including Goods Employees per Employee (R) (R’000) Department and Services (R’000) Skilled (Levels 3-5) 8 892 3.2% 240 457 931 37 Highly skilled production (Levels 6-8) 68 002 24% 378 457 931 180 Highly skilled supervision (Levels 9-12) 94 380 34% 642 457 931 147 Senior management (Levels 13-16) 61 898 22% 1 086 457 931 57 Contract (Levels 3-5) 2 984 1% 199 457 931 15 Contract (Levels 6-8) 8 589 3% 318 457 931 27 Contract (Levels 9-12) 3 191 1% 798 457 931 4 Contract (Levels 13-16) 30 123 10.7% 1 434 457 931 21 Contract Other 2 649 0.9% 80 457 931 33 Periodical Remuneration 546 0.2% 55 457 931 10 Abnormal Appointment 90 0% 45 457 931 2 Total 281 344.00 100% 528 457 931 533
Table 33.1.3 Salaries, Overtime, Home Owners Allowance and Medical Aid by programme Home Owners Salaries Overtime Medical Aid Allowance Total Medical Salaries Overtime HOA Personnel Programme Ass. as Salaries as % of Overtime as % of HOA as % of Medical Cost per % of (R’000) Personnel (R’000) Personnel (R’000) Personnel Ass. (R’000) Salary Personnel Cost Cost Cost Band Cost (R’000) EXECUTIVE OFFICE 14 661 92.9% - - 60 0.4% 130 0.8% 15 773 GRO: ADMINISTRATION 1 755 88.3% - - 21 1% 55 2.7% 2 011 GRO:POLICY & 13 425 91.3% - - 78 0.5% 81 0.6% 14 703 GOVERNANCE PR1: ADMINISTRATION 44 728 97% 195 0.4% 1 146 2.5% 1 658 3.6% 46 108 7/8 PR2: INSTITUTIONAL 128 689 86.4% 146 0.1% 3 376 DEVELOP 7/8 2.2% 5 382 3.6% 148 964 PR3: POLICY 47 481 88.3% - - 667 GOVERNANCE 7/8 1.2% 949 1.8% 53 785 Total 250 739 89% 341 0.5% 5 348 1.9% 8 254 2.9% 281 344
100 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Table 33.1.4 Salaries, Overtime, Home Owners Allowance and Medical Aid by salary band Overtime Salaries Home Owners Allowance Medical Aid
Total Salaries Overtime HOA as Medical Salary Bands Personnel Salaries as % of Overtime as % of % of Medical Ass. as % of HOA (R’000) Cost per (R’000) Personnel (R’000) Personnel Personnel Ass. (R’000) Personnel Salary Band Cost Cost Cost Cost (R’000) Skilled (Levels 3-5) 6 566 73.8% 78 0.9% 525 5.9% 963 10.8% 8 892 Highly skilled 54 675 80.4% 143 0.2% 2 506 3.7% 4 179 6.1% 68 003 production (Levels 6-8) Highly skilled supervision (Levels 86 981 92.2% 117 0.1% 1 415 1.5% 2 359 2.5% 94 380 9-12) Senior management 54 841 88.1% - - 742 1.2% 619 1% 61 898 (Levels 13-16) Contract (Levels 3-5) 2 925 98% - - 15 0.5% 22 0.7% 2 984 Contract (Levels 6-8) 8 506 99% - - 15 0.2% 35 0.4% 8 589 Contract (Levels 9-12) 3 000 93.1% - - 3 0.1% - - 3 191 Contract (Levels 13-16) 30 506 96% - - 128 0.4% 76 0.2% 30 123 Contract Other 2 645 99.8% 3 0.1% - - - - 2 649 Periodical ------546 Remuneration Abnormal 90 100% ------90 Appointment Total 250 739 86.5% 341 0.1% 5 348 1.9% 8 254 2.9% 281 344
33.2. Employment and Vacancies The tables in this section summarise the 2017/18 position with regard to employment and vacancies.
The tables summarise the number of posts on the establishment, the number of employees, the vacancy rate, and whether there are any staff that are additional to the establishment.
This information is presented in terms of three key variables: 1) Programme 2) Salary band 3) Critical occupations
In terms of current regulations, it is possible to create a post on the establishment that can be occupied by more than one employee. Therefore, the vacancy rate reflects the percentage of posts that are not filled.
Table 33.2.1 Employment and vacancies by programme Vacancy Rate Number of Posts Filled Number of Posts Programme Number of Posts (Includes Frozen Additional to the Filled Posts) Establishment Executive Office, Permanent 16 15 6.30 2 Gro: Administration, Permanent 4 3 25.00 0 Gro: Policy & Governance, Permanent 24 22 8.30 5 Pr1: Administration 7/8, Permanent 113 93 17.70 8 Pr2: Institutional Develop 7/8, Permanent 386 309 19.90 37 Pr3: Policy Governance 7/8, Permanent 105 79 24.80 4 Total 648 521 19.60 56
Table 33.2.2 Employment and vacancies by salary band Salary band Number of Posts Number of Posts Filled Vacancy Rate Number of Posts Filled (Includes Frozen Posts) Additional to the Establishment Lower Skilled (Levels 1-2), Permanent 20 0 100.00 0 Skilled (Levels 3-5), Permanent 56 37 33.90 0
Highly Skilled Production (Levels 6-8), Permanent 227 180 20.70 0 Highly Skilled Supervision (Levels 9-12), Permanent 184 147 20.10 0 Senior Management (Levels 13-16), Permanent 61 57 6.60 0 Other, Permanent 33 33 0.00 33 Contract (Levels 3-5), Permanent 15 15 0.00 9 Contract (Levels 6-8), Permanent 27 27 0.00 13 Contract (Levels 9-12), Permanent 4 4 0.00 0 Contract (Levels 13-16), Permanent 21 21 0.00 1 Total 648 521 19.60 56
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 101 Table 33.2.3 Employment and vacancies by critical occupation Vacancy Rate Number of Posts Critical occupation Number of Posts Number of Posts Filled (Includes Frozen Filled Additional to Posts) the Establishment Administrative Related, Permanent 60 51 15.00 0 Architects Town and Traffic Planners, Permanent 4 3 25.00 0 Cashiers Tellers and Related Clerks, Permanent 1 1 0.00 0 Civil Engineering Technicians, Permanent 5 2 60.00 0 Client Inform Clerks (Switchb Receipt Inform Clerks), 61 61 0.00 0 Permanent Communication and Information Related, Permanent 22 15 31.80 0 Diplomats, Permanent 2 2 0.00 0 Engineering Sciences Related, Permanent 5 4 20.00 0 Engineers and Related Professionals, Permanent 2 1 50.00 0 Finance and Economics Related, Permanent 10 8 20.00 0 Financial and Related Professionals, Permanent 9 8 11.10 0 Financial Clerks and Credit Controllers, Permanent 21 6 71.40 0 Food Services Aids and Waiters, Permanent 2 1 50.00 0 General Legal Administration & Rel. Professionals, 1 1 0.00 0 Permanent Head of Department/Chief Executive Officer, Permanent 2 2 0.00 0 Health Sciences Related, Permanent 65 51 21.50 0 Human Resources & Organisational Development & Relate 74 54 27.00 0 Prof, Permanent Human Resources Clerks, Permanent 19 17 10.50 33 Human Resources Related, Permanent 3 3 0.00 0 Information Technology Related, Permanent 11 9 18.20 0 Language Practitioners Interpreters & Other 7 6 14.30 0 Communications, Permanent Legal Related, Permanent 8 7 12.50 1 Library Mail and Related Clerks, Permanent 20 15 25.00 0 Logistical Support Personnel, Permanent 3 3 0.00 0 Material-Recording and Transport Clerks, Permanent 9 9 0.00 0 Messengers Porters and Deliverers, Permanent 33 16 51.50 0 Other Administrative & Related Clerks and Organisers, 13 9 30.80 10 Permanent Other Administrative Policy and Related Officers, 26 22 15.40 2 Permanent Other Information Technology Personnel., Permanent 8 8 0.00 0 Other Occupations, Permanent 2 2 0.00 0 Risk Management and Security Services, Permanent 48 39 18.80 0 Secretaries & Other Keyboard Operating Clerks, Permanent 31 28 9.70 2 Security Officers, Permanent 60 56 6.70 7 Senior Managers, Permanent 1 1 0.00 1 Social Work and Related Professionals, Permanent 60 51 15.00 0 Total 648 521 19.60 56
33.3. Job Evaluation The following table summarises the number of jobs that were evaluated during the year under review. The table also provides statistics on the number of posts that were upgraded or downgraded.
Table 33.3.1 Job evaluation by salary band Salary band Number of posts Number % of posts Posts Upgraded Posts downgraded on approved of Jobs evaluated by Number % of posts Number % of posts establishment Evaluated salary bands evaluated evaluated Lower Skilled (Levels 1-2) 20 0 0.00 0 0.00 0 0.00 Skilled (Levels 3-5) 56 0 0.00 0 0.00 0 0.00 Highly Skilled Production (Levels 227 0 0.00 0 0.00 0 0.00 6-8) Highly Skilled Supervision (Levels 184 0 0.00 0 0.00 0 0.00 9-12) Senior Management Service 36 0 0.00 0 0.00 0 0.00 Band A Senior Management Service 17 0 0.00 0 0.00 0 0.00 Band B Senior Management Service 7 0 0.00 0 0.00 0 0.00 Band C
102 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Salary band Number of posts Number % of posts Posts Upgraded Posts downgraded on approved of Jobs evaluated by Number % of posts Number % of posts establishment Evaluated salary bands evaluated evaluated Senior Management Service 1 0 0.00 0 0.00 0 0.00 Band D Other 33 0 0.00 0 0.00 0 0.00 Contract (Levels 3-5) 15 5 33.30 0 0.00 0 0.00 Contract (Levels 6-8) 27 2 7.40 0 0.00 0 0.00 Contract (Levels 9-12) 4 2 50.00 0 0.00 0 0.00 Contract Band A 11 0 0.00 0 0.00 0 0.00 Contract Band B 4 0 0.00 0 0.00 0 0.00 Contract Band C 2 0 0.00 0 0.00 0 0.00 Contract Band D 4 0 0.00 0 0.00 0 0.00 Total 648 9 1.40 0 0.00 0 0.00
The following table provides a summary of the number of employees whose positions were upgraded due to their post being upgraded. The number of employees might differ from the number of posts upgraded since not all employees are automatically absorbed into the new posts and some of the posts upgraded could also be vacant.
Table 33.3.2 Profile of employees whose positions were upgraded due to their posts being upgraded Beneficiary African Asian Coloured White Total Female 0 0 0 0 0 Male 0 0 0 0 0 Total 0 0 0 0 0 Employees with a disability 0
The following table summarises the number of cases where remuneration bands exceeded the grade determined by job evaluation. Reasons for the deviation are provided in each case.
Table 33.3.3 Employees with salary levels higher than those determined by job evaluation by occupation Occupation Number of employees Job evaluation level Remuneration level Reason for deviation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Percentage of total employed 0
The following table summarises the beneficiaries of the above in terms of race, gender, and disability.
Table 33.3.4 Profile of employees who have salary levels higher than those determined by job evaluation Beneficiary African Asian Coloured White Total Female 0 0 0 0 0 Male 0 0 0 0 0 Total 0 0 0 0 0 Employees with a disability 0 0 0 0 0
Total Number of Employees whose remuneration exceeded the grade determined by job evaluation in 2015/16 0
33.4. Employment Changes This section provides information on changes in employment over the financial year. Turnover rates provide an indication of trends in the employment profile of the Department.
The following tables provide summaries of turnover rates by salary band and critical occupations.
Table 33.4.1 Annual turnover rates by salary band Employment at Beginning of Terminations & Salary Band Period Appointments Turnover Rate Transfers April 2016 Skilled (Levels 3-5) Permanent 42 0 1 2.40 Highly Skilled Production (Levels 6-8) Permanent 192 8 9 4.70 Highly Skilled Supervision (Levels 9-12) Permanent 131 8 8 6.10 Senior Management Service Band A Permanent 31 3 3 9.70 Senior Management Service Band B Permanent 14 0 1 7.10 Senior Management Service Band C Permanent 6 0 1 16.70 Senior Management Service Band D Permanent 1 0 0 0.00
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 103 Employment at Beginning of Terminations & Salary Band Period Appointments Turnover Rate Transfers April 2016 Other Permanent 32 60 89 278.10 Contract (Levels 3-5) Permanent 6 21 12 200.00 Contract (Levels 6-8) Permanent 14 32 16 114.30 Contract (Levels 9-12) Permanent 1 9 7 700.00 Contract Band A Permanent 13 2 2 15.40 Contract Band B Permanent 5 2 2 40.00 Contract Band C Permanent 3 0 0 0.00 Contract Band D Permanent 4 0 0 0.00 Total 495 145 151 30.50
Table 33.4.2 Annual turnover rates by critical occupation Critical Occupation Employment at Appointments Terminations & Turnover Rate Beginning of Period Transfers
Administrative Related Permanent 49 8 7 14.30 Architects Town and Traffic Planners Permanent 4 0 1 25.00
Cashiers Tellers and Related Clerks Permanent 1 0 0 0.00 Client Inform Clerks (Switchb Recept Inform Clerks) Permanent 54 0 2 3.70
Communication and Information Related Permanent 15 2 2 13.30 Diplomats Permanent 1 1 0 0.00 Engineering Sciences Related Permanent 3 1 0 0.00
Engineers and Related Professionals Permanent 1 0 0 0.00
Finance and Economics Related Permanent 10 0 2 20.00
Financial and Related Professionals Permanent 8 1 0 0.00
Financial Clerks and Credit Controllers Permanent 13 0 0 0.00
Food Services Aids and Waiters Permanent 2 0 1 50.00 General Legal Administration & Rel. Professionals Permanent 1 0 0 0.00 Head of Department/ Chief Executive Officer Permanent 3 0 0 0.00 Health Sciences Related Permanent 1 0 1 100.00 Human Resources & Organisat Developm & Relate Prof 50 5 4 8.00 Permanent Human Resources Clerks Permanent 51 33 63 123.50 Human Resources Related Permanent 15 3 1 6.70
Information Technology Related Permanent 3 0 0 0.00 Language Practitioners Interpreters & Other Commun 8 1 0 0.00 Permanent Legal Related Permanent 5 1 0 0.00 Library Mail and Related Clerks Permanent 8 0 1 12.50 Logistical Support Personnel Permanent 16 1 0 0.00
Material-Recording and Transport Clerks Permanent 3 1 1 33.30
Messengers Porters and Deliverers Permanent 8 2 1 12.50 Other Administrat & Related Clerks and Organisers Permanent 7 54 48 685.70
Other Administrative Policy and Related Officers Permanent 8 7 4 50.00
Other Information Technology Personnel. Permanent 22 0 0 0.00
Other Occupations Permanent 10 2 2 20.00 Professional Nurse Permanent 2 0 0 0.00 Risk Management and Security Services Permanent 2 0 0 0.00 Secretaries & Other Keyboard Operating Clerks Permanent 34 11 5 14.70 Security Officers Permanent 24 7 0 0.00 Senior Managers Permanent 56 2 5 8.90 Social Work and Related Professionals Permanent 1 0 0 0.00 Total 495 145 151 30.50
104 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 The table below identifies the major reasons why staff left the Department.
Table 33.4.3 Reasons why staff left the Department Termination Type Number % of Total Resignations Percentage of Total Employment Death, Permanent 1 1 0 Resignation, Permanent 20 14 4 Expiry of contract, Permanent 117 81 23 Retirement, Permanent 6 4 1 Transfer out 7 0 5 Total 151 105 29
Table 33.4.4 Promotions by critical occupation Promotions to Salary Level Progressions to Notch progressions Employment at Occupation another Salary Promotions as a % another Notch within as a % of Beginning of Period Level of Employment Salary Level Employment Administrative Related 47 2 2 27.00 57.40 Architects Town and Traffic Planners 4 0 0 1.00 25.00 Cashiers Tellers and Related Clerks 1 0 0 0.00 0.00 Client Inform Clerks (Switchb Recept 54 0 0 59.00 109.30 Inform Clerks) Communication and Information 15 1 7 11.00 73.30 Related Diplomats 1 0 0 0.00 0.00 Engineering Sciences Related 3 0 0 2.00 66.70 Engineers and Related Professionals 1 0 0 1.00 100.00 Finance and Economics Related 10 0 0 7.00 70.00 Financial and Related Professionals 8 0 0 5.00 62.50 Financial Clerks and Credit Controllers 13 0 0 4.00 30.80 Food Services Aids and Waiters 2 0 0 2.00 100.00 General Legal Administration & Rel. 1 0 0 1.00 100.00 Professionals Head of Department/ Chief Executive 3 0 0 1.00 33.30 Officer Health Sciences Related 1 0 0 0.00 0.00 Human Resources & Organisat 50 1 2 30.00 60.00 Developm & Relate Prof Human Resources Clerks 51 1 2 16.00 31.40 Human Resources Related 15 1 7 10.00 66.70 Information Technology Related 3 0 0 3.00 100.00 Language Practitioners Interpreters & 8 1 13 6.00 75.00 Other Communication Legal Related 5 0 0 2.00 40.00 Library Mail and Related Clerks 8 0 0 5.00 62.50 Logistical Support Personnel 16 0 0 10.00 62.50 Material-Recording and Transport Clerks 3 0 0 2.00 66.70 Messengers Porters and Deliverers 8 0 0 6.00 75.00 Other Administrat & Related Clerks and 7 0 0 4.00 57.10 Organisers Other Administrative Policy and Related 8 0 0 1.00 12.50 Officers Other Information Technology 22 0 0 19.00 86.40 Personnel. Other Occupations 10 0 0 6.00 60.00 Risk Management and Security Services 2 0 0 2.00 100.00 Secretaries & Other Keyboard Operating 34 0 0 25.00 73.50 Clerks Security Officers 24 1 4 19.00 79.20 Senior Managers 56 0 0 27.00 48.20 Social Work and Related Professionals 1 0 0 0.00 0.00 Total 495 8 1 314.00 63.40
Table 33.4.5 Promotions by salary band Employment at Promotions to Salary Level Progressions to Notch progressions as a Salary Band Beginning of another Salary Promotions as a % another Notch % of Employment Period Level of Employment within Salary Level Skilled (Levels 3-5), Permanent 42 0 0 34.00 81.00 Highly Skilled Production (Levels 6-8), 192 2 1 151.00 78.60 Permanent Highly Skilled Supervision (Levels 9-12), 131 6 5 87.00 66.40 Permanent
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 105 Employment at Promotions to Salary Level Progressions to Notch progressions as a Salary Band Beginning of another Salary Promotions as a % another Notch % of Employment Period Level of Employment within Salary Level Senior Management (Levels 13-16), 52 0 0 33.00 63.50 Permanent Other, Permanent 32 0 0 0.00 0.00 Contract (Levels 3-5), Permanent 6 0 0 1.00 16.70 Contract (Levels 6-8), Permanent 14 0 0 1.00 7.10 Contract (Levels 9-12), Permanent 1 0 0 0.00 0.00 Contract (Levels 13-16), Permanent 25 0 0 7.00 28.00 Total 495 8 2 314.00 63.40
33.5. Employment Equity
Table 33.5.1 Total number of employees (including employees with disabilities) in each occupational category as at 31 March 2018
Male Female Occupational category Total African Coloured Indian White African Coloured Indian White Senior Officials and Managers 19 1 5 4 26 2 3 1 61 Professionals 47 4 4 4 80 4 3 3 149 Technicians and Associate 28 1 3 1 36 2 2 4 77 Professionals Clerks 53 1 0 1 119 6 4 3 187 Service Shop and Market Sales 18 0 2 0 18 0 2 1 41 Workers Labourers and Related Workers 8 0 0 0 8 0 0 1 17 Total 173 7 14 10 287 14 14 13 532
Table 33.5.2 Total number of employees (excluding employees with disabilities) in each of the following occupational bands on 31 March 2018 Occupational Band Male Female Total African Coloured Indian White African Coloured Indian White Top Management, Permanent 4 1 0 1 1 1 0 0 8 Senior Management, Permanent 15 0 4 2 22 0 3 3 49 Professionally qualified and 46 5 5 4 74 5 2 6 147 experienced specialists and mid- management, Permanent
Skilled technical and academically 49 1 1 1 110 7 7 4 180 qualified workers, junior management, supervisors, foremen, Permanent Semi-skilled and discretionary 18 0 0 0 19 0 0 0 37 decision making, Permanent Not Available, Permanent 14 0 0 0 19 0 0 0 33 Contract (Top Management), 3 0 2 0 1 0 0 0 6 Permanent Contract (Senior Management), 5 0 0 2 7 1 0 0 15 Permanent Contract (Professionally Qualified), 2 0 0 0 2 0 0 0 4 Permanent Contract (Skilled Technical), 10 0 0 0 17 0 0 0 27 Permanent Contract (Semi-Skilled), 7 0 2 0 0 0 0 0 15 Permanent Total 173 7 14 10 278 14 12 13 521
Table 33.5.3 Recruitment Male Female Occupational Band Total African Coloured Indian White African Coloured Indian White Senior Management, Permanent 1 0 0 0 2 0 0 0 3 Professionally qualified and experienced specialists and mid- 3 0 0 0 4 0 0 1 8 management, Permanent Skilled technical and academically qualified workers, 2 0 0 0 6 0 0 0 8 junior management, supervisors, foremen, Permanent Not Available, Permanent 24 1 0 0 35 0 0 0 60 Contract (Senior Management), 1 0 1 0 1 1 0 0 4 Permanent Contract (Professionally 5 0 0 4 0 0 0 9 qualified), Permanent
106 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Male Female Occupational Band Total African Coloured Indian White African Coloured Indian White Contract (Skilled technical), 11 0 0 0 21 0 0 0 32 Permanent Contract (Semi-skilled), 9 0 2 0 10 0 0 0 21 Permanent Total 56 1 3 0 83 1 0 1 145 Employees with disabilities 0 0 0 0 0 0 0 1 1
Table 33.5.4 Promotions Occupational Band Male Female Total African Coloured Indian White African Coloured Indian White Top Management, Permanent 2 0 0 0 0 0 0 0 2 Senior Management, Permanent 13 0 1 2 10 0 3 2 31 Professionally qualified and 30 1 4 1 51 3 1 2 93 experienced specialists and mid- management, Permanent Skilled technical and 45 1 0 1 90 7 4 4 152 academically qualified workers, junior management, supervisors, foremen, Permanent Semi-skilled and discretionary 17 0 0 0 17 0 0 0 34 decision making, Permanent Contract (Top Management), 0 0 1 0 0 0 0 0 1 Permanent Contract (Senior Management), 1 0 0 1 4 0 0 0 6 Permanent Contract (Skilled technical), 1 0 0 0 0 0 0 0 1 Permanent Contract (Semi-skilled), 0 0 0 0 1 0 0 0 1 Permanent Total 109 2 6 5 173 10 8 8 321 Employees with disabilities 0 0 0 0 0 0 0 0 0
Table 33.5.5 Terminations Male Female Occupational Band Total African Coloured Indian White African Coloured Indian White Senior Management, Permanent 2 0 0 1 0 0 0 0 3 Professionally qualified and experienced specialists and mid- 3 0 0 0 2 0 0 1 6 management, Permanent Skilled technical and academically qualified workers, junior 1 0 0 0 4 0 0 1 6 management, supervisors, foremen, Permanent Semi-skilled and discretionary 0 0 0 0 1 0 0 0 1 decision making, Permanent Not Available, Permanent 33 1 0 0 55 0 0 0 89 Contract (Senior Management), 1 0 1 0 1 1 0 0 4 Permanent Contract (Professionally 3 0 0 1 3 0 0 0 7 qualified), Permanent Contract (Skilled technical), 9 0 0 0 7 0 0 0 16 Permanent Contract (Semi-skilled), 6 0 0 0 6 0 0 0 12 Permanent Total 58 1 1 2 79 1 0 2 144 Employees with Disabilities 0 0 0 0 0 0 0 0 0
Table 33.5.6 Disciplinary action Male Female Disciplinary action Total African Coloured Indian White African Coloured Indian White Dismissal 0 0 0 0 0 0 0 0 0
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 107 33.6. Performance Rewards To encourage good performance, the Office of the Premier has granted the following performance rewards during the year under review. The information is presented in terms of race, gender and disability, salary bands and critical occupations.
Table 35.6.1 Performance rewards by race, gender and disability Race and Gender Beneficiary Profile Cost Number of Number of % of total within Average cost per Cost (R’000) beneficiaries employees group employee African, Female 152 274 55.50 2 545.92 16 749.00 African, Male 92 173 53.20 1 575.01 17 120.00 Asian, Female 10 12 83.30 212.53 21 253.00 Asian, Male 7 12 58.30 219.61 31 372.00 Coloured, Female 9 12 75.00 153.16 17 018.00 Coloured, Male 6 7 85.70 182.94 30 489.00 Total Blacks, Female 171 298 57.40 2 911.61 17 027.00 Total Blacks, Male 105 192 54.70 1 977.56 18 834.00 White, Female 9 11 81.80 179.59 19 954.00 White, Male 6 9 66.70 151.87 25 311.00 Employees with a disability 4 11 36.40 69.01 17 253.00 Total 295 521 56.60 5 289.64 17 931.00
Table 33.6.2 Performance rewards by salary band for personnel below Senior Management Service Salary Band Beneficiary Profile Cost Number of Percentage of Total Average Cost per Salary Band Total Employment Cost (R’000) Beneficiaries Employment Beneficiary (R) Skilled (Levels 3-5) 30 37 81.10 280.24 9 341.00 Highly Skilled Production (Levels 147 180 81.70 2 199.32 14 961.00 6-8)
Highly Skilled Supervision (Levels 95 147 64.60 1 920.29 20 214.00 9-12) Other 0 33 0.00 0.00 0.00 Contract (Levels 3-5) 1 15 6.70 10.12 10 121.00 Contract (Levels 6-8) 1 27 3.70 13.06 13 055.00 Contract (Levels 9-12) 1 4 25.00 18.68 18 683.00 Total 275 443 62.10 4 441.72 16 152.00
Table 33.6.3 Performance rewards by critical occupation Critical Occupation Beneficiary Profile Cost Number of Number of % of total within Total Cost (R’000) Average cost per beneficiaries employees occupation employee Administrative Related 12 6 200.00 167.93 13 994.00 Architects Town and Traffic Planners 17 54 31.50 248.53 14 620.00 Cashiers Tellers and Related Clerks 19 28 67.90 184.43 9 707.00 Client Inform Clerks (Switch Recept Inform 37 51 72.50 779.16 21 058.00 Clerks) Communication and Information Related 6 9 66.70 57.89 9 648.00 Diplomats 2 2 100.00 33.44 16 719.00 Engineering Sciences Related 12 15 80.00 195.97 16 331.00 Engineers and Related Professionals 7 8 87.50 132.86 18 979.00 Finance and Economics Related 3 16 18.80 36.69 12 229.00 Financial and Related Professionals 4 8 50.00 54.93 13 732.00 Financial Clerks and Credit Controllers 0 6 0.00 0.00 0.00 Food Services Aids and Waiters 5 8 62.50 76.05 15 210.00 General Legal Administration & Rel. 0 2 0.00 0.00 0.00 Professionals Head of Department/ Chief Executive 3 3 100.00 46.10 15 367.00 Officer Health Sciences Related 21 51 41.20 434.59 20 695.00 Human Resources & Organisat Developm 11 15 73.30 227.48 20 680.00 & Relate Prof Human Resources Clerks 21 39 53.80 308.45 14 688.00 Human Resources Related 5 7 71.40 74.27 14 853.00 Information Technology Related 12 17 70.60 309.76 25 813.00 Language Practitioners Interpreters & 1 1 100.00 18.36 18 363.00 Other Commun Legal Related 1 2 50.00 88.35 88 347.00 Library Mail and Related Clerks 5 9 55.60 93.03 18 605.00
108 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Critical Occupation Beneficiary Profile Cost Number of Number of % of total within Total Cost (R’000) Average cost per beneficiaries employees occupation employee Logistical Support Personnel 0 1 0.00 0.00 0.00 Material-Recording and Transport Clerks 1 1 100.00 19.42 19 423.00 Messengers Porters and Deliverers 0 2 0.00 0.00 0.00 Other Administration & Related Clerks and 2 3 66.70 20.40 10 198.00 Organisers Other Administrative Policy and Related 3 9 33.30 51.19 17 064.00 Officers Other Information Technology Personnel. 9 56 16.10 453.49 50 388.00 Other Occupations 45 61 73.80 633.22 14 072.00 Risk Management and Security Services 1 1 100.00 24.63 24 635.00 Secretaries & Other Keyboard Operating 21 22 95.50 344.00 16 381.00 Clerks Security Officers 3 4 75.00 79.53 26 511.00 Senior Managers 2 1 200.00 18.51 9 257.00 Social Work and Related Professionals 3 3 100.00 62.87 20 956.00 Total 295 521 56.60 5 289.64 17 931.00
Table 33.6.4 Performance related rewards (cash bonus), by salary band for Senior Management Service Beneficiary Profile Cost % of total % of SMS Wage Total cost as a % of Salary Band Number of Number of Total Cost Average cost per within salary Bill the total personnel beneficiaries employees (R’000) employee bands expenditure Band A 16 44 36.40 585.77 36 610.90 1.30 46 265.92 Band B 2 20 10.00 85.96 42 980.20 0.30 24 768.11 Band C 1 9 11.10 87.83 87 833.50 0.70 12 724.84
Band D 1 5 20.00 88.35 88 347.30 0.90 10 239.35 Total 20 78 25.60 847.92 42 395.80 0.90 93 998.23
33.7. Foreign Workers The tables below summarise the employment of foreign nationals in the Department in terms of salary band and major occupation.
Table 33.7.1 Foreign workers by salary band Percentage Total Total Employment Employment Percentage Total of Total at Change in Percentage Employment Employment Salary band at Beginning at End of of Total at Change in Beginning Employment of Total at Beginning at End of of Period Period End of Period Employment of Period of Period Period Lower skilled 0 0 0 0 0 0 0 0 0 Highly skilled production 0 0 0 0 0 0 0 0 0 (Levels 6-8) Highly skilled supervision 2 100.00 2 100.00 0.00 0.00 2 2 0.00 (Levels 9-12) Contract 0 0 0 0 0 0 0 0 0 (Levels 9-12) Contract 0 0 0 0 0 0 0 0 0 (Levels 13-16) Total 2 100.00 2 100.00 0 0 2 2 0
Table 33.7.2 Foreign workers by major occupation Percentage Total Total Employment Employment Percentage Total Major of Total at Change in Percentage Employment Employment at Beginning at End of of Total at Change in occupation Beginning of Employment of Total at Beginning at End of of Period Period End of Period Employment Period of Period Period
Administrative 1 50 1 50.00 0.00 0.00 2 2 0.00 office workers Professionals 1 50 1 50.00 0.00 0.00 2 2 0.00 and managers Total 2 100 2 100.00 0.00 0.00 2 2 0.00
33.8. Leave Utilisation The following tables provide an indication of the use of sick leave and disability leave. In both cases, the estimated cost of the leave is also provided.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 109 Table 33.8.1 Sick leave Number of % of total % Days with Employees employees Average days Estimated Salary Band Total days Medical using sick using sick per employee Cost (R’000) certification leave leave Contract (Levels 13-16) 31.00 80.60 8.00 2.40 4.00 164.00 Contract (Levels 3-5) 38.00 84.20 9.00 2.70 4.00 45.00 Contract (Levels 6-8) 21.00 81.00 3.00 0.90 7.00 71.00 Contract Other 31.00 67.70 11.00 3.30 3.00 10.00 Highly skilled production (Levels 6-8) 1 185.00 76.70 140.00 41.70 8.00 1 589.00 Highly skilled supervision (Levels 9-12) 757.00 75.00 111.00 33.00 7.00 1 882.00 Senior management (Levels 13-16) 119.00 72.30 27.00 8.00 4.00 483.00 Skilled (Levels 3-5) 165.00 68.50 27.00 8.00 6.00 124.00 Total 2 347.00 75.50 336.00 100.00 7.00 4 366.00
Table 33.8.2 Disability leave (temporary and permanent) Number of % of total Total number Total number % Days with Employees employees Average of Employees Estimated of days with Salary Band Total days Medical using using days per using Cost (R’000) medical certification disability disability employee Disability certification leave leave Leave Lower skilled (Levels 1-2) 0 0 0 0 0 0 0 0 Skilled (Levels 3-5) 0 0 0 0 0 0 0 0 Highly skilled production 64 100.00 2.00 66.70 32.00 80.00 64 3 (Levels 6-8) Highly skilled supervision 0 0 0 0 0 0 0 0 (Levels 9-12) Senior management 2 100.00 1.00 33.30 2.00 10.00 2 3 (Levels 13-16) Total 66 100.00 3.00 100.00 22.00 90.00 66 3
The table below summarises the utilisation of annual leave. The wage agreement concluded with trade unions in the Public Service Commission Bargaining Council in 2000 requires management of annual leave to prevent high levels of accrued leave being paid at the time of termination of service.
Table 33.8.3 Annual leave Number of Employees who Salary Band Total days taken Average per employee took leave Contract (Levels 13-16) 321 12.00 26 Contract (Levels 3-5) 63 5.00 12 Contract (Levels 6-8) 253 9.00 28 Contract (Levels 9-12) 59 10.00 6 Contract Other 229 8.00 29 Highly skilled production (Levels 6-8) 3 839 20.00 195 Highly skilled supervision (Levels 9-12) 3 374 20.00 168 Senior management (Levels 13-16) 990 17.00 59 Skilled (Levels 3-5) 781 21.00 37 Total 9 909 18.00 560
Table 33.8.4 Capped leave Average Average Number of Total number of Total days of capped leave Number of number of Employees who capped leave Salary Band capped leave per employee Employees as at days taken per took Capped available at end taken as at end of end of period employee leave of period period Contract (Levels 13-16) 0 0 27.00 0 27 1 Contract (Levels 3-5) 0 0 0.00 0 0 0 Contract (Levels 6-8) 0 0 0.00 0 0 0 Contract (Levels 9-12) 0 0 0.00 0 0 0 Contract Other 0 0 0.00 0 0 0 Highly skilled production (Levels 3 3 21.00 1 607 29 6-8) Highly skilled supervision (Levels 3 3 29.00 1 1027 36 9-12) Senior management (Levels 13-16) 4 2 39.00 2 583 15 Skilled (Levels 3-5) 0 0 23.00 0 206 9 Total 10 3 27.00 4 2450 90
110 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 The following table summarise payments made to employees as a result of leave that was not taken.
Table 33.8.5 Leave pay-outs Reason Total Amount (R’000) Number of Employees Average per employee (R’000) Leave pay-out for 2017/18 due to non-utilisation of leave for the 0 0 0 previous cycle Capped leave pay-outs on termination of service for current 837.00 14.00 59 786.00 financial year Total 837.00 14.00 59 786.00
33.9. HIV/AIDS and Health Promotion Programmes
Table 33.9.1 Steps taken to reduce the risk of occupational exposure Units/categories of employees identified to be at high risk of Key steps taken to reduce the risk contracting HIV & related diseases (if any) Employees who are at risk Females at lower levels Interventions Voluntary testing takes place during wellness days to enable employees to know their status and discover diseases early and take treatment
Table 33.9.2 Details of health promotion and HIV/AIDS programmes (tick the applicable box and provide the required information) Question Yes No Details, if yes 1) Has the department designated a member of the SMS to X Director Internal HR: Ms Merles Motlhabane implement the provisions contained in Part III Regulation 55 of the Public Service Regulations, 2016 If so, provide her/ his name and position. 2) Does the department have a dedicated unit or has it X There is currently one (1) employee within the Employee Health and Wellness designated specific staff members to promote the health Programme Unit. The annual allocated budget is R800 000 and well-being of your employees? If so, indicate the number of employees who are involved in this task and the annual budget that is available for this purpose. 3) Has the department introduced an Employee Assistance X We provide employees and their dependents with Therapeutic telephone or Health Promotion Programme for your employees? If so, counselling service and life skills service. Health Screening and Lifestyle indicate the key elements/services of this Programme. Management Programme: Health and Wellness Days, Stress awareness and Management Programme. Financial Management and debt control, HIV/AIDS Management, Health and Productivity Management and Wellness Management. The HIV and AIDS Workplace Programme (i.e. Peer Education Training) 4) Has the department established (a) committee(s) as Ms Iris Radebe contemplated in Part VI E.5 (e) of Chapter 1 of the Public Ms Jabu Nkosi Service Regulations, 2001? If so, please provide the names Ms Lisbet Songxaka of the members of the committee and the stakeholder(s) Mr Vuledzani Kharidza that they represent. Ms Elizabeth Ngidi Ms Sibongile Baloyi Ms Lindiwe Msila X Ms Bridgette Mashabela 5) 5. Has the department reviewed its employment X An audit was conducted on all HR policies to identify and discriminatory clauses policies and practices to ensure that these do not unfairly with the aim of reviewing the policies. discriminate against employees on the basis of their HIV HIV/AIDS, Wellness and Employment Equity Policies are in place. status? If so, list the employment policies/practices so reviewed. 6) Has the department introduced measures to protect HIV- X Employees infected have the same rights and privileges in terms of employment positive employees or those perceived to be HIV-positive advancement. Employment policies are in place. Disciplinary processes and from discrimination? If so, list the key elements of these procedures are in place. HIV and AIDS educational talks, relating to measures on measures. how to alleviate stigma and discrimination among employees. During the HIV Counselling and Testing (HCT) and TB Screening confidentiality of all employees is ensured as the testing takes place in a closed venue to ensure privacy. 7) Does the department encourage its employees to X HIV Counselling and Testing (HCT) Results conducted during Wellness Days undergo HIV Counselling and Testing? If so, list the results Campaign. The Office of the Premier hosted the Wellness Day Campaign, where that you have you achieved. employees could partake in the HIV Testing and Counselling and TB Management Programme. The participation rate was well received. HCT Report for 2017/18 No of employees tested and know their status: Clients pre-test counselled for HIV=29 Clients tested for HIV=29 Clients tested HIV positive =0 Clients screened for TB = 29 8) Has the department developed measures/indicators X • Employee Health and Wellness Programme (EHWP) Monthly, Quarterly and to monitor & evaluate the impact of its health promotion Annual Reports measure the impact of utilisation of the EHW Programme. programme? If so, list these measures/indicators. • Customer Satisfaction Surveys are conducted. • The number of EHWP referrals. • The number of Disciplinary cases and absenteeism management reports.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 111 33.10. Labour Relations
Table 33.10.1 Collective agreements Subject Matter Date None
The following table summarises the outcome of disciplinary hearings conducted within the Department for the year under review.
Table 33.10.2 Misconduct and disciplinary hearings finalised Outcomes of disciplinary hearings Number % of total Correctional counselling Nil 000. Verbal warning Senior Admin Officer Nil 000. Written warning Nil 0.00 Final written warning 3 0.36 Suspended without pay Nil 0.00 Fine Nil 0.00 Demotion Nil 0.00 Dismissal Nil 0.00 Not guilty 1 0.12 Case withdrawn Nil 0.00 Total 4 0.48
Table 33.10.3 Types of misconduct addressed at disciplinary hearings Type of misconduct (based on annexure A) Number % of total Alleged unauthorised performance of remunerative work outside public service Nil 0.00 Alleged theft 2 0.24 Alleged unauthorised absence 1 0.12 Alleged Assault Nil 0.00 Total 3 0.36
Table 33.10.4 Grievances logged Number % of Total Number of grievances resolved 18 2.16% Number of grievances not resolved Nil Nil Total number of grievances lodged 18 2.16%
Table 33.10.5 Disputes logged Number % of Total Number of disputes upheld 6 0.72 Number of disputes dismissed Nil 0.00 Total number of disputes lodged 6 0.72
Table 33.10.6 Strike actions Total number of persons working days lost Nil Total costs working days lost Nil Amount (R’000) recovered as a result of no work no pay Nil
Table 33.10.7 Precautionary suspensions Number of people suspended Nil Number of people where suspension exceeded 30 days Nil Average number of days suspended Nil Cost (R’000) of suspension Nil
33.11. Skills Development This section highlights the efforts of the Department with regard to skills development.
Table 33.11.1 Training needs identified Training needs identified at start of the reporting period Number of Skills Programmes Occupational Category Gender employees as at Other forms of Learnerships & other short Total 1 April 2015 training courses Legislators, senior officials and Female 27 0 21 0 21 managers Male 32 0 13 0 13 Professionals Female 90 0 35 0 35 Male 59 0 25 0 25
112 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Training needs identified at start of the reporting period Number of Skills Programmes Occupational Category Gender employees as at Other forms of Learnerships & other short Total 1 April 2015 training courses Technicians and associate professionals Female 44 0 43 0 43 Male 29 0 26 0 26 Clerks Female 110 0 46 0 46 Male 37 0 22 0 22 Service and sales workers Female 10 0 5 0 5 Male 20 0 6 0 6 Skilled agriculture and fishery workers Female 0 0 0 0 0 Male 0 0 0 0 0 Craft and related trades workers Female 0 0 0 0 0 Male 0 0 0 0 0 Plant and machine operators and Female 0 0 0 0 0 assemblers Male 0 0 0 0 0 Elementary occupations Female 9 0 4 0 4 Male 7 0 3 0 3 Sub Total Female 195 0 154 0 154 Male 179 0 95 0 95 Total 374 0 249 0 249
Table 33.11.2 Training provided for the period Training provided within the reporting period Number of Skills Programmes Occupational Category Gender employees as at Other forms of Learner ships & other short Total 1 April 2015 training courses Legislators, senior officials and Female 27 0 14 0 14 managers Male 32 0 9 0 9 Professionals Female 90 0 33 0 33 Male 59 0 30 0 30 Technicians and associate Female 44 0 16 0 16 professionals Male 29 0 12 0 12 Clerks Female 110 0 51 0 51 Male 37 0 33 0 33 Service and sales workers Female 10 1 0 0 0 Male 20 0 1 0 1 Skilled agriculture and fishery Female 0 0 0 0 0 workers Male 0 0 0 0 0 Craft and related trades workers Female 0 0 0 0 0 Male 0 0 0 0 0 Plant and machine operators and Female 0 0 0 0 0 assemblers Male 0 0 0 0 0 Elementary occupations Female 9 0 1 0 1 Male 7 0 1 0 1 Sub Total Female 195 0 162 0 162 Male 179 0 95 0 95 Total 374 0 257 0 257
33.12. Injury on Duty The following tables provide basic information on injuries on duty.
Table 33.12.1 Injury on duty Nature of injury on duty Number % of total Required basic medical attention only 4 100% Temporary Total Disablement 0 0 Permanent Disablement 0 0 Fatal 0 0 Total 4 100%
33.13. Utilisation of Consultants The following tables relate to information on the utilisation of consultants in the Department. In terms of the Public Service Regulations ‘consultant’ means a natural or juristic person or a partnership who or which provides, in terms of a specific contract on an ad hoc basis, any of the following professional services to a department against remuneration received from any source: 1) The rendering of expert advice; 2) The drafting of proposals for the execution of specific tasks; and
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 113 3) The execution of a specific task which is of a technical or intellectual nature, but excludes an employee of a department.
Table 33.13.1 Report on consultant appointments using appropriated funds Total Number of Duration Contract value in Project Title consultants that worked Work days Rand on project Development of Regional spatial development policy for Lanseria area 4 365 R316 923.00 Editing design and layout of the exhibition stand and structure with 8 25 R497 110.00 installation drawings GPG Research on background papers for Italian workshop 9 73 R327 044.00 GPG Research on Scenario Planning for Gauteng 9 276 R1 112 013.00 Electronic registration 15 1 R144 780.00 Interpreting - Interpreting Service 3 4 R60 000.00 Development of land use scheme for the Midvaal Local Municipality 18 60 R364 212.00 Situational analysis report with PESTEL and review of the legislative 1 20 R426 000.00 framework. Draft 2 of the Gauteng Strategic Policy framework of GEWE and 1 20 R425 682.00 strategic program Interpreting - Interpreting Service 8 8 R26 898.30 Implementation of Deliverology project within Gauteng Provincial 4 365 R8 280 000.00 Government SMS Competency Assessments 2 6 R497 755.00 GPG Tracker Research Wave 4 2 120 R127 454.73 Land-Use-Management Board Members 16 365 R548 334.12 Development to draft Disability Rights Policy and Strategic Action 4 6 R210 899.00 Development of a disability Framework based on best practices and 1 182 R193 436.00 Standard ergonomics and Ergonomics Scientific tool Evaluation of the implementation of the spirit Batho Pele. 12 59 R261 630.00 Consultant Change management 4 30 R494 304.00 Conducting the HR Maturity Assessment 4 30 R497 049.00 Appointment of service provider to develop job descriptions 1 90 R228 912.00 Implementation of WiMAX in Alexandra township 7 86 R794 927.01 Evaluation Study on Older Persons services across Gauteng City 2 2 R349 446.00 Region Survey on the State of Youth in Gauteng (Implementation of Wimax in 11 74 R1 395 230.00 Alexandra Township Interpreting - Interpreting Service 5 12 R311 700.00 Development of Framework for Transformation Policy 1 10 R299 535.00 Interpreting - Interpreting Service 8 365 R19 878.00 Provision of Secretariat, content management and report writing in 4 5 R192 096.00 respect of the ethics Development of land use scheme for Emfuleni Municipality 3 57 R391 412.00 Development of a land use scheme for Rand West City Municipality 3 178 R949 790.00 The Development of the Southern Corridor Regional Implementation 8 140 R1 812 318.00 Plan Electronic Document for Gauteng Women’s Excellence Awards 1 1 R62 861.88 Verification of qualifications 3 365 R60 000.00 Proofreading and Editing of SOPA 2018 1 15 R70 583.57 Translation of the GPG Midterm Report 2017 Summary 1 15 R16 416.00 Phase 1 of the Climate Survey 3 5 R216 600.00 Research and Data Analysis 3 3 R106 484.00 SMS Competency Assessments 4 4 R7 606.00 Evaluation of the healthcare improvement workshop 2 183 R212 303.76 Media Monitoring and reputation analysis 7 30 R283 768.00 Verification of moveable assets for the office of the Premier 9 30 R270 864.00 Inception Report for GCR Anti-Corruption Strategy Management 2 60 R499 674.00 Programme Formative Evaluation of the Tshepo R1 million Programme 5 183 R187 336.50 Transcription Services for the Life Esidimeni Arbitration Hearing 1 42 R240 300.00 Public Sector- Provincial Government - Contingency 3 6 R182 724.44 Final Report Delivery & Dissemination on research project 4 60 R600 000.00 Call out for servicing audio system 1 1 R1 117.20 PILIR 2 365 R160 000.00 Development of a Regional Spatial Development Policy for JHB South 3 365 R420 433.00 - West and Eastern Rand West City Evaluation of Anti-Substance Abuse, Prevention and Treatment 6 365 R1 522 726.00 Strategy Evaluation of TMR programme 3 90 R100 006.00
114 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Total Number of Duration Contract value in Project Title consultants that worked Work days Rand on project Report on the Role of Women Owned Cooperatives to Economic 1 30 R225 838.00 Empowerment in Gauteng Assessment of the Environment 1 60 R6 500.00 Maintenance and support on Assetware system 14 36 R222 711.00 Gauteng Mid -Term Review (for the Gauteng Provincial 1 14 R11 400.00 Government)2017 Subscription to the Centre of Risk Analysis 2 60 R68 400.00 Recruitment of team leader 2 2 R91 930.00 Literature Review 10 60 R227 430.00 Interpreting - Interpreting Service 27 66 R792 406.00 Development of 2018/19 APP and Review and Revise 2015-2020 3 68 R269 952.00 Strategic plan Gauteng Evaluation Plan 2017/18 Expert Evaluation Support 1 213 R297 660.00
Total individual Total duration Total contract value in Total number of projects consultants Work days Rand 60 304 5 831 28 992 799.21
Table 33.13.2 Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals (HDIs) Number of Consultants from Percentage ownership by Percentage management Project Title HDI groups that work on the HDI groups by HDI groups project Development of Regional spatial development policy for 60% 39% 4 Lanseria area Editing design and layout of the exhibition stand and 0% 0% 8 structure with installation drawings GPG Research on background papers for Italian workshop 0% 0% 9 GPG Research on Scenario Planning for Gauteng 0% 0% 9 Electronic registration 100% 100% 15 Interpreting - Interpreting Service 1% 0.5% 3 Development of land use scheme for the Midvaal Local 78% 25% 18 Municipality Situational analysis report with PESTEL and review of the 0% 0% 1 legislative framework. Draft 2 of the Gauteng Strategic Policy framework of GEWE 0% 0% 1 and strategic program Interpreting - Interpreting Service(NGO) 0% 0% 8 Implementation of Deliverology within Gauteng Province 0% 0% 0 SMS Competency Assessments 0% 0% 2 GPG Tracker Research Wave 4 n/a n/a 2 Land-Use-Management Board Members n/a n/a 9 Development to draft Disability Rights Policy and Strategic 0% 0% 4 Action Development of a disability Framework based on best 100% 100% 1 practices and Standard ergonomics and Ergonomics Scientific tool Evaluation of the implementation of the spirit Batho Pele. 33% 7% 12 Consultant Change management 33% 7% 4 Conducting the HR Maturity Assessment 33% 7% 4 Appointment of service provider to develop job 33% 7% 1 descriptions Implementation of WiMAX in Alexandra township 20% 0% 7 Evaluation Study on Older Persons services across Gauteng 0% 0% 2 City Region Survey on the State of Youth in Gauteng (Implementation 0% 0% 11 of Wimax in Alexandra Township Interpreting - Interpreting Service 0% 0% 5 Development of Framework for Transformation Policy 0% 0% 1 Interpreting - Interpreting Service 0% 0% 8 Provision of Secretariat, content management and report 0% 100% 4 writing in respect of the ethics Development of land use scheme for Emfuleni Municipality 100% 100% 3 Development of a land use scheme for Rand West City 100% 100% 3 Municipality The Development of the Southern Corridor Regional 52% 44% 8 Implementation Plan Electronic Document for Gauteng Women’s Excellence 51% 49% 1 Awards
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 115 Number of Consultants from Percentage ownership by Percentage management Project Title HDI groups that work on the HDI groups by HDI groups project Verification of qualifications 45% 24% 3 Proofreading and Editing of SOPA 2018 0% 100% 1 Translation of the GPG Midterm Report 2017 Summary 0% 100% 1 Phase 1 of the Climate Survey 1000% 50% 3 Research and Data Analysis 1000% 50% 3 SMS Competency Assessments 1000% 50% 4 Evaluation of the healthcare improvement workshop 0% 75% 2 Media Monitoring and reputation analysis 0% 50% 7 Verification of moveable assets for the office of the Premier 100% 0% 9 Inception Report for GCR Anti-Corruption Strategy 25% 25% 2 Management Programme Formative Evaluation of the Tshepo R1 million Programme 50% 50% 5 Transcription Services for the Life Esidimeni Arbitration 0% 0% 1 Hearing Public Sector- Provincial Government - Contingency 59% 21% 3 Final Report Delivery & Dissemination on research project 0% 0% 4 Call out for servicing audio system 0% 0% 1 PILIR 62% 100% 2 Development of a Regional Spatial Development Policy for 100% 100% 3 JHB South - West and Eastern Rand West City Evaluation of Anti-Substance Abuse, Prevention and 100% 20% 6 Treatment Strategy Evaluation of TMR programme 100% 100% 3 Report on the Role of Women Owned Cooperatives to 0% 0% 1 Economic Empowerment in Gauteng Assessment of the Environment 0% 0% 1 Maintenance and support on Asset ware system 0% 51% 14 Gauteng Mid -Term Review (for the Gauteng Provincial 0% 0% 1 Government)2017 Subscription to the Centre of Risk Analysis 0% 0% 2 Recruitment of team leader 31% 22% 2 Literature Review 0% 0% 10 Interpreting - Interpreting Service 0% 0% 27 Development of 2018/19 APP & Review and Revise 2015 - 0% 0% 3 2020 Strategic Plan Gauteng Evaluation 2017/18: Expert Evaluation Support 100% 100% 1
Table 33.13.3 Report on consultant appointments using donor funds Total Number of consultants that Duration Project Title Donor and Contract value in Rand worked on project Work days None N/A N/A N/A
Table 33.13.4 Analysis of consultant appointments using donor funds, in terms of Historically Disadvantaged Individuals (HDIs) Percentage ownership by HDI Percentage management by HDI Number of Consultants from HDI Project Title groups groups groups that work on the project None N/A N/A N/A
116 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 PART E FINANCIAL INFORMATION
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 117
34. REPORT OF THE ACCOUNTING OFFICER
For the financial year ended 31 March 2018
34.1. overview of the Operations of the Department The foundation of the performance delivery environment in the Gauteng Province is the Outcomes-based approach, aligned to and in support of the National Development Plan (NDP), Vision 2030, which was adopted by the National Executive in 2012, and remains the blueprint of government and will further inform the strategic direction of the Gauteng Provincial Government.
In giving effect to the NDP as a long-term plan, the fifth Administration adopted the Gauteng City Region 10-Pillar Transformation, Modernisation and Reindustrialisation (TMR) Programme as the strategic posture for Gauteng Provincial Government for the 2015-2020 MTSF, as follows: No. Component No. Pillar 1. Transformation 1. Radical economic transformation 2. Decisive spatial transformation 3. Accelerated social transformation 4. Transformation of state and governance 2. Modernisation 5. Modernisation of the public service 6. Modernisation of the economy 7. Modernisation of human settlements and urban development 8. Modernisation of public transport infrastructure 3. Reindustrialisation 9. Reindustrialisation of Gauteng province 10. Taking the lead in Africa’s new industrial revolution Mainstreamed across above 10 pillars are issues of Gender, Youth, Elderly Persons, Military Veterans and Persons with Disabilities.
The role of the Office of the Premier is to ensure that the 10 pillars of the TMR Programme are integrated into the plans of all Gauteng provincial departments and that the implementation thereof is monitored, evaluated and reported on. In addition, the improvement of service delivery is a hallmark of the fifth Administration.
The Office of the Premier has made significant strides in addressing the challenges in the economic and social performance environment in Gauteng. There is evidence of improvements in access to basic services such as water, sanitation, electricity, refuse removal, public healthcare, education, housing, transport and social amenities. However, government recognises that many challenges still remain, and that radical socio-economic transformation is required to further address poverty, unemployment and inequality. Therefore, government initiatives cannot continue to operate in a manner that is indicative of business as usual.
South Africa’s weak economic outlook places further constraints on government spending and points to the need to pay further attention to improving the impact of expenditure on government programmes. In addition to continued increases in Gauteng’s population, low economic growth prospects tend to further increase the social pressures, particularly on disadvantaged individuals, households and communities and increase demand for access to quality public services.
The emphasis in the final two years of the term – 2017/18 and 2018/19 – is on ensuring effective and concerted execution of the TMR Programme and related policies and programmes. This will be achieved, inter alia, through strategic leadership in relation to GPG departments, sound inter-governmental collaboration and transformative partnerships.
118 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 In its role as the apex organisation of the Gauteng Provincial Government, and in providing strategic leadership and direction to government and society, the Office of the Premier (OoP) is reliant on a number of strategic levers or “engines”, which provide the thrust required for the realisation of the TMR Programme and strategic game-changer projects. These strategic levers or “engines” were determined through a process of strategic conversations and engagements amongst the political and administrative structures of the Office of the Premier when developing the Strategic Plan for 2015–2019.
An overview of 2017/18 performance against each of these six defined “engines” is provided below.
Engine 1: The Executive Council System In line with Section (132) of the Constitution of the Republic of South Africa, Provincial Executive Councils are established as the principal decision-making body of a provincial government. The strategic orientation of the Gauteng Executive Council is premised on a people-centred and people-driven government and its work is supported by an Executive Council System that promotes sustained development through the effective and efficient implementation of the Transformation, Modernisation and Reindustrialisation Programme.
In addition to making decisions on policy, strategy and the legislative programme of the Province, the Executive Council has resolved to also play a stronger role in aligning and driving the Provincial Programme of Action through monitoring the targets set for Executive Council sub-committee and technical cluster programmes and ensuring their implementation through interdepartmental and intergovernmental coordination across all spheres of government.
As the fifth term of Administration moves to a close, the Executive Council has resolved to move faster on implementing its priorities and completing commitments made. This has resulted in a number of targeted Executive sub-committees that are geared towards implementation. In 2017/18, two additional Executive Council Sub-Committees were established, namely: 1) Health Sub-Committee - to deal with the establishment of a Financial Rescue Plan for the Department of Health; and 2) Labour Relations Sub-Committee - to deal with aspects of sound labour relations and ensuring labour peace in the province.
The Office of the Premier has continued its policy, research and secretariat support to the Executive Council, and has met the targets for such support set for the year.
Engine 2: Active Monitoring, Evaluation and Rapid Response Capability and Mechanisms for Service Delivery Intervention Performance monitoring and evaluation is the key driver in implementing the 10-Pillar Programme of the Gauteng Government, and has been increasingly geared towards the coordination, management and monitoring of integrated planning and enhanced service delivery; and the provision of early warning notifications of service delivery failures. This includes effective Frontline Service Delivery Monitoring (FSDM), MPAT reporting, the timeous reporting of areas of below par performance pertaining to the performance objectives and indicators of the GPG, and conducting performance and service delivery quality evaluations and reporting to facilitate a rapid response of corrective actions.
To enhance GCR-wide planning and policy coherence, an important project was initiated by the Extended Exco Lekgotla to align provincial and municipal planning and monitoring instruments with the Sustainable Development Goals (SDGs), the African Union Agenda 2063, the National Development Plan (NDP) and the TMR Programme. The process resulted in the development of a GCR indicator framework, which is to be considered in the short, medium and long-term plans of provincial government departments and municipalities in Gauteng.
Linked to the TMR priority of building a more activist and responsive government, in 2017/18 the FSDM programme was repositioned to ensure greater alignment with the Ntirhisano Outreach Programme. This served to help drive improvements and resolve problems in public facilities, as identified by local residents as part of the Ntirhisano programme.
The implementation of the Management Performance Assessment Tool (MPAT) 1.7 went smoothly, and the results for MPAT 1.7 were released by DPME in March 2018. MPAT 1.7 results also showed great improvement in GPG’s overall results, and Gauteng’s average score has been on a consistent upward trend since inception (from 2.0 for MPAT 1.2 to 3.1 for MPAT 1.7). However, there is still a room for improvement to reach the level of Full Compliance and Doing Things Smartly (Level 4).
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 119 The OoP continues to be among the best performing departments in the Gauteng Provincial Government with a 90% compliance level achievement.
MPAT 1.7 Improvement Plans on all KPAs have been developed, and peer review workshops and improvement workshops were held to share good practices and identify interventions to correct poor performance.
In 2017/18 the following evaluations were undertaken: 1) Anti-substance Abuse Evaluation – An outcomes evaluation of the 2012 Gauteng Provincial Integrated Anti- Substance Abuse Prevention and Treatment Strategy. The evaluation was undertaken to highlight areas of improvement in implementing the strategy as well as to determine if any outcomes have been achieved thus far. The study used a mixed methods research methodology with a sample size that included 117 semi- structured interviews; 25 focus group discussions and face to face interviews with 1 800 respondents across Gauteng.
2) Outcome Evaluation of the “Frontline Service Delivery Monitoring” Improvement Intervention in the Healthcare Sector – The Frontline Service Delivery Monitoring (FSDM) programme was introduced in 2011 as a key initiative to directly monitor and verify frontline service delivery performance at public service delivery sites. The evaluation included both qualitative and quantitative techniques.
3) Anti-Corruption and Integrity Management Programme – The Office of the Premier initiated a design evaluation for the Anti-Corruption Strategy and Integrity Management Programme. The purpose of the evaluation was to evaluate the ‘Theory of Change’ of the Gauteng Anti-Corruption Strategy, as well as to develop a Monitoring and Evaluation Framework based on the ‘Theory of Change’.
Engine 3: Service Delivery Interventions The Ntirhisano Service Delivery Rapid Response System is a key area of work, to ensure quicker response times to service delivery issues and strengthening of IGR governance. The Office of the Premier is a central location for coordinating the intervention across the Province and across all spheres of government.
The intention is to intervene in a particular service delivery matter for a finite period until sufficient progress has been made to place the matter back to the relevant government department or public entity. The necessary capability and capacity around early warning systems and rapid response has been developed and the Service Delivery War Room (SDWR) is operational. To date, 101 War Room Structures have been assessed for functionality. Data was collected for the Central Information Centre (CIC) from government departments through the Geographic Information System (GIS). The data is loaded on the CIC system. Working with PME on Ntirhisano commitments and Public Hotline the Unit managed to draft CIC Indicators
The SDWR plays a significant role in enabling a more proactive and interventionist government, and requires that data be collated from various sources, processed and acted on towards monitoring service delivery across the Province. Service delivery intelligence is available through multiple sources, such as Community Workers, Ward Programmes and the Provincial Hotline, etc. A Ntirhisano tracking and monitoring system has been introduced as part of the Ntirhisano Outreach Programme and regular reports are developed and tabled in the Exco system. Commitments are tracked to a point of resolution and key issues emanating from the visits are integrated within planning and budgeting processes.
Preparatory work was undertaken for the Ntirhisano Outreach engagements with communities to identify key community concerns in each area and facilitate the resolution of these by departments and municipalities. A system to monitor the resolution of commitments made as part of the Ntirhisano Outreach on a monthly basis was implemented and regular reports were developed and tabled in the Exco system. A total of three hundred and thirty (330) key community-wide service delivery concerns are being tracked for progress.
The predominant call drivers reported through the Hotline were accounts payable, supplier payment, Reconstruction and Development Programme (RDP) housing, electricity and vendor management. The Ntirhisano Outreach Programme to communities in the GCR continues to provide platforms for citizen–to-government engagement on important service delivery issues. In 2017/18, 88.44% (1 118 of 1 250) service delivery complaints for GPG departments have been resolved.
The average number of days to respond to citizen complaints is 52 days, assessed as an average of the number of days it takes to resolve complaints for GPG departments (30 days) and municipalities (75 days).
In January 2017, coordinated by the Office of the Premier, the accelerated version of the Tshepo 1 Million programme was launched and over 120 000 unemployed youth in Gauteng have been supported by the programme over the
120 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 2017 calendar year, bringing the total number of youth to have benefited from the programme since 2014 to over 450 000. The Tshepo 1 Million programme is also the first provincial programme to formally integrate with the Youth Employment Service (YES) Initiative, and to date over 40 private companies have signed up for partnership in support of the programme.
Engine 4: Proactive and Targeted Communication of Government Priorities Communication services in the Province have been transformed and modernised to enable the effective communication of the roll out of the Gauteng Government priorities and its service delivery priorities. The focus moved from reactive to proactive communication and, in addition to traditional communication and media platforms, social media channels of communication and direct engagement with communities took higher prominence.
Key considerations of the GCR Communications Strategy are a radical shift away from personality-linked branding and marketing towards institutional branding and positioning of Gauteng as a province and as a government, a multi-pronged approach to communicating the 10-Pillar Programme of the Gauteng government with regular and proactive updates. This includes integrated planning and coordination, monthly and quarterly communications forums, improving communications capacity across all spheres of the Gauteng Government, community engagements and the effective handling of legislature questions and responses. The five pillars of the communications framework are stakeholder relations, media relations, profiling of the Gauteng performance priorities, brand activation and reputation management.
As part of SOPA 2017 and 2018, a live broadcast of SOPA was facilitated, with more than fifteen media houses taking the feed of the Premier’s Address live in various languages. It is estimated that more than 10 million listeners and viewers were reached each year.
Media engagements are undertaken on a regular basis to promote and profile the work of government. These include coordination of media coverage for major service delivery programmes, events and outreach programmes. To strengthen relations with the media, the Premier and MECs undertake visits to media houses and meet regularly with editors and senior journalists. Monthly media monitoring and analysis reports are produced to inform strategic interventions on communications. Research is commissioned, including perception surveys and focus groups to determine the mood and views of the people on a range of issues.
Multimedia campaigns on the 10-Pillar Programme of Radical Transformation, Modernisation and Reindustrialisation are implemented through various media platforms, including government media products and the digital media. The Office of the Premier provides event management services on key Gauteng Provincial Government programmes, including the State of the Province Address, international and national commemorative days and public participation events, such as Ntirhisano Outreach Programme and government onsite mobile services.
The Office of the Premier has also rolled out an outdoor campaign to further promote the importance of a collaborative programme to improve service delivery and develop communities.
Engine 5: Transformation and Modernisation of the State The Office of the Premier continues to monitor the implementation of the organisational structures of the GPG departments and the finalisation of disciplinary cases on a monthly and quarterly basis across the GPG. Implementation of the Human Resources Framework developed in 2014 continues to be monitored to ensure technical capacity, strengthen departmental organisational capacity, reduce the funded vacancy rate, including the reduction of the average time to conclude disciplinary hearings and achieve employment equity targets (women in SMS positions 50 percent; and persons with disabilities 2 percent). The Human Resources Development Strategy will be enhanced to ensure that effective institutional capacity is built and that state expenditure is reduced.
On 20 February 2018, the Premier of Gauteng met with senior managers with a view of taking stock of some of the pressing service delivery challenges. The Premier recommitted himself to serving the people of Gauteng unreservedly. He extended an invitation to all senior managers to recommit themselves to this notion in line with the contents of the service pledge for all Gauteng Provincial Government employees. A total of 789 SMS members recommitted themselves and signed service pledges at this meeting.
GPG departments are doing well in the implementation of the Master Skills Plan, which is aligned to the TMR Programme, and departments are engaged to achieve these objectives. Most departments are actively involved in learnerships and internships as part of skills development and job creation. Furthermore, some of the participants of these programmes have managed to secure permanent jobs in the GPG.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 121 In modernising the public service, the ICT infrastructure will be harnessed and access to e-Governance expanded through strategic investment in the Gauteng Broadband Network that provides connectivity to government, by providing broadband access to government buildings and Voice over Internet Protocol (VOIP) and that provides connectivity to Thusong Centres, and prioritised township, urban renewal and key economic zones.
The G&P Cluster will explore alternative sources of revenue generation to enable sustainable funding for the TMR Programme.
The implementation and operationalisation of the Promotion of Access to Information Act (PAIA) and Promotion of Administrative Justice Act (PAJA) was seen as accountable citizenship. Awareness sessions to increase the implementation of PAIA and PAJA with particular emphasis on the request for information and the increase of section 32 reports were finalised.
Gauteng received 2 083 NACH cases from the Public Service Commission from 2005 to 26 March 2018. A total of 1 950 of the 2083 NACH cases received by the Province have been resolved. A further 133 cases are still outstanding. The percentage of NACH cases resolved to date is 94% of the total cases.
The Gauteng Municipal Project is implemented in collaboration with The Ethics Institute. Key indicators include: the engagement of the Ethics Committee/working group; training for councillors and rules and ethics committees; Ethics officer capacitation; Ethics Maturity Assessment; and Ethics Risk Assessment across 10 municipalities. Sixty (60) % of the programme has been implemented across the municipalities.
The Tshepo 1 Million Project Management Office will continue to build partnerships with the private sector in delivering some of the targets set for the programme and transitional placement. The alignment process matching resources from the various Sectoral Education and Training Authorities with sectoral opportunities, led in conjunction with the Gauteng City Region Academy, will continue in 2018/19. Through the recently signed MOAs with the private sector, the Tshepo 1 Million programme will experience an increase in target reaching going forward as these are covered as work-streams that began implementation effectively from July 2017.
The goal of the OoP is to ensure that all departments in the province receive unqualified audit reports. This vision is also supported by the Auditor-General, who continues to make technical teams available to assist departments to achieve clean audit reports. The OoP has set the benchmark for all government departments with a clean audit for the past three financial years, including unqualified audits in the prior years through the implementation of efficient and effective systems of financial management, risk management and internal controls.
In the 2017/18 financial year, 96.80% (1 753 out of the 1 811) of invoices were paid within 21 days. An Annual Performance Plan which is more outcome-driven and therefore in greater alignment with the TMR priorities of the Province, the Programme of Action, as well as the pronouncements by the Premier in SOPA, was developed, adopted and implemented in the period under review.
The approved final OoP Annual Performance Plan for 2018/19 was submitted to the Gauteng Planning Division: Performance Monitoring and Evaluation, the National Department of Planning Monitoring and Evaluation and the Gauteng Provincial Legislature on 28 February 2018. The approved Annual Service Delivery Improvement Plan Report for the 2017/18 financial year as well as the approved Service Delivery Improvement Plan for the 2018-2021 three-year cycle was submitted to DPSA on 29 March 2018. The Annual Citizen’s Report for 2016/17 was submitted to the DPSA within the stipulated timeframe.
An array of programmes has been implemented to assist targeted groups to access socio-economic opportunities, including military veterans through business skills development training. Workshops focused on equipping older persons with information regarding physiological and psychological changes that occur due to ageing were held in the year under review. An Access Audit has been undertaken to appraise defined areas of the existing buildings, to assess the extent of accessibility to services and facilities and propose the extent of works required to improve the current facilities in accordance with the definitions of universal design and access. The audit considers the needs of people with mobility impairments (including wheelchair users) and sensory impairments. The audit identified physical barriers to access against predetermined criteria. The audit should be treated as the starting point of an ongoing access plan, constantly updated by the committee. The Office of Premier established the Universal Design and Access Reference Group, which will contribute experienced and multi-disciplinary advice to the Gauteng City Region officials.
122 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 The civil society organisations of people with disabilities and professionals in this reference group will work collegially with Gauteng City Region officials to design a truly radical spatial transformation to achieve a universally accessible Gauteng City Region.
The assessments conducted found a level of alignment and a high degree of mainstream inclusion of the targeted groups in each of the 14 departmental policies, strategic plans and programmes to the GPG policies on the rights of each of the targeted groups.
The implementation of the International Relations Programme as adopted by the Provincial Executive Council requires bi-annual and consistent reviews to promote a developmental impact. The bi-annual reviews had been conducted in 2017/2018. This assists in ensuring that measurable input and prioritisation supports the implementation of the International Relations Programme. The organised and high-level structured engagements further support this approach to clearly defined partnerships and corporations with the diplomatic communities and their Gauteng City Region counterparts.
The process of outgoing and incoming international engagements has also led to project initiation to ensure the implementation of the existing agreement and this will form part of the 2018/19 International Relation Programme. Bi-annual information from departments and government agencies is tracked and consolidated into a report that is submitted to the Executive Council for consideration and approval. The consolidated information reflects the status of the implementation of provincial international relations commitments in line with the implementation of the provincial international relations programme. The overall implementation of commitments has reflected provincial engagement follow-up per region (Africa, Europe, the Americas, Asia Oceania and the Middle East). The follow up on the commitments identified range from the promotion of trade and investment opportunities, social partnerships in the areas of education, training and development and people-to-people relations, and further implementation on the international commitment will be followed up in the 2018/2019 financial year.
MMC-MEC and MINMEC reports received from departments were analysed to identify key issues that have an impact on the Provincial Government towards the development of reports that were tabled to the Executive Council for consideration. In addition, reports were prepared on engagements held with North West Province towards the resolution of matters affecting the communities from Mabopane, Winterveldt and Garankuwa including industrial parks.
Engine 6: Integrated Planning and Coordination The Province has adopted the Gauteng City Region Spatial Development Framework 2030. This framework promotes a balance of various interests that recognises people, the environment, socio-economic dynamics and space. It outlines a need to change the apartheid spatial economy and settlement patterns to integrate economic opportunities, transport linkages and housing opportunities as key elements of radical economic and decisive spatial transformation. This vision will decisively transform the apartheid spatial pattern in the City Region and ensure social cohesion, shared growth and a better quality of life.
Throughout the financial year, the GPD continued with ongoing engagements with municipalities and sector departments, as part of the implementation of the different components of the GCR Implementation Plan for SPLUMA. Work on the Mining Belt Regional Spatial Development Policy began during the financial year, to deal with inherent spatial fragmentation in this region.
The GPD supported the Mid-Year Budget and Built Environment Performance Plan (BEPP) review for the 3 Metropolitan Municipalities hosted by National Treasury, where the GPD established the Tri-Metro Joint Planning Task Team, to allow for cooperative planning between the main cities in the GCR. Geographic Information Systems (GIS), since it went ‘live’, continues to play a pivotal role in supporting sector departments and municipalities, as well as decision making in policy work, such as the Mining Belt Policy and assessment of sector plans against the Gauteng Spatial Development Framework (GSDF) 2030. The GDH, GDHS and GDE have been assessed for alignment with GSDF 2030 and municipal plans.
Research work was undertaken on the following focal areas: State of youth in Gauteng, which will also continue into the next financial year; Scenario Planning exercise for the Gauteng City Region; three papers on the Logistics, Energy and Pharmaceuticals sectors focused on SADC, South Africa and Gauteng have been written and presented and discussed at the South Africa/Italy Indaba; one research paper looking at Leaders of the Future and the skills set that will be required of future leaders in Gauteng based on the demands of particular sectors is currently underway; and the Impact of Lifestyle Diseases on the Public Sector in Gauteng.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 123 During the period under review, the infrastructure coordination units in the GPD, GDID and Provincial Treasury worked on numerous initiatives to ensure a common approach toward infrastructure coordination in the Province. Some of these initiatives included the compilation of the Consolidated Infrastructure Project Register and assistance in formulating the I-Lab concept.
Delivery Support Unit Throughout the year, the Delivery Support Unit (DSU) has worked with departments to focus on improving the veracity of the targets and driving implementation. In 2017/18 there has been a shift from accounting for performance to assisting departments to drive improvements through designing interventions. Systematic data collection by departments has remained a key concern; especially the establishment of proper baselines and the DSU has worked with departments to develop baselines/data.
At the beginning of the year the Delivery process for Apex Priorities focused on the improvement of reporting on progress and the refinement of targets. With regards to Secondary Priorities, the focus was mainly on refinement and finalisation of the Delivery Plans (Delivery Chains; Targets and Trajectories; and Activities and Implementation Plan).
Stocktakes were held in May 2017, August 2017 and October 2017. This enabled discussion between the Premier and MECs on progress to date. In the run up to stocktakes, engagements were held with all departments, including pre-stocktake meetings with the HODs and MECs. Delivery Agreements were finalised and signed with all MECs in October 2017.
Some significant highlights for the year under review are outlined below: 1) The Office of the Premier achieved 72% of its targets and spent 95% of its allocated budget. For reasons of under-spending please refer to 2.2 on Programme Expenditure. A total of 96.80% of valid invoices (1 753 out of the 1 811) invoices received were paid within 21 days from the date of receipt. 2) The OoP organisational structure that was approved by the Premier in 2016 has been concurred by the DPSA. The review of the structure included a proposal for the review of the current form of the Gauteng Planning Division to ensure that it focuses on long-term planning, with the aim of institutionalising and aligning this with the priorities and mandate of government. 3) The Gauteng Annual Programme of Action has been discontinued and replaced by the Deliverology Project. In 2017/18 there has been a shift from accounting for performance to assisting departments to drive improvements through designing interventions. 4) A Delivery Support Unit (DSU) was established capacitated in the Office of the Premier to drive and facilitate the implementation of identified provincial priorities. The OoP goal, strategies, impact, baseline and risks were developed and are being monitored. A detailed assessment on the status of delivery for all departments was done at the February 2017 Exco Lekgotla. At the Executive Council meeting on 14 March 2018, it was decided to combine delivery targets and State of the Province Address (SOPA) commitments in a single monitoring instrument. 5) FSDM improvements plans facilitated at sites with areas of under-performance: A total of 16 FSDM improvement plans were facilitated at sites with areas of under-performance (6 in Q1, 5 in Q2, 3 in Q3 and 2 in Q4) All Departments’ improvement plans were developed and submitted to PME-GPD. Generic weaknesses identified in KPA 1, across all standards were compiled into a provincial implementation plan that was tracked over time. 6) A series of interventions by PME-GPD, in collaboration with DPME and AGSA in some instances were undertaken in this reporting period. These interventions led to notable improvements in analysis reports of departments’ 2018/19 second draft Annual Performance Plans. A service provider was commissioned by end of March 2018 to undertake the review of the current framework, develop the new Medium Term Strategic Framework (MTSF) and aligned it the revised DPME SPPME framework in the 2018/19 financial year. The revised framework will be implemented with effect from the 2019/20 financial year. 7) The Office of the Premier, through the Gauteng Planning Division, has planned to commission a series of evaluations of key programmes, policies, projects and strategies. These evaluations form part of the Province’s Evaluation Plan and are overseen by an Evaluation Steering Committee. The evaluations are conducted by independent specialists with a proven track record of evaluations and in line with government’s evaluation policy and standards. 8) One hundred and one (101) War Room Structures out of the target of 70 War Room Structures has been assessed for functionality. Data was collected for the CIC from government departments through the GIS. The data is loaded on the CIC system. Working with PME on Ntirhisano commitments and Public hotline the Unit managed to draft CIC Indicators. 9) The OoP continued to facilitate and promote effective communication between government and the people. Information was shared with the public through regular consultations and dialogue to improve
124 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 public understanding and support for government programmes. Ntirhisano outreach programmes were mainly used to facilitate direct engagements between residents and government. Multimedia platforms such as print, broadcast, digital and outdoor were used to communicate government messages and programmes. Evidence shows that more people feel meaningfully engaged by government and more empowered to hold government accountable. 10) Gauteng received 2 083 NACH cases from the Public Service Commission from 2005 to 26 March 2018. A total of 1 950 of the 2 083 NACH cases received by the Province has been resolved. A further 133 cases are still outstanding. The percentage of NACH cases resolved to date is 94% of the total cases. The Gauteng Municipal project is implemented in collaboration with The Ethics Institute. Key indicators include: the engagement of the Ethics Committee/working group; training for councillors and rules and ethics committees; Ethics officer capacitation; Ethics Maturity Assessment; and Ethics Risk Assessment across 10 municipalities. Sixty (60) % of the programme has been implemented across the municipalities. 11) The Tshepo 1 Million Project Management Office will continue to build partnerships with the private sector in delivering some of the targets set for the programme and transitional placements. The alignment process matching resources from the various Sectoral Education and Training Authorities with sectoral opportunities, led in conjunction with the Gauteng City Region Academy, will continue in 2018/19. Through the recently signed MoAs with the private sector the Tshepo 1 Million programme will experience an increase in target reaching going forward as these are covered as work streams that began implementation effectively from July 2017. 12) Throughout the financial year, the GPD continued with ongoing engagements with municipalities and sector departments as part of the implementation of the different components of the GCR Implementation Plan for SPLUMA. Work on the Mining Belt Regional Spatial Development Policy began during the financial year, to deal with inherent spatial fragmentation in this region. 13) Geographic Information Systems (GIS), since it went ‘live’, continues to play a pivotal role in supporting sector departments and municipalities, as well as decision making in policy work such as the Mining Belt Policy and assessment of sector plans against the GSDF 2030. 14) Research work was undertaken on the following focal areas: State of youth in Gauteng, which will also continue into the next financial year; Scenario Planning exercise for the Gauteng City Region; three papers on the Logistics, Energy and Pharmaceuticals sectors focused on SADC, South Africa and Gauteng have been written and presented and discussed at the South Africa/Italy Indaba; one research paper looking at Leaders of the Future and the skills set that will be required of future leaders in Gauteng based on the demand of particular sectors is currently underway; and the Impact of Lifestyle Diseases on the Public Sector in Gauteng. 15) During the period under review, the infrastructure coordination units in the GPD, GDID and Provincial Treasury worked on numerous initiatives to ensure a common approach toward infrastructure coordination in the Province. Some of these initiatives included the compilation of the Consolidated Infrastructure Project Register and assistance on formulating the I-Lab concept. 16) Throughout the year the DSU has worked with departments to focus on improving the veracity of the targets and driving implementation. In 2017/18 there has been a shift from accounting for performance to assisting departments to drive improvements through designing interventions. Stocktakes were held in May 2017, August 2017 and October 2017. This enabled discussions between the Premier and MECs on progress to date. In the run up to stocktakes, engagements were held with all departments, including pre-stocktake meetings with the HODs and MECs. Delivery Agreements were finalised and signed with all MECs in October 2017. 17) A detailed assessment on the status of delivery for all Departments was done at the February 2017 Exco Lekgotla. At the Executive Council meeting on 14 March 2018, it was decided to combine delivery targets and State of the Province Address (SOPA) commitments in a single monitoring instrument.
34.2. overview of the Financial Results of the Department In the year under review, the main appropriation allocation for the Office of the Premier increased from R471.million in 2016/17 to R641.million in 2017/18. During the adjustment budget, the main appropriation was adjusted upwards from R609 million to R641.3 million. As a result of our increased focus on ensuring the requisite capacity to deliver on our strategic goals, the Office of the Premier has spent 96.2% of the compensation of employees budget and spent 90.4% of the goods and services budget during the 2017/18 financial year. In the 2017/18 financial year, the overall under-spending by the OoP is R34.1 million.
Details of these projects are reported in the Annual Report under Part B: Performance Information.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 125 34.2.1. Departmental Receipts Departmental Receipts 2017/18 2016/17 Actual Amount (Over) / Under Actual Amount (Over) / Under Estimate Estimate R’000 Collected Collection Collected Collection Sale of goods and services other 324 411 (87) 382 448 (66) than capital assets Interest, dividends and rent on 6 3 (3) 6 4 2 land Sale of capital assets ------Financial transactions 170 221 (51) 88 101 (13) in assets and liabilities Total 476 635 (141) 476 553 (77)
Reasons for under / (over) collecting: Revenue collection in the OoP is made up of various sources namely, payments by staff members for parking facilities; debt; commissions for staff that have garnishee and insurance deductions; and application fees for land use management cases.
In the year under review there was an over collection of R141 000.The over collection of revenue is as a result of land use management deposits that were transferred to revenue during the 2017/18 financial year and prior irrecoverable debt that was recovered in 2017/18 financial year.
34.2.2. Programme Expenditure Programme 2017/18 2016/17 Final Appropriation Actual (Over) / Under Final Appropriation Actual (Over) / Under R’000 Expenditure Expenditure Expenditure Expenditure Administration 141 598 132 725 8 873 107 648 107 648 - Institutional Development 241 167 227 157 14 010 209 239 209 239 - Policy and governance 258 589 247 371 11 218 154 899 153 439 1 460 Sub Total 641 354 607 253 34 101 471 786 470 326 1 460 Statutory Appropriation ------Total 641 354 607 253 34 101 471 786 470 326 1 460
The under-spending of the budget is 5.7% (which is under-spending of R34.1m over the final appropriation of R641.3m). The under-spending is under goods and services, transfers and subsidies and payment for capital assets.
Under-spending is as a result of an amount of R5 million, under Programme 1 that was earmarked for procurement of furniture and office equipment after the fire accidents, which could not be spent due to the delays in the renovations of the building. Under Programme 2 an amount of R2 million earmarked for Research chairs could not be spent due to the delay in the signing of an MoU. An amount of R6 million earmarked for the Integrity Unit for the forensic investigation could not be spent due to the protracted process that needed to be followed. The remainder of the balance not spent under each programme are accruals (R26.2 million) that could not go through the final payment runs before the year end closure.
34.2.3. Virements / Roll Overs Treasury approved all virements and shifts for the financial year 2017/18, and there were no requests for roll overs.
The following virements were made from Programme 1 and 2, named Administration and Institutional Development respectively:
Administration R8.1 million Institutional Development R2 million Total R10.1 million The virements totalling R10.1 million as per above were affected to the Programme 3 named Policy and Governance as follows: Policy and Governance R10.1 million Total R10.1 million
34.3. unauthorised, Fruitless and Wasteful Expenditure The Office of the Premier did not incur any unauthorised, fruitless and wasteful expenditure during the financial year under review.
126 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 34.4. future Plans of the Department With the aim to ensure an effective and ethical public service through the reduction of corruption, resolution of citizen complaints and enabling youth employment and livelihoods, the key Office of the Premier “Deliverology” planning priorities moving into 2018/19 are: 1) Monitor and support all provincial departments and entities to achieve 2019 targets by driving delivery (Deliverology). By March 2019: a) 80 % of targets set for March 2019 achieved for all 6 Apex Priority departments (Deliverology Index); b) 90 % of targets set for March 2018 achieved for all 8 secondary priority departments (Deliverology Index).
2) Strengthen integrity and stop corruption through prevention, detection and prosecution of those involved. By March 2019: a) 80% of reported fraud and corruption cases investigated and finalised (complex cases take longer to finalise); b) 100% of officials found guilty of corruption disciplined; c) 100% of financial misconduct and economic crimes cases ≥ R100 000 reported to Law Enforcement Agencies for investigation; d) 100% of cases of financial misconduct and economic crimes concluded reported to AFU for recovery.
3) Improve access to socio-economic opportunities by removing barriers for all citizens. By March 2019: a) Tshepo 1 Million - 1 million young people able to earn an income and better escape poverty over course of term: • 25 000 young people placed in jobs (20 000 in full time permanent or long-term contractors) or enabled to run their own, functioning new businesses (5,000); • 115 000 young people placed in internships, learnerships and short-term work experience contracts (transitional); • 110 000 young people trained in skills that can get them jobs or help them start their own business; • 400 000 young people better able to find employment and earn more through being certified as competent on Microsoft Office tools. b) Military veterans - • 1 000 military veterans who accessed economic opportunities (jobs and business opportunities); • 1 000 military veterans allocated houses; • 150 military veterans and their dependants access to bursaries; • 1 000 of military veterans accessed training opportunities. c) 40% of GPG budget spend on women-owned companies. d) 5% of persons with disabilities who accessed economic opportunities.
4) Building trust through an activist, responsive engagement between government and citizenry. By March 2019: a) Ntirhisano Outreach: • 80% of short-term GPG Ntirhisano commitments resolved; • 60% of short-term Municipality commitments resolved. b) Hotline - 45 days response to escalated and received cases. c) Central Information Centre (CIC) – Launch of fully functional CIC in the Province that covers all municipalities and wards. d) Profiling the work of government – 80% of the target audience surveyed are aware of government’s key programmes (Ntihrisano, Tshepo 1 Million, Girl Child, Township Economy, Anti-Corruption, Delivery agreements) by March 2019. e) Digital platforms - 1 million followers on Twitter, Facebook by March 2019. f) Gauteng website - 500 000 visitors use Gauteng.gov.za March 2019. g) Media partnerships - 10 media partnerships established to profile the work of government by 2018/2019. h) Media analysis - Improved media coverage of Gauteng government by 2018/2019. i) Stakeholder engagements - 12 Gauteng Day stakeholders engagements by 2018/2019.
34.5. Public Private Partnerships The Office of the Premier did not enter into or participate in any Public Private Partnership (PPP) contracts for the period under review.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 127 34.6. Discontinued Activities / Activities to be Discontinued In 2017/18, and in planning for 2018/19, as part of the maturing of the Office of the Premier’s planning and reporting framework, adjustments to the sub-programme structure were made, to ensure alignment with the National Treasury defined budget programme structure for the Offices of Premiers.
Informed by the adjustments to the sub-programme structure, revisions to certain of the Strategic Objectives were made, to better align with the revised sub-programme structure. Certain Strategic Objectives were shifted between Programmes and Sub-Programmes and one new Strategic Objective has been included in the 2018/19 Annual Performance Plan (APP).
Because of the changes to the Strategic Objectives, certain Strategic Objective targets and their aligned Performance Indicators and MTEF indicators and targets have been adjusted in the 2018/19 APP, so that the Key Performance Indicators and targets are more aligned and specific.
34.7. New or Proposed Activities Given that 2018/19 is the final year of the 2014–2019 term of office, the approved Strategic Plan of the Office of the Premier (2015/16–2019/20) remains relevant for 2018/19, as the penultimate year of delivery against the strategic intent outlined in the Strategic Plan, with a focus on implementation and enhanced effectiveness and efficiency in delivery against the strategic intent.
In 2018/19, the tenets and methodology of “Deliverology”, as pronounced by Premier David Makhura in his State of the Province Address in 2017, will continue to be implemented as part of the measures to accelerate and improve service delivery in the current term of office. In particular, “Deliverology” will enable significant improvement in the way the Apex Priorities are managed, implemented, monitored and reported on.
34.8. Supply Chain Management In the year under review, no unsolicited bid proposals were concluded by the Office of the Premier.
The Office of the Premier has implemented full Supply Chain Management (SCM) processes and systems that are fair, equitable, transparent, and competitive and that add value for money. Provincial Treasury subjects these processes to compliance assessments and reports are submitted on a regular basis to ensure compliance thereof.
Deviation from the SCM policy is allowed under exceptional circumstances only, subject to approval by the Accounting Officer and the relevant treasury.
34.9. Gifts and Donations Received In Kind from Non-related Parties None.
34.10. Exemptions and Deviations Received from the National Treasury In the year under review, no exemptions were requested or granted by Treasury for the Office of the Premier.
34.11. Events after the Reporting Date None.
34.12. Other
Asset Management During the year under review, all assets were verified in line with the programme of asset verification. Monthly asset reconciliation reports were also punctually compiled and submitted to Gauteng Treasury as required.
Prior modifications to audit reports None.
Interim Financial Statements In accordance with the Provincial Treasury Instruction Note 1 of 2013/2014, the Office of the Premier has submitted Interim Financial Statements for all quarters to Provincial Treasury within the specified timeframes.
The Interim Financial Statements submitted to Provincial Treasury were reviewed and signed off by the Accounting Officer and Chief Financial Officer, in compliance with the Provincial Treasury Practice Note issued in this regard.
128 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Contingent Liabilities The total contingent liability for the Office of the Premier as at 31 March 2018 is R1.22 million, for unfair labour practices instituted against the Office of the Premier.
There are possible claims which the department could process in future, as a result of the Life Esidimeni Arbitration award ruling recommendation that was delivered by Justice Dikgang Moseneke. The claims are still subjected to a rigourous process of verification. The purpose of the verification is to establish, if these claims are legitimate and they are lodged by the people who have the legal rights to lodge the claims. For this reason it is not possible to commit, that the Government and the Office of the Premier, has the liability to pay the potential claimants.
Related Party Transactions The Office of the Premier is occupying buildings owned by the Gauteng Provincial Government under the custodianship of the Department of Infrastructure Development without paying for this service.
Information on Predetermined Objectives The monitoring and reporting of predetermined objectives takes place on a monthly basis through the Executive Management Team (EMT). Quarterly reports are prepared based on a strategic planning calendar of the Oversight Committee on the Premier’s Office and Legislature, the Gauteng Planning Division: Performance Monitoring and Evaluation (GPD: PME), and the Department of Planning, Monitoring and Evaluation (DPME).
Formal quarterly reviews, chaired by the Accounting Officer with the Broad Management Team, are taking place to review actual performance against the Annual Performance Plan (APP). Targeted intervention and corrective action is implemented in the event of consistent non-performance.
To further strengthen the performance information and predetermined objectives outlined in the Annual Performance Plan (APP), a key focus for 2018/19 planning has been on refining the Technical Indicator Descriptions and the processes related to portfolios of evidence.
Transfer of Functions None.
SCOPA Resolutions The Office of the Premier does not have any current or outstanding resolutions from SCOPA.
34.13. Acknowledgements and Conclusion As the Accounting Officer I can acknowledge with sincere pride and appreciation the work that has been done in the period under review.
Our sincere gratitude goes to the Audit Committee and Auditor-General for their guidance and support, who challenge us to continuously strive for excellence.
In conclusion, let me take this opportunity to thank the Premier and Members of the Executive Council for their leadership and guidance and for holding us to high standards. Thanks also to all management and staff members in the Office of the Premier.
------Phindile Baleni (Ms) Director-General (Accounting Officer) Office of the Premier Gauteng 31 May 2018
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 129 35. rePORT OF THE AUDITOR-GENERAL
Report of the auditor-general to the Gauteng Provincial Legislature on vote no. 1: Gauteng Office of the Premier
Report on the audit of the financial statements
Opinion 1. I have audited the financial statements of the Gauteng Office of the Premier set out on pages 117 to 213, which comprise the appropriation statement, the statement of financial position as at 31 March 2018, the statement of financial performance, statement of changes in net assets and cash flow statement for the year then ended, as well as the notes to the financial statements, including a summary of significant accounting policies.
2. In my opinion, the financial statements present fairly, in all material respects, the financial position of the Gauteng Office of the Premier as at 31 March 2018, and its financial performance and cash flows for the year then ended in accordance with Modified Cash Standards (MCS) prescribed by National Treasury and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No.1 of 1999) (PFMA).
Basis for opinion 3. I conducted my audit in accordance with the International Standards on Auditing (ISAs). My responsibilities under those standards are further described in the auditor-general’s responsibilities for the audit of the financial statements section of this auditor’s report.
4. I am independent of the department in accordance with the International Ethics Standards Board for Accountants’ Code of ethics for professional accountants (IESBA code) and the ethical requirements that are relevant to my audit in South Africa. I have fulfilled my other ethical responsibilities in accordance with these requirements and the IESBA code.
5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
Emphasis of matters 6. I draw attention to the matters below. My opinion is not modified in respect of these matters.
Subsequent events
7. With reference to note 20.2 to the financial statements, the department has paid the claimants who were part of the Life Esidimeni arbitration award and the related legal costs.
Material uncertainty
8. With reference to note 18.1 to the financial statements, the department is a defended in a labour matter and has potential claims as a result of the Life Esidimeni arbitration award outcome. The ultimate outcome of these matters could not be determined and no provision for any liability that may result was made in the financial statement
130 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Responsibilities of accounting officer for the financial statements 9. The accounting officer is responsible for the preparation and fair presentation of the financial statements in accordance with MCS prescribed by National Treasury and the requirements of the PFMA, and for such internal control as the accounting officer determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
10. In preparing the financial statements, the accounting officer responsible for assessing the Gauteng Office of the Premier’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the accounting officer either intends to liquidate the department or to cease operations, or has no realistic alternative but to do so.
Auditor-general’s responsibilities for the audit of the financial statements 11. My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
12. A further description of my responsibilities for the audit of the financial statements is included in the annexure to this auditor’s report.
Report on the audit of the annual performance report
Introduction and scope 13. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) and the general notice issued in terms thereof, I have a responsibility to report material findings on the reported performance information against predetermined objectives for selected programmes presented in the annual performance report. I performed procedures to identify findings but not to gather evidence to express assurance.
14. My procedures address the reported performance information, which must be based on the approved performance planning documents of the department. I have not evaluated the completeness and appropriateness of the performance indicators included in the planning documents. My procedures also did not extend to any disclosures or assertions relating to planned performance strategies and information in respect of future periods that may be included as part of the reported performance information. Accordingly, my findings do not extend to these matters.
15. I evaluated the usefulness and reliability of the reported performance information in accordance with the criteria developed from the performance management and reporting framework, as defined in the general notice, for the following selected programmes presented in the annual performance report of the department for the year ended 31 March 2018:
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 131 Programmes Pages in the annual performance report Programme 2 – Institutional development 40 – 56 Programme 3 – Policy and governance 56 – 81
16. I performed procedures to determine whether the reported performance information was properly presented and whether performance was consistent with the approved performance planning documents. I performed further procedures to determine whether the indicators and related targets were measurable and relevant, and assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.
17. I did not raise any material findings on the usefulness and reliability of the reported performance information for the following programme:
• Programme 2 – Institutional development
• Programme 3 – Policy and governance
Other matters 18. I draw attention to the matters below.
Achievement of planned targets
19. Refer to the annual performance report on pages 19 to 82 for information on the achievement of planned targets for the year and explanations provided for the over and under achievement of a number of targets.
Adjustment of material misstatements
20. I identified material misstatements in the annual performance report submitted for auditing. These material misstatements were on the reported performance information of programme 2: Institutional Development and Programme 3: Policy and governance. As management subsequently corrected the misstatements, I did not raise any material findings on the usefulness and reliability of the reported performance information.
Report on the audit of compliance with legislation
Introduction and scope 21. In accordance with the PAA and the general notice issued in terms thereof, I have a responsibility to report material findings on the compliance of the department with specific matters in key legislation. I performed procedures to identify findings but not to gather evidence to express assurance.
22. I did not identify material findings on compliance with the specific matters in key legislation set out in the general notice issued in terms of the PAA.
Other information
23. The accounting officer is responsible for the other information. The other information comprises the information included in the annual report. The other information does not include the financial statements, the auditor’s report and those selected programmes presented in the annual performance report that have been specifically reported in this auditor’s report.
132 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 24. My opinion on the financial statements and findings on the reported performance information and compliance with legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion thereon.
25. In connection with my audit, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and the selected programmes presented in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated.
26. If, based on the work I have performed, I conclude that there is a material misstatement in this other information, I am required to report that fact. I have nothing to report in this regard.
Internal control deficiencies
27. I considered internal control relevant to my audit of the financial statements, reported performance information and compliance with applicable legislation; however, my objective was not to express any form of assurance on it. I did not identify any significant deficiencies in internal control.
Other reports
28. I draw attention to the following engagement conducted that had, or could have, an impact on the matters reported in the department’s financial statements, reported performance information, compliance with applicable legislation and other related matters. This report did not form part of my opinion on the financial statements or my findings on the reported performance information or compliance with legislation.
29. An investigation is in the reporting phase for a probe into alleged corruption at the department.
Johannesburg
31 July 2018
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 133 Annexure – Auditor-general’s responsibility for the audit
1. As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain professional scepticism throughout my audit of the financial statements, and the procedures performed on reported performance information for selected programmes and on the department’s compliance with respect to the selected subject matters.
Financial statements 2. In addition to my responsibility for the audit of the financial statements as described in this auditor’s report, I also: • identify and assess the risks of material misstatement of the financial statements whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the department’s internal control • evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the accounting officer. • conclude on the appropriateness of the accounting officer’s use of the going concern basis of accounting in the preparation of the financial statements. I also conclude, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Gauteng Office of the Premier ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify the opinion on the financial statements. My conclusions are based on the information available to me at the date of this auditor’s report. However, future events or conditions may cause a department to cease continuing as a going concern • evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation
Communication with those charged with governance 3. I communicate with the accounting officer regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit. 4. I also confirm to the accounting officer that I have complied with relevant ethical requirements regarding independence, and communicate all relationships and other matters that may reasonably be thought to have a bearing on my independence and, where applicable, related safeguards.
134 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 APPROPRIATION STATEMENT For the financial year ended 31 March 2018
- - - - R ’000 A ctual 107 648 209 239 153 439 470 326 E xpenditure 470 326
- - - - 2016/17 F inal R ’000 107 648 209 239 154 899 471 786 471 786 A ppropriation
- - - - % final 93.7% 94.2% 95.7% 94.7% 94.7% as % of E xpenditure appropriation - - - - 8 873 R ’000 14 010 11 218 34 101 34 101 ariance V
- - - - R ’000 A ctual 132 725 227 157 247 371 607 253 607 253 E xpenditure
- - - - F inal R ’000 141 598 241 167 258 589 641 354 641 354 A ppropriation ------8 100 2 000 R ’000 (10 100) irement V 2017/18 ------R ’000 F unds S hifting of - - - - R ’000 133 498 239 167 268 689 641 354 A djusted 641 354 A ppropriation A ppropriation per programme Programme 1. ADMINISTRATION 2. INSTITUTIONAL DEVELOPMENT 3. POLICY & GOVERNANCE Subtotal Statutory Appropriation President and Deputy President salary and Deputy President President Members’ remuneration Members’ remuneration Judges’ and magistrates’ salaries TOTAL
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 135 Appropriation statement For the financial year ended 31 March 2018 - - - -
470 326 A ctual E xpenditure - - 2016/17 553
472 339 F inal A ppropriation - - - - - 2017/18
607 253 A ctual E xpenditure 635
641 989 F inal A ppropriation
TOTAL (brought forward) (brought TOTAL Reconciliation with statement of financial performance ADD Departmental receipts NRF Receipts Aid assistance revenue) Actual amounts per statement of financial performance (total ADD Aid assistance without funding approved Prior year unauthorised expenditure Actual amounts per statement of financial performance (total exp enditure)
136 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018
------170 909 7 265 3 490 1 183 2 145 1 631 4 594 2 966 1 852 5 359 6 208 1 635 6 487 2 721 7 725 R ’000 11 635 30 512 29 217 31 910 25 209 12 008 11 899 A ctual 179 513 227 692 256 909 436 422 expenditure
------2016/17 170 909 F inal 7 264 3 491 1 183 2 145 1 631 4 594 2 967 1 852 5 359 6 209 1 635 6 483 2 720 7 727 R ’000 11 635 30 512 29 242 31 910 25 209 12 008 11 900 179 513 229 128 258 370 437 883 A ppropriation
------% 96.5% 59.8% 28.7% 96.0% 85.3% 90.4% 96.1% 96.2% 96.2% 93.9% 75.3% 93.9% 94.1% 96.7% 99.9% 91.9% 99.1% 88.4% 48.6% 89.8% 92.9% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% E xpenditure as % of final appropriation ------1 2 (1) (1) 73 (1) 85 57 639 218 184 918 2 175 4 414 1 165 1 238 9 894 2 205 1 751 1 385 1 611 1 803 R ’000 18 683 11 132 29 815 ariance V
------423 8 119 3 242 1 972 4 195 1 775 6 720 7 397 3 761 2 804 1 355 6 411 3 356 6 312 2 080 1 523 8 060 R ’000 17 791 28 328 30 605 26 768 10 525 23 670 A ctual 176 587 250 739 281 344 457 931 E xpenditure
------496 F inal 8 118 5 417 1 972 4 194 6 189 8 925 7 396 3 761 2 805 1 440 6 629 3 358 6 369 2 264 3 134 8 978 R ’000 18 430 29 493 31 843 28 519 11 910 25 473 195 270 260 633 292 476 487 746 2017/18 A ppropriation ------181 (89) (190) (325) (180) (600) 1 000 1 926 4 176 R ’000 (5 899) irement V ------570 667 156 484 261 176 (12) (180) (484) (542) (196) (294) (761) 4 115 2 744 1 082 2 097 4 150 R ’000 F unds (2 760) (1 245) (7 596) (1 505) (5 020) (1 189) (5 282) ( 5 282) S hifting of
------890 340 5 374 8 367 3 624 6 369 5 299 3 500 2 629 1 982 4 899 3 189 7 874 2 738 4 495 R ’000 14 315 27 826 31 359 10 495 42 014 16 930 10 256 17 147 200 552 261 117 292 476 493 028 A djusted A ppropriation Computer services Communication Catering: Departmental activities Bursaries: Employees Audit costs: External Minor assets Advertising Administrative fees Goods and services Social contributions Salaries and wages Compensation of employees Economic classification payments Current A ppropriation per economic classification Consultants: Business and advisory services and planning services Infrastructure Laboratory services Scientific and technological services Legal services Contractors Agency and support / outsourced services Agency and support / outsourced Entertainment Fleet services Housing Consumable supplies printing and office Consumable: Stationery, supplies Operating leases Property payments Property Departmental activity provided: Transport Travel and subsistence Travel Training and development Training Operating payments Venues and facilities Venues Rental and hiring
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 137 Appropriation statement For the financial year ended 31 March 2018
------10 62 841 155 996 8 046 5 790 R ’000 13 898 19 996 19 000 13 836 A ctual 470 326 expenditure
------10 62 2016/17 841 155 996 F inal 8 045 5 790 R ’000 13 897 19 996 19 000 13 835 471 786 A ppropriation
------% 94.7% 85.6% 98.5% 99.8% 97.4% 90.9% 99.8% 85.6% 73.9% 100.0% 100.0% E xpenditure as % of final appropriation ------2 2 206 2 284 2 002 2 000 2 284 2 078 R ’000 34 101 ariance V
------3 883 1 008 7 677 1 008 5 878 R ’000 13 555 13 555 19 950 A ctual 607 253 131 884 110 926 E xpenditure
------F inal 3 883 1 010 7 883 1 010 7 956 R ’000 15 839 15 839 21 950 641 354 133 886 110 926 2017/18 A ppropriation ------R ’000 irement V ------538 861 861 429 861 538 109 3 883 R ’000 F unds S hifting of
------149 149 7 454 7 847 R ’000 15 301 21 950 15 301 641 354 133 025 110 926 A djusted A ppropriation Total Payments for capital assets Payments for financial assets Transfers and subsidies Transfers A ppropriation per economic classification Departmental agencies and accounts Social security funds Higher education institutions institutions Non-profit Households Social benefits Other transfers to households Buildings and other fixed structures Buildings Other fixed structures Machinery and equipment equipment Transport Other machinery and equipment Heritage assets Specialised military assets Biological assets Land and subsoil assets Intangible assets
138 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------37 365 708 708 2 966 4 979 3 976 3 591 2 145 1 324 6 369 3 571 7 324 R’000 Actual 38 158 53 001 59 370 97 528 42 955 37 511 16 287 107 648 expenditure ------37 365 708 708 2016/17 Final 2 967 4 979 3 975 3 591 2 145 1 324 6 370 3 571 7 324 R’000 38 158 53 001 59 371 97 529 42 955 37 511 16 287 107 648 Appropriation ------% 99.6% 97.7% 98.9% 29.4% 86.7% 92.7% 96.5% 96.6% 96.6% 94.7% 93.7% 84.4% 87.8% 98.0% 96.4% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------1 9 6 3 13 (1) 61 (1) 242 593 157 711 4 172 4 338 2 009 2 251 6 589 8 873 7 409 R’000 Variance ------17 69 39 844 2 804 3 366 4 208 2 546 1 246 3 130 4 195 1 740 6 674 3 203 7 689 R’000 Actual 54 866 57 040 63 714 53 427 49 362 19 044 118 580 132 725 Expenditure ------17 69 45 853 Final 2 805 3 379 4 207 2 607 1 246 3 130 4 194 5 912 6 916 3 796 7 846 R’000 59 204 59 049 65 965 60 836 49 365 19 755 125 169 141 598 2017/18 Appropriation ------194 1 497 8 100 8 100 8 100 2 287 5 619 R’000 Virement ------69 (6) 36 176 (83) 859 828 371 263 570 (36) (98) (695) (325) (146) (776) 5 236 R’000 Funds (4 216) (4 442) (4 442) Shifting of ------51 100 875 2 629 1 023 3 379 3 302 2 867 1 178 3 624 5 912 6 952 3 942 7 750 R’000 55 546 59 013 65 965 53 313 44 522 23 971 121 511 133 498 Adjusted Appropriation Programme Support Admin Programme Financial Management Director General Support Director Executive Council Support Premier’s Support Premier’s Housing Fleet services Entertainment Agency and support / outsourced Agency and support / outsourced services Contractors Legal services Scientific and technological services Laboratory services Infrastructure and planning services Infrastructure Consultants: Business and advisory services Computer services Communication Catering: Departmental activities Bursaries: Employees Audit costs: External Minor assets Advertising Administrative fees Goods and services Social contributions Salaries and wages Compensation of employees Economic classification payments Current Total for sub programmes Total 5. 4. 3. 2. Sub programme 1. Programme 1: Administration Programme
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 139 Appropriation statement For the financial year ended 31 March 2018 ------10 62 30 29 155 133 288 288 1 714 8 046 9 760 9 822 2 464 2 429 4 882 4 343 2 180 1 002 R’000 Actual 107 648 expenditure ------10 62 32 29 155 133 288 288 2016/17 Final 1 714 8 045 9 759 9 821 2 463 2 426 4 882 4 344 2 180 1 003 R’000 107 648 Appropriation ------% 93.7% 54.0% 97.4% 81.6% 81.6% 83.0% 98.8% 99.7% 99.9% 99.9% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------2 8 2 1 53 12 206 8 873 2 078 2 284 2 284 R’000 Variance ------39 144 144 144 908 3 883 2 441 7 677 4 187 4 437 3 356 5 596 R’000 Actual 10 118 10 118 12 139 132 725 Expenditure ------47 144 144 144 909 Final 3 883 4 519 7 883 4 240 4 449 3 358 5 596 R’000 12 402 12 402 12 141 141 598 2017/18 Appropriation ------181 8 100 4 316 2 106 R’000 Virement ------37 429 429 429 130 130 130 487 (68) (12) (509) 3 883 R’000 Funds (4 839) (1 565) Shifting of ------14 14 14 115 4 519 7 454 7 338 9 079 6 014 3 189 3 453 1 418 R’000 11 973 11 973 133 498 Adjusted Appropriation Total Payments for financial assets Intangible assets Land and subsoil assets Biological assets Specialised military assets Heritage assets Other machinery and equipment Transport equipment Transport Machinery and equipment Payments for capital assets Other transfers to households Social benefits Households Transfers and subsidies Transfers Rent on land Interest Interest and rent on land and rent Interest Rental and hiring Venues and facilities Venues Operating payments Training and development Training Travel and subsistence Travel Transport provided: Departmental provided: Transport activity Property payments Property Operating leases Consumable: Stationery, printing and Consumable: Stationery, office supplies Consumable supplies Programme 1: Administration Programme
140 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------4 17 810 244 346 172 172 155 2 613 2 019 R’000 Actual 16 287 16 115 13 502 12 692 expenditure ------5 17 810 244 345 172 172 155 2016/17 Final 2 613 2 019 R’000 16 287 16 115 13 502 12 692 Appropriation ------% 96.4% 96.4% 95.7% 95.5% 98.8% 99.8% 100.0% 100.0% 100.3% Expenditure as % of final appropriation ------1 11 (1) 711 711 711 700 R’000 Variance ------910 490 350 3 390 2 550 R’000 Actual 19 044 19 044 15 654 14 744 Expenditure ------921 491 349 Final 3 390 2 550 R’000 19 755 19 755 16 365 15 444 2017/18 Appropriation ------R’000 Virement ------(31) (33) (84) (40) (20) (64) (186) R’000 Funds (3 822) (4 216) (4 216) (4 152) Shifting of ------40 20 954 575 535 7 542 6 372 R’000 23 971 23 971 16 429 15 475 Adjusted Appropriation 1.1:Premier’s Support 1.1:Premier’s Total Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Catering: Departmental activities Consumable supplies Consumable: Stationery, printing and Consumable: Stationery, office supplies Operating leases Property payments Property Transport provided: Departmental provided: Transport activity Travel and subsistence Travel Training and development Training Operating payments Venues and facilities Venues Rent on land Transfers and subsidies Transfers Households Social benefits Other transfers to households Payments for capital assets Machinery and equipment Transport equipment Transport Other machinery and equipment Payments for financial assets
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 141 Appropriation statement For the financial year ended 31 March 2018 ------4 8 15 62 62 260 556 1 885 2 172 7 262 5 090 4 534 7 324 R’000 Actual expenditure ------4 7 15 62 62 260 556 2016/17 Final 1 885 2 171 7 262 5 091 4 535 7 324 R’000 Appropriation ------% 1.7% 90.4% 96.0% 98.0% 98.7% 99.1% 95.7% 98.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------59 23 82 75 48 27 157 157 R’000 Variance ------1 7 217 216 594 1 523 1 964 7 689 5 725 5 131 7 689 R’000 Actual Expenditure ------7 60 240 216 621 Final 1 523 2 046 7 846 5 800 5 179 7 846 R’000 2017/18 Appropriation ------194 194 194 194 R’000 Virement ------8 (8) (43) 529 (98) (98) (98) (350) (234) R’000 Funds Shifting of ------7 60 43 590 800 450 629 1 950 7 750 5 800 5 171 7 750 R’000 Adjusted Appropriation Goods and services Consultants: Business and advisory services Contractors Consumable supplies printing Consumable: Stationery, and office supplies Operating leases payments Property Departmental provided: Transport activity and subsistence Travel and development Training Operating payments and facilities Venues Rental and hiring Communication Computer services Bursaries: Employees Catering: Departmental activities Economic classification payments Current Compensation of employees Salaries and wages Social contributions Households Social benefits Other transfers to households Other fixed structures Machinery and equipment equipment Transport Intangible assets Payments for financial assets Total Transfers and subsidies Transfers Payments for capital assets 1.2: Executive Council Support
142 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------5 15 29 17 204 327 553 151 545 373 233 2 508 4 842 1 842 2 023 1 876 R’000 Actual 33 179 20 144 17 636 13 035 expenditure ------5 15 29 18 2016/17 204 327 552 151 545 371 233 Final 2 508 4 842 1 843 2 024 1 876 R’000 33 179 20 144 17 636 13 035 Appropriation ------% 87.5% 99.9% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.2% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------2 2 1 1 1 1 (1) (1) R’000 Variance ------7 69 13 584 127 435 415 2 626 1 586 4 208 3 227 1 329 1 464 1 344 R’000 Actual 46 051 20 989 18 363 25 062 10 254 Expenditure ------8 69 13 583 127 435 415 Final 2 627 1 586 4 207 3 227 1 329 1 465 1 344 R’000 46 053 20 991 18 364 25 062 10 254 2017/18 Appropriation ------5 619 5 619 1 497 4 122 R’000 Virement ------5 11 (6) 69 492 481 100 (32) 200 131 828 909 (23) (66) 129 (100) (317) (480) (207) (602) (220) (712) R’000 Funds (1 250) Shifting of ------6 32 23 79 483 122 235 821 100 488 2 616 1 455 3 379 1 646 1 672 1 665 1 946 6 003 R’000 40 654 20 499 17 883 20 155 Adjusted Appropriation 1.3 : Director General 1.3 : Director Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Audit costs: External Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Legal services Contractors Agency and support / outsourced services Entertainment Fleet services Consumable supplies and printing Stationery, Consumable: office supplies Operating leases payments Property Transport provided: Departmental provided: Transport activity Travel and subsistence Travel and development Training Operating payments Venues and facilities Venues Rental and hiring Interest and rent on land and rent Interest
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 143 Appropriation statement For the financial year ended 31 March 2018 ------37 37 37 4 295 4 295 4 295 R’000 Actual 37 511 expenditure ------37 37 37 2016/17 Final 4 295 4 295 4 295 R’000 37 511 Appropriation ------% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------1 1 1 3 R’000 Variance ------14 14 14 3 297 3 297 3 297 R’000 Actual 49 362 Expenditure ------14 14 14 Final 3 298 3 298 3 298 R’000 49 365 2017/18 Appropriation ------5 619 R’000 Virement ------(556) (556) (556) (776) R’000 Funds Shifting of ------14 14 14 3 854 3 854 R’000 44 522 Adjusted 3 854 Appropriation 1.3 : Director General 1.3 : Director Interest Interest Rent on land Transfers and subsidies Transfers institutions Non-profit Households Social benefits Other transfers to households Transport equipment Transport Other machinery and equipment Payments for capital assets Machinery and equipment Payments for financial assets Total
144 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------5 65 37 13 381 137 210 438 2 140 1 324 2 145 3 586 3 423 1 124 2 165 2 320 3 006 R’000 Actual 37 415 17 101 14 961 20 314 expenditure ------5 65 37 14 381 137 210 438 2016/17 Final 2 140 1 324 2 145 3 586 3 423 1 124 2 165 2 320 3 006 R’000 37 416 17 101 14 961 20 315 Appropriation ------% 89.3% 95.3% 95.3% 95.6% 85.2% 86.7% 29.4% 57.9% 99.8% 91.4% 99.9% 99.9% 99.7% 65.9% 76.5% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------6 8 2 1 1 8 13 12 15 888 783 105 5 176 4 238 4 172 R’000 Variance ------39 11 17 29 26 130 804 959 139 901 2 271 1 740 3 611 3 130 1 475 5 596 1 892 4 022 R’000 Actual 42 593 18 202 15 931 24 391 Expenditure ------45 19 17 44 34 130 804 961 152 901 Final 2 376 5 912 3 611 3 130 1 476 5 596 1 893 4 034 R’000 47 719 19 090 16 714 28 629 2017/18 Appropriation ------181 2 287 2 287 2 106 R’000 Virement ------(6) 17 54 60 (2) 130 238 524 470 (10) 295 171 (50) 493 195 (48) (280) (826) (295) (286) R’000 Funds Shifting of ------45 29 92 36 633 202 983 847 2 382 5 912 3 141 2 835 1 787 3 430 1 517 4 329 R’000 45 194 19 376 16 994 25 818 Adjusted Appropriation 1.4: Financial Management. Economic classification payments Current Transfers and subsidies Transfers Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Minor assets Advertising Audit costs: External Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Contractors Fleet services Entertainment Agency and support / outsourced Agency and support / outsourced services Consumable supplies Housing Consumable: Stationery, printing and Consumable: Stationery, office supplies Operating leases Property payments Property Travel and subsistence Travel Transport provided: Departmental provided: Transport activity Operating payments Training and development Training
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 145 Appropriation statement For the financial year ended 31 March 2018 - - - 65 65 10 5 465 5 465 3 751 1 714 R’000 Actual 42 955 expenditure - - - 65 65 10 2016/17 Final 5 464 5 464 3 750 1 714 R’000 42 955 Appropriation - - - % 74.9% 87.8% 74.9% 95.5% 54.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------205 2 283 7 409 2 283 2 078 R’000 Variance - - - 130 130 3 883 6 821 6 821 4 380 2 441 R’000 Actual 53 427 Expenditure - - - 130 130 Final 3 883 9 104 9 104 4 585 4 519 R’000 60 836 2017/18 Appropriation ------2 287 R’000 Virement - - - - 130 130 985 985 985 3 883 5 236 R’000 Funds Shifting of ------8 119 8 119 3 600 4 519 R’000 53 313 Adjusted Appropriation Other transfers to households Social benefits Households 1.4: Financial Management. institutions Non-profit Payments for capital assets Payments for financial assets Total Machinery and equipment Transport equipment Transport Other machinery and equipment Intangible assets
146 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------24 24 14 14 14 355 3 571 3 557 3 533 3 178 R’000 Actual expenditure ------24 24 14 14 14 356 2016/17 Final 3 571 3 557 3 533 3 177 R’000 Appropriation ------% 84.4% 84.4% 84.5% 85.8% 73.6% 76.6% 75.8% 80.0% Expenditure as % of final appropriation ------3 98 18 15 593 593 575 477 R’000 Variance ------59 47 12 273 3 203 3 203 3 144 2 871 R’000 Actual Expenditure ------77 62 15 371 Final 3 796 3 796 3 719 3 348 R’000 2017/18 Appropriation ------R’000 Virement ------(2) 15 (4) (17) (142) (146) (146) (142) R’000 Funds Shifting of ------2 81 79 371 3 942 3 942 3 861 3 490 R’000 Adjusted Appropriation 1.5: Programme Support 1.5: Programme Total Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Catering: Departmental activities Communication Transport provided: Departmental provided: Transport activity Travel and subsistence Travel Training and development Training Operating payments Transfers and subsidies Transfers Venues and facilities Venues institutions Non-profit Households Social benefits Other transfers to households Payments for capital assets Machinery and equipment Transport equipment Transport Other machinery and equipment Payments for financial assets
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 147 Appropriation statement For the financial year ended 31 March 2018 - - 6 307 909 101 4100 1 737 1 183 1 618 3 673 4 190 1 991 2 194 1 865 R’000 Actual 70 943 15 270 10 041 72 408 38 840 17 021 69 768 29 545 209 239 205 959 136 191 119 170 expenditure - - 6 2016/17 307 909 100 Final 4101 1 737 1 183 1 619 3 673 4 190 1 991 2 194 1 865 R’000 70 943 15 269 10 041 72 408 38 841 17 020 69 769 29 545 209 239 205 959 136 190 119 170 Appropriation - - % 92.5% 99.7% 92.4% 91.3% 96.4% 94.2% 94.1% 97.1% 97.1% 96.8% 88.5% 56.3% 96.7% 12.6% 29.7% 96.3% 85.0% 42.7% 77.5% 64.9% 100.0% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation - - - - - 5 65 21 (1) 31 174 600 928 242 339 599 211 6 387 5 903 1 476 4 498 3 898 9 510 1 753 1 842 R’000 14 010 14 008 Variance - - 27 35 741 107 390 1 828 1 972 4 989 8 763 3 382 3 189 1 373 3 744 R’000 Actual 78 436 20 336 14 641 71 869 40 047 18 024 72 941 27 001 227 157 222 952 150 011 131 987 Expenditure - - 48 277 138 601 Final 2 002 1 972 2 494 4 988 9 102 3 981 3 189 3 215 3 744 R’000 84 823 20 401 14 646 77 772 41 523 18 624 82 451 27 929 241 167 236 960 154 509 135 885 2017/18 Appropriation ------2 000 2 000 2 000 2 000 2 000 R’000 Virement - - - - - 18 30 346 344 (116) (346) (180) (336) (238) (786) (786) 6 269 1 704 1 082 2 481 3 662 1 269 R’000 Funds (1 249) (6 608) (2 084) (6 221) (1 284) Shifting of - - 30 457 890 474 839 2 118 4 578 2 507 5 440 1 920 4 499 3 400 R’000 86 072 14 132 12 942 82 380 41 523 18 278 81 237 25 899 10 202 239 167 235 746 154 509 136 231 Adjusted Appropriation Strategic Human Resources Information Communication Technology Legal Services Communication Services Programme Support Programme Service Delivery Intervention Programme 2: Institutional Development Programme Sub programme 1. 2. 3. 4. 5. 6. Total for sub programmes Total Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Audit costs: External Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Legal services Contractors Agency and support / outsourced Agency and support / outsourced services Consumable supplies Consumable: Stationery, printing Consumable: Stationery, and office supplies Operating leases
148 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------495 774 547 495 495 2 785 2 785 4 128 2 785 1 948 7 588 3 101 R’000 Actual 209 239 expenditure ------2016/17 495 774 547 495 495 Final 2 785 2 785 4 128 2 785 1 947 7 588 3 102 R’000 209 239 Appropriation ------% 99.7% 94.2% 97.7% 87.8% 45.0% 99.7% 56.6% 94.0% 99.7% 82.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------2 2 2 45 98 656 491 1 169 1 086 R’000 14 010 Variance ------768 702 537 768 768 3 437 3 437 1 875 3 437 1 523 7 645 4 946 R’000 Actual 227 157 Expenditure ------770 800 770 770 Final 3 437 3 437 1 920 3 437 1 193 2 692 8 136 6 032 R’000 241 167 2017/18 Appropriation ------2 000 R’000 Virement ------60 109 109 677 109 677 677 (213) (707) 2 556 R’000 Funds (1 025) Shifting of ------93 93 93 800 3 328 3 328 1 860 3 328 1 406 3 399 9 161 3 476 R’000 239 167 Adjusted Appropriation Programme 2: Institutional Development Programme and subsidies Transfers Payments for capital assets Payments for financial assets Machinery and equipment Transport equipment Transport Total institutions Non-profit Property payments Property Other machinery and equipment Transport provided: Departmental provided: Transport activity Households Travel and subsistence Travel and development Training Operating payments Social benefits Venues and facilities Venues Other transfers to households Rental and hiring Interest and rent on land and rent Interest Interest Rent on land
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 149 Appropriation statement For the financial year ended 31 March 2018 ------9 75 94 16 394 448 707 222 233 335 335 335 6 932 1 336 1 183 1 367 3 502 1 434 1 258 R’000 Actual 70 608 58 330 51 398 12 278 expenditure ------9 75 93 16 395 448 708 222 233 335 335 335 2016/17 Final 6 932 1 336 1 183 1 367 3 501 1 433 1 259 R’000 70 608 58 330 51 398 12 278 Appropriation ------% 92.4% 97.4% 97.8% 94.1% 70.1% 64.3% 36.9% 46.8% 24.8% 87.8% 37.9% 81.8% 26.7% 97.5% 63.1% 88.4% 53.4% 66.3% 100.0% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------10 22 11 46 13 483 521 215 206 309 233 680 6 387 1 806 1 323 4 581 1 146 1 169 R’000 Variance ------4 18 68 99 99 305 189 197 700 398 490 490 490 7 640 1 972 2 216 1 814 1 340 1 335 R’000 Actual 77 946 67 192 59 552 10 754 Expenditure ------28 15 826 404 274 197 121 631 112 490 490 490 Final 8 123 1 972 2 525 1 846 1 860 2 509 2 015 R’000 84 333 68 998 60 875 15 335 2017/18 Appropriation ------R’000 Virement ------18 59 68 49 59 369 (22) (66) 490 490 490 (603) (972) (825) (464) (189) (670) (235) 1 082 R’000 Funds (1 739) (1 136) Shifting of ------10 15 890 345 464 206 148 121 697 347 7 754 1 651 2 714 1 868 1 860 3 179 1 956 R’000 86 072 69 601 61 847 16 471 Adjusted Appropriation 2.1: Strategic Human Resources Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Audit costs: External Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Legal services Contractors services Agency and support / outsourced Consumable supplies printing and office Consumable: Stationery, supplies Operating leases Property payments Property Transport provided: Departmental activity provided: Transport Travel and subsistence Travel Training and development Training Venues and facilities Venues Operating payments Transfers and subsidies Transfers Households Social benefits Other transfers to households
150 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------R’000 Actual 70 943 expenditure ------2016/17 Final R’000 70 943 Appropriation ------% 92.5% Expenditure as % of final appropriation ------6 387 R’000 Variance ------R’000 Actual 78 436 Expenditure ------Final R’000 84 823 2017/18 Appropriation ------R’000 Virement ------R’000 Funds (1 249) Shifting of ------R’000 86 072 Adjusted Appropriation 2.1: Strategic Human Resources Payments for capital assets Machinery and equipment Transport equipment Transport Other machinery and equipment Intangible assets Payments for financial assets Total
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 151 Appropriation statement For the financial year ended 31 March 2018 ------472 128 2 203 2 203 2 203 1 865 3 225 4 115 3 734 3 262 9 333 R’000 Actual 15 270 13 067 expenditure ------471 128 2016/17 Final 2 203 2 203 2 203 1 865 3 225 4 115 3 733 3 262 9 333 R’000 15 269 13 066 Appropriation ------% 99.7% 99.8% 98.8% 98.7% 99.8% 99.9% 99.6% 100.0% 100.0% 100.0% 101.7% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------1 65 (1) 16 50 49 15 65 R’000 Variance ------61 16 35 475 3 437 3 437 3 437 7 978 4 713 4 096 3 621 R’000 Actual 20 336 12 803 16 899 Expenditure ------60 16 35 476 Final 3 437 3 437 3 437 7 994 4 713 4 146 3 670 R’000 20 401 12 818 16 964 2017/18 Appropriation ------R’000 Virement ------60 16 109 109 109 (180) 6 269 3 594 6 160 2 670 6 160 R’000 Funds Shifting of ------476 215 3 328 3 328 3 328 4 400 6 658 2 043 4 146 3 670 R’000 14 132 10 804 Adjusted Appropriation Total Payments for financial assets Other machinery and equipment Transport equipment Transport Machinery and equipment Other fixed structures Buildings Buildings and other fixed structures 2.2: Information Communication and subsidies Transfers Payments for capital assets Other transfers to households Social benefits Households institutions Non-profit Operating leases payments Property Contractors Computer services Consultants: Business and advisory services Goods and services Communication Economic classification payments Current Compensation of employees Salaries and wages Social contributions Minor assets
152 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------8 33 17 28 46 12 12 12 906 909 405 150 8 433 7 527 1 596 R’000 Actual 10 029 expenditure ------8 33 17 28 46 12 12 12 2016/17 906 909 405 150 Final 8 433 7 527 1 596 R’000 10 029 Appropriation ------% 99.9% 81.8% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------5 1 1 4 4 R’000 Variance ------10 18 988 386 183 3 589 2 992 R’000 Actual 14 641 11 052 10 064 Expenditure ------10 22 988 386 183 Final 3 593 2 992 R’000 14 646 11 053 10 065 2017/18 Appropriation ------R’000 Virement ------(5) (50) 331 (14) (38) (37) (43) (514) (238) 1 704 1 373 1 423 1 220 R’000 Funds Shifting of ------15 14 60 43 514 624 220 9 680 8 642 1 038 3 262 1 772 R’000 12 942 Adjusted Appropriation 2.3: Legal Services Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Legal services Contractors Consumable supplies Consumable: Stationery, printing and Consumable: Stationery, office supplies Operating leases Property payments Property Transport provided: Departmental provided: Transport activity Travel and subsistence Travel Training and development Training Operating payments Venues and facilities Venues Rental and hiring Transfers and subsidies Transfers Households Social benefits Other transfers to households
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 153 Appropriation statement For the financial year ended 31 March 2018 - - - - - R’000 Actual 10 041 expenditure - - - - - 2016/17 Final R’000 10 041 Appropriation - - - - - % 100.0% Expenditure as % of final appropriation - - - - - 5 R’000 Variance - - - - - R’000 Actual 14 641 Expenditure - - - - - Final R’000 14 646 2017/18 Appropriation ------R’000 Virement - - - - - 1 704 R’000 Funds Shifting of - - - - - R’000 12 942 Adjusted Appropriation Total 2.3: Legal Services Payments for capital assets Machinery and equipment Transport equipment Transport Other machinery and equipment Payments for financial assets
154 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------6 6 607 760 270 364 129 129 129 1 188 3 042 3 385 1 567 7 572 1 797 R’000 Actual 28 209 72 279 26 548 23 506 45 731 expenditure ------6 6 2016/17 607 760 270 364 129 129 129 Final 1 188 3 042 3 385 1 567 7 572 1 797 R’000 28 209 72 279 26 548 23 506 45 731 Appropriation ------% 98.5% 92.4% 94.3% 26.1% 94.0% 97.2% 67.4% 91.3% 80.1% 48.6% 47.1% 87.8% 51.0% 94.0% 89.9% 99.1% 99.1% 99.1% 100.0% Expenditure as % of final appropriation ------9 2 2 2 84 98 72 407 109 290 695 200 478 406 5 901 1 602 1 535 1 518 4 299 R’000 Variance ------8 75 542 225 657 702 232 232 232 2 937 1 166 3 744 7 546 3 611 R’000 Actual 26 696 71 637 26 665 23 728 44 972 Expenditure ------17 334 200 800 147 234 234 234 Final 2 077 3 021 1 456 1 352 3 744 8 024 4 017 R’000 27 103 77 538 28 267 25 246 49 271 2017/18 Appropriation ------2 000 2 000 2 000 R’000 Virement ------1 7 855 344 163 163 163 (771) (465) (336) (790) (770) 2 540 R’000 Funds (2 138) (6 018) (6 771) (6 001) Shifting of ------71 71 71 334 353 200 800 140 4 215 3 020 7 474 1 817 3 400 8 814 1 477 R’000 24 248 82 309 29 037 26 017 53 272 Adjusted Appropriation Administrative fees 2.4: Communication Services Advertising Minor assets Economic classification payments Current Audit costs: External Compensation of employees Bursaries: Employees Salaries and wages Catering: Departmental activities Communication Social contributions Computer services Goods and services Consultants: Business and advisory services Contractors Agency and support / outsourced services Consumable supplies printing and Consumable: Stationery, office supplies Operating leases Property payments Property Transport provided: Departmental provided: Transport activity Travel and subsistence Travel and development Training Operating payments Venues and facilities Venues Transfers and subsidies Transfers Households Social benefits Other transfers to households
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 155 Appropriation statement For the financial year ended 31 March 2018 ------R’000 Actual 72 408 expenditure ------2016/17 Final R’000 72 408 Appropriation ------% 92.4% Expenditure as % of final appropriation ------5 903 R’000 Variance ------R’000 Actual 71 869 Expenditure ------Final R’000 77 772 2017/18 Appropriation ------2 000 R’000 Virement ------R’000 Funds (6 608) Shifting of ------R’000 82 380 Adjusted Appropriation 2.4: Communication Services Payments for capital assets Machinery and equipment Transport equipment Transport Other machinery and equipment Intangible assets Payments for financial assets Total
156 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------16 16 160 1 737 1 721 1 561 1 737 R’000 Actual expenditure ------16 16 160 2016/17 Final 1 737 1 721 1 561 1 737 R’000 Appropriation ------% 91.3% 91.4% 91.9% 86.6% 84.2% 91.3% 100.0% Expenditure as % of final appropriation ------3 3 26 174 171 145 174 R’000 Variance ------16 16 168 1 828 1 812 1 644 1 828 R’000 Actual Expenditure ------3 19 16 194 Final 2 002 1 983 1 789 2 002 R’000 2017/18 Appropriation ------R’000 Virement ------(116) (116) (116) (116) R’000 Funds Shifting of ------3 194 135 132 2 118 1 983 1 789 2 118 R’000 Adjusted Appropriation 2.5: Programme Support 2.5: Programme Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Catering: Departmental activities and subsistence Travel Training and development Training Transfers and subsidies Transfers institutions Non-profit Households Social benefits Other transfers to households Payments for capital assets Machinery and equipment Transport equipment Transport Payments for financial assets Total
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 157 Appropriation statement For the financial year ended 31 March 2018 ------5 1 3 19 19 19 582 582 582 626 179 814 5 509 R’000 Actual 38 840 31 916 37 425 38 239 expenditure ------5 1 3 19 19 19 2016/17 582 582 582 627 179 815 Final 5 509 R’000 38 841 31 916 37 425 38 240 Appropriation ------% 8.0% 96.4% 98.4% 45.0% 57.0% 99.9% 97.5% 97.8% 96.4% 100.0% 100.0% 100.0% 100.4% Expenditure as % of final appropriation ------1 8 6 (1) 11 347 242 608 862 868 1 476 1 476 R’000 Variance ------9 46 46 46 30 492 276 807 5 816 R’000 Actual 40 047 33 378 39 194 40 001 Expenditure ------1 46 46 46 20 377 500 275 242 Final 1 415 5 822 R’000 41 523 34 240 40 062 41 477 2017/18 Appropriation ------R’000 Virement ------24 24 24 26 275 (26) (24) (24) (299) R’000 Funds Shifting of ------22 22 22 20 377 300 500 242 1 439 5 796 R’000 41 523 34 266 40 062 41 501 Adjusted Appropriation Total Payments for financial assets Intangible assets Other machinery and equipment Transport equipment Transport Machinery and equipment Payments for capital assets Other transfers to households Social benefits Households institutions Non-profit Transfers and subsidies Transfers Travel and subsistence Travel Transport provided: Departmental activity provided: Transport Property payments Property Operating leases printing and office Consumable: Stationery, supplies Consumable supplies Contractors Consultants: Business and advisory services Computer services Communication Catering: Departmental activities Bursaries: Employees Audit costs: External Minor assets Advertising Administrative fees Goods and services Social contributions Salaries and wages Compensation of employees 2.6 : Service Delivery Intervention Economic classification payments Current
158 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 - 1 967 133 749 985 107 773 832 5 827 1 164 2 004 2 238 6 737 6 334 3 511 2 998 R’000 Actual 61 348 55 521 71 587 17 563 23 834 20 224 153 439 132 935 133 872 expenditure - - 2016/17 967 133 749 985 107 773 832 Final 5 852 1 164 2 004 2 238 6 737 6 335 3 510 2 998 R’000 62 809 56 957 71 586 18 842 23 834 20 224 154 899 134 395 134 053 Appropriation - - - - - % 93.7% 84.1% 80.0% 95.7% 92.7% 93.9% 93.9% 91.0% 88.6% 79.7% 84.6% 97.0% 85.0% 96.3% 95.0% 86.5% 98.4% 90.2% 47.3% 89.6% 94.1% Expenditure as % of final appropriation - - - - 7 46 53 86 396 237 413 519 350 300 715 419 442 676 9 218 4 383 3 987 4 835 3 612 7 087 1 091 R’000 11 218 Variance - - - - - 357 425 340 376 1 657 5 907 1 258 2 041 1 981 7 782 6 585 5 801 1 378 R’000 Actual 48 780 67 619 61 712 19 876 20 840 116 399 247 371 225 454 Expenditure - - - - 403 432 393 795 442 Final 2 070 6 303 1 495 2 560 2 331 8 082 7 300 6 477 1 464 R’000 53 615 72 002 65 699 23 488 21 931 125 617 258 589 232 541 2017/18 Appropriation ------(89) (190) (180) (140) (600) (180) R’000 (1 000) (6 760) (3 340) (5 899) (1 822) (10 100) (10 100) (10 100) Virement ------5 82 32 174 144 568 303 (96) (54) (54) (54) (351) (174) (680) (820) (294) 1 107 R’000 Funds Shifting of - - - - 90 259 607 980 2 611 6 129 1 927 2 560 4 973 8 000 6 333 1 096 1 938 6 445 R’000 63 769 72 002 65 873 30 248 28 510 135 771 268 689 235 881 Adjusted Appropriation Inter –Governmental Relations Policy Management Provincial Support Programme Programme 3: Policy and Governance Programme Goods and services Catering: Departmental activities Communication Economic classification payments Current Compensation of employees Salaries and wages Social contributions Administrative fees Advertising Total for sub programmes Total Sub programme 1. 2. 3. Agency and support / outsourced Agency and support / outsourced services Consultants: Business and advisory services Contractors Computer services Consumable supplies printing and Consumable: Stationery, office supplies Operating leases Property payments Property Venues and facilities Venues Operating payments Training and development Training Transport provided: Departmental provided: Transport activity and subsistence Travel
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 159 Appropriation statement For the financial year ended 31 March 2018 - - - - 213 213 1 291 1 291 1 291 R’000 Actual 19 213 19 000 153 439 expenditure - - - - 2016/17 213 213 Final 1 291 1 291 1 291 R’000 19 213 19 000 154 899 Appropriation ------% 98.5% 90.9% 95.7% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------2 000 2 000 R’000 11 218 Variance ------96 96 R’000 Actual 19 950 130 972 110 926 247 371 Expenditure ------96 96 Final R’000 21 950 132 972 110 926 258 589 2017/18 Appropriation ------R’000 (10 100) Virement ------54 54 54 R’000 Funds Shifting of ------42 42 R’000 21 950 132 918 110 926 268 689 Adjusted Appropriation Programme 3: Policy and Governance Programme Households Social benefits Other transfers to households Transfers and subsidies Transfers Higher education institutions institutions Non-profit Payments for capital assets Machinery and equipment Transport equipment Transport Other machinery and equipment Payments for financial assets Total
160 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------4 1 15 70 73 73 73 945 432 208 295 240 773 107 9 648 8 703 1 561 1 988 2 148 R’000 7 842 Actual 17 490 expenditure ------1 4 15 70 73 73 73 969 432 208 295 240 773 107 2016/17 Final 9 959 7 841 1 561 1 987 2 148 R’000 18 769 10 928 Appropriation ------% 4.0% 84.6% 91.4% 90.7% 99.0% 79.4% 76.1% 81.8% 45.5% 82.2% 76.0% 92.2% 17.9% 99.8% 100.6% 102.6% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------9 5 43 53 (1) (1) 863 854 237 240 300 506 253 339 381 394 3 612 2 749 R’000 Variance ------10 39 86 59 59 59 874 137 422 168 180 9 222 8 348 1 063 1 168 4 034 3 288 R’000 Actual 19 817 10 595 Expenditure ------38 59 59 59 883 180 250 300 928 221 179 381 480 Final 9 202 1 300 1 421 4 373 3 293 R’000 23 429 10 085 13 344 2017/18 Appropriation ------(89) (140) R’000 (1 000) (3 709) (1 822) (6 760) (6 760) Virement ------38 54 54 54 174 153 600 131 120 (54) (96) 326 (54) (54) (174) (147) (194) (931) R’000 Funds Shifting of ------5 5 5 27 90 709 397 300 179 435 665 9 376 1 700 4 831 4 174 4 253 3 107 R’000 30 243 10 085 20 158 Adjusted Appropriation 3.1: Inter-Governmental Relations 3.1: Inter-Governmental Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Audit costs: External Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Contractors Agency and support / outsourced services Agency and support / outsourced Consumable supplies Consumable: Stationery, printing and Consumable: Stationery, office supplies Operating leases Property payments Property Transport provided: Departmental activity provided: Transport Travel and subsistence Travel Training and development Training Operating payments Venues and facilities Venues Rental and hiring Transfers and subsidies Transfers Households Social benefits
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 161 Appropriation statement For the financial year ended 31 March 2018 ------R’000 Actual 17 563 expenditure ------2016/17 Final R’000 18 842 Appropriation ------% 84.6% Expenditure as % of final appropriation 3 612 R’000 Variance ------R’000 Actual 19 876 Expenditure ------Final R’000 23 488 2017/18 Appropriation ------R’000 (6 760) Virement ------R’000 Funds Shifting of ------R’000 30 248 Adjusted Appropriation 3.1: Inter-Governmental Relations 3.1: Inter-Governmental Other transfers to households Payments for capital assets Machinery and equipment equipment Transport Other machinery and equipment Payments for financial assets Total
162 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------832 745 454 677 535 118 4 186 2 998 6 737 1 157 4 685 R’000 1 326 Actual 20 154 23 626 63 545 45 211 49 896 19 000 19 140 113 441 expenditure ------(1) 2016/17 832 745 454 677 535 118 Final 4 187 1 326 2 998 6 737 1 157 4 686 R’000 20 154 23 626 63 545 45 391 50 077 19 000 19 140 113 622 Appropriation ------% 82.3% 92.1% 83.0% 93.9% 96.8% 89.3% 97.2% 90.9% 98.7% 94.9% 93.6% 95.0% 94.9% 94.9% 90.9% 98.5% 100.0% 100.0% 100.0% 100.0% Expenditure as % of final appropriation ------8 3 25 61 87 97 710 273 585 164 333 2 013 2 741 3 074 5 087 2 000 2 000 R’000 Variance ------290 245 172 813 195 220 3 297 1 339 1 332 7 782 1 645 4 850 R’000 Actual 20 418 37 748 51 943 56 793 94 541 19 950 110 926 130 913 Expenditure ------61 315 253 172 910 195 223 Final 4 007 1 426 1 605 7 782 1 809 5 183 R’000 21 003 39 761 54 684 59 867 99 628 21 950 110 926 132 913 2017/18 Appropriation ------(600) (180) (180) (190) R’000 (2 190) (3 340) (3 340) Virement ------5 82 (9) 781 (88) 172 111 (32) (332) (486) (204) R’000 Funds Shifting of ------315 661 428 799 227 232 3 226 1 938 1 693 7 700 2 203 5 183 R’000 23 679 43 101 54 684 59 867 21 950 102 968 110 926 132 913 Adjusted Appropriation Venues and facilities Venues Operating payments Training and development Training Transport provided: Departmental activity provided: Transport Travel and subsistence Travel Property payments Property Operating leases printing and office Consumable: Stationery, supplies Consumable supplies Entertainment Agency and support / outsourced services Agency and support / outsourced Contractors Legal services Consultants: Business and advisory services Computer services Communication Catering: Departmental activities Bursaries: Employees Audit costs: External Minor assets Advertising Administrative fees Goods and services Social contributions Salaries and wages Compensation of employees Economic classification payments Current institutions Non-profit Higher education institutions 3.2: Provincial Policy Management 3.2: Provincial and subsidies Transfers
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 163 Appropriation statement For the financial year ended 31 March 2018 - - - - 140 140 1 291 1 291 1 291 R’000 Actual 133 872 expenditure - - - - 2016/17 140 140 Final 1 291 1 291 1 291 R’000 134 053 Appropriation ------% 97.0% 100.0% 100.0% Expenditure as % of final appropriation ------7 087 R’000 Variance ------37 37 R’000 Actual 225 454 Expenditure ------37 37 Final R’000 232 541 2017/18 Appropriation ------R’000 (3 340) Virement ------R’000 Funds Shifting of ------37 37 R’000 235 881 Adjusted Appropriation Intangible assets Other machinery and equipment Transport equipment Transport Machinery and equipment Payments for capital assets Other transfers to households Social benefits Households 3.2: Provincial Policy Management 3.2: Provincial Payments for financial assets Total
164 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Appropriation statement For the financial year ended 31 March 2018 ------3 197 200 197 2 004 1 804 1 607 2 004 R’000 Actual expenditure ------3 2016/17 197 200 197 Final 2 004 1 804 1 607 2 004 R’000 Appropriation ------% 79.7% 78.2% 78.4% 77.2% 85.7% 18.2% 87.2% 79.7% Expenditure as % of final appropriation ------9 54 73 64 519 446 392 519 R’000 Variance ------2 183 437 435 2 041 1 604 1 421 2 041 R’000 Actual Expenditure ------11 237 510 499 Final 2 560 2 050 1 813 2 560 R’000 2017/18 Appropriation ------R’000 Virement ------R’000 Funds Shifting of ------11 237 510 499 2 560 2 050 1 813 2 560 R’000 Adjusted Appropriation 3.3: Programme Support 3.3: Programme Economic classification payments Current Compensation of employees Salaries and wages Social contributions Goods and services Catering: Departmental activities and subsistence Travel Transfers and subsidies Transfers Households Social benefits Other transfers to households Payments for capital assets Machinery and equipment Transport equipment Transport Other machinery and equipment Payments for financial assets Total
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 165 NOTES TO THE APPROPRIATION STATEMENT For the financial year ended 31 March 2018
1. Detail of transfers and subsidies as per Appropriation Act (after Virement):
Detail of these transactions can be viewed in the note on Transfers and subsidies, disclosure notes and Annexure 1 (A-H) to the Annual Financial Statements.
2. Detail of specifically and exclusively appropriated amounts voted (after Virement):
Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.
3. Detail on payments for financial assets
Detail of these transactions per programme can be viewed in the note on Payments for financial assets to the Annual Financial Statements.
4. Explanations of material variances from Amounts Voted (after Virement):
An amount of R5 million, that was earmarked for procurement of furniture and office equipment after the fire accidents, could not be spent due to the delays in the renovations of the building. The remainder of the balance not spent are accruals that could not go through the final payment runs before the year end closure.
4.1 Per programme Final Actual Expenditure Variance Variance as Appropriation a % of Final R’000 R’000 R’000 Appropriation Administration 141 598 132 725 8 873 6% Institutional Development 241 167 227 157 14 010 6% Policy & Governance 258 589 247 371 11 218 4%
4.2 Per economic classification Final Actual Expenditure Variance Variance as Appropriation a % of Final Appropriation R’000 R’000 R’000 Current payments 487 746 457 931 29 815 14% Compensation of employees 292 476 281 344 11 132 4% Goods and services 195 270 176 587 18 683 10% Interest and rent on land - - - -
Transfers and subsidies 133 886 131 884 2 002 2% Provinces and municipalities - - - - Departmental agencies and accounts - - - - Higher education institutions 21 950 19 950 2000 9% Public corporations and private - - - - enterprises Foreign governments and - - - - international organisations Non-profit institutions 110 926 110 926 - - Households 1 010 1 008 2 0%
Payments for capital assets 15 839 13 555 2 284 14% Buildings and other fixed structures - - - - Machinery and equipment 15 839 13 555 2 284 14% Heritage assets - - - - Specialised military assets - - - - Biological assets - - - - Land and subsoil assets - - - - Intangible assets - - - -
Payments for financial assets 3 883 3 883 - -
166 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Appropriation statement For the financial year ended 31 March 2018
An amount of R5 million, under programme 1 that was earmarked for procurement of furniture and office equipment after the fire accidents, could not be spent due to the delays in the renovations of the building. Under programme 2 An amount of R2 million meant for Research chairs could not be spent due to the delay in the signing of the MOU.An amount of R6 million earmarked for Integrity Unit for the forensic investigation could not be spent due to protracted process that needed to be followed.
The remainder of the balance not spent under each programme are accruals that could not go through the final payment runs before the year end closure.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 167 STATEMENT OF FINANCIAL PERFORMANCE For the financial year ended 31 March 2018
Note 2017/18 2016/17 R’000 R’000 REVENUE
Annual appropriation 1 641 354 471 786 Statutory appropriation 2 - - Departmental revenue 3 635 553 NRF Receipts - - Aid assistance - -
TOTAL REVENUE 641 989 472 339
EXPENDITURE
Current expenditure Compensation of employees 4 281 344 256 909 Goods and services 5 176 587 179 513 Interest and rent on land - - Aid assistance - -
Total current expenditure 457 931 436 422
Transfers and subsidies Transfers and subsidies 7 131 884 19 996 Aid assistance - -
Total transfers and subsidies 131 884 19 996
Expenditure for capital assets Tangible assets 8 13 555 13 836 Intangible assets - 62
Total expenditure for capital assets 13 555 13 898
Unauthorised expenditure approved without funding - -
Payments for financial assets 6 3 883 10
TOTAL EXPENDITURE 607 253 470 326
SURPLUS/(DEFICIT) FOR THE YEAR 34 736 2 013
Reconciliation of Net Surplus/(Deficit) for the year
Voted funds 34 101 1 460 Annual appropriation 34 101 1 460 Conditional grants - Departmental revenue and NRF Receipts 14 635 553 Aid assistance - - SURPLUS/(DEFICIT) FOR THE YEAR 34 736 2 013
168 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 STATEMENT OF FINANCIAL POSITION For the financial year ended 31 March 2018
Note 2017/18 2016/17 R’000 R’000 ASSETS
Current assets 34 420 2 307
Unauthorised expenditure - - Cash and cash equivalents 10 34 206 91 Other financial assets - - Prepayments and advances 11 83 74 Receivables 12 131 2 142 Loans - - Aid assistance prepayments - - Aid assistance receivable - -
Non-current assets - -
Investments - - Receivables - - Loans - - Other financial assets - -
TOTAL ASSETS 34 420 2 307
LIABILITIES
Current liabilities 34 399 2 304
Voted funds to be surrendered to the Revenue Fund 13 34 101 1 460 Departmental revenue and NRF Receipts to be surrendered to the 14 60 169 Revenue Fund Bank overdraft - - Payables 15 238 675 Aid assistance repayable - - Aid assistance unutilised - -
Non-current liabilities
Payables - -
TOTAL LIABILITIES 34 399 2 304
NET ASSETS 21 3
Note 2017/18 2016/17 R’000 R’000
Represented by: Capitalisation reserve - - Recoverable revenue 21 3 Retained funds - - Revaluation reserves - -
21 3
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 169 STATEMENT OF CHANGES IN NET ASSETS For the financial year ended 31 March 2018
Note 2017/18 2016/17 R’000 R’000
Capitalisation Reserves - - Opening balance - - Transfers: - - Movement in Equity - - Movement in Operational Funds - - Other movements - - Closing balance - -
Recoverable revenue Opening balance 3 4 Transfers: 18 (1) Irrecoverable amounts written off - - Debts revised - - Debts recovered (included in departmental receipts) (3) (45) Debts raised 21 44 Closing balance 21 3
Retained funds Opening balance - - Transfer from voted funds to be surrendered (Parliament/Legislatures ONLY) - - Utilised during the year - - Other transfers - - Closing balance - -
Revaluation Reserve Opening balance - - Revaluation adjustment (Housing departments) - - Transfers - - Other - - Closing balance - -
TOTAL 21 3
170 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 CASH FLOW STATEMENT For the financial year ended 31 March 2018
Note 2017/18 2016/17 R’000 R’000 CASH FLOWS FROM OPERATING ACTIVITIES
Receipts 641 989 472 339 Annual appropriated funds received 1.1 641 354 471 786 Statutory appropriated funds received - - Departmental revenue received 3 632 549 Interest received 3.2 3 4
NRF Receipts - - Aid assistance received - -
Net (increase)/decrease in working capital 1 565 (1 833) Surrendered to Revenue Fund (2 204) (16 526) Surrendered to RDP Fund/Donor - - Current payments (457 931) (436 422) Interest paid - -
Payments for financial assets (3 883) (10) Transfers and subsidies paid (131 884) (19 996) Net cash flow available from operating activities 16 47 652 (2 448)
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for capital assets 8 (13 555) (13 898) Proceeds from sale of capital assets - - (Increase)/decrease in loans - - (Increase)/decrease in investments - - (Increase)/decrease in other financial assets - - Net cash flows from investing activities (13 555) (13 898)
CASH FLOWS FROM FINANCING ACTIVITIES
Distribution/dividend received - - Increase/(decrease) in net assets 18 (1) Increase/(decrease) in non-current payables - - Net cash flows from financing activities 18 (1)
Net increase/(decrease) in cash and cash equivalents 34 115 (16 347)
Cash and cash equivalents at beginning of period 91 16 438 Unrealised gains and losses within cash and cash equivalents - -
Cash and cash equivalents at end of period 10 34 206 91
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 171 ACCOUNTING POLICIES For the financial year ended 31 March 2018
Summary of significant accounting policies
The financial statements have been prepared in accordance with the following policies, which have been applied consistently in all material aspects, unless otherwise indicated. Management has concluded that the financial statements present fairly the department’s primary and secondary information. The historical cost convention has been used, except where otherwise indicated. Management has used assessments and estimates in preparing the annual financial statements. These are based on the best information available at the time of preparation. Where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the financial statements and to comply with the statutory requirements of the Public Finance Management Act (PFMA), Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the PFMA and the annual Division of Revenue Act.
1 Basis of preparation The financial statements have been prepared in accordance with the Modified Cash Standard. 2 Going concern The financial statements have been prepared on a going concern basis. 3 Presentation currency Amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department. 4 Rounding Unless otherwise stated financial figures have been rounded to the nearest one thousand Rand (R’000). 5 Foreign currency translation Cash flows arising from foreign currency transactions are translated into South African Rands using the spot exchange rates prevailing at the date of payment / receipt. 6 Comparative information 6.1 Prior period comparative information Prior period comparative information has been presented in the current year’s financial statements. Where necessary figures included in the prior period financial statements have been reclassified to ensure that the format in which the information is presented is consistent with the format of the current year’s financial statements. 6.2 Current year comparison with budget A comparison between the approved, final budget and actual amounts for each programme and economic classification is included in the appropriation statement. 7 Revenue 7.1 Appropriated funds Appropriated funds comprises of departmental allocations as well as direct charges against the revenue fund (i.e. statutory appropriation). Appropriated funds are recognised in the statement of financial performance on the date the appropriation becomes effective. Adjustments made in terms of the adjustments budget process are recognised in the statement of financial performance on the date the adjustments become effective. The net amount of any appropriated funds due to / from the relevant revenue fund at the reporting date is recognised as a payable / receivable in the statement of financial position.
172 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Accounting Policies For the financial year ended 31 March 2018
7.2 Departmental revenue Departmental revenue is recognised in the statement of financial performance when received and is subsequently paid into the relevant revenue fund, unless stated otherwise. Any amount owing to the relevant revenue fund at the reporting date is recognised as a payable in the statement of financial position. 7.3 Accrued departmental revenue Accruals in respect of departmental revenue (excluding tax revenue) are recorded in the notes to the financial statements when: • it is probable that the economic benefits or service potential associated with the transaction will flow to the department; and • the amount of revenue can be measured reliably. The accrued revenue is measured at the fair value of the consideration receivable. Accrued tax revenue (and related interest and / penalties) is measured at amounts receivable from collecting agents. Write-offs are made according to the department’s debt write-off policy 8 Expenditure 8.1 Compensation of employees 8.1.1 Salaries and wages Salaries and wages are recognised in the statement of financial performance on the date of payment. 8.1.2 Social contributions Social contributions made by the department in respect of current employees are recognised in the statement of financial performance on the date of payment. Social contributions made by the department in respect of ex-employees are classified as transfers to households in the statement of financial performance on the date of payment. 8.2 Other expenditure Other expenditure (such as goods and services, transfers and subsidies and payments for capital assets) is recognised in the statement of financial performance on the date of payment. The expense is classified as a capital expense if the total consideration paid is more than the capitalisation threshold. 8.3 Accruals and payables not recognised Accruals and payables not recognised are recorded in the notes to the financial statements at cost at the reporting date. 8.4 Leases 8.4.1 Operating leases Operating lease payments made during the reporting period are recognised as current expenditure in the statement of financial performance on the date of payment. The operating lease commitments are recorded in the notes to the financial statements. 8.4.2 Finance leases Finance lease payments made during the reporting period are recognised as capital expenditure in the statement of financial performance on the date of payment. The finance lease commitments are recorded in the notes to the financial statements and are not apportioned between the capital and interest portions. Finance lease assets acquired at the end of the lease term are recorded and measured at the lower of: · cost, being the fair value of the asset; or · the sum of the minimum lease payments made, including any payments made to acquire ownership at the end of the lease term, excluding interest.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 173 Accounting Policies For the financial year ended 31 March 2018
9 Aid Assistance 9.1 Aid assistance received Aid assistance received in cash is recognised in the statement of financial performance when received. In-kind aid assistance is recorded in the notes to the financial statements on the date of receipt and is measured at fair value. Aid assistance not spent for the intended purpose and any unutilised funds from aid assistance that are required to be refunded to the donor are recognised as a payable in the statement of financial position. 9.2 Aid assistance paid Aid assistance paid is recognised in the statement of financial performance on the date of payment. Aid assistance payments made prior to the receipt of funds are recognised as a receivable in the statement of financial position. 10 Cash and cash equivalents Cash and cash equivalents are stated at cost in the statement of financial position. Bank overdrafts are shown separately on the face of the statement of financial position as a current liability. For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts. 11 Prepayments and advances Prepayments and advances are recognised in the statement of financial position when the department receives or disburses the cash. Prepayments and advances are initially and subsequently measured at cost. 12 Loans and receivables Loans and receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is charged, less amounts already settled or written-off. Write-offs are made according to the department’s write-off policy. 13 Investments Investments are recognised in the statement of financial position at cost. 14 Financial assets 14.1 Financial assets (not covered elsewhere) A financial asset is recognised initially at its cost-plus transaction costs that are directly attributable to the acquisition or issue of the financial asset. At the reporting date, a department shall measure its financial assets at cost, less amounts already settled or written-off, except for recognised loans and receivables, which are measured at cost plus accrued interest, where interest is charged, less amounts already settled or written-off. 14.2 Impairment of financial assets Where there is an indication of impairment of a financial asset, an estimation of the reduction in the recorded carrying value, to reflect the best estimate of the amount of the future economic benefits expected to be received from that asset, is recorded in the notes to the financial statements. 15 Payables Payables recognised in the statement of financial position are recognised at cost. 16 Capital Assets
174 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Accounting Policies For the financial year ended 31 March 2018
16.1 Immovable capital assets Immovable assets reflected in the asset register of the department are recorded in the notes to the financial statements at cost or fair value where the cost cannot be determined reliably. Immovable assets acquired in a non-exchange transaction are recorded at fair value at the date of acquisition. Immovable assets are subsequently carried in the asset register at cost and are not currently subject to depreciation or impairment. Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use. Additional information on immovable assets not reflected in the assets register is provided in the notes to financial statements. 16.2 Movable capital assets Movable capital assets are initially recorded in the notes to the financial statements at cost. Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition. Where the cost of movable capital assets cannot be determined reliably, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1. All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1. Movable capital assets are subsequently carried at cost and are not subject to depreciation or impairment. Subsequent expenditure that is of a capital nature forms part of the cost of the existing asset when ready for use. 16.3 Intangible assets Intangible assets are initially recorded in the notes to the financial statements at cost. Intangible assets acquired through a non-exchange transaction are measured at fair value as at the date of acquisition. Internally generated intangible assets are recorded in the notes to the financial statements when the department commences the development phase of the project. Where the cost of intangible assets cannot be determined reliably, the intangible capital assets are measured at fair value and where fair value cannot be determined; the intangible assets are measured at R1. All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1. Intangible assets are subsequently carried at cost and are not subject to depreciation or impairment. Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use. 16.4 Project Costs: Work-in-progress Expenditure of a capital nature is initially recognised in the statement of financial performance at cost when paid. Amounts paid towards capital projects are separated from the amounts recognised and accumulated in work-in-progress until the underlying asset is ready for use. Once ready for use, the total accumulated payments are recorded in an asset register. Subsequent payments to complete the project are added to the capital asset in the asset register. Where the department is not the custodian of the completed project asset, the asset is transferred to the custodian subsequent to completion.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 175 Accounting Policies For the financial year ended 31 March 2018
17 Provisions and Contingents 17.1 Provisions Provisions are recorded in the notes to the financial statements when there is a present legal or constructive obligation to forfeit economic benefits as a result of events in the past and it is probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation and a reliable estimate of the obligation can be made. The provision is measured as the best estimate of the funds required to settle the present obligation at the reporting date. 17.2 Contingent liabilities Contingent liabilities are recorded in the notes to the financial statements when there is a possible obligation that arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department or when there is a present obligation that is not recognised because it is not probable that an outflow of resources will be required to settle the obligation or the amount of the obligation cannot be measured reliably. 17.3 Contingent assets Contingent assets are recorded in the notes to the financial statements when a possible asset arises from past events, and whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department. 17.4 Commitments Commitments (other than for transfers and subsidies) are recorded at cost in the notes to the financial statements when there is a contractual arrangement or an approval by management in a manner that raises a valid expectation that the department will discharge its responsibilities thereby incurring future expenditure that will result in the outflow of cash. 18 Unauthorised expenditure Unauthorised expenditure is recognised in the statement of financial position until such time as the expenditure is either: • approved by Parliament or the Provincial Legislature with funding and the related funds are received; or • approved by Parliament or the Provincial Legislature without funding and is written off against the appropriation in the statement of financial performance; or • transferred to receivables for recovery. Unauthorised expenditure is measured at the amount of the confirmed unauthorised expenditure. 19 Fruitless and wasteful expenditure Fruitless and wasteful expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the total value of the fruitless and or wasteful expenditure incurred. Fruitless and wasteful expenditure is removed from the notes to the financial statements when it is resolved or transferred to receivables for recovery. Fruitless and wasteful expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently written-off as irrecoverable. 20 Irregular expenditure Irregular expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the value of the irregular expenditure incurred unless it is impracticable to determine, in which case reasons therefor are provided in the note. Irregular expenditure is removed from the note when it is either condoned by the relevant authority, transferred to receivables for recovery or not condoned and is not recoverable. Irregular expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently written-off as irrecoverable.
176 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Accounting Policies For the financial year ended 31 March 2018
21 Changes in accounting policies, accounting estimates and errors Changes in accounting policies that are effected by management have been applied retrospectively in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the change in policy. In such instances the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable. Changes in accounting estimates are applied prospectively in accordance with MCS requirements. Correction of errors is applied retrospectively in the period in which the error has occurred in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the error. In such cases the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable. 22 Events after the reporting date Events after the reporting date that are classified as adjusting events have been accounted for in the financial statements. The events after the reporting date that are classified as non-adjusting events after the reporting date have been disclosed in the notes to the financial statements. 23 Capitalisation reserve The capitalisation reserve comprises of financial assets and/or liabilities originating in a prior reporting period but which are recognised in the statement of financial position for the first time in the current reporting period. Amounts are recognised in the capitalisation reserves when identified in the current period and are transferred to the National/Provincial Revenue Fund when the underlying asset is disposed and the related funds are received. 24 Recoverable revenue Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the National/Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off. 25 Related party transactions A related party transaction is a transfer of resources, services or obligations between the reporting entity and a related party. Related party transactions within the Minister/MEC’s portfolio are recorded in the notes to the financial statements when the transaction is not at arm’s length. Key management personnel are those persons having the authority and responsibility for planning, directing and controlling the activities of the department. The number of individuals and their full compensation is recorded in the notes to the financial statements. 26 Inventories At the date of acquisition, inventories are recognised at cost in the statement of financial performance. Where inventories are acquired as part of a non-exchange transaction, the inventories are measured at fair value as at the date of acquisition. Inventories are subsequently measured at the lower of cost and net realisable value or where intended for distribution (or consumed in the production of goods for distribution) at no or a nominal charge, the lower of cost and current replacement value. The cost of inventories is assigned by using the weighted average cost basis.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 177 Accounting Policies For the financial year ended 31 March 2018
27 Public-Private Partnerships Public Private Partnerships are accounted for based on the nature and or the substance of the partnership. The transaction is accounted for in accordance with the relevant accounting policies. A summary of the significant terms of the PPP agreement, the parties to the agreement, and the date of commencement thereof together with the description and nature of the concession fees received, the unitary fees paid, rights and obligations of the department are recorded in the notes to the financial statements. 28 Employee benefits The value of each major class of employee benefit obligation (accruals, payables not recognised and provisions) is disclosed in the Employee benefits note.
178 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 NOTES TO THE ANNUAL FINANCIAL STATEMENTS For the financial year ended 31 March 2018
1. Annual Appropriation
1.1 Annual Appropriation Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for National Departments (Voted funds) and Provincial Departments:
2017/18 2016/17 Final Actual Funds Funds not Final Appropriation Appropriation Received requested/not Appropriation received received R’000 R’000 R’000 R’000 R’000 Administration 141 598 141 598 - 107 648 107 648 Institutional Development 241 167 241 167 - 209 239 209 239 Policy and Governance 258 589 258 589 - 154 899 154 899
Total 641 354 641 354 - 471 786 471 786
All the funds requested for the 2017/18 financial year were received.
2. Statutory Appropriation
2017/18 2016/17 R’000 R’000 President and Deputy President salaries - - Members’ remuneration - - Total - -
Actual Statutory Appropriation received - - - -
No Statutory appropriation was requested during the 2017/18 financial year.
3. Departmental revenue
Note 2017/18 2016/17 R’000 R’000 Tax revenue - - Sales of goods and services other than capital assets 3.1 411 448 Fines, penalties and forfeits - - Interest, dividends and rent on land 3.2 3 4 Sales of capital assets - - Transactions in financial assets and liabilities 3.3 221 101 Transfer received - - Total revenue collected 635 553 Less: Own revenue included in appropriation - - Departmental revenue collected 635 553
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 179 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
3.1 Sales of goods and services other than capital assets
Note 2017/18 2016/17 3 R’000 R’000 Sales of goods and services produced by the department 411 448 -Sales by market establishment - - -Administrative fees - - -Other sales 411 448 Sales of scrap, waste and other used current goods - - Total 411 448
3.2 Interest, dividends and rent on land
Note 2017/18 2016/17 3 R’000 R’000 Interest 3 4 Dividends - - Rent on land - - Total 3 4
3.3 Transactions in financial assets and liabilities
Note 2017/18 2016/17 3 R’000 R’000 Loans and advances - - Receivables - - Forex gain - - Stale cheques written back - - Other Receipts including Recoverable Revenue 221 101 Gains on GFECRA - - Total 221 101
4. Compensation of employees
4.1 Salaries and Wages
Note 2017/18 2016/17 R’000 R’000 Basic salary 195 753 177 979 Performance award 5 340 4 367 Service Based 13 076 12 466 Compensative/circumstantial 2 050 2 352 Periodic payments 17 4 Other non-pensionable allowances 34 503 30 525 Total 250 739 227 693
180 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
4.2 Social contributions
Note 2017/18 2016/17 R’000 R’000 Employer contributions Pension 22 315 20 999 Medical 8 249 8 181 UIF - - Bargaining council 41 36 Official unions and associations - - Insurance - - Total 30 605 29 216
Total compensation of employees 281 344 256 909
Average number of employees 537 543
5. Goods and services
Note 2017/18 2016/17 R’000 R’000 Administrative fees 423 170 Advertising 28 328 30 512 Minor assets 5.1 1 775 1 631 Bursaries (employees) 1 972 1 183 Catering 3 242 3 490 Communication 8 119 7 265 Computer services 5.2 17 791 11 635 Consultants: Business and advisory services 26 768 31 910 Infrastructure and planning services - - Laboratory services - - Scientific and technological services - - Legal services 7 397 909 Contractors 6 720 4 594 Agency and support / outsourced services 3 761 25 209 Entertainment - - Audit cost – external 5.3 4 195 2 145 Fleet services 2 804 2 966 Inventory - - Consumables 5.4 7 766 7 211 Housing - - Operating leases 3 356 6 208 Property payments 5.5 6 312 12 008 Rental and hiring - - Transport provided as part of the departmental activities 2 080 1 635 Travel and subsistence 5.6 10 525 6 487 Venues and facilities 23 670 11 899 Training and development 1 523 2 721 Other operating expenditure 5.7 8 060 7 725 Total 176 587 179 513
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 181 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
The increase on the amount for computer services is as a result of reclassification of the economic classification items according to SCOA. Some expenditure now falls under Computer Services instead of Consultants: Business and advisory services.
The decrease on the amount for Consultant: Business and advisory services is as a result of reclassification of economic classification items according to SCOA. Some expenditure now falls under Computer Services instead of Consultants: Business and advisory services.
The item for Agency and support / outsourced services is utilised for state funeral services. The expenditure is dependable on the number of state funerals that would take place during the financial year. There were few state funerals that took place during the year under review as compared to the prior year.
The increase on the amount for travel and subsistence for the year under review is mainly due to International trips that were undertaken which are in line with the OoP International Relations (IR) strategy as adopted by EXCO in July 2015.
The increase on the amount for venues and facilities is as a result of Life Esidimeni project which started during the 2017/18 financial year
The increase on the amount for Audit costs is as a result of forensic investigation audit that took place during the 2017/18 financial year.
The decrease on the amount for property payment its under safeguard and security expenditure which decreased as a result of strict cost containment measures which were implemented during the 2017/18 financial year.
5.1 Minor assets
Note 2017/18 2016/17 5 R’000 R’000 Tangible assets 1 775 1 631 Heritage assets - - Machinery and equipment 1 775 1 631 Total 1 775 1 631
5.2 Computer services
Note 2017/18 2016/17 5 R’000 R’000 SITA computer services 13 620 10 852 External computer service providers 4 171 783
Total 17 791 11 635
The increase on the amount for computer services is as a result of reclassification of the economic classification items according to SCOA. Some expenditure now falls under Computer Services instead of Consultants: Business and advisory services.
182 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
5.3 Audit cost – External
Note 2017/18 2016/17 5 R’000 R’000 Regularity audits 3 611 2 145 Performance audits - - Investigations 584 - Environmental audits - - Computer audits - - Total 4 195 2 145
The increase on the amount for Audit costs is as a result of forensic investigation audit that took place during the 2017/18 financial year.
5.4 Consumables
Note 2017/18 2016/17 5 R’000 R’000 Consumable supplies 1 355 1 852 Uniform and clothing 1 522 Household supplies 683 322 IT consumables 143 93 Other consumables 528 915 Stationery, printing and office supplies 6 411 5 359 Total 7 766 7 211
5.5 Property payments
Note 2017/18 2016/17 5 R’000 R’000 Municipal services 4 023 3 006 Property maintenance and repairs 596 3 405 Other 1 693 5 597 Total 6 312 12 008
The amount disclosed as other is expenditure incurred with regards to cleaning services, laundry services and safeguard and security. The safeguard and security decreased as a result of strict cost containment measures which were implemented during the 2017/18 financial year.
5.6 Travel and subsistence
Note 2017/18 2016/17 5 R’000 R’000 Local 4 155 1 990 Foreign 6 370 4 497 Total 10 525 6 487
The increase on the amount for travel and subsistence for the year under review is mainly due to International trips that were undertaken which are in line with the OoP International Relations (IR) strategy as adopted by EXCO in July 2015.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 183 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
5.7 Other operating expenditure
Note 2017/18 2016/17 5 R’000 R’000 Professional bodies, membership and subscription fees 202 125 Resettlement costs 6 11 Other 7 852 7 589 Total 8 060 7 725
6. Payments for financial assets Note 2017/18 2016/17 R’000 R’000 Material losses through criminal conduct - - Theft - - Other material losses - - Extension of loans for policy purposes - - Other material losses written off - - Debts written off 6.1 3 883 10 Total 3 883 10
6.1 Debts written off Note 2017/18 2016/17 6 R’000 R’000 Nature of debts written off Other debt written off
Tax Debt - 2 Salary Debt 14 5 Inter-departmental claims 3 869 - Leave - 3
Total 3 883 10
Total debt written off 3 883 10
The increase in debts written off is as a result of inter-departmental debts of R2 million for Department of Sports, Art, Culture and Recreation and R1.8 million for Gauteng Department of Health which were written off during the 2017/18 financial year. The debts were written off because the departments did not have enough money to repay the Office of the Premier.
7. Transfers and subsidies 2017/18 2016/17 R’000 R’000 Note Provinces and municipalities - - Departmental agencies and accounts - - Higher education institutions Annex 1C 19 950 19 000 Foreign governments and international organisations - - Public corporations and private enterprises - - Non-profit institutions Annex 1F 110 926 - Households Annex 1G 1 008 996 Total 131 884 19 996
The increase in transfers and subsidies is as a result of Tshepo 1 Million programme. In 2017/18 a partnership with Harambee Youth employment accelerator (NGO) was formed to facilitate and manage the placement of excluded youth into economic opportunities.
184 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
8. Expenditure for capital assets Note 2017/18 2016/17 R’000 R’000 Tangible assets 13 555 13 836 Buildings and other fixed structures - - Heritage assets - - Machinery and equipment 30.1 13 555 13 836
Intangible assets - 62 Software - 62 Mastheads and publishing titles - - Services and operating rights - -
Total 13 555 13 898
8.1 Analysis of funds utilised to acquire capital assets – 2017/18
Voted funds Aid assistance Total R’000 R’000 R’000 Tangible assets 13 555 - 13 555 Buildings and other fixed structures - - - Heritage assets - - - Machinery and equipment 13 555 - 13 555 Specialised military assets - - - Land and subsoil assets - - - Biological assets - - -
Intangible assets - - - Software - - - Mastheads and publishing titles - - - Patents, licences, copyright, brand names, trademarks - - - Recipes, formulae, prototypes, designs, models - - - Services and operating rights - - -
Total 13 555 - 13 555
8.2 Analysis of funds utilised to acquire capital assets – 2016/17 Voted funds Aid assistance Total R’000 R’000 R’000 Tangible assets 13 836 - 13 836 Buildings and other fixed structures - - - Heritage assets - - - Machinery and equipment 13 836 - 13 836 - Intangible assets 62 - 62 Software 62 - 62 Mastheads and publishing titles - - - Services and operating rights - - -
Total 13 898 13 898
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 185 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
8.3 Finance lease expenditure included in Expenditure for capital assets Note 2017/18 R’000 Tangible assets Buildings and other fixed structures - Heritage assets - Machinery and equipment 7 677 Specialised military assets -
Total 7 677
9. Unauthorised expenditure 9.1 Reconciliation of unauthorised expenditure
Note 2017/18 2016/17 R’000 R’000 Opening balance Prior period error - - Capital - - Current - - Transfers and subsidies - - Less: Amounts transferred to receivables for recovery - - Closing balance - - Analysis of closing balance - - Unauthorised expenditure awaiting authorisation - - Total - -
9.2 Analysis of unauthorised expenditure awaiting authorisation per economic classification
2017/18 2016/17 R’000 R’000 Capital - - Current - - Transfers and subsidies - - Total - -
9.3 Analysis of unauthorised expenditure awaiting authorisation per type
2017/18 2016/17 R’000 R’000 Unauthorised expenditure relating to overspending of the vote or a main - - division within a vote Total - -
9.4 Details of unauthorised expenditure – current year
Incident Disciplinary steps taken/criminal proceedings 2017/18 R’000 None n/a -
Total -
186 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
9.5 Prior period error Note 2017/18 R’000 Nature of prior period error - Relating to 2016/17 [affecting the opening balance] -
Relating to 2016/17 -
Total prior period errors -
9.6 Unauthorised expenditure split into current and non-current asset
2017/18 2016/17 Current Non-current Total Current Non-current Total Details R’000 R’000 R’000 R’000 R’000 R’000 None ------
Total ------
10. Cash and cash equivalents Note 2017/18 2016/17 R’000 R’000 Consolidated Paymaster General Account 34 186 71 Cash receipts - - Disbursements - - Cash on hand 20 20 Investments (Domestic) - - Investments (Foreign) - - Total 34 206 91
All amount of cash and cash equivalent balances held by the department were available for use.
The increase on the amount for cash and cash equivalent is as a result of underspending of the budget during the 2017/18 financial year.
11. Prepayments and advances Note 2017/18 2016/17 R’000 R’000 Staff advances - - Travel and subsistence 83 74 Prepayments (Not expensed) - - Advances paid (Not expensed) - - SOCPEN advances - - Total 83 74
The prepayments and advances are the payment for the advances for international trips. Upon International trip Office of the Premier issue advance to staff members travelling and the advances get reconciled after the trip. The amount under the prepayments and advances account are for the advances that were not reconciled before the year end closure.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 187 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
12. Receivables 2017/18 2016/17 Current Non-current Total Current Non-current Total R’000 R’000 R’000 R’000 R’000 R’000
Note Claims recoverable 12.1 39 - 39 2 065 - 2 065 Trade receivables ------Recoverable 12.2 19 - 19 - - - expenditure Staff debt 12.3 - - - 3 - 3 Fruitless and ------wasteful expenditure Other debtors 12.4 73 - 73 74 - 74 Total 131 - 131 2 142 - 2 142
12.1 Claims recoverable Note 2017/18 2016/17 12 and Annex 4 R’000 R’000 National departments - - Provincial departments 39 2 065 Foreign governments - - Public entities - - Private enterprises - - Higher education institutions - - Households and non-profit institutions - - Local governments - -
Total 39 2 065
12.2 Recoverable expenditure (disallowance accounts) Note 2017/18 2016/17 12 R’000 R’000
Salary: Recoverable 19 - Total 19 - -
12.3 Staff debt Note 2017/18 2016/17 12 R’000 R’000
Salary: Tax debt: CA - 3 Total - 3
12.4 Other debtors Note 2017/18 2016/17 12 R’000 R’000 Cell phone Debt 20 - Salary 27 71 Tax - 3 Persal 21 - Pension Recoverable 5 - Total 73 74
188 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
13. Voted funds to be surrendered to the Revenue Fund Note 2017/18 2016/17 R’000 R’000 Opening balance 1 460 16 116 Prior period error - - As restated 1 460 16 116 Transfer from statement of financial performance (as restated) 34 101 1 460 Paid during the year (1 460) (16 116) Closing balance 34 101 1 460
The increase on the amount for voted funds to be surrendered is as a result of underspending of budget during the 2017/18 financial year.
14. Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund
Note 2017/18 2016/17 R’000 R’000 Opening balance 169 26 Prior period error - - As restated 169 26 Transfer from Statement of Financial Performance (as restated) 635 553 Own revenue included in appropriation - - Transfer from aid assistance - - Transfer to voted funds to defray expenditure (Parliament/Legislatures ONLY) - - Paid during the year (744) (410) Closing balance 60 169
15. Payables – current Note 2017/18 2016/17 R’000 R’000 Amounts owing to other entities - - Advances received - - Clearing accounts - - Other payables 15.1 238 675 Total 238 675
15.1 Other payables Note 2017/18 2016/17 15 R’000 R’000 Persal 55 159 Other Payables 183 516
Total 238 675
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 189 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
16. Net cash flow available from operating activities
Note 2017/18 2016/17 R’000 R’000 Net surplus/(deficit) as per Statement of Financial Performance 34 736 2 013 Add back non-cash/cash movements not deemed operating activities 12 916 (4 461) (Increase)/decrease in receivables – current 2 011 (2 059) (Increase)/decrease in prepayments and advances (9) (74) (Increase)/decrease in other current assets - - Increase/(decrease) in payables – current (437) 300 Proceeds from sale of capital assets - - Proceeds from sale of investments - - (Increase)/decrease in other financial assets - - Expenditure on capital assets 13 555 13 898 Surrenders to Revenue Fund (2 204) (16 526) Surrenders to RDP Fund/Donor - - Voted funds not requested/not received - - Own revenue included in appropriation - - Other non-cash items - - Net cash flow generated by operating activities 47 652 (2 448)
17. Reconciliation of cash and cash equivalents for cash flow purposes
Note 2017/18 2016/17 R’000 R’000 Consolidated Paymaster General account 34 186 71 Fund requisition account - - Cash receipts - - Disbursements - - Cash on hand 20 20 Cash with commercial banks (Local) - - Cash with commercial banks (Foreign) - - Total 34 206 91
The increase on the amount for cash and cash equivalent is as a result of underspending of the budget during the 2017/18 financial year.
18. Contingent liabilities and contingent assets 18.1 Contingent liabilities Note 2017/18 2016/17 R’000 R’000 Liable to: Nature Claims against the department Annex 3B 1 221 1 921 Intergovernmental payables (unconfirmed balances) Annex 5 - 540 Total 1 221 2 461
In this matters the Plaintiff instituted actions against the Office of the Premier for an amount of R1 221 264.00 for unfair labour practises and matters are still pending awaiting trial dates.
There are possible claims which the Department could process in future as a result the Life Esidimeni arbitration award ruling recommendation that was delivered by Justice Dikgang Moseneke, The claims are still subjected to a rigorous process of verification. The purpose of the verification is to establish if the claims are legitimate and whether they are lodged by people who have a legal right to lodge the claims (Locus Standi). For this reason, it is not possible to commit that the Government and Office of the Premier have the liability to pay the potential claimants.
190 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
19. Commitments Note 2017/18 2016/17 R’000 R’000 Current expenditure Approved and contracted 16 645 25 855 Approved but not yet contracted - 4 224 16 645 30 079 Capital expenditure Approved and contracted 1 910 - Approved but not yet contracted - - 1 910 - Total Commitments 18 555 30 079
Included in commitments above there is commitments of R 6 858 291,42 which is longer than year. In addition to this the commitments have been adjusted by 1% VAT increase which is effective from 1 April 2018.
20. Accruals and payables not recognised 20.1 Accruals 2017/18 2016/17 R’000 R’000 Listed by economic classification 30 Days 30+ Days Total Total Goods and services 14 585 14 585 3 728 Legal fees - arbitration award 902 902 - Other - - 217 Total 15 487 15 487 3 945
Note 2017/18 2016/17 R’000 R’000 Listed by programme level Programme 1 7 445 1 629 Programme 2 6 664 1 683 Programme 3 1 378 633
Total 15 487 3 945
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 191 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
20.2 Payables not recognised
2017/18 2016/17 R’000 R’000 Listed by economic classification 30 Days 30+ Days Total Total Goods and services 14 973 14 973 1 131 Legal fees - arbitration award 1 706 1 706 - Compensation to families - Life Esidimeni 159 460 159 460 - Capital assets 66 66 - Other - - - Total 176 205 176 205 1 131
Note 2017/18 2016/17 R’000 R’000 Listed by programme level Programme 1 164 275 863 Programme 2 9 939 137 Programme 3 1 991 131
Total 176 205 1 131
Included in the payables not recognised above there is an amount for life Esidimeni arbitration award, to be paid to the claimants and party to party legal costs.
Subsequent to year end an amount of R159 460 000 has been paid to 134 claimants who are part of the arbitration award issued by Justice Moseneke on the 19 March 2018, and an amount of R1 705 754.29 has been paid for party to party legal costs.
Note 2017/18 2016/17 Included in the above totals are the following: R’000 R’000 Confirmed balances with other departments Annex 5 2 632 352 Confirmed balances with other government entities Annex 5 611 967 Total 3 243 1 319
21. Employee benefits
Note 2017/18 2016/17 R’000 R’000 Leave entitlement 16 974 13 999 Service bonus (Thirteenth cheque) 6 580 6 027 Performance awards 4 387 3 876 Capped leave commitments 4 674 5 079 Other 179 165 Total 32 794 29 146
At this stage the department is not able to reliably measure the long-term portion of the long service awards. Included in the amount for capped leave commitments above, there is negative current leave of R82 795,90 and negative capped leave of R16 083,02. The amount of R178 815,84 disclosed as “Other “is for long service bonus.
192 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
22. Lease commitments
22.1 Operating leases 2017/18 Specialised Land Buildings and Machinery and Total military other fixed equipment equipment structures Not later than 1 year - - - 610 610 Later than 1 year and not later than 5 years - - - 305 305 Later than five years - - - - - Total lease commitments - - - 915 915
Specialised Land Buildings and Machinery and Total military other fixed equipment equipment structures 2016/17 Not later than 1 year - - 634 940 1 574 Later than 1 year and not later than 5 years - - - 342 342 Later than five years - - - - - Total lease commitments - - 634 1 282 1 916
22.2 Finance leases ** 2017/18 Specialised Land Buildings and Machinery and Total military other fixed equipment equipment structures Not later than 1 year - - - 7 038 7 038 Later than 1 year and not later than 5 years - - - 7 570 7 570 Later than five years - - - - - Total lease commitments - - - 14 608 14 608
Buildings and Specialised other fixed Machinery and military structures equipment 2016/17 equipment Land Total Not later than 1 year - - - 5 722 5 722 Later than 1 year and not later than 5 years - - - 4 337 4 337 Later than five years - - - - - Total lease commitments - - - 10 059 10 059
23. Accrued departmental revenue
Note 2017/18 2016/17 R’000 R’000 Tax revenue - - Sales of goods and services other than capital assets 772 772 Fines, penalties and forfeits - - Interest, dividends and rent on land - - Sales of capital assets - - Transactions in financial assets and liabilities - - Transfers received - - Other - - Total 772 772
The amount disclosed on note 23 above, is for the receivables for departmental revenue, arising from Land Use Management Cases. These cases are finalised and the amount disclosed is for the debts/outstanding amount in relations to the finalised cases.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 193 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
23.1 Analysis of accrued departmental revenue Note 2017/18 2016/17 R’000 R’000
Opening balance 772 - Less: amounts received - - Add: amounts recorded - 772 Less: amounts written-off/reversed as irrecoverable - - Closing balance 772 772
23.2 Accrued department revenue written off Note 2017/18 2016/17 R’000 R’000
Nature of losses - -
Total - -
23.3 Impairment of accrued departmental revenue Note 2017/18 2016/17 R’000 R’000 Estimate of impairment of accrued departmental revenue - - Total - -
24. Irregular expenditure 24.1 Reconciliation of irregular expenditure Note 2017/18 2016/17 R’000 R’000 Opening balance - - Prior period error - - As restated - - Add: Irregular expenditure – relating to prior year - - Less: Amounts not condoned and not recoverable - - Closing balance - -
Analysis of awaiting condonation per age classification Current year - - Prior years - - - - Total - -
24.2 Details of irregular expenditure – added current year (relating to current and prior years)
Incident Disciplinary steps taken/criminal proceedings 2017/18 R’000
None None -
Total -
194 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
24.3 Details of irregular expenditure condoned Incident Condoned by (condoning authority) 2017/18 R’000
None None -
Total -
24.4 Details of irregular expenditure recoverable (not condoned) Incident 2017/18 R’000 None -
Total -
24.5 Details of irregular expenditure not recoverable (not condoned)
Incident Not condoned by (condoning authority) 2017/18 R’000
None None -
Total -
24.6 Details of irregular expenditures under investigation (not included in the main note)
Incident 2017/18 R’000
None -
Total -
24.7 Prior period error Note 2017/18 R’000 Nature of prior period error Relating to 2016/17 [affecting the opening balance] - None - Relating to 2017/18 None - Total prior period errors -
24.8 Details of the non-compliance where an institution was not represented in a bid committee for contracts arranged by other institutions Incident 2017/18 R’000 None -
Total -
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 195 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
25. Fruitless and wasteful expenditure 25.1 Reconciliation of fruitless and wasteful expenditure Note 2017/18 2016/17 R’000 R’000 Opening balance - - Prior period error - - As restated - - Fruitless and wasteful expenditure – relating to prior year - - Fruitless and wasteful expenditure – relating to current year - - Less: Amounts resolved - - Less: Amounts transferred to receivables for recovery - - Closing balance - -
25.2 Analysis of awaiting resolution per economic classification 2017/18 2016/17 R’000 R’000 Current - - Capital - - Transfers and subsidies - - Total - -
25.3 Analysis of Current year’s (relating to current and prior years) fruitless and wasteful expenditure
Incident Disciplinary steps taken/criminal proceedings 2017/18 R’000
None None -
Total -
25.4 Prior period error
Note 2017/18 R’000 Nature of prior period error Relating to 2016/17 [affecting the opening balance] - None - Relating to 2017/18 None - Total prior period errors -
25.5 Details of fruitless and wasteful expenditures under investigation (not included in the main note)
Incident 2017/18 R’000
None -
Total -
196 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
26. Related party transactions
Revenue received Note 2017/18 2016/17 R’000 R’000 Tax revenue - - Sales of goods and services other than capital assets - - Fines, penalties and forfeits - - Interest, dividends and rent on land - - Sales of capital assets - - Transactions in financial assets and liabilities - - Transfers received - - Total - -
Payments made Note 2017/18 2016/17 R’000 R’000 Goods and services - - Interest and rent on land - - Expenditure for capital assets - - Payments for financial assets - - Transfers - - Total - -
Note 2017/18 2016/17 R’000 R’000 Year end balances arising from revenue/payments
Receivables from related parties 70 2 065 Payables to related parties (1952) (1 251) Total (1 882) 814
Note 2017/18 2016/17 R’000 R’000 In kind goods and services provided/received
List in kind goods and services between the department and the related party - - - - Total - -
Vote 2 Gauteng Provincial Legislature; Vote 3 Economic Development; Vote 4 Health, Vote 5 Education; Vote 6 Social Development; Vote 7 Local Gov. and Housing, Vote8 Roads and Transport; Vote 9 Community Safety; Vote 10 Agriculture and Rural Development; Vote11 Sports, Arts, Culture and Recreation; Vote 12 Finance; Vote 13 Gauteng Treasury; Vote14 Infrastructure Development; and all GPG Entities. The Office of the Premier occupies a building owned and under the Department of Infrastructure Development for free. The custodianship of immovable property in the Gauteng Provincial Government vests with the MEC for Infrastructure Development. The custodian acts as the caretaker in relation to an immovable asset of which it is the custodian and may, in the case of a provincial department, acquire, manage, and dispose an immovable asset.
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 197 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
27. Key management personnel No. of 2017/18 2016/17 Individuals R’000 R’000 Political office bearers (provide detail below) 1 2 294 2 201 Officials: Level 15 to 16 14 21 228 18 647 Level 14 (incl. CFO if at a lower level) 20 21 650 16 205 Family members of key management personnel Total 45 172 37 053
28. Provisions Note 2017/18 2016/17 R’000 R’000
Erection of Monument as part of Life Esidimeni arbitration award 28.1 100 -
Total 100 -
28.1 Reconciliation of movement in provisions – 2017/18
Provision 1 Provision 2 Provision 3 Total provisions R’000 R’000 R’000 R’000
Opening balance - - - - Increase in provision 100 - - 100 Change in provision due to change in estimation of inputs - - - - Closing balance 100 - - 100
Reconciliation of movement in provisions – 2016/17
Provision 1 Provision 2 Provision 3 Total provisions R’000 R’000 R’000 R’000
Opening balance - - - - Increase in provision - - - - Settlement of provision - - - - Unused amount reversed - - - - Reimbursement expected from third party - - - - Change in provision due to change in estimation of inputs - - - - Closing balance - - - -
The amount disclosed as provision above is for the Monument which will be erected in the future, as part of Life Esidimeni arbitration award which was issued by Justice Moseneke on the 19 March 2018.
198 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
29. Non-adjusting events after reporting date 2017/18 Nature of event R’000 Include an estimate of the financial effect of the subsequent non-adjusting events or a statement that such an - estimate cannot be made.
Total -
There are no events after the reporting date which occurred or that have been identified for reporting.
30. Movable Tangible Capital Assets
MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2018
Opening Value Additions Disposals Closing Balance balance adjustments R’000 R’000 R’000 R’000 R’000
HERITAGE ASSETS - - - - - Heritage assets - - - - -
MACHINERY AND EQUIPMENT 41 329 - 6 202 (4 110) 43 421 Transport assets - - - - - Computer equipment 25 649 4 3 542 (3 949) 25 246 Furniture and office equipment 10 585 (4) 1 239 (51) 11 769 Other machinery and equipment 5 095 - 1 421 (110) 6 406
SPECIALISED MILITARY ASSETS - - - - - Specialised military assets - - - - -
BIOLOGICAL ASSETS - - - - - Biological assets - - - - -
TOTAL MOVABLE TANGIBLE 41 329 - 6 202 (4 110) 43 421 CAPITAL ASSETS
Movable Tangible Capital Assets under investigation
Number Value R’000 Included in the above total of the movable tangible capital assets per the asset register are assets that are under investigation: Heritage assets - - Machinery and equipment 5 148 Specialised military assets - - Biological assets - -
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 199 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
30.1 Additions
ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2018 Cash (Capital Work Received Total in Progress current, not current paid costs and (Paid current finance lease year, received payments) prior year) R’000 R’000 R’000 R’000 R’000
HERITAGE ASSETS - - - - - Heritage assets - - - - -
MACHINERY AND EQUIPMENT 13 555 259 (7 678) 66 6 202 Transport assets 7 678 - (7 678) - - Computer equipment 3 437 39 - 66 3 542 Furniture and office equipment 1 025 214 - - 1 239 Other machinery and equipment 1 415 6 - - 1 421
SPECIALISED MILITARY ASSETS - - - - - Specialised military assets - - - - -
BIOLOGICAL ASSETS - - - - - Biological assets - - - - -
TOTAL ADDITIONS TO MOVABLE 13 555 259 (7 678) 66 6 202 TANGIBLE CAPITAL ASSETS
30.2 Disposals
DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2018 Sold for cash Non-cash Total disposals Cash Received disposal Actual R’000 R’000 R’000 R’000
HERITAGE ASSETS - - - - Heritage assets - - - -
MACHINERY AND EQUIPMENT - 4 110 4 110 Transport assets - - - - Computer equipment - 3 949 3 949 - Furniture and office equipment - 51 51 - Other machinery and equipment - 110 110 -
SPECIALISED MILITARY ASSETS - - - Specialised military assets - - - -
BIOLOGICAL ASSETS - - Biological assets - - - -
TOTAL DISPOSAL OF MOVABLE TANGIBLE - 4 110 4 110 - CAPITAL ASSETS
200 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
30.3 Movement for 2016/17
MOVEMENT IN TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2017 Opening Prior period Additions Disposals Closing Balance balance error R’000 R’000 R’000 R’000 R’000
HERITAGE ASSETS Heritage assets - - - - -
MACHINERY AND EQUIPMENT 35 856 - 5 864 (391) 41 329 Transport assets - - - - - Computer equipment 23 699 - 2 226 (276) 25 649 Furniture and office equipment 8 299 - 2 286 - 10 585 Other machinery and equipment 3 858 - 1 352 (115) 5 095
SPECIALISED MILITARY ASSETS Specialised military assets - - - - -
BIOLOGICAL ASSETS Biological assets - - - - -
TOTAL MOVABLE TANGIBLE CAPITAL 35 856 - 5 864 (391) 41 329 ASSETS
30.4 Minor assets
MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2018 Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets R’000 R’000 R’000 R’000 R’000 R’000
Opening balance - - - 8 832 - 8 832 Value adjustments ------Additions - - - 2 732 - 2 732 Disposals - - - (1 009) - (1 009) TOTAL MINOR - - - 10 555 - 10 555 ASSETS
Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets Number of R1 ------minor assets Number of minor - - - 5 788 - 5 788 assets at cost TOTAL NUMBER - - - 5 788 - 5 788 OF MINOR ASSETS
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 201 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
Minor Capital Assets under investigation
Number Value R’000 Included in the above total of the minor capital assets per the asset register are assets that are under investigation: Intangible assets - - Heritage assets - - Machinery and equipment - -
MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2017
Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets R’000 R’000 R’000 R’000 R’000 R’000
Opening balance - - - 7 187 - 7 187 Prior period error ------Additions - - - 1 653 - 1 653 Disposals - - - (8) - (8) TOTAL MINOR - - - 8 832 - 8 832 ASSETS
Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets Number of R1 ------minor assets Number of minor - - - 5 715 - 5 715 assets at cost TOTAL NUMBER - - - 5 715 - 5 715 OF MINOR ASSETS
30.5 Movable assets written off
MOVABLE ASSETS WRITTEN OFF FOR THE YEAR ENDED AS AT 31 MARCH 2018 Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets R’000 R’000 R’000 R’000 R’000 R’000
Assets written off - - - 3 902 - 3 902 TOTAL MOVABLE - - - 3 902 - 3 902 ASSETS WRITTEN OFF
MOVABLE ASSETS WRITTEN OFF FOR THE YEAR ENDED AS AT 31 MARCH 2017 Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets R’000 R’000 R’000 R’000 R’000 R’000
Assets written off - - - 399 - 399 TOTAL MOVABLE - - - 399 - 399 ASSETS WRITTEN OFF
202 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
30.6 S42 Movable capital assets
MAJOR ASSETS SUBJECTED TO TRANSFER IN TERMS OF S42 OF THE PFMA - 31 MARCH 2018 Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets
No. of Assets ------Value of the assets ------(R’000)
MINOR ASSETS SUBJECTED TO TRANSFER IN TERMS OF S42 OF THE PFMA - 31 MARCH 2018 Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets
No. of Assets ------Value of the assets ------(R’000)
MAJOR ASSETS SUBJECTED TO TRANSFER IN TERMS OF S42 OF THE PFMA - 31 MARCH 2017 Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets R’000 R’000 R’000 R’000 R’000 R’000
No. of Assets - - - 7 - 7 Value of the assets - - - 89 - 89 (R’000)
MINOR ASSETS SUBJECTED TO TRANSFER IN TERMS OF S42 OF THE PFMA - 31 MARCH 2017 Specialised Intangible Heritage assets Machinery and Biological Total military assets assets equipment assets R’000 R’000 R’000 R’000 R’000 R’000
No. of Assets - - - 15 - 15 Value of the assets - - - 32 - 32 (R’000) 31. Intangible Capital Assets
MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2018 Opening Value Additions Disposals Closing balance adjustments Balance R’000 R’000 R’000 R’000 R’000
SOFTWARE 389 - - (234) 155
MASTHEADS AND PUBLISHING TITLES - - - - -
RECIPES, FORMULAE, PROTOTYPES, - - - - - DESIGNS, MODELS
SERVICES AND OPERATING RIGHTS - - - - -
TOTAL INTANGIBLE CAPITAL ASSETS 389 - - (234) 155
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 203 Notes to the Annual Financial Statements For the financial year ended 31 March 2018
Intangible Capital Assets under investigation Number Value R’000 Included in the above total of the intangible capital assets per the asset register are assets that are under investigation: Software - - Services and operating rights - -
31.1 Additions
ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2018 Cash Non-Cash (Develop- Received Total ment work current year, in progress – not paid current costs) (Paid current year, received prior year) R’000 R’000 R’000 R’000 R’000
SOFTWARE - - - - -
MASTHEADS AND PUBLISHING TITLES - - - - -
TOTAL ADDITIONS TO INTANGIBLE - - - - - CAPITAL ASSETS
31.2 Disposals
DISPOSALS OF INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2018 Sold for cash Non-cash Total disposals Cash Received disposal Actual R’000 R’000 R’000 R’000
SOFTWARE - 234 234 -
MASTHEADS AND PUBLISHING TITLES - - - -
TOTAL DISPOSALS OF INTANGIBLE - 234 234 - CAPITAL ASSETS
31.3 Movement for 2016/17
MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2017 Opening Prior period Additions Disposals Closing balance error Balance R’000 R’000 R’000 R’000 R’000
SOFTWARE 327 - 62 - 389
MASTHEADS AND PUBLISHING TITLES - - - - -
TOTAL INTANGIBLE CAPITAL ASSETS 327 - 62 - 389
204 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS For the financial year ended 31 March 2018 R’000 19 000 19 000 Final 2016/17 Appropriation % 10% 10% % of funds Available Available Transferred 2 000 2 000 R’000 TRANSFER transferred Amount not R’000 19 950 19 950 Actual Transfer R’000 21 950 21 950 Total Available R’000 Adjust-ments R’000 Roll Overs TRANSFER ALLOCATION R’000 21 950 21 950 Adjusted Appropriation University/Technicon(Wits)/Higher Education University/Technicon(Wits)/Higher Institutions TOTAL NAME OF HIGHER EDUCATION NAME OF HIGHER EDUCATION INSTITUTION UNAUDITED SUPPLEMENTARY SCHEDULES UNAUDITED SUPPLEMENTARY ANNEXURE 1C INSTITUTIONS OF TRANSFERS TO HIGHER EDUCATION STATEMENT
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 205 Annexures to the Annual Financial Statement For the financial year ended 31 March 2018 - - - - R’000 Final 2016//17 Appropriation - % 100% 100% 100% % of transferred Available funds Available - R’000 EXPENDITURE 110 926 110 926 110 926 Actual Transfer - R’000 110 926 110 926 110 926 Total Available - - - - R’000 Adjust-ments - - - - R’000 TRANSFER ALLOCATION Roll overs - R’000 110 926 110 926 Act Adjusted 110 926 Appro-priation TOTAL Subsidies Transfers 1 Million Programme Tshepo NON-PROFIT INSTITUTIONS ANNEXURE 1F
STATEMENT OF TRANSFERS TO NON-PROFIT INSTITUTIONS STATEMENT
206 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Annexures to the Annual Financial Statement For the financial year ended 31 March 2018 - - 996 996 996 R’000 Final 2016/17 Appropriation - - % 100% 100% 100% % of Transferred Available funds Available - - 1 008 1 008 1 008 R’000 EXPENDITURE Actual Transfer - - 1 010 1 010 1 010 R’000 Total Available - - - - - R’000 Adjust-ments - - - - - R’000 Roll TRANSFER ALLOCATION Overs - - 1 010 1 010 1 010 R’000 Act Adjusted Appro-priation HOUSEHOLDS Transfers to Households Transfers Total Subsidies TOTAL ANNEXURE 1G OF TRANSFERS TO HOUSEHOLDS STATEMENT
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 207 Annexures to the Annual Financial Statement For the financial year ended 31 March 2018 306 306 R’000 2016/17 432 432 R’000 2017/18 Made in kind Payment made as an act of grace TOTAL NATURE OF GIFT, DONATION OR SPONSORSHIP DONATION OF GIFT, NATURE major categories but list material items including name of organisation (Group ANNEXURE 1J AND SPONSORSHIPS MADE OF GIFTS, DONATIONS STATEMENT
208 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Annexures to the Annual Financial Statement For the financial year ended 31 March 2018 - - - - 1 221 1 221 1 221 R’000 31 March 2018 31 March Closing Balance
------R’000 Liabilities hereunder) recoverable recoverable (Provide details (Provide
- - - - (700) (700) (700) R’000 Liabilities paid/ during the year cancelled/reduced cancelled/reduced
------R’000 during the year Liabilities incurred Liabilities incurred
- - - - 1 921 1 921 1 921 R’000 1 April 2017 Opening Balance
Nature of Liability Nature Claims against the department Labour Matters Subtotal Environmental Liability Environmental
Subtotal Other
Subtotal
TOTAL ANNEXURE 3B 31 MARCH 2018 OF CONTINGENT LIABILITIES AS AT STATEMENT
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 209 Annexures to the Annual Financial Statement For the financial year ended 31 March 2018 - - R’000 31 March 2018 31 March Closing Balance - - R’000 Movement during year
- - Recoverability Details of Liability and
- - R’000 1 April 2017 Opening Balance
Nature of Liabilities recoverable Nature None
TOTAL ANNEXURE 3B (continued)
210 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Annexures to the Annual Financial Statement For the financial year ended 31 March 2018 ------R’000 Amount ------2017/18 Cash in transit at year end up to six (6) Receipt date working days after year end - - - - - 43 2 065 2 065 2 022 R’000 31/03/2017 - - Total 70 70 19 11 20 20 R’000 31/03/2018 ------R’000 31/03/2017 ------R’000 31/03/2018 Unconfirmed balance outstanding - - - - - 43 2 065 2 065 2 022 R’000 31/03/2017 - - - 70 70 19 11 20 20 R’000 31/03/2018 Confirmed balance outstanding TOTAL
Other Government Entities Subtotal Cooperative Governance and Affairs Traditional Gauteng Department of Agriculture and Rural Development Gauteng Department of Gauteng Department of E-Government Gauteng Department of Health Departmen t Gauteng Department of Sport, and Recreation Arts, Culture Government Entity ANNEXURE 4 CLAIMS RECOVERABLE
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 211 Annexures to the Annual Financial Statement For the financial year ended 31 March 2018 ------R’000 Amount ------up to six (6) working days Payment date before year end before Cash in transit at year end 2017/18 - - 7 68 277 352 352 R’000 31/03/2017 - - 2 TOTAL 177 680 1 773 2 632 2 632 R’000 31/03/2018 ------R’000 31/03/2017 ------R’000 31/03/2018 Unconfirmed balance outstanding - - - 7 68 277 352 352 R’000 31/03/2017 - - 2 177 680 1 773 2 632 2 632 R’000 31/03/2018 Confirmed balance outstanding GOVERNMENT ENTITY DEPARTMENTS Current Gauteng Department of Economic Development Gauteng Department of E-Government Gauteng Department of Community Safety National Department of Justice And Constitutional Development Subtotal Non-current Subtotal TOTAL ANNEXURE 5 INTER-GOVERNMENT PAYABLES
212 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018 Annexures to the Annual Financial Statement For the financial year ended 31 March 2018 ------967 967 967 1 319 611 611 611 3 243 ------967 967 967 1 319 - 611 611 611 3 243 OTHER GOVERNMENT ENTITY Current G-Fleet Subtotal Subtotal TOTAL Non-current
Annual Report 2017/2018 | Vote 1: Office of the Premier | Gauteng Provincial Government • 213 214 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2017/2018
GAUteNG proviNce office of the premier REPUBLIC OF SOUTH AFRICA
30 Simmonds Street, Johannesburg Private Bag X61, Marshalltown, 2107 Tel: +27 11 355 6000 | Fax: +27 11 834 9177 Web: www.gauteng.gov.za Hotline: 08600 11000
PR365/2018 ISBN: 978-0-621-46703-1