To provide a provincial government delivery framework ... budget/2005/Provincial... · • Summary of Service Delivery Environment and Challenges 10 • Organisational Environment,

PROVINCIAL VISION

The leading province in achieving qualitative improvement of life

for all of the People of the Province

PROVINCIAL MISSION

To provide a provincial government delivery framework towards

qualitative improvement of life in the North West Province

WE ARE COMMITTED TO DELIVER ON THIS PLAN

WHICH WE COLLECTIVELY CREATED

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CONTENTS PAGE

ACRONYMS AND ABBREVIATIONS 4

STATEMENT OF POLICY COMMITMENT BY THE HONOURABLE PREMIER MRS. BEE MOLEWA 5

STRATEGIC OVERVIEW BY THE ACCOUNTING OFFICER: DR. MM BAKANE-TUOANE 6Introduction

• Core ideology 7• Summary of Service Delivery Environment and Challenges 10• Organisational Environment, Challenges and the Structure for implementation 11• Legislative and other mandates 10• Broad policies, Priorities and Strategic Goals 11• Information Systems to monitor progress 14• Description of the Strategic Planning Process 14

THREE YEAR STRATEGIC AND PERFORMANCE PLAN 15Programme 1: Provincial Management and Administration Support 16Programme 2: Corporate Support Services 21Programme 3: Legal Services 29Programme 4: Communication 33Programme 5: Governance and Special Programmes 39Programme 6: Policy Management 45

RECONCILIATION OF BUDGET WITH PLAN 51

OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING 55

ANNUAL PERFORMANCE PLAN FOR 2005/2006 56Programme 1: Provincial Management and Administration Support 56Programme 2: Corporate Support Services 59Programme 3: Legal Services 64Programme 4: Communication 66Programme 5: Governance and Special Programmes 70Programme 6: Policy Management 74

ACRONYMS AND ABBREVIATIONS

Department of Provincial Local Government and Housing

Department of Public Service Administration

Employee Assistance Programme

Employment Equity Act

Executive Council

Executive Council Technical Committee

Forum of South African Director General

Governance & Administration Clusters

Government Communication Information

Government Information Systems

Human Resource Management

Integrated Development Programme

Inter Governmental Relations

Integrated Sustainable Rural Development System

Monitoring and Evaluation

Minimum Information Security Systems

Multipurpose Community Centre

Master Plan Server

Municipal Leadership Training Academy

National Inter Sectoral Steering Committee

North West Premier’s Co-ordinating Council

Occupational Health and Safety

Office of the Premier

President’s Co-ordinating Council

Public Finance Management Act

Performance Management and Development System

South African Local Government Association

Senior Management Service

Urban Rural Programme

DPLG&H

DPSA

EAP

EEA

EXCO

EXTECH

FOSAD

G&A

GCIS

GIS

HRM

IDP

IGR

ISRDP

M&E

MISS

MPCC

MSP

MULTA

NISSC

NWPCC

OHS

OOP

PCC

PFMA

PMDS

SALGA

SMS

URP

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The Five-Year Strategic and Performance Plan of the Office of thePremier reaffirms our collective commitment and unwaveringresolve to work unceasingly towards a better life for all.

As you go through this Strategic Plan, you will discover that wehave meticulously constructed achievable programmes thatempower the Office of the Premier to provide the necessarystrategic leadership to the province as a whole. It seeks tocontribute towards fulfiling the electoral mandate of governmentduring this current term.

This Strategic Plan must be located within the context of anoverwhelming electoral endorsement of the policy direction of thecurrent government. The mandate provides a platform forcontinuity of broad policy directions, with an emphasis on buildinga people’s contract to create work and fight poverty. We embracethe people’s mandate with humility and dedicate ourselves toconfronting these challenges with all the resources at our disposal.

We are keenly aware of the daunting challenges that lie ahead.However, we draw inspiration from the realisation that many ofour compatriots remain determined to play their part in assistinggovernment to deal with the problems that confront us all. We are witnessing a greater sense of national unity and consensuson development goals. Collectively, we must approach the future with confidence, in the knowledge that when shared, the burden is lighter.

Consistent with the undertakings made during the electoral contest,citizens expect faster and more effective implementation ofprogrammes aimed at job creation and poverty reduction. The strategic goals, objectives and priorities identified here, reflectthe intended contribution of the Office of the Premier towards thefulfilment of the electoral mandate.

The strategic plan is aligned to the provincial government’s overallpolicy priorities and programme of action for the next five years.This alignment is of paramount importance if government’sprogrammes are to proceed with the necessary speed, coherenceand synergy.

The reality is that government’s delivery programme can onlysucceed if it has competent and committed public servants. Wecontinue to strive towards creating a public service that is united inits commitment to serve all our people with honour, humility anddistinction. We need public servants who have internalised theprinciples of Batho Pele and demonstrated practical commitmentto our pledge of service excellence for a better life.

We need to ensure that the identified constraints are addressed, sothat the objective of accelerating service delivery to our people isrealised. I am aware that the Director General and her teamcontinue to grapple with this challenge.

I am confident that the Office of the Premier is on track towardsbecoming the most efficient and effective provincial administrationachieving integrated governance in South Africa.

We have the will and passion to succeed.

I support this plan and undertake to ensure its effectiveimplementation.

MRS. BEE MOLEWAPREMIER

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FIVE YEAR STRATEGIC AND PERFORMANCE PLAN

Statement of policy commitment by the Honourable Premier - Mrs. BEE Molewa

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INTRODUCTION

The path that we have travelled through the last 10 years wascharacterised by a plethora of challenges, as well as majorachievements, as we navigated our way through the maze of thenew democratic epoch. These experiences were felt not only ingovernment, but also throughout the State and the society at large.

Within Government, key milestones were reached in the evolutionof planning and delivery initiatives. During the first five years,planning was characterised by discrete annual plans. Majorchanges were effected in the last five years when the MediumTerm Expenditure Framework (MTEF) was introduced andestablished. This expanded the planning period over three years.It is within this period that the cluster system was introduced tostrengthen integrated planning and service delivery to achievemaximum impact.

Specific to the Provincial Government and the Office of thePremier, there was a major evolution and metamorphosis ofstructures, systems and the entire civil service.

This strategic plan is unique. It consolidates ourplanning, performance and delivery processes by aligningthem with the 2004-2009 electoral cycle.

To achieve “top-down-bottom-up” planning, this plan is groundedand contextualised within the following policy parameters: • The National Medium Term Strategic Framework (MTSF) asarticulated by the President. This translates the election manifestointo a Government Programme of Action for the next five years.• The MTEF, which is informed by the plans and programmesarticulated by the MTSF.• The Provincial Executive Council (EXCO) planning Makgotla,which identified priorities and programmes as per the above.

• The Provincial Budget Lekgotla that, given the budget constraints,seeks to allocate resources for the programmes identified.• The Provincial Growth and Development Strategy that isinformed by all of the above as well as: -- Individual sectoral frameworks from departments;- Integrated development plans of local government;- Lessons learnt from these experiences as well as from the

document “Towards the Ten Year Review”, wereincorporated in reviewing our performance and this programme.

A unique characteristic of our democratic order is epitomised bytransparency and accountability. It is for this reason that we againwish to record and make public our Five Year Strategic andPerformance Plan, Three Year MTEF and Annual PerformancePlan. We seek the support of all stakeholders in creating a betterlife for all.

We are confident that this strategic plan will assist the Legislature todetermine the appropriate resources required for our Office toexecute its strategic mandate of providing leadership, direction,support and intervention. This plan will also assist us together withthe Legislature to monitor, evaluate and assess our performance.

We have made tremendous strides in attaining the targets set forourselves in the previous years. The Provincial Legislature as wellas the provincial stakeholders will again be informed ofachievements, challenges and programmes in the 2005/06 budgetspeech. Performance for the year will be captured in the 2004/05Annual Report.

I have no doubt that this partnership will be a crucial stimulus inour endeavour to realise our People Promise: Service Excellencefor a better life.

Dr M.M Bakane-Toune


Strategic overview by the Accounting Officer - DR M.M. Bakane-Touane

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Core Ideology

OFFICE OF THE PREMIER

MISSION

To provide leadership for integrated, coordinated and efficientservice delivery which enhances the growth and development ofthe people and the province

provide: proactive supplyleadership: innovation and directionintegrated: integration and synergycoordinated: inter and intra governmental

relationsefficient: resource deploymentenhances: continuous improvementgrowth and development: economic prosperity and

equitable distribution of resourcespeople: community and stakeholders

VISION

The most efficient and effective Provincial Administrationachieving integrated governance in South Africa

Most: best measures compared with other provinces

Efficient: resource deploymentEffective: deliveryPA: Process of delivery, end-to-end for

whole provinceAchieving: measurable deliveryIntegrated: integration and synergy within

departments in the province andacross spheres of government

distribution of resourcesgovernance: internal client and therefore people

focused delivery processequitable distribution of resources

South Africa: benchmarked against all provinces

VALUES

Values Ethics (how we live our values)Consultation People are consulted about the level,

quality and choice of serviceService Standards People are told what level and quality

of public service they will receive so that they know what to expect

Access to all Everyone has equal access to the services they are entitled to

Courtesy Everyone is treated with dignity, courtesy and consideration

Information Everyone is given complete and accurate information about the Public Services they are entitled to

Openness and Transparency People are told how the Province is run,how much it costs and who is in charge

Redress Unfulfilled people promises are met with apologies, explanations and corrective action

Value for money Our people are our customers who deserve service excellence for a better life

PEOPLE PROMISE

Service Excellence for a better life

Service: delivery aligned with economic growth and development

Excellence: ahead of customer expectations

Better life: promotion of general welfare and quality of life

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EXECUTIVE MANAGEMENT TEAM

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ORGANISATIONAL STRUCTUREOFFICE OF THE PREMIER

PREMIER

INSTITUTIONS PREMIERSUPPORT

ADVISORY SERVICES

OFFICE OF THE PREMIER (DG)

BRANCH:CORPORATE

SUPPORT

DIRECTOR: DG'SOFFICE

DIRECTOR: EXCOSUPPORT

BRANCH: POLICYCOORDINATION &

GOVERNANCEDIRECTOR: SECURITY

SERVICES

CHIEF DIR: FIN. & PROV.MANAGEMENT &GOVERNANCE

CHIEF DIRECTOR:CORPORATE

SERVICES

CHIEF DIRECTOR:LEGAL SERVICES

CHIEF DIRECTOR:COMMUNICATION

CHIEF DIRECTOR:GOVERNANCE &SPECIAL PROG

CHIEF DIRECTOR:POLICY MANAGEMENT

DIRECTOR: FINANCE &ADMINISTRATION

DIRECTOR: EAPDIRECTOR:

LEGISLATIONDIRECTOR:

PUBLICATIONSDIR: SPECIAL

PROGRAMMESDIR: PROJECTMANAGEMENT

DIR: LABOURRELATIONS

DIR: LITIGATIONSUPPORT

DIRECTOR: MEDIALIAISON

DIR: TRADITIONALAUTHORITIES

DIR: PROV POLICY &PLANNING

DIR: HUMAN RES.MANAGEMENT

DIRECTOR: LEGALADVICE DIR: REGIONAL LIAISON DIR: IGR DIR: MONITORING &

EVALUATION

DIR: HUMAN RES.DEVELOPMENT

DIRECTOR:INVESTIGATIONS

DIR: URBAN & RURALDEV. DIR: INFO SERVICES

DIR: ORGDEVELOPMENT

DIR: RESEARCH &POPULATION DEV.

SUMMARY OF SERVICE DELIVERYENVIRONMENT AND CHALLENGES

The Office strives for Service Excellence for a better life guided by theLegislative and other mandates. It provides strategic and visionaryleadership and serves as a strategic driver for the creation of a servicedelivery environment. This is firmly underpinned by the Batho Peleprinciples.

In order to maximise impact on service delivery, the Office hasaligned itself for efficient and effective integrated service delivery.

The main challenges of the Office with regard to our service deliveryare as follows:• Development and enhancing of people’s capacity and capabilities;• Accelerated and sustained implementation of the Provincial Growth and Development plan for integrated and sustainable growth and development in the province;• Transformation, strengthening and effective support to the Local Governance system to deliver to the poor and needy in the Province;• Strengthening the effectiveness and efficiency of the Cluster system in the Province;• Sustaining and improving our initiatives in Project Management Capacity building and accountability throughout the Provincial Public Service;• Promoting and Protecting the interests and basic socio-economic rights of vulnerable groups in the Province;• Knowledge management and sustained Institutional memory;• Establishment of reliable information systems to monitor progress.

Over and above the preceding challenges, each programme hasarticulated its own specific challenges and constraints.

ORGANISATIONAL ENVIRONMENT/CHALLENGES AND THE STRUCTURE FORIMPLEMENTATION

In order to fulfil our mandate, the Office of the Premier is structuredin the following way: • Programme 1: Provincial Management and

Administration Support • Programme 2: Corporate Support Services• Programme 3: Legal Services• Programme 4: Communications• Programme 5: Governance and Special Programmes• Programme 6: Policy Management

The Provincial departments were restructured to ensure theeffectiveness of their delivery given the new challenges as articulatedby the new mandate after the 2004 election. The Office was affectedby these changes, albeit not in an extensive manner. There was areview of certain functions resulting in a new realignment i.e.including the Population unit in the Office. Further fine-tuning i.e.change in reporting line (short term and long term) within the majorbranches and programme levels have also been effected. This was toensure a marked improvement in the pace and the rhythm of deliveryin the Office of the Premier

This structure as depicted on page 8 assists the Office with thefacilitation and coordination of both vertical and horizontalintegrated service delivery, within government and otherstakeholders.This commitment poses the following short and mediumterm challenges:• Right people in right jobs;• Enabling processes and systems that support the structure;• Building Knowledge management capacity and ensuring the retention of Institutional knowledge.• Inculcating good governance and professional business practice in a manner that enhances the Public Service;• Building effective relationships between all three spheres ofgovernment

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LEGISLATIVE AND OTHER MANDATES

The State of the Republic of South Africa is founded on theprinciples of supremacy of the constitution. The Office of thePremier is an Organ of State as defined in section 8 of theConstitution of the Republic of South Africa, Act 108 of 1996. Asa department, the Office of the Premier is created in terms ofschedule two (2) of the Public Service Act, 1994.

Constitutionally, the executive authority of the province vests inthe Premier, who exercises such authority together with othermembers of the executive whom she appoints. Members of theexecutive are in turn accountable to the legislature. It is thelegislature that forms the first area of contact between theexecutive i.e. those who administer laws and the populace, whoelect them. The Premier is the fulcrum upon which the wheels ofgovernment rotate.

Although there are various levels of government, the Premier isenjoined by law to coordinate the work of the provincialgovernment in all its formations and infuse it with nationalimperatives, whilst also interacting with the local governmentsphere to ensure that government as a whole delivers services tothe people of South Africa. Apart from the provisions of thePublic Service Act and the Constitution, the Premier alsoadministers, inter alia, the following legislation:

• The House of Traditional Leaders for the Province of the North West Act 12 of 1994

• North West Delegation of Powers Act 20 of 1994• North West Youth Development Trust Act 7 of 1997• North West Commissions Act 14 of 1994

The Office of the Premier administers other (national) legislation,such as the Promotion of Access to Information Act, 2000 and thePromotion of Administrative Justice Act, 2000, in so far as theseActs relate to her Office. The Director General is Head of Department for the Office ofthe Premier as set out in schedule two (2) of the Public ServiceAct. She is also the secretary of the executive council in terms ofthe said legislation and assists the Premier in performing hercoordination function, as defined in the constitution.

BROAD POLICIES, PRIORITIES ANDSTRATEGIC GOALS: 2005 - 2010

Our National Vision for 2014, as articulated by the President andre-iterated by the Premier, is to:

• Reduce unemployment by half• Reduce poverty by half• Build skills base of the economy and HRD• Enable all to enjoy full rights and freedoms, especially the poor

and vulnerable• Create a compassionate, caring and responsive government• Improve health profile (reduce cases of TB, malnutrition,

HIV/AIDS, eliminate malaria)• Reduce levels of serious priority crimes• Position South Africa as an effective force in global relations

Informed by the Freedom Charter, RDP, GEAR as well as the2014 Vision, the Provincial Executive Council, over the yearsidentified a myriad of priorities. The synchronisation andharmonisation of these priorities with the GovernmentProgramme of Action, at national and provincial level for the nextfive years, is illustrated by the cluster priorities, as reflected below: Economic Development and Infrastructure Cluster• To achieve macro positioning and reforms• To increase the level of investment in public infrastructure• To lower the cost structure in the economy to enhance

competition• To promote manufacturing and services that are growing and

creating jobs, increasing value add, meeting basic and global needs• Primary production programme• Value adding export programme• Heritage and tourism development and promotion programme• To promote the establishment of more enterprises• To establish a labour force with skills needed by the economy• To support increased research and development in new

technology• To promote a more equitable geographic spread of economic

activity• To develop an integrated strategy to intervene in the second

economy

Governance and Administration Cluster• To refine administrative practices for Developmental State• To promote human resource development• To improve governance, leadership and management• To promote inter-governmental and macro organisation• To promote inter-provincial and national organisation• To facilitate local government transformation programme• To achieve policy implementation• To promote evidence-based decision making• To respond to challenges of the second economy• To reduce crime and promote security• To promote political and economic relations• To promote cross-cutting priorities

Social Development Cluster• To manage a comprehensive social security system;• To manage a comprehensive health care system;• To meet the increasing challenge of housing and human

settlement;• To achieve food security and nutrition;• Implementing the social aspect of the expanded public work

programme;• To broaden access and improve quality education;• To manage an early childhood development programme;• To promote formal education and skills development;• To promote an adult and basic training programme;• To manage the integrated sustainable rural development

(ISRDP) and urban renewal Programme;• To promote sport and recreation development

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The above vision finds its expression in the following strategic goals:

Strategic Goals Descriptors and Delivery on the Strategic Goal Performance Measure

(I) People Capacity and Capability • Employee capacity and capability is achieved through: People capacity and capability meet the output • Workplace skills plans (WSP); demands of the Department

Build employee capacity and capability in the Provincial • On-the-job learning;Administration to meet the growth and development needs • Learnerships and bursaries;of the people in the Province • Career and succession planning.

• Growth and development needs of the people in the Province is achieved through:• Facilitation of skills acquisition programmes which respond to commercial demands• Expanded public works programme which provides people with the skills required.

(II) Resource Deployment Optimising resource deployment inputs is achieved through: Reduced expenditure• Synchronised planning, programming and budgeting; Measured increase in office efficiency

Optimising resource deployment inputs to maximise • Improved resource deployment and utilisation processes;effective and productive delivery outputs • Resource requirement allocation and prioritisation

Effective and productive delivery outputs is achieved through:• Continuously improving operational efficiency;• Public Private Partnerships (PPP) which create synergy to maximise asset utilisation;• Placing “right people” in “right jobs “, to increase people focused delivery capability

(III) Integration and Synergy

Strengthening cross-functional integration and Cross-functional integration and synergy is achieved through: Multi functional teams deliveringsynergy in service delivery, within the Province and • Cross functional learning across operational silo’sacross spheres of Government • Projects and programme teams across functions

• Developing processes and driving process improvement across functions Seamless integration and operationacross spheres and functions

Within Province and across spheres of Government refers to:• Multi functional teams delivering across operational silo’s• Seamless integration and operation across spheres and functions

Strategic Goals Descriptors and Delivery on the Strategic Goal Performance Measure

(IV) People focused delivery processes (Batho Pele) Continuously improving people focused delivery processes, based on Good Governance Improved productivity ratios.Continuously improving people focused delivery processes is achieved through:•Business process improvement;based on Good Governance Positive community feedback and image.•Client driven delivery processes;•Benchmarking existing practices against “best-in-class”;•Introducing technology and people competence to drive improvement processes;•Inculcating a culture where “good is the enemy of great”

Good Governance is achieved through:•Standardised and consistent monitoring, evaluation and reporting;•Complying with Public Service Good Governance requirements

(V) Measured Economic Growth Creating active and innovative growth opportunities NWP growth in GDP by sector.and Development for people trapped in the second economy through:

Profiling and segmenting communities to identify measures of support required;Actively creating an environment conducive for • Identifying policy and legislation requirements which facilitate processes that economic growth and development create a first economy;

• Tasking research units to identify constraints preventing communities from participatingin the main economic stream.

Creating an environment conducive to a thriving first economy by:• Actively attracting and retaining investors and stakeholders to the Province• Conducting research into new economic growth opportunities

(VI) Rapid information and knowledge Enhancing information gathering and knowledge management Rapid and reliable Access to Datamanagement capability capability for informed decision making and communication capability Data flexibility, integrity, validity and reliability

Enhancing information gathering and knowledge management capability is achieved through: Compatibility and seamlessness of processes• research based investigation and analysis; and support systems• making information available to interested persons;• communicating with all possible sources of information e.g.: SA Statistics etc;• continuous upgrading of technological capability

Informed decision making and communication capability is achieved by:• maintaining a comprehensive and stable information database;• analysing and interpreting information gathered;• creating competence around information technology and database management

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INFORMATION SYSTEMS TO MONITORPROGRESS

Progress on the implementation of the strategic plan will bemonitored in line with the prescripts contained in the PublicService Act and its Regulations; The Public FinancialManagement Act and its Regulations. The Office relies on thefollowing:

The Provincial Financial Management System.

This system operates on WALKER and has been substantiallydeveloped over the years to provide broad based financial andrelated information. The system provides details of all financialtransactions; procurement transactions linked to an assetmanagement system and budget variance reports. Most of theinformation is available on request whilst other are provided on amonthly basis.

The Provincial Personnel Management System

The Office utilises the PERSAL system for personnel relatedinformation and remuneration payments. This system has beeninterfaced with the WALKER system for financial reportingpurposes. Other statistical information regarding personnelmanagement is readily available on request.

The Provincial Financial Overview System

This system provides financial information on-line on theprovincial website.

Internal Audit System

The Province has opted for a shared internal audit function. Aspecific audit team has been allocated to the department andinternal audits are done on a pre-planned basis. The internal auditdivision will, as from the 2005/06 financial year, also conductperformance audits.

Project Management Information System (ProMIS)

This provincial based on-line system provides information ondevelopment projects throughout the spheres of government in theProvince.

Statistical Information Reporting

The department also obtains relevant information from StatisticsSA and Global Insight on a regular basis. Information relating toprovincial indicators such as GDP, unemployment numbers etc. isavailable from the Information Management Directorate.

Performance Management and Development System(PMDS)

Other information used in the monitoring of the strategic planimplementation are obtained from in-house operational systemssuch as:• A Performance Management system that drives measurement of

performance against agreed outputs in the strategic plan and caters for personal development.

• Public Service Commission’s evaluation of the Accounting Officer. The head of the department is evaluated against the annual performance plan included in the official’s performance agreement.

DESCRIPTION OF THE STRATEGICPLANNING PROCESS

This is the fourth consecutive year in which the Office is reviewingand updating its Strategic Plan.

Unlike the past years, this current process was designed to ensurethat the Strategic Plan 2005/2010 is developed within the electoralcycle and its mandate.

In September 2004 introspective evaluation workshops wereundertaken with each of the Directorates within the Office tocritically evaluate their performance in relation to the Governmentmandate and the then laid down Strategic Goals.

This resulted in each programme evaluating delivery against plan,in which Directorates re-examined their effectiveness andefficiency. This evaluation laid the foundation for next StrategicPlanning Cycle.

A workshop, facilitated by an external consultant, was held inBuffelspoort in November 2004. Senior and middle managementjointly crafted a new Vision, Mission, Purpose and People Promise,which link to the Provincial Vision and Mission. The group developed broad strategic goals, which was later refinedby a mandated task team.

A continuing consultation process within the respective programmesresulted in an integrated strategic and performance plan.

The operational plans for programmes and sub-programmes weresubsequently developed.

The process was exceptionally transparent, highly participativeand resulted in a definite improvement in the quality and content.The plan is collectively owned by all in the Office and willundoubtedly form a solid foundation for the delivery on andmonitoring of performance.

Dr MM Bakane-TuoaneDirector General

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PROVINCIAL MANAGEMENT AND ADMINISTRATION SUPPORT TEAM

1. OVERVIEW

This Programme supports the Director General in her variousfunctions and responsibilities, which are:

• Secretary to the Executive Council;• Accounting Officer for the Office;• Coordinator of the Provincial Actions and Legislation;• Ensuring inter and intra-governmental relations

The Programme consists of the following sub-programmes:• Director General Support

Management of the Office and administrative leadership inthe Province.

• Premier Support Co-ordination and management of administrative and political support to the Premier.

• Exco SupportProvision of administrative and committee secretarial support tothe Executive Council and support to the Director General in her capacity as secretary to the Executive Council.

• Security ServicesCoordination, facilitation and monitoring of the implementation of Minimum Information Security Standards (MISS) of the North West Provincial Government.

• Finance and AdministrationManagement of financial systems and controls according to the Public Finance Management Act and Treasury Regulations.

2. SITUATION ANALYSIS

2.1 Demand for Services RenderedServices provided by this programme consist mainly of pro-activeservice provision to the Premier and members of the ExecutiveCouncil. The programme, through the Director General, co-ordinates the implementation of policy and service deliverypriorities within the Province. It also provides province securityrelated advice and services to the provincial departments andcentralised financial support services to the Office.

2.2 Appraisal of Existing Services and PerformanceService delivery is based on the Batho Pele principles and a clustersystem of governance has been adopted to enhance the flow ofinformation and consultation between the various executivestructures. The services rendered by the programme were donetimeously and in line with customer expectations.

3. CONSTRAINTS AND MEASURES TOOVERCOME THEM

The Office through this Programme, addresses the followingconstraints:

• Lack of understanding of the cluster system, its objectives and its functioning is addressed through workshops with key role players and the development of clear guidelines.

• High levels of staff turnover at senior level in the Premier’s private office is addressed by ensuring that newly appointed staff members have relevant skills, competencies and knowledge to manage the office appropriately.

• Anti corruption measures are addressed through the implementation and monitoring of the provincial anti corruption policy.

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THREE YEAR STRATEGIC AND PERFORMANCE PLAN

Programme 1: Provincial Management and Administration Support

LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVES

x = Indirect xx = Directxxx = Key driver

Strategic ObjectivesStrategic Goals DG Premier Exco Security Finance

Support Support Support Services & Admin(I) People Capacity and Capability x x x x x(II) Resource Deployment xx - x xx xx(III) Integration and Synergy xx x xx x xx(IV) People focused delivery processes (Batho Pele) xx x xx xx x(V) Measured Economic Growth and Development x - x - -(VI) Rapid information and knowledge management capability x x xx x xx

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Strategic Objectives MeasurableObjective/Output

Performance Measure Performance Indicator 2005/06Targets2006/07 2007/08


DG Support

Providing integrated andco-ordinated governance

Premier support

Enhancing the capability ofthe Premier to execute hermandate

Effective strategic leadership

Coordinated and integratedgovernment services

Strengthened cooperativegovernance with threespheres of government, aswell as internationally

GITO/DITO functionsoperationalised

Logistics

• Premier's annualprogramme• Administrative support tothe Executive Authority i.e.Premier

Legislature and the People

Improved linkages with Legislature and the peopleand improved understandingof political mandate byconstituents

Delivery on strategic plan

Feedback on coordinationand integration

Functional IGR structures

Report submitted to OOPManagement: compliancewith legislation andregulations.

Complete satisfaction rating

Measured improvement yearon year

Achievement rate ofstrategic objectives

Leadership competenceassessed against generic coreSMS management criteriaand standards

Internal survey questionnaire

Improved integratedplanning and delivery surveyfeedback

Compliance report

Satisfaction rating indicatingthe extent to which Premierlogistics enables the Office toexecute its responsibilities

Quantitative select samplesurveys: beginning and endof year

5 year strategic plandeveloped

Positive customer rating


Review and analysis of IT -Report


Establish partnership with thecommunity through legislativeprocesses and EXCO visits

Review and update thestrategic plan





Continuous improvement

Review and update thestrategic plan






STRATEGIC OBJECTIVES, MEASURABLE OBJECTIVES, PERFORMANCE MEASURES, INDICATORS AND TARGETS

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Strategic Objectives

Premier support

Enhancing the capability ofthe Premier to execute hermandate

Exco Support

Providing integrated andcoordinated secretarial andadministration support togovernance structures withinthe cluster system

MeasurableObjective/Output

Internal Communication

Improved internalcommunication success rate

Improved provincialgovernance informationdissemination

Improved co-ordinationbetween departments andother stakeholders (e.g.:parastatals) through clusterssystem support

Implementation of resolu-tions of EXCO and EX-TECH structures monitoredduring implementation

Performance Measure

360 degree communicationcapability, both internal tothe ProvincialAdministration and toexternal stakeholders

Full compliance withprocedural manual prescripts

Performance Indicator

Yearly communication audits

Client Survey SatisfactionRatings

2005/06

Yearly communication audits


Targets

2006/07



2007/0

New communicationinnovations





Targets2006/07

Zero breach tolerance

100% client satisfaction

Risk exposures resolvedwithin 60 days of discovery

Support to the Departmentsto deal with corruption

Continue implementationand evaluate

Complete Compliance

Implement improvementmeasures.

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Security Services

Improving coordinatedProvincial Security Systems

Finance andAdministration

Improving support serviceand information sharing


Integrated provincial securitystrategy

Complete Risk ManagementServices

Improved MISS compliance

Improved FinancialManagement Practices, inthe form of:• Enhanced informationsharing/management• Informative and “guiding”financial reporting• Integrated supply chainmanagement• Realistic budgeting• Asset management• Systems and processimprovements

Performance Measure

Compliance with NationalSecurity Strategy Guidelines

Compliance with PublicService Anti-corruptionRequirements

MISS Complianceregulations

Full Compliance to PFMA,Treasury and DepartmentalRegulations

Compliance with GenerallyRecognised AccountingPractice


• Breaches of security

• Client feedback

• Security risk analysis

Success Rate of Anti-corruption Measures taken

MISS ComplianceStandards

Positive internal and externalaudit reports

2005/06




Roll out anti-corruptionstrategy throughout theProvince

Clear MISS Compliantguidelines and securitystandards

Complete Compliance.

Training of staff to identify weaknessesand to improve

2007/08




Monitor implementation andevaluate success rate

Continued monitoring

Complete compliance




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CORPORATE SUPPORT SERVICES TEAM

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1. OVERVIEW

This programme renders provincial support services on humanresource related issues and is mandated to provide integratedhuman resources services to all Provincial GovernmentDepartments, including the Office of the Premier.

This programmme consists of the following sub-programmes• Management Support• Employee Assistance programme• Labour relations• HR Management and internal HRM• HR development• Organisational Development


2.1. Demand for Services RenderedDemand for Corporate Services was determined by a politicaloversight function following the State of the Nation address andthe State of the Province address. Services rendered included thecoordination and implementation of Human Resourcepractices/processes to enhance service delivery in the Province.These also included the coordination and implementation ofNational/Provincial policy according to Public Service Policy andthe regulatory framework.

2.2. Appraisal of Existing Services and PerformanceThere is a dedicated and high-level centre of excellence to drivepolicy development and management. Present prioritydeliverables of the programme have been based on filling gaps anddesigning best practices out of existing processes in terms of theEmployee Assistance Programmes, Labour Relations, HRManagement (external/internal), HR Development

Organisational Development and HIV/AIDS. The programmehas performed very well in an attempt to integrate humanresource practices/processes in the Province.

2.3. Key Challenges over the Strategic Planning PeriodThe biggest challenge is to enhance, strengthen and entrenchProvincial HR Coordination Forum in order to establish a vehicleof creating integration and synergy among systems and policyapplications, thus ensuring full participation and cooperation ofProvincial Departments in the planning, implementation andcoordination of National and Provincial policy priorities andstrategies.

2.4. Starting Points relevant to Policies, Priorities andObjectivesThe starting point will be to determine the relevance, effectivenessand impact of existing Provincial policies, re-dress and maximiseservice delivery issues to internal frontline clients responsible forserving the community in providing a better life for all.


The programme is faced with non-cooperation of ProvincialDepartments in supporting coordination initiatives. This issue willbe addressed through the Executive Council Technical Committee.

Provincial Departments are mandated by the Public ServiceRegulations to exist as independent legal entities. The Officeaccordingly has no legal/legislative basis for enforcement of theinterventions it introduces. This creates opportunities for misuse,non-cooperation and manipulation on hard-core issues. This issueis addressed on the various Provincial Human Resource fora tosolicit buy-in from Departments.

3.1. Planned Quality Improvement Measures• Ensure that service delivery improvement plans (Batho Pele) are

designed and internalised by each official.

• Design, implement and coordinate measures to ensure prompt response and quality reporting to the structures in the Cluster System.

• Ensure effectiveness and sustenance of the Provincial HR Forum.

3.2. Resource Information and ImplicationsThe Human Resource function is constrained by both capabilityand capacity of existing resources. This is being addressed by wayof accelerated skills development and systematic integration ofHR practices into line.

Programme 2: Corporate Support Services

23




Strategic ObjectivesStrategic Goals Management Employee Labour HR Management & HR Organisational

Support Assistance Relations internal HRM Development DevelopmentProgramme

(I) People Capacity and Capability x xx xx x xxx x(II) Resource Deployment xx x xx xx xx xx(III) Integration and Synergy xxx x xx xx xx xx(IV) People focused delivery processes (Batho Pele) xx x xxx x xx xx(V) Measured Economic Growth and Development x x x x xx x(VI) Rapid information and knowledge management capability x - xx xxx xx xx


24


Management Support

Providing integrated andcoordinated leadership andsupport

Employee AssistanceProgramme

Enhancing the quality ofLife of employee to ImproveOrganisational PerformanceCompetitiveness


Programme activitiescoordinated

Employee Assistance PolicyReviewed

Functional and SustainedEmployee AssistanceProgramme

Consultancy service tomanagers acrossdepartments

Specific Provincial EmployeeAssistance WorkplaceProgrammes

Constructive Relationshipswith Key Partners in andoutside Government,identified and maintained

Employee AssistanceCommunication Programme

Overarching Monitoring andEvaluation Tool

Performance Measure

Effective and consolidatedreporting

Policy is Aligned withNational Best Practice

Improved Productivity fromBeneficiaries

Extent to whichConsultations aresuccessfully Implemented

Introduction of SpecificProgrammes such asHIV/AIDS, OHO

Value Adding Partnershipswith Key Stakeholders

Increased Level of Supportand Commitment byDepartments andStakeholders on EmployeeAssistance Programmes

Valid and Reliable GenericIndicators for EmployeeAssistance Programme


Quarterly and annualreporting

Alignment with NationalBest Practice

Management ProgressReports


Specific Feedback fromRecipients and their LineManagers

The Number ofConstructive Partnershipswith Key Stakeholders

Extent of Commitment andSupport Improvement Yearon Year

Complete Baseline Studies,Best Practices

2005/06


Consultation Process andReview

Develop and Pilot ImpactMeasurement Tool to AssessEffects of the Programme

Provide Proactive andReactive Consultation tomanagers in departments

Develop ImplementationPlan, Consult withStakeholders and Implement

Align and CommenceImplementation ofStakeholder RelationshipManagement Strategy

Develop CommunicationProgramme and ConsultStakeholders

Develop and Continue anEarly Warning PerceptionSurveys, Best Practices

Targets2006/07


Implementation Review andUpdate

Conduct Full ScaleImpactStudy

Implement Improvementsfrom Learnings


Assess Impact, Evaluate andDevelop Improvement Plan

Apply Quality managementSystem to StrategicPartnerships with CriticalEntities

Evaluate CommunicationProgramme

Measure Progress andImpact, review Polices andStrategies

2007/08


Implementation Review andUpdate

Drive and MaintainContinuous Improvement


Implement ImprovementPlan

Establish a TargetedNumber of StrategicPartnerships with ReputableEntities

Asses Impact and Review

Monitoring and evaluationSystems Capable ofMeasuring Programmes andImpact of Programmes withfeedback to ImproveProcesses




25


Labour Relations

Achieving consistentlyproductive employmentrelationships in theworkplace.


Functional ProvincialBargaining Chambers.

Implementation ofProcedural and SubstantiveCollective Agreements

Representation in NationalBargaining Structures

Improved Labour RelationsDatabase for effectivemanagement decisionmaking

Strike ManagementContingency Plan

Labour Relations AdvisoryServices


Performance Measure

Effective ProvincialBargaining Chamber

Productive compliance withprovisions of CollectiveAgreements by both parties

North West Provinceinterests served in theBargaining CouncilDatabase categorised andconstructed in a manner thatallows for rapid access to keydecision making information

Strike Contingency ActionPlans are in place and arereviewed bi-annually

Advice is sought, it isimplemented and it iseffective

Valid and Reliable IROrganisational Climate Datawith clear indicators forimprovement initiatives


Quarterly reports

Incidences of Non-Compliance AddressedMetrics which track andreport on incidences by type,ratios and trends

Employee Climate Surveys

Report on Status ofNegotiations

User satisfaction ratings andreduction in inconsistencies

Strike incidence Analysis andEvaluation

Strike Action Plan Review

Client Survey and Feedback

Organisational ClimateSurvey Reports

2005/06

Conclusion of CollectiveAgreements

Consultation on PoliciesSustained Compliance

Reduction in disputes ofright

Continued participation

Create database frameworkand populate with backloginformation

Review and Update StrikeManagement Plan

Maintain Support to achieveoptimal Client SatisfactionRating

Continually improvingorganisational IR climatesurvey reports

Targets2006/07

Meaningful participationand contribution

Sustained Compliance

Creation of a changedmanagement platform whichassesses commitment asopposed to compliance


Implement and monitor

Strike Management PlanReview



2007/08

Meaningful participation andcontribution

Sustained Compliance


Implement and monitor

Strike Management PlanReview






26


Labour Relations

Achieving consistentlyproductive employmentrelationships in theworkplace

HR Management andinternal HRM

Integration of managementsystems for effectivequalitative and quantitativehuman resource decisionmaking


Rapid Upwards andDownwards InformationDissemination

Capacity Building in LineManagement Responsibilityfor Managing LabourRelations

Persal System operational

Provincial Medical Boardfully functional

Performance Measure

24 hour Cycle of Generationof Message from Highest toLowest Level

Line ManagementCompetence in LabourRelations ManagementResponsibilities

Data on the Persal System'cleaned up' by 2006

Applications for earlyretirement due to ill healthfrom all ProvincialDepartments processedmonthly.


Time-line Assessments fromOriginator to Recipient

Communication Relevance,Comprehension andAssessments

Line ManagementCompetency Assessment

Training Attendance andEvaluation Reports

Audit and analysis Persalexceptions reports

Monthly statistical analysis ofapplications approved,declined and deferred

2005/06

Development andImplementation of a PilotBriefing Group System

Competency NeedsAssessment

Development Schedule andagree on Targets

Implement target for2005/06

Project Plan for Cleaning upProcess adopted andcommencement ofimplementation


Targets2006/07

Full Implementation andEvaluation

Continue Implementation ofTargets for 2006/07

Clean up implementation

Identify areas forimprovement


2007/08

Full Implementation andEvaluation

Continue Implementation ofTargets for 2007/08

Monitor and Evaluate Progress

Implement improvementidentified





27


HR Management andInternal HR

Integration of managementsystems for effectivequalitative and quantitativehuman resource decisionmaking

HR Development

Enhancing people capabilityand capacity to achieveservice excellence


Provincial HR Policiesdeveloped, implemented,monitored and evaluated

Employment Equity (EE)Plans in place and functional

Performance ManagementSystem in place andfunctional

Competent Council andAdvice in HR relatedmatters

Provincial HR DevelopmentSystem and process whichcloses critical skills gapsidentified in the Province

Public Service TrainingAcademy

Performance Measure

Compliance with Policy,without exception

Compliance with EE Plan

Performance ManagementSystem implemented at alllevels by April 2006

Advice is accepted andimplemented

Critical Skills Gaps Closed,ensuring that PeopleCapability and Capacity isbuilt ahead of demand

An Accredited Institutionwhich meets the Trainingand Development needs ofthe Province


Six-monthly Audit Reports

EE Audit Reports

Performance ManagementTracking Reports

Bi-Annual structuredqualitative and quantitativefeedback on acceptance andeffectiveness of advice given

Skills Gap Analyses and'People Balance Sheet'Indicators

Workplace Skills Plans andReporting

Accreditation Awarded

Extent to which CriticalSkills Needs are Catered For

2005/06

Audit Review and CorrectiveAction


Develop and ImplementPerformance ManagementSystem

Advice accepted andimplemented

Development andImplementation of HRDSystems and Processes

Preparatory Groundwork forEstablishing TrainingAcademy

Targets2006/07



Feedback/Evaluation/Corrective Action andEnhancement


Implementation of HRDSystems and Processes

Establish Academy

2007/08



Feedback/Evaluation/Corrective Action andEnhancement


Implementation of HRDSystems and Processes

Consolidation andEvaluation of Success Rate




28


HR Development

Enhancing people capabilityand capacity to achieveservice excellence

OrganisationalDevelopment

Driving organisationalchange and continuousimprovement initiatives


Consultative CareerDevelopment and SuccessionPlan Process and System thatmeets People Capability andCapacity Demands for theProvince

Maintenance of the JobEvaluation Process

Organisational ArchitectureDesign for OrganisationEffectiveness

Tracking and Feedback ofBatho Pele Implementationacross all sectors in theProvince

Improved efficiency andeffectiveness of Provincialdocument managementprocesses and systems

Performance Measure

All Career Development andSuccession Plans are drivenby the Established System

All Jobs Evaluated

Job Grading Updated andReviewed every 2 years, on arolling basis

Functional and EffectiveOrganisation Design inaccordance withGovernment RegulatoryFramework

Comprehensive reportingagainst National Directivescontaining successes, failuresand recommendations forimprovement

Compliance with NationalArchives Act. Assured Trackingand Retrieval of any documentat any one point in one time


Extent to which the CareerDevelopment and SuccessionPlan caters for CareerDevelopment and SuccessionNeeds

Job Grading Schedules andException Reports

Organisational EffectivenessSurveys

Batho Pele Reporting againstQualitative and QuantitativeData gathered across allSectors

Exception Reports

Internal Controls

2005/06

Development andImplementation of a PeopleBalance Sheet System

Compliance with PS Act andPS Regulations

Implementation


Develop ReportingMethodology and Structure

First Report by FinancialYear End 2006

Document ManagementSystem Developed andRolled Out to Phase I:Premier's Office only

Targets2006/07

Establish CareerDevelopment Forum

All Senior Posts up to 3rdReporting Level Assesses andPlotted


Implementation


Feedback and Disseminationof Recommendations

Report Financial Year End2007

Document ManagementSystem Developed andRolled Out to Phase II: AllSectors

2007/08

Career Development andSuccession Planning Systemfully Functional


Implementation


Feedback and Disseminationof Recommendations

Report Financial Year End2008

Monitoring, Evaluation andImprovement




29

LEGAL SERVICES TEAM

30


1. OVERVIEW

The Programme provides legal support services at a strategic levelto all departments and operationally within the Office of thePremier and certain departments and public entities. The servicesinclude opinions and contracts, litigation support, legislation andthe handling of misconduct matters.

The demand for legal opinions peaks at various periods in the yeardepending on the activities of our various principals. Legislation todeal with new priorities is drafted at the instance of eachdepartment in accordance with the law making process. Litigationis best avoided but when this is not possible, the litigation policyapplies. Advocacy programmes seek to prevent misconduct.However, where this fails, the Programme provides investigativeand presiding services to all departments.

The Programme consists of the following sub programmes:• Management Support• Legislation Support• Litigation Support• Legal Services• Investigations


• The quality of judgments received from presiding officers otherthan those sourced from legal services remains suspect. Toovercome this, SAMDI has agreed to provide training to presidingofficers of disciplinary enquiries, seconded by their heads ofdepartment. To this end, EXTECH has agreed to second the saidofficers.

• The advocacy programmes that we intend running regardingmisconduct and more especially corruption should deter would beoffenders, so that our main focus is preventing rather thanresolving problems.

• Some of the requests for opinions could best be dealt with byempowering our clients with some knowledge of the law generallyapplicable to the public sector. To this end, we will be producing a“ novice's guide to the public sector law” to empower our clients tomake sustainable decisions.



Strategic ObjectivesStrategic Goals Management Legislation Litigation Legal Investigations

Support Support Services(I) People Capacity and Capability xx x xx xx xx(II) Resource Deployment x x x x xx(III) Integration and Synergy x x xx x xx(IV) People focused delivery processes (Batho Pele) x xx x - x(V) Measured Economic Growth and Development x x x x x(VI) Rapid information and knowledge management capability xx x xxx x x

Programme 3: Legal Services

31


Management Support

Maintaining a legalinformation and knowledgemanagement database

Legislation

Developing a comprehensiveand enabling legislativeframework

Litigation Support

Maintaining a litigationmanagement support systemthat ensures equity andfairness to all


Continuously updatedlitigation, legislative,misconduct and opiniondatabase

Competent LegislativeDrafting Support Service

Litigation managementsupport system

Performance Measure

Comprehensive Databaseapplicable to allDepartments

Constitutionally complyingwith legislation

Amendment of law makingprocess

Review of ordinances andregulations

Legally Compliant LitigationProcess


Rapid and ReliableDecision-Making Capability

Portfolio of Evidenceindicating Extent to whichLegislative Framework meetsInternal Client Expectations

Portfolio of evidenceindicating extent to whichthe litigation support systemmeets internal clientexpectations

2005/06

Master Server Plan in place

Finalisation of draftingmanual

Amendments/ repeals

Approval by EXCO

Targets2006/07

System Installation, DataCapturing and Testing

Consultation and approval

Systems implementation

2007/08

Full Systems Implementation

Full system implementation

Systems maintenance

Systems maintenance




32


Legal Services

Providing an informativeand enabling contractmanagement and opinions

Investigations

Maintaining an enablingmisconduct managementprocess, system and service


Researched contractopinions

Layman's guide on publicservice laws

Misconduct ManagementProcess and System

Competent Investigating andPresiding Officers

Performance Measure

Sustainable decision making

Guide is Understood andEffectively Applied byLaymen Employees of theProvince

Competence Levels ofPresiding Officers


Portfolio of evidenceindicating extent to whichopinions are accepted andsuccessfully acted upon

Portfolio of evidenceindicating extent to whichopinions are accepted andsuccessfully acted upon

Portfolio of evidenceindicating extent to whichmisconduct is effectivelymanaged

2005/06

Survey conducted

Research

Implementation Workshopsand Feedback

Targets2006/07

Improve and maintain

Drafting and Publication


2007/08

Finalise and publish

Implementation





33

COMMUNICATIONS TEAM

34


1. OVERVIEW

This Programme formulates and implements an integratedcommunication strategy and policy framework for the ProvincialGovernment. This Programme consists of the following subprogrammes:• Management Support• Corporate Communications• Community Liason• Media Liason


This Programme provides communication support to the Premier,DG, EXCO and provincial departments. It is responsible forensuring integration, coherence and coordination of governmentcommunication across spheres within the province. It monitorsgovernment communication systems in the province and facilitates

interventions where necessary. It has to ensure effectivecommunication of how government is implementing its mandate.

2.1. Demand for Services RenderedThe key mandate of the programme is to ensure effectivecommunication of how government is implementing its mandateand programme of action.

2.2. Appraisal of Existing Services and PerformanceThe demand for rapid horizontal and vertical communicationexceeds the capability of the communications function to deliveroptimally.


Challenges facing the programme relate largely to the need tomatch the strategic and policy obligations with resources as well as

addressing the skills deficit in critical areas, such as strategyplanning, implementation and writing skills.Another key challenge is to ensure understanding and appreciationof the strategic value of communication across government.Consistent with the 10-year review, the Programme needs to buildcommunication partnerships with other sectors of civil society tocommunicate the vision of the Province.

The need to provide support for the establishment ofcommunication units at local government level is one of the majorchallenges.

The programme also needs to improve its events coordination andplanning capacity to ensure successful government outreachprogrammes.

LINKAGES BETWEEN STRATEGIC GOALS AND STRATEGIC OBJECTIVESx = Indirect xx = Directxxx = Key driver

Strategic ObjectivesStrategic Goals Management Support Corporate Communications Community Liason Media Liason

(I) People Capacity and Capability xx xx xx xx(II) Resource Deployment xx x x x(III) Integration and Synergy xxx xx xxx xxx(IV) People focused delivery processes (Batho Pele) xxx xxx xxx xxx(V) Measured Economic Growth and Development xx xx xx xx(VI) Rapid information and knowledge management capability x x x x

Programme 4: Communications

35


Management Support

Developing an Integratedand co-ordinatedGovernmentCommunication System

CorporateCommunications

Communicatinggovernment's integratedinitiatives to create a betterlife for all throughpublications


Provincial CommunicationStrategy

Communication of EXCOdecisions and policypositions

Communication Booklet onGovernment Policy andStrategic Framework

Government publications

Editorial policy guidelines

Performance Measure

Provincial CommunicationStrategy approved by EXCO

Media statements andarticles

User Friendly Source ofInformation for Use intraining

Consistent communicationof progress made byprovincial government andenhanced appreciation ofgovernment programmes

Guidelines clear andunambiguous


Qualitative and QuantitativeCommunicationEffectiveness Survey Data

Statements and articlespublished \aired in media

GovernmentCommunicators able toapply understanding ofPolicy and StrategicFramework


Consistency in terms ofcontent approach and focus

2005/06

Develop and implementcommunication strategy

Communicate EXCOdecisions and policypositions

Workshop sessions withHeads of Communicationfrom May 2005

Maintain current productionof The Mirror

Introduce monthly InternalNewsletter by June 2005

Obtain EXCO approval foreditorial policy guidelines bySeptember 2005

Targets2006/07



Develop training programmefor all governmentcommunicators

Continue producing TheMirror

Undertake research on viewsof The Mirror readers

Produce internal newsletter

Communicate andimplement editorial policyguidelines

2007/08



Implement trainingprogramme for governmentcommunicators

Reorientate The Mirror aspart of our response toresearch findings

Undertake research onreaders' views of the InternalNewsletter

Implementation of policyguidelines




36



Communicatinggovernment's integratedinitiatives to create a betterlife for all throughpublications

Community Liaison

Communicatinggovernment's integratedinitiatives to create a betterlife for all through directinteraction with thecommunity


Policy guidelines oncorporate identity /branding

Internal communicationprogramme

Facilitation of MunicipalCommunication Structures

Co-ordination ofGovernment events andcommunity liaison

Annual calendar ofgovernment events

Provincial events co-ordinated

Performance Measure

Guidelines Clear andUnambiguous

Improved internalcommunication

Framework Establishmentand Technical Support

Framework approved byEXCO

Calendar approved byEXCO

Satisfaction rating byrecipients


Consistency in terms ofcorporate identity /branding

CommunicationEffectiveness Survey

“Client” SatisfactionReporting

Community Feedback

Acceptance by Governmentand the Community

Evaluation reports

2005/06

Obtain EXCO approval forpolicy guidelines by August2005;Communicate andimplement

Establish internalcommunication unit by April2005

Workshop with SALGA,GCIS, and provincialstakeholders

Communicate andimplement framework

Communicate integratedprovincial calendar andmonitor implementation

Co-ordination of provincialevents

Targets2006/07

Communicate andimplement policy guidelines

Internal and evaluation ofcommunication programmedeveloped

Implementation of internalcommunication programme

Implementation offramework

Continue implementation



2007/08

Implementation of policyguidelines

Implementation andevaluation of internalcommunication programme








37


Community Liaison

Communicatinggovernment's integratedinitiatives to create a betterlife for all through directinteraction with thecommunity

Media Liaison

Improving communicationof government's integratedinitiatives to create a betterlife for all through the newsmedia


Government's outreachprogramme (national imbizofocus week and rovingEXCO programmes)implemented

'DevelopmentCommunication Programme'implemented

Distribution of governmentpublications

Strategy for roll-out ofSecond Generation ofMPCCs in the province

Provincial Communicators'Forum

Cluster communication fora

Performance Measure

Key issues arising from theseinteractions identified

Citizens' improvedunderstanding of theopportunities brought aboutby democracy and freedom

Government publicationsreaching all target groupswithin 48 hours

Improved access togovernment services

Improved co-ordination incommunicating governmentprogrammes

Improved co-ordination incommunicating clusterprogrammes



Citizens' survey andfeedback data

Actual Time MeasuresTaken

Progress reports

Functional MPCCs

Survey FeedbackInformation


2005/06

Implementation

Identify key focus areas andtarget audiences

Implementation

Tender for distribution ofgovernment publicationsapproved and awarded

Strategy approved by EXCO

Ensure ProvincialCommunicators' Forum isfully functional andoperational

Ensure clustercommunication for a arefully functional andoperational

Targets2006/07

Implementation


Implementation

Monitor distribution

Implementation of strategy

Implement programmes ofthe forum

Implement clustercommunication programmes

2007/08

Implementation


Implementation

Monitor distribution

Implementation of strategy

Implement programmes ofthe forum

Implement clustercommunication programmes




38


Media Liaison

Improving communicationof government's integratedinitiatives to create a betterlife for all through the newsmedia


Proactive media releases andfactual responses to mediaqueries

Cluster media briefings

Networking structure /system with journalists

Performance Measure

Consistently improvingcoverage of the provincialgovernment in local andnational media

Improved governmentinteraction with media



Media Feedback

2005/06

Seek ContinuousImprovement

Facilitate effectivefunctioning of structure

Targets2006/07


Implement and supportprogrammes of structure

2007/08


Implement and supportprogrammes of structure




39

GOVERNANCE AND SPECIAL PROGRAMMES TEAM

40


Programme 5: Governance and Special Programmes

1. OVERVIEW

This programme is responsible for promoting cooperativegovernance across the three spheres of government. Theprogramme consists of the following sub programmes:• Management Support• Urban and Rural development• Youth Support• Intergovernmental relationships• Special Programmes• Traditional Leaders

'Governance & Special Programmes' is responsible for:

• Urban and Rural DevelopmentCoordination of rural and urban initiatives

• Intergovernmental and International RelationsFacilitation and coordination of intergovernmental and international relations

• Traditional Leadership and InstitutionsProvision of administrative and technical support to the institution of Traditional Leaders

• Youth SupportCoordination of youth development programmes

• Special programmesCoordination of gender and disability programmes


The promotion of cooperative governance and the managementof intergovernmental relations are complex processes. It isessentially about how government transacts its business in amanner that optimises the delivery of service inter and intragovernmental relations. It is these relationships that theProgramme manages as part of providing support to the Premierand the Director General.

3.CONSTRAINTS AND MEASURES TOOVERCOME THEM

• Lack of understanding of the role of NWPCC, its objectives and its functioning is addressed through protocol documents and guidelines;

• Inadequate implementation of the Memoranda ofUnderstanding (International) necessitates cascading of the MOU's through the cluster system;

• A slow process of transforming the institution of traditional leadership is addressed by the enactment of traditional leadership and governance legislation;

• Lack of compliance with policies by departments leads to non-delivery on issues related to gender, disability and youth, is addressed by the appointment of special programme focal persons;



Strategic ObjectivesStrategic Goals Management Urban and Youth Intergovernmental Special Traditional

Support Rural Support Relationships Programmes LeadersDevelopment

(I) People Capacity and Capability x xx xx xx x xx(II) Resource Deployment x xxx x xx x xx(III) Integration and Synergy xxx xxx xx xx x xx(IV) People focused delivery processes (Batho Pele) x xx xx xx xxx xx(V) Measured Economic Growth and Development xx xx - xxx xx x(VI) Rapid information and knowledge management capability x xx - xx - xx

41


Management Support

Creating cooperativegovernance relationshipsbetween traditionalleadership and formalisedgovernment and itsgoverning structures


Integrated RuralDevelopment and UrbanRenewal

Inter GovernmentalRelations (IGR) institutions

Performance Measure

Joint projects successfullyaccomplished

Consensus by stakeholdersthat the IGR institutionserves its purpose


Joint Project completion

Satisfaction RatingQuestionnaire

2005/06

Review ISRDP and URPFora

Communication strategyachieving a common under-standing of ISRDP and URP

Assist DPLG to enact IGRlegislation

Implement IGR legislation

Targets2006/07

Promote ISRP and URPprinciples in 3 spheres ofgovernment

Develop and implementadvocacy strategy

Capacitate LocalMunicipalities and otheragencies on the legislation

2007/08

Assist national to undertakea study on nature of povertyand unemployment in thenodes

Monitor and evaluateperformance of IGRstructures

Continue with capacitationof stakeholders




42


Youth Support

Providing coordinated andintegrated youthdevelopment

IntergovernmentalRelationships,International Relationsand Protocol

Institutionalising the systemof intergovernmentalrelations/governance


An inter -departmentalcommittee on Youth Affairs

Youth Development Strategy Inter governmental forum onYouth Affairs

North West Youth Profile

Functional IGR institutions

Performance Measure

Quarterly reports submittedto ECGA

Compliance andimplementation of theStrategy by differentstakeholders

Consensus by stakeholders

Quarterly updates

Consensus by stakeholdersthat the IGR Institutionachieves its purpose


An operational document isadopted by EXCO

The Strategy is adopted byCommission and EXCO

A concept documentadopted by the Commissionand Premier CoordinatingCouncil(PCC)

Targeted Youth Researchproposal adopted by theCommission and EXCO


2005/06

Develop and adoptprogramme on streamliningYouth Development

Implement the aspects of thestrategy

Programme adopted

Appoint a Research Team orservice provide.

Programme developed andadopted.

Assist DPLG to enact IGRlegislation

Implement IGR legislation

Targets2006/07

Effective and functionalcommittee on Youth Affairs

Monitor the implementationof the strategy

Operationalise theprogramme withinmunicipalities

Ensure that the first researchreport is completed andtabled before EXCO.


Capacitate LocalMunicipalities and otheragencies on the legislation

2007/08

Youth Developmentexpenditure framework isdeveloped

Implement the supportprogrammes

Align the programme withthat of the InterDepartmental Committee onYouth Affairs

Update the information onthe Youth Profile

Monitor and evaluateperformance of IGRstructures

Continue with capacitationof stakeholders




43


IntergovernmentalRelationships,International Relationsand Protocol


Special Programmes

Improving the quality of lifeof marginalised groups andintegrating specialprogrammes


Mutually beneficialrelationships withgovernments and agenciesabroad

Protocol manual

Gender and disabilitystrategies monitoring andreporting

Gender, disability, childrenand elderly units within theDepartments andMunicipalities

Performance Measure

Adherence to SA foreignpolicy

Compliant with ProvincialIR Framework

Adherence to ProvincialProtocol

Monitoring is across allProvincial Departments andCivil Society

Coordinated Civil Society

Quarterly reporting

Recommendations toaddress discrepancies

Facilitation of the process

Development ofpartnerships


Memorandums ofUnderstanding betweenParties are in place

Manual applied

Quarterly reports

Functional units

2005/06

Develop strategy to servicerelationships

Draft protocol manual

Research and data collection

Consultation withdepartmental managementcommittees

Targets2006/07

Municipal internationalrelationsframework/guidelinesdeveloped and implemented

Adoption andimplementation

Provincial consultationsummit

Expedite implementation ofgender within departments

2007/08

Monitor and evaluate allexisting MOU's

Adoption andimplementation

Implementation andmonitoring

Implementation, monitoringand evaluation




44


Special Programmes

Improving the quality of lifeof marginalised groups andintegrating specialprogrammes

Traditional Leaders



Gender, Disability, Childrenand Elderly AdvocacyProgramme

Traditional leadershipinstitutions

Performance Measure

Quarterly Reports

Constitution, Purpose andObjectives of the establishedinstitutions are realised

Compliance with Provinciallegislation


Advocacy Strategy

Feedback on functionality ofrespective institutions

2005/06

Implementation ofAdvocacy Programme

Enact and implementLegislation

Targets2006/07


Capacitate traditionalleadership and otheragencies on the legislation


2007/08


Monitor and evaluateperformance of institutions

Continue with buildingcapacity of stakeholders




45

POLICY MANAGEMENT TEAM

46

Programme 6: Policy Management



Strategic ObjectivesStrategic Goals Management Policy and Project Monitoring and Information Research and

Support Planning Management Evaluation Management Population

(I) People Capacity and Capability xx x xxx x x xxx(II) Resource Deployment x xx xxx x x x(III) Integration and Synergy x xxx xxx xxx xx xx(IV) People focused delivery processes (Batho Pele) x xx xxx xxx x x(V) Measured Economic Growth and Development x xx xx x x x(VI) Rapid information and knowledge management capability xx x xxx xxx xxx xxx


1. OVERVIEW

This Programme is responsible for coordinating Provincial policyand strategy implementation, and consists of the following Sub-Programmes:

• Management Support• Policy and Planning• Project Management• Monitoring and Evaluation• Information Management• Research and Population


2.1. Demand for servicesCapability of the Province to deliver is dependent on a soundproject and knowledge management culture and system. Thisrequires ongoing proactive monitoring of Provincial policyperformance and continued research to stay ahead of newchallenges and perspectives.

2.2. Key Challenges for 2005/09 that are projected at thisstage:The Province is faced with the continuing challenge of closing thegap between first and second economies by leveraging andintegrating its resources by conducting “business as unusual”. This requires lateral thinking to find innovative ways to acceleratethis process.


Management Support

Providing integrated andcoordinated leadership andsupport

Policy and Planning

Driving service deliveryexcellence by initiating,developing and continuouslyimproving policy frameworksand plans

47




Programme activitiescoordinated

Provincial Plan Formulatedand Implemented (PGDS)

IDP's of municipalitiesassessed for alignment withNational and provincialplans and policies

Provincial Policy guidelinesdeveloped and implemented

Departments and SectorPlans assessed for alignmentwith National and provincialplans and policies

Cluster plans assessed foralignment with National andprovincial plans and policies

Sustainable developmentindicators developed

Performance Measure

Effective and consolidatedreporting

Aligned with the ProvincialGrowth and DevelopmentStrategy Framework.Plan reviewed annually

26 Municipal IDPs assessedannually

EXTECH endorsement

12 Depts/sector plansassessed annually

3 cluster plans assessedquarterly

Indicators approved byEXCO



EXCO approval

Assessment reports

Availability of guidelines

Assessment reports

Assessment reports

Availability of approvedindicators

2005/06


Plan produced andimplemented (2006 version)

26 Assessment Reports

Policy guidelines produced

12 assessment reportsproduced

12 assessment reportsproduced (3 per qtr)

Indicators developed

Information on indicatorsdisseminated to stakeholders

Targets2006/07


Review plan (2007 version


Guidelines implemented



Establishment of supportingIMS

2007/08


Review plan (2008 version)


Reviewed guidelines



Development of a provincialpolicy framework forsustainable development



Project Management

Developing a client focusedand delivery orientedadministration


Developing rapid decisionmaking capability toimprove project delivery


Project Managementapproach institutionalised

Information managementsystem

Coordinated ProvincialDonor Funding

Updated performanceBarometer on socialeconomic and governance

Monitoring and EvaluationPolicy

People Capability andCapacity

People capability andcapacity to monitor andevaluate

Performance Measure

Fully operational across allProvincial departmentswithin 2 years

Project management unitsestablished withinDepartments

Web based system

Populated with reliable dataand utilised

Donor Funding co-ordinatedcentrally

Equitable funding and access

Analysis on performance ofGovernment

Applicable to all NWDepartments

Aligned to National andProvincial mandates,available June 2005

All officials in all NWProvince Departmentsresponsible for M&Ecompetent


Compliance to system byway of projects institutionsthat successfully use thesystem

System reports

Fund flow reports

Publication of UpdatedBarometer Report tostakeholders

Adopted by Provincial Exco

M&E Reporting

2005/06

Project preparation,appraisal, funding andimplementation

System prototype

System review and correctivemeasures implemented

Policy developed andapproval by EXCO

Compilation of NWBarometer

Adoption by EXCO

Compilation of M&E Policyand implementation plan

Submission to EXCO forapproval

Skills audit and developmentof manual

Training programme

Implementation

Targets2006/07

10 Provincial Departmentson System

All Provincial Departments

Implementation byProvincial Departments

Review and update of 2004Barometer

Departmental Policy andImplementation workshops

Review and evaluation

2007/08

Municipalities on system

All Municipalities andParastatals

Review and monitor reports

Release of Barometer 2005

Monitor and review policy

Develop capacity andcontinue development



48


49


Information Management

Accelerating informationgathering and disseminationcapability and capacity forinformed knowledgemanagement


Provincial verifiablestatistical information

Provincial verifiable spatialGIS information

GIS Map standarddeveloped

Office Systems automation

Information disseminatedeffectively

Performance Measure

Statistical reports updatedcontain: source, date,verification /reliabilitystatement accessible to usersvia the networks.

Spatial data contain: source,date, and scale of capture.

Accessible to authorisedusers via the network.

Map standards containsymbols and element types.

Strategy plan approved byOffice of the PremierManagement.

Office automation systemsdeveloped according tobusiness drivers of theDepartment, includesfacilitation of training.

Information (maps andstatistics) released inhardcopy and electronicformats, according to userspecifications


Updated statisticalinformation reports

Updated spatial informationcategories

Develop map and GIS datastandard.

Systems implemented orupgraded.

Number of informationreleases.

2005/06

Reports reviewed andupdated

Categories reviewed andupdated

Communication tostakeholders

Implementation strategy andplan

Releases stats (48) ReleasesMaps (36)

Targets2006/07



Review and update

Review and upgrade systems


2007/08



Review and update

Review and upgrade systems





50


Information Management

Accelerating informationgathering and disseminationcapability and capacity forinformed knowledgemanagement

Research and Population

Proactive development ofdata through qualityresearch and populationinformation and analysistrend forecasting for strategicdecision making


Information Website

Research & populationsystems developed andimplemented

Research and populationissues integrated intoplanning and policy

Population policyimplemented and monitored

Research undertaken andcommissioned

Research culture developedand entrenched

Performance Measure

Website designed, developedand information updatedmonthly. Accessible to usersvia the provincial network

Effective systems

Functional frameworksaligned to departmentalimperatives.

Operationalisation of thepolicy by departments

Quality research to informdecision making

Effective policy


Website accessible to users

Implementation report

Compliance report

Evaluation report

Reports

EXCO approval of thepolicy

2005/06

Website update and review(12)

Develop framework andsystemEXCO Approval

Develop strategyProgress reportEXCO Approval

Develop evaluation toolEXCO Approval

Reports (8)

Develop policyEXCO Approval

Targets2006/07


Communication andimplementation

Communication andImplementation

Evaluation report (1)

Reports (10)

Policy implementation

2007/08


Monitor and review systems

Compliance report (1)


Reports (10)





Programme

Provincial Management andAdministration Support

DG SupportPremier SupportExco SupportSecurity ServicesFinance and Administration

TOTAL

1.

1.11.21.31.41.5

Average Annualchange%

-17.2132.59

3.3218.5719.31

14.70

2007/08Target

5 06813 149

2 7342 238

11 168

34 357

2006/07Target

4 74212 251

2 5542 096

10 586

32 230

2005/06Target

4 43811 155

2 4211 9489 369

29 331


5.97-6.24

-27.0253.88

-32.35

10.14

Estimate2004/05 (Base)

5 7379 1902 4871 7668 695

27 875

Actual2003/04

7 3468 4061 9731 3637 104

26 192

Actual2002/03

3 44311 120

1 858266

7 217

23 904

51

RECONCILIATION OF BUDGET WITH PLAN

Programme

Corporate ServicesManagement SupportEmployee Assistance ProgrammeLabour RelationsHR Management and internal HRMHR DevelopmentOrganisational DevelopmentHIV/AIDS

TOTAL

2.2.12.22.32.42.52.62.7


181.9918.6870.3228.25

143.5725.0924.53

94.23

2007/08Target

3 1393 5363 7268 322

36 9342 775

208

58 641

2006/07Target

2 8393 2783 5297 784

36 7732 720

201

57 125

2005/06Target

2 5053 0913 2407 263

34 5712 543

185

53 398


30.11-30.01

-1.956.95

-15.16-59.0832.70

12.44


1 0032 7822 0546 074

14 8182 142

159

29 032

Actual2003/04

1 0663 3292 0785 925

16 4502 535

125

31 508

Actual2002/03

3363 9052 1105 379

17 6784 280

89

33 777

The programme, over the past two years, expended on average 96% of its revised budget allocation. It is expected that expenditure patterns should remain constant over the MTEF period due to the recurrentnature of expenditure in the programme.

Average expenditure over the past two years amount to approximately 99% of revised budget allocation. Expenditure should follow the previous years pattern but could be affected by the provincial approachtowards the granting of bursaries inclusive of learnerships.

52


Programme

Legal ServicesManagement SupportLegislationLitigationLegal ServicesInvestigations

TOTAL

3.3.13.23.33.43.5


66.3825.6435.40-0.3730.32

31.19

2007/08Target

2 0841 5921 8441 2624 592

11 374

2006/07Target

1 9531 5001 6531 1864 005

10 298

2005/06Target

1 8371 3821 4141 0703 730

9 433


83.09-42.5028.7477.9126.24

32.46


1 1771 1871 2091 1773 153

7 903

Actual2003/04

8201 394

789606304.3

6 652

Actual2002/03

-4221 989

934-86

1 608

4 023

Programme

CommunicationsManagement SupportCorporate CommunicationsCommunity LiaisonMedia Liaison

Total

4.4.14.24.34.4


106.7419.7461.7240.62

47.31

2007/08Target

2 3156 409

10 6114 538

23 872

2006/07Target

2 0845 5899 9963 952

21 620

2005/06Target

1 8925 274

10 0303 284

20 480


-319.6362.2052.69

1.63

20.92


1 0144 8086 3152 791

14 928

Actual2003/04

1 3932 5854 2352 320

10 533

Actual2002/03

7 1171 0501 7403 171

13 078

Average expenditure over the past two years amounts to approximately 87% of budgeted funds. Expenditure under this programme is partially dependent on legal actions brought against the provincialadministration. It is, however, envisaged that legal action will not affect planed expenditure substantially.

Average expenditure over the past two years amount to approximately 99% of budget allocation. It is expected that this trend will continue.

53


Programme

Governance and SpecialProgrammesManagement SupportUrban and Rural DevelopmentYouth SupportIntergovernmental RelationsSpecial ProgrammesTraditional Leaders

TOTAL

5.5.15.25.35.45.55.6


96.9534.89-6.8549.8313.1735.78

30.58

2007/08Target

3 1681 9996 7024 4756 623

55 800

78 767

2006/07Target

2 9501 8616 4093 900

5 81650 172

71 108

2005/06Target

2 7801 7576 2603 6345 328

45 293

65 053


33.73-208.43-

18.73-36.84

9.46

12.09


1 5061 38869322 6725 233

37 136

54 867

Actual2003/04

1 3111 258-2 1686 933

34 376

46 046

Actual2002/03

6857 304

-2 1757 389

32 872

50 425

This programme, over the past two years expended approximately 97% of its revised budget allocation. A substantial increase in expenditure relating to the support granted to Traditional Authorities occurredover the past years and provision has been made for further increase in future years.

Programme

Policy ManagementManagement SupportProject ManagementPolicy and PlanningMonitoring and EvaluationInformation ManagementResearch and Population

TOTAL

6.6.16.26.36.46.56.6


-27.0927.3027.93

-51.6640.9827.02

10.62

2007/08Target

1 5073 9425 2151 5253 4706 594

22 252

2006/07Target

1 4083 8554 9411 4363 2495 852

20 740

2005/06Target

1 3133 5914 6621 4393 2584 688

18 952


38.4419.5815.7576.1933.1779.76

46.16


1 9332 9823 8613 0342 3594 496

18 665

Actual2003/04

1 5542 9604 652

7771 8231 335

13 101

Actual2002/03

8261 8361 854

6681 330

485

6 999

Average expenditure amount to approximately 82% of budgeted funds. The seemingly low expenditure ratio was as a result of technical problems encountered in the commissioning of a number of projects inpast years. It is, however, expected that this trend will not continue.

Source of funding

Voted by Legislature

Departmental revenue

TOTAL

Actual 2002/03

131 469

557

132 206

54

OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING

Actual 2003/04

133 766

266

134 032

Estimates 2004/05 R’000

152 750

520

153 270

Budget 2005/06 R’000

196 118

530

196 648

Target 2006/07 R’000

212 392

730

213 122

Target 2007/08 R’000

228 433

830

229 263

Revenue item

Bursary and Study Loan Repayments

Estimated actual 2004/05 R’000

520

MTEF 2005/06 R’000

530

MTEF 2006/07 R’000

730

MTEF 2007/08 R’000

830

SUMMARY OF REVENUE

The following sources of funding are used for the vote

DEPARTMENTAL REVENUE COLLECTION

The Department does not operate in a revenue-generating environment and estimated revenue collections are based on sundry income receivable fromrepayments of study loans and bursaries granted in previous years.

CONDITIONAL GRANTS

The department does not receive or administer any conditionalgrants.

DONOR FUNDING

No projects, which require donor funding has been implementedin the past. No such programmes are planned for the future.

INTER-DEPARTMENTAL LINKAGES

The Office coordinates cross cutting provincial Governance, Socialand Economic activities through the Director General aschairperson of EXTECH

LOCAL GOVERNMENT LINKAGES

The Office is responsible for the co-ordination of intergovernmental relations between national, provincial and localgovernment. The Office is responsible for the implementation ofthe Bophuthatswana Traditional Authorities Act 23 of 1978 andalso various acts relating to the Remuneration of the House ofTraditional Leaders for the North West Province.

55

OTHER FINANCIAL ISSUES, LINKAGES AND PARTNERING

PUBLIC ENTITIES

The following public entities resort under the Office.

PUBLIC-PRIVATE PARTNERSHIPS

No private public partnership agreements entered into by the Office.

FINANCIAL MANAGEMENT

(i) Strategies to address audit queries- Finalisation, in consultation with the Provincial Accountant General, of the assets register system on the provincial management information system.- The re-defining of the responsibilities of the bursary section staff and re-categorisation of the different classes of bursary to enable improved administration over bursaries granted.

(ii) Implementation of PFMAThe following action plan has been implemented to strengthen the department's ability to comply with the PFMA.

Phase one: All accounting staff who do not have a formal accounting related qualification will participate in the provincial financial management course.

Phase two: All senior management members and all staff responsible for provisioning and procurement will attend the provincial government supply chain management training.

Phase three: Analysis of audit reports to identify areas of improvement and arranging of corrective action including relevant training when necessary.

Dr MM Bakane-TuoaneAccounting Officer

March 2005

Public Entity

Northwest Youth Development Trust

Main Purpose of Entity

Assist students financially

MTEF 2005/06 R’000

500

MTEF 2006/07 R’000

500

MTEF 2007/08 R’000

500

DG Support

Providing integratedand co-ordinatedgovernance

Effective strategicleadership

Coordinated andintegrated governmentservices

Strengthened co-operative governancewithin three spheres ofgovernment, as well asinternationally

Delivery on strategicplan

Opinionated feedbackon coordination andintegration

Functional IGRstructures


Leadership competenceassessed against genericcore SMS managementcriteria and standards

Internal survey question-naire

Improved integratedplanning and deliverysurvey feedback

PerformanceEvaluations completed

Submission of non-financial report toLegislature

Preparation ofDepartmental ServiceDelivery ImprovementPlan.

Discussion with BudgetPortfolio Committee.

Presentation of 2005/06Budget to Legislature

Preparation ofProvincial inputs andattendance of allscheduled FOSAD &PCC, G & A meetings.

Submission of Reportson all National Forameetings attended.

Provision of StrategicLeadership, Preparationof Agenda iro of ActionLists and Chairing ofInternal meetings:

• Bi-weekly EXTECHmeetings

• Bi-weekly ExecutiveManagement meetings.

• Quarterly NWPCCmeetings


Submission of DraftStrategic plan


Table Annual Report inLegislature








Conduct DepartmentalStrategic Workshop



Submission of Reportssubmitted on allNational Fora meetingsattended.







Table Strategic Plan inLegislature

Evaluation ofDepartmental ServiceDelivery ImprovementPlan

Co-ordination of inputsand preparation ofDepartmental BudgetSpeech (2006/07)








PerformanceMeasure

PerformanceIndicator

1st Quarter 2nd Quarter 3rd Quarter 4th Quarter

ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 1: Provincial Management and Administration Support

56

Premier Support

Enhancing thecapability of thePremier to executeher mandate

Exco Support

Providing integratedand coordinatedsecretarial andadministration supportto governancestructures withinthe cluster system

Premier's monthlyprogramme

Administrative supportto the ExecutiveAuthority

Improved linkages withthe Legislature and thepeople and improvedunderstanding ofpolitical mandate byconstituents

Improved internal com-munication success rate

Improved provincialgovernance informationdissemination

Improved co-ordinationbetween departmentsand other stakeholders(e.g.: parastatals) throughcluster system support

Implementation ofresolutions of EXCOand EXTECHstructures monitoredduring implementation

100% satisfaction rating

Measured improvementyear on year

360 degree communica-tion capability, bothinternal to the ProvincialAdministration and toexternal stakeholders

Full compliance withprocedural manualprescripts

Satisfaction ratingindicating the extent towhich Premier logisticsenables the Office toexecute its responsibili-ties

Quantitative selectsample surveys:beginning and endof year

Yearly CommunicationAudits

Client SurveySatisfaction Ratings

Updating Premier'sprogramme on amonthly basis

Provide continuousadministrative supportto the Premier

Schedule meetings withLegislature.

Schedule Road shows,Imbizo's with stake-holders

Distribution andcollection of surveyquestionnaires

Convene support staffForum meetings topromote coordinationbetween Directorateoffices at MEC's andHod's

Provide secretarialand committee supportto EXCO & clusterstructures

Updating Premier'sprogramme on a month-ly basis. Identifyingproblem areas & findingsolutions


Implementation ofscheduled meetings,Roadshows and Imbizo's

Evaluate and implementcorrective measures



Updating Premier'sprogramme on a month-ly basis and improvingthereon


Evaluate & addressissues that requireaction/ intervention.

Continue process ofinteraction /contactwith stakeholders

Monitor and intervenewhere necessary

Draft & distributeannual meeting schedulefor 2006



Compile resolution bookof all EXCO resolutionstaken in year

Preparation of Premier'sAnnual MasterProgramme


Monitor & evaluateprogress, obtainfeedback

Ongoing monitoringand evaluation process



Distribute resolutionbook to MEC's andHOD's


PerformanceMeasure




57

Security Services

Improving coordinatedProvincial SecuritySystems

Finance andadministration

Improved supportservice and informationsharing

Integrated provincialsecurity strategy

Deepened RiskManagement Services

Improved MISScompliance

Improved FinancialManagement Practices,in the form of:

Enhanced informationsharing/management

Informative and “guid-ing” financial reporting

Integrated supply chainmanagement

Realistic budgeting

Asset management

Systems and processimprovements

Compliance withNational SecurityStrategy Guidelines

Compliance with PublicService Anti-corruptionRequirements

MISS Complianceregulations

Full Compliance toPFMA, Treasury andDepartmentalRegulations

Compliance withGenerally RecognisedAccounting Practice

Breaches of security Client feedback

Security risk analysis

Success Rate ofAnti-corruptionMeasures takenMISS ComplianceStandards

Internal and externalaudit reports

Conduct the securityAudits Analysis

Present the securityawareness programmethroughout ProvincialDepartment

Establish theAnti-Corruption co-ordinating committee

Revise the Guidelinesand Security Standards

Prepare and evaluatemonthly financialreports

Submission of 2005Annual FinancialStatements to AuditorGeneral

Conduct Supply ChainManagement Training

Implementation of theSecurity Audits Analysisrecommendations


Evaluate & update theDepartmental Fraud &Prevention Plan

Approval of the RevisedGuidelines and SecurityStandards

Submission of Draft2006/07 MTEF toTreasury


Implement SupplyChain ManagementSystem

Continue implementa-tion monitor success rate


Approval of the updatedFraud Prevention Plan

Implementation andevaluate the success rate

Submission of 2005/06adjustments estimates toTreasury


Monitor and evaluateprogress

Monitor evaluate


Implementation andevaluation

Continue monitoring

Submission of Final2006/07 MTEF toTreasury


Monitor and evaluateprogress


PerformanceMeasure




58

ManagementSupport

Providing integratedand coordinatedgovernance

EmployeeAssistanceProgramme

Enhancing the Qualityof Life of employees toImprove OrganisationalPerformance andCompetitiveness

Effective StrategicLeadership

Employee AssistancePolicy Reviewed

Functional andSustained EmployeeAssistance Programme

Consultancy service tomanagers acrossdepartments

Specific ProvincialEmployee AssistanceWorkplace Programmes

ConstructiveRelationships with KeyPartners in and outsideGovernment, Identifiedand Maintained

Employee AssistanceCommunicationProgramme

Optimal delivery onstrategic plan


Policy is Aligned withNational Best Practice

Improved Productivityfrom Beneficiaries

Extent to which Consult-ations are successfullyImplemented

Introduction of SpecificProgrammes such asHIV/AIDS, OHS

Value AddingPartnerships with KeyStakeholders

Increased Level ofSupport and Commi-tment by Departmentsand Stakeholders onEmployee AssistanceProgrammes



Develop and PilotImpact MeasurementTool to Assess Effects ofthe Programme


Specific Feedback fromRecipients and theirLine Managers

The Number ofConstructivePartnerships with KeyStakeholders

Extent of Commitmentand SupportImprovement Year onYear


Market EAP andSubstance ManagementPolicies to Departmentsthrough Road Shows

Develop Provincial HIVand AIDS workplacepolicy

Conduct full scale surveyCompile report

Identify key partners

Establish contact anddefine terms of reference

Research and developadvocacy programme

Consult programme

Commemorate HIV andAIDS Candle LightMemorial

Departmental visits

Support and Monitor

Process linked to outputtwo


Ensure that departmentsdevelop and align EAPand SubstanceManagement Policies

Consult policy withstakeholders

Develop service deliveryimprovement plan

Maintain and sustainpartnerships

Implement advocacyprogramme

Commemorate EAPWellness Day

Maintain

Process linked to outputtwo


Monitor and ensurecompliance

Market approved policy


Maintain and sustainpartnerships

Implement advocacyprogramme

Commemorate WorldAids Day

Maintain

Develop EAP & HIVWorkplace Strategies



Ensure that depart-ments develop andalign HIV and AIDSPolicies


Evaluate the impact ofpartnerships

Assess impact

Assess Impact

Market strategies

Ensure alignment andimplementation


PerformanceMeasure



ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 2: Corporate Support Services

59

Labour Relations

Achieving consistentlyproductive employmentrelationships in theworkplace.

HR Managementand internal HRM

Integration of manage-ment systems foeffective qualitativeand quantitative humanresource decisionmaking

Functional ProvincialBargaining

Representation inNational BargainingStructures

Monitoring andEvaluation

Capacity Building inLine ManagementResponsibility forManaging LabourRelations

The Persal Systemcompetently operational

The Provincial MedicalBoard Fully Functional

Updated personnel data

Effective ProvincialBargaining Chambers

North West Provinceinterests served in theBargaining Council

Valid and Reliable IROrganisational ClimateData with clearindicators for improve-ment initiatives

Line ManagementCompetence in LabourRelations ManagementResponsibilities

Data on the PersalSystem 'cleaned up' by2006.

Applications for earlyretirement due to illhealth from allProvincial Departmentsprocessed monthly.

Accurate data

Quarterly reports

Report on Status ofNegotiations

Organisational ClimateSurvey Reports

Line ManagementCompetency Assessment

Audit and analysis Persalexceptions reports.

Monthly statisticalanalysis of applicationsapproved, declined anddeferred

Persal print-out verifiedand amended

Coordinate policies forcollective bargainingpurposes

Effective participation

Develop appropriatetools for the organisa-tional climate survey

Competency NeedsAssessment

Adopt the PERSALclean-up plan for thefinancial year 2005/6and monitor thecleaning-up process.

Schedule sittings of theProvincial Medical Board for the quarter.Print- out verified andamended

Commence collectivebargaining

Continue participation

Commence organisa-tional climate survey

Finalise trainingprogramme

Monitor the PERSALcleaning-up process.

Schedule sittings of theProvincial MedicalBoard for this quarter.

Print- out verified andamended

Continue collectivebargaining


Collate survey reports

Roll-out training Continue with training

Develop the 6 monthsprogress report on thePERSAL Cleaning-upprocess.



Conclude Collective

Agreement orconsultation


Analyse reportsComplete trainingsessions

Monitor the PERSALcleaning-up process.




PerformanceMeasure



60



Integration of manage-ment systems foreffective qualitative andquantitative humanresource decisionmaking

Provincial HR PoliciesDeveloped,Implemented,Monitored andEvaluated

Employment Equity(EE) Plans in place andfunctional.

EE Plan implemented

Department -specificHR policies developedand implemented

PerformanceManagement System inplace and functiona

PerformanceManagement Systemimplemented

Competent Council andAdvice in HR relatedmatters

Advice on HR policiesand practices provided


Compliance with EEPlan

EE Plan implemented


PerformanceManagement Systemimplemented at all levelsby April 2006.

PerformanceManagement imple-mented and monitored

Advice is accepted andimplemented

Advice on HR policiesand practices provided

Six-monthly AuditReports

EE Audit Reports

EE Plan implemented

Quarterly evaluationreports

PerformanceManagement TrackingReports.

Performance agree-ments/work planscompleted within thefirst quarter

Performance assessmentcompleted by 30th June

Bi-Annual StructuredQualitative and Quanti-tative Feedback onAcceptance and Effective-ness of Advice given

All staff fully aware ofpolicies and complianceensured throughcirculars and electroniccommunication

Conduct a survey on theextent of implementa-tion of some approvedProvincial HumanResource policies.

Audit availability andanalyze the contents ofEmployment EquityPlans from all ProvincialDepartments.

Monitor implementationand compile evaluationreport for submission tothe Director-General

Evaluate the extent ofimplementation of theapproved ProvincialPMDS policy.

Monitor the submissionof performance agree-ments/workplans

Provide expert advice onHR related matters.


Review/updateapproved ProvincialHuman Resourcepolicies based on thesurvey results.

Introduce interventionsbased on theEmployment Equityanalysis report.

EEA2 and EEA4 reportssubmitted to EEregister


Evaluate the extent ofimplementation andcompliance with theapproved ProvincialPerformanceManagement andDevelopment System(PMDS) policy.




Develop the 6 monthsprogress report oncompliance with theapproved Provincial HRpolicies.

Develop the 6 monthsprogress report on theimplementation of theEmployment EquityPlans.

Evaluation report com-piled and submitted tothe Accounting officer


Develop the 6 monthsprogress report on theimplementation of thePMDS policy.




Review/updateapproved Provincial HRpolices based on thesurvey results.

Monitor the implemen-tation of theEmployment EquityPlans of all ProvincialDepartments.

Implementation plan-revised and distributed


Monitor the implemen-tation of the approvedPMDS policy.


Provide expert adviceon HR related matters.

Provide expert adviceon HR related matters.


PerformanceMeasure




61


Integration of manage-ment systems foeffective qualitative

and quantitative humanresource decisionmaking

HR Development

Enhancing peoplecapability and capacityto achieve serviceexcellence

Human Resource (HR)Plans in place andfunctional.

HR Plan implementedand Monitored

Provincial StaffRetention Policy Guidedeveloped and imple-mented

Provincial StaffRetention policy guideimplemented

A Provincial HRDevelopment Systemand Process which closesCritical Skills Gapsidentified in theProvince

Public Service TrainingAcademy Established

Compliance with HRPlan

Compliance with HRPlan

Compliance with thepolicy guide

Compliance with thepolicy guide

Critical Skills GapsClosed, ensuring thatPeople Capability andCapacity is built aheadof demand

An AccreditedInstitution which meetsthe Training andDevelopment needs ofthe Province

HR Plan Audit Reports

Persal Reports

Six-monthly Auditreports

Persal reports

Skills Gap Analyses and'People Balance Sheet'Indicators

Workplace Skills Plansand Reporting

Accreditation Awarded

Extent to which CriticalSkills Needs are CateredFor

Audit availability andanalyze the contents ofHR Plans from allProvincial Departments.

Audit availability andanalyse the contents ofHR Plans

Develop the ProvincialStaff Retention PolicyGuide.

Establish and maintainskills developmentstructures and systems.

Review skills develop-ment policies, processesand procedures

Research on growth anddevelopment of skillsneeds

Introduce interventionsbased on the HRanalysis report.

Implement interventionbased on the HRanalysis report

Ensure implementationof the Provincial StaffRetention Policy Guide.

Implement Provincialstaff retention policyguide

Coordinate and facilitateskills development initia-tives and interventions.

Marketing of HumanResource DevelopmentServices in the Province

Benchmark of PublicService and other sectorAcademies

Develop the 6 monthsprogress report on theimplementation of theHR Plans.

Progress report on theimplementation of theHR Plans

Evaluate the extent ofimplementation andcompliance with theProvincial StaffRetention Policy Guide.

Develop the 6 monthsprogress report on theimplementation of theProvincial StaffRetention Guide.

Analyze persal report

Development of theProvincial HRDStrategy.

Review, monitor andevaluate skills develop-ment initiatives andintervention

Develop a proposal onthe establishment of aPublic Service Academyin the Province forEXCO approval

Monitor the implemen-tation of the HR Plansof all ProvincialDepartments.

Monitor the implemen-tation of the HR Plan

Review and update theProvincial StaffRetention Policy Guide.

Review and update thepolicy guide

Monitoring andevaluation of skillsdevelopment initiativesand interventions.

Finalise the develop-ment of the ProvincialHRD Strategy.

Annual report onskills developmentinterventions

Consult with stake-holder in preparationfor the establishment ofa Provincial PublicService TrainingAcademy


PerformanceMeasure




62

OrganisationalDevelopment

Driving organisationalchange and continuousimprovement initiatives

Maintenance of the JobEvaluation Process

OrganisationalArchitecture Design forOrganisationEffectiveness

Tracking and Feedbackof Batho Pele.Implementation acrossall Sectors in theProvince

All Jobs EvaluatedJob Grading Updatedand Reviewed every 2years, on a rolling basis

Functional and EffectiveOrganisation Design inaccordance withGovernment RegulatoryFramework

ComprehensiveReporting againstNational Directivescontaining Successes,Failures andRecommendations

Job Grading Schedulesand Exception Reports

OrganisationalEffectiveness Surveys

Batho Pele Reportingagainst Qualitative andQuantitative Data gather-ed across all Sectors

Policy revision to ensurethat job grading andevaluation is alignedwith best practise

Align departments toplan and implementorganisational effective-ness surveys and audits

Develop ReportingMethodology andStructureDesign to implementBatho Pele

Consultation andpartnerships withProvincial departmentsto ensure uniform imple-mentation of policies.

Consultation to ensurere-designing ofstructures and processesaccording to auditresults and regulatoryframework

Consultation andinteraction to obtainbuy in from stakeholders

Implement operationalprocesses and capacitat-ing participants

Implementation,evaluation and redress

Coordination of roll outplan for Batho Pele andworkshops to introducereporting process

Measure and reportingon compliance regard-ing job grading andevaluation practices inthe Province

Reporting, review andmeasure compliance.

Ensure compliance toNational guidelines andReport at FinancialYear End.


PerformanceMeasure




63

ManagementSupport

Maintaining a legalinformation andknowledge manage-ment database

Legislation

Developing a compre-hensive and enablinglegislative framework

Updated litigation,legislative, opinion andmisconduct database

Effective legislativedrafting support service

Fully automated litigation, legislative,opinion and misconductdatabase

North West Legislativedrafting manual

Amendment of theNorth West Law makingprocess outline

Finalise LegislativeReview recommend-ations

Assist Departments withamendments and repealsof Acts

Certification andsupport in legislativedrafting

Review and update ofProvincial ordinancesand regulations

Reliable decision makingcapability

An informative draftingmanual with norms andstandards

A Law making processoutline which is in linewith Legislature Rulesand EXCO guidelines

All old order legislationamended to beConstitutionallycompliant

DepartmentalLegislative frameworkwhich is in line with theConstitution andNational Legislation

Certified Bills andsupport with draftingand presentation atrelevant bodies forconsideration

Constitutionally compli-ant Ordinances andRegulations

Performance evaluations

Develop specification forMaster Plan Server(MSP)

Finalisation ofLegislative draftingmanual

Amend the North WestLaw making processoutline

Facilitate the tablingbefore Cluster comm.And EXCO all certifiedBills of the Legislativereview

Identify and assist withamendments and repealsof Acts

Certify bills and supportall Committees whenBill is considered

Review of ProvincialOrdinances andregulations


Develop Master PlanServer (MSP)

Circulate draft legislativedrafting manual forinput from stakeholders

Circulate amendedNorth West Law makingprocess outline for inputfrom stakeholders

Facilitate the tablingbefore Legislature of allcertified Bills of theLegislative review

Assist Departments withamendments or repealsof newly identifiedneeds on such legislation


Review of Provincialordinances andregulations


System installation andtesting

Table draft legislativeManual before LegalAdvisors forum forinputs

Table North West Lawmaking process outlinebefore Legal Advisorsforum for inputs

Facilitate the finalisationof all Bills tabled beforethe Legislature

Facilitate the tablingbefore Cluster comm.and EXCO all certifiedBills


Table report beforeEXTECH and EXCOfor noting and approvalof programme of action

Performanceevaluations

Data capturing andautomation

Table Legislativedrafting manual beforeECGA and EXCO forapproval

Table North West Lawmaking process outlinebefore EXTECH andEXCO for approval

Facilitate assessmentand publication of Actspassed by Legislature

Facilitate the tablingbefore Legislature of allcertified Bills

Certifybills and supportall Committees whenBill is considered

Draft or assistDepartments with theimplementation ofrecommendations ofOrdinance andRegulations review


PerformanceMeasure



64

ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 3: Legal Services

Litigation

Maintaining a litigationmanagement supportsystem that ensuresequity and fairness toall

Legal Services

Providing an informa-tive and enablingcontract managementand opinions

Investigations

Maintaining anenabling misconductmanagement process,system and service

Comprehensivelitigation managementsupport system

Adequately researchedcontracts and opinions

Layman's guide onpublic service laws

Competent investigatingand presiding officers

Litigation managementpolicy fully implemented

Informative andeducative legal opinionsand contract manage-ment support

A guide to all PublicServants in the NorthWest of the relevantprescripts

A pool of competentpresiding officers

Uniform standardsand consistent sanctionsfor similar acts ofmisconduct

Legally compliantlitigation process

Adequately researchedopinions that providereliable decision makingcapacity

A set of guidelines ofthe applicable PublicService Laws

Trained presidingofficers

A set of norms andstandards for conductingDC hearings

Amend litigation policyto incorporatecomments fromDepartments

Readily available supportfor opinions andcontract management

Develop a layman'sguide to Public ServiceLaws

Develop a pool ofpresiding officers

Develop a set of guide-lines for specific acts ofmisconduct

Circulate amendedlitigation policy for inputfrom stakeholders


Circulate layman's guideto Public Service Lawsfor input from stake-holders

Identify training anddevelop a training pro-gramme for presidingofficers

Circulate guidelines forinput from stakeholders

Table amendedlitigation policy beforeLegal Advisors forumfor inputs


Table layman's guide toPublic Service Lawsbefore Legal Advisorsforum for inputs

Conduct a trainingworkshop for presidingofficers

Table guidelines beforethe Legal Advisor'sforum for inputs

Table amendedlitigation policy beforeEXCO for approval

Readily available supportfor opinions and con-tract management

Table layman's guide toPublic Service Lawsbefore EXTECH andEXCO for approval

Implementation andevaluation of presidingofficers work

Table guidelines beforeEXTECH and EXCOfor approval


PerformanceMeasure



ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 3: Legal Services

65

ManagementSupport

Developing anIntegrated and Co-ordinated GovernmentCommunication System


Communicatinggovernment's integratedinitiatives to create abetter life for allthrough publications

Effective strategicLeadership

Develop ProvincialCommunicationStrategy


Communication Bookleton Government Policyand StrategicFramework

Input into the AnnualProvincialCommunicationStrategy

Governmentpublications

Editorial policy guide-lines for all governmentpublications

Policy guidelines oncorporate identity/branding


ProvincialCommunicationStrategy approved byEXCO

Media statements andarticles

User Friendly Source ofInformation for Use intraining

Input constituting partof the overall provincialcommunication strategy

Consistent communica-tion of progress madeby provincial govern-ment and enhancedappreciation of govern-ment programmes

Guidelines clear andunambiguous

Guidelines Clear andUnambiguous

Achievement rate ofstrategic objective

Consistency with GCISstrategic framework asper GCIS assessmentreport

Statements and articlespublishes / aired inmedia

GovernmentCommunicators able toapply understanding ofPolicy and StrategicFramework

Qualitative andQuantitativeCommunicationEffectiveness SurveyData


Consistency in terms ofcontent approach andfocus

Consistency in terms ofcorporate identity/branding

Performance evaluationscompleted

Internal quarterlyperformance reviewworkshop

Draft produced andapproved by EXCO

Bi-weekly statements

Booklet produced

Draft produced andapproved by EXCO

Produce 3 editions ofNW Mirror

Draft & FinaliseEditorial policy guide-lines

Obtain EXCO approvalfor policy guidelines by



Workshops and presen-tations to stakeholders

Implementation


Distribute to communi-cators and relevantstakeholders

Workshops and trainingfor communicators

Workshops and presen-tations to stakeholders

Implementation


Produce one internalpublication

Adopt, popularize &implement Policyguidelines

Communicate andimplement policyguidelines


Internal quarterly per-formance review work-shop

Implement and monitorimplementation



Implement and monitorimplementationProduce 3 editions ofNW Mirror


Monitor & evaluateadherence to adoptedPolicy guidelines

Implementation ofpolicy guidelines



Evaluate and monitorimplementation andeffectiveness strategy



Evaluate and monitorimplementation andeffectiveness strategy



Ensure compliance topolicy requirements andstandards by Depts

Monitor and implementguidelines


PerformanceMeasure



ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 4: Communications

66


Communicating govern-ment's integratedinitiatives to create abetter life for allthrough publications

Community Liaison

Communicating govern-ment's integratedinitiatives to create abetter life for allthrough directinteraction with thecommunity

Internal communicationprogramme

Facilitation of MunicipalCommunicationStructures

Co-ordination ofGovernment events andcommunity liaison

Annual calendar ofgovernment events

Inputs into theProvincialCommunicationStrategy made

Provincial Eventseffectively co-ordinated

Government's outreachprogramme (NationalImbizo Focus Week andRoving EXCO pro-grammes implemented)

Improved internalcommunication

FrameworkEstablishment andTechnical Support

Framework approved byEXCO

Calendar approved byEXCO

Inputs into theProvincialCommunicationStrategy made

80% and more satisfac-tion by rating recipients

Key issues arisingfrom these interactionsidentified

CommunicationEffectiveness Survey

“Client” SatisfactionReportingCommunity Feedback

Acceptance byGovernment and theCommunity

Inputs accepted andapplied

Evaluation reports

Qualitative andQuantitativeCommunication Effectiveness SurveyData

August 2005;

Establish internalcommunication unit

Convene consultativemeetings in two DistrictMunicipalities

Submission of draftframework to EXCOCalendar approved byEXCO

Convene Districtmeetings for Municipalinputs

Co-ordinate Freedomday Youth Day activities

Co-ordinate AprilImbizo Focus Week

Organise Roving Excomeetings as per EXCOschedule

Develop internal com-munication programme

Convene consultativemeetings in ThreeDistrict Municipalities

Consultative workshopswith Two DistrictMunicipalities

Communicate calendarto District Municipalities

Ensure alignment ofMunicipal plans with thecalendar

Popularize strategy inMunicipalities

Co-ordinate Women'sDay and Heritage Dayactivities

Make submissions toEXCO on preparationsand co-ordination of theOctober Roving Exco


Implementation ofinternal communicationprogramme

Provincial Workshopwith SALGA and GCIS

Consultative workshopswith Three DistrictMunicipalities

Ensure implementationand adherence

Assist Municipalities todraft strategies

Co-ordinateInternational Day forpeople with Disabilities

Co-ordinate the OctoberImbizo

Organise Roving Excomeeting as per EXCOschedule

Implementation andevaluation

Adoption of frameworkby NWPCC

Submission of frame-work to EXCO foradjustments

Ensure implementationand adherence

Draft submission ofcalendar for 2006/2007

Evaluation ofMunicipal strategies

Inputs for 2006/2007strategy

Provide support for theco-ordination of Stateof the Nation Addressand State of theProvince Address

Make submissions toEXCO on preparationsand co-ordination ofthe April Roving EXCO



PerformanceMeasure




67

Community Liaison

Communicating govern-ment's integratedinitiatives to create abetter life for allthrough directinteraction with thecommunity

Media Liaison

Improving communica-tion of government'sintegrated initiatives tocreate a better life forall through the newsmedia

Develop strategy forroll-out of 2ndGeneration of MPCC'sin the Province

'DevelopmentCommunicationProgramme' implement-ed Distribution ofGovernment Publications

ProvincialCommunicators' Forum

Cluster CommunicationFora

Improved access toGovernment services

Citizens' improvedunderstanding of theopportunities broughtabout by democracy andfreedomGovernment publica-tions reaching all targetgroups within 7 days

Improved co-ordinationin communicating gov-ernment programs

Improved co-ordinationin communicatingcluster programs

Progress reports

Functional MPCC's

Citizens' survey andfeedback dataActual Time MeasuresTaken



Strategy approved byEXCO

Reconstitution ofMPCC governancestructures

Quarterly reportsubmitted to EXCO

Prepare report andattend NISSC meeting

Stakeholders workshopson the President's andPremier's Policy SpeechTender for distributionapproved by accountingofficer

Distribute publicationsas per schedule

Ensure ProvincialCommunicators' Forumis fully functional andoperational

Ensure clustercommunication fora arefully functional andoperational

Service DeliveryResearch report complet-ed for the 1st phase ofthe 2nd Generation ofthe MPCC

Deployment ofCommunityDevelopment Workers


Prepare report andattend NISSC meeting

Convene workshopson Developmentalchallenges in identifiedareas Tender for distri-bution awarded byTender committee/Board

Distribute publicationsas per schedule

Improve attendance andimplement Forums'decisions

Implement clustercommunicationprograms

Establishment ofGovernment structuresin new serviced areas

Assessment ofCommunityDevelopment Workers


Prepare reports andattend NISSC meeting

Convene workshops onpublic participation Monitor and evaluatedistribution of govern-ment publication

Implement programs ofthe forum

Monitor and interveneto ensure effectiveness ofcluster communicationprograms

Convene annualProvincial MPCCassessment workshop

Assessment ofCommunityDevelopment Workers


Prepare reports andattend NISSC meeting

Convene workshops onLocal DemocracyMonitor and evaluatedistribution of govern-ment publication

Evaluate Forumeffectiveness andprepare for forthcomingyear

Evaluate and compileremedial actions for theforth coming year


PerformanceMeasure



68


Media Liaison

Improving communica-tion of government'sintegrated initiatives tocreate a better life forall through the newsmedia

Proactive media releasesand factual responses tomedia queries;

Establish networkingstructure/system

Cluster media briefings

Consistently improvingcoverage of theprovincial governmentin local and nationalmedia

Improved governmentinteraction with media

Consistently improvingcoverage of the provin-cial government in localand national media


Media Feedback


Forward quality mediastatements/articles atthrice weekly

Develop a medianetworking programme

Develop and ensurequarterly cluster mediabriefings are held

Monitor effectivenessof media statements/articles

Implement and supportnetworking program

Intensify quality ofcluster media briefings

Intensify frequency ofmedia statements/articles

Monitor the impact ofcluster media briefings

Evaluate the impact ofmedia statements/articles and makerecommendations fornext year

Evaluate impact andmake recommendationsfor improvement nextyear


PerformanceMeasure




69

ManagementSupport

Creating cooperativegovernance relation-ships between tradition-al leadership andformalised governmentand its governingstructures

Urban and RuralDevelopment

Promoting integratedservice delivery

Youth Support

Providing coordinatedand integrated youthdevelopment

Effective Strategicleadership

Integration of RuralDevelopment andUrban Renewalachieved in asustainable.

Established partnershipwith stakeholders in theprivate sector

Stakeholders meetingconvened

Learnership programmeis advertised


Joint projects successful-ly accomplished

Successful jointimplementation andfunding of projects

End of April 2005

Advertisement out innewspapers


Joint Project completion

Joint project completion

A Draft Document isproduced

First group of Learnersrecruited byDepartments


Quarterly reportssubmitted to DG

Nodal commitmentRegister developed

ISRDP & URP meetingcoordinated

Technical support toNodal Areas

Service DeliveryCommunityInterventions

Corporate SocialInvestment data basedeveloped

Corporate SocialInvestment Workshopconducted

Draft document isdiscussed by theCommission EXCO

Monitoring of theprogramme



Nodal commitmentRegister developed




Functional ISRDP &URP Nodal Structuresestablished

CommunicationStrategy with CorporateSocial Investmentpartners developed

Stakeholder meetingheld to discuss the draftdocument.

Quarterly reportssubmitted to EXCO






Functional ISRDP &URP Nodal Structuresestablished (Continued)

Corporate SocialInvestment PartnerProjects Data basedeveloped

A submission is made toEXCO

Monthly stakeholdersmeeting






Corporate SocialInvestment Partnershipimpact assessmentreport

Implement and Monitor

Monitoring of theprogramme


PerformanceMeasure



ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 5: Governance and Special Programmes

70

Youth Support

Providing coordinatedand integrated youthdevelopment

IntergovernmentalRelationships,InternationalRelations andProtocol

Institutionalising thesystem of inter-governmental relations/governance

An inter-departmentalcommittee on YouthAffairs is established

An inter-governmentalforum on Youth Affairsis established

Establish Local YouthUnits

Integrated YouthDevelopment Strategy isproduced

Functional IGRinstitutions established

Regular monthlymeetings

Regular quarterlymeetings

End of August 2005

Monthly Reports

Agreement byParticipants that theIGR Institutions servesits purpose

A draft operationalframework is produced

A guiding document isproduced

Local Youth Units beenestablished in al

Integrated YouthDevelopment Strategy isadopted


Submission is made toBROADER EXTECH

Submission is made toNW PCC

Monthly reports submit-ted to Commission

Stakeholders summit isheld

IGR ConstitutiveProtocol adopted byEXCO/ NWPCC

Training on IGRthrough MULTAconducted

Annual Agenda settingprocess adopted

Secretarial support toNWPCC meetingsprovided

Finalise the appointmentof Focal Point Persons

Workshop on thefunctioning of the InterGovernmental Forum

Monthly Reports submit-ted to Commission

Submission to BroaderEXTECH

Advocacy andCapacitation on IGRconducted forMunicipalities

Secretarial supportto NWPCC meetingsprovided

Inter DepartmentalCommittee on YouthAffairs Workshop held

Submit the guidingdocument toCommission EXCO

Monthly reports submit-ted to Commission

Submission to EXCO

Advocacy andCapacitation on IGRconducted (Continued)

IGR legislationImplemented


Operational Frameworkis finalised

Quarterly Meetings

Monthly reports submit-ted to commission

Implementation andMonitoring

IGR legislationImplemented byconducting advocacyand informationsharing for mun.



PerformanceMeasure




71

IntergovernmentalRelationships,InternationalRelations andProtocol

Institutionalising thesystem of intergovern-mental relations/governance

Special Programs

Improving the qualityof life of marginalisedgroups and integratingspecial programs

Mutually beneficialrelationships withgovernments andagencies abroad

Develop the provincialprotocol strategy

Resource supportstructures

Effective and efficientGFP and IDCD

EstablishedMunicipalities specialprograms units

Adherence to SAforeign policy

Compliant withProvincial IRFramework

Provincial Protocolmanual

Advocacy programmes

April 2005

Monthly reportsRegular Meetings

Satisfactory attendance

Monthly Reports

Memorandums ofUnderstanding betweenParties are in place

Consultative workshopon the ProvincialProtocol framework

Provincial protocolmanual

Training and awarenessprogramme

Resource register

Mainstreaming strategy

Mainstreaming strategy

International RelationsWorkshop on SAForeign Policyconducted

Undertake outboundmission to Maryland

Research

District trainingprogramme completed

Protocol Services to theExecutive Authorityprovided

Identify resource needs

Monitor & evaluatedirectorate expenditureSituational Analysis

- Location of GFP's &IDCD in the depart-ment

Develop a framework onestablishment of units

Develop strategy toservice relationships

Service existing MOUswith responsible depts

Provincial InternationalAffairs CoordinatingCommittee (PIACC)reviewed and adopted

Prepare for the inboundmission from Henan

Draft framework design

Workshop on theProvincial Protocolframework convened forpublic office bearers andofficials



Monitor & evaluatedirectorate expenditureDevelop a proposal onInterdepartmentalCommittee Structure

Make a submission toECGA for appointmentof GFP's & IDCD

Conduct sensitizationworkshops

Implement the NW-Maryland MOU

Service existing MOUswith responsible depts.(Continued)

Management plan ofthe North West -Maryland MOUdeveloped

Consultation with stake-holders

Provincial Protocolmanual adopted



Monitor & evaluatedirectorate expenditureMonitor the implemen-tation on appointments

Submit developmentaland approval of theintegrated strategy

Service existing MOUswith responsible depts(Continued)

DraftManual Development

Advocacy andCapacitation onProtocol conducted byofficials



Monitor & evaluatedirectorate expenditureCapacitate & producetraining reports

Inter-municipalityworkshops on integratedstrategy


PerformanceMeasure



72


Special Programs

Improving the qualityof life of marginalisedgroups and integratingspecial programs

Traditional Leaders

Institutionalising thesystem of intergovern-mental relations/governance

Evaluating and monitor-ing of the strategies

Addressing children andelderly issues

Positive governmentimage

Functional traditionalleadership institutionsestablished

Monthly & Quarterlyreports

Monthly Reports

Constitution, Purposeand Objectives of theestablished institutionsare realised

Integrated ProvincialGender strategy andIntegrated ProvincialDisability strategy

Proposal for the establish-ment of the offices ofthe rights of childrenand elderly

Advocacy strategy

Compliance withProvincial legislation

Feedback from therespective institutions

Implementation ofIPGS

Assessment of the IPDS- finalise the agreementbetween the serviceprovider andgovernment

Coordination of civilsociety

Submit a framework forapproval

Implementation ofAdvocacy programme

The North WestTraditional Leadershipand Governance Bill,2004 enacted

The House ofTraditional Leaders forthe Province of theNorth West AmendmentBill, 2004 enacted

National Commissionon TraditionalLeadership Disputes andClaims supported


Submit the outcomes ofassessment andImplementation ofdecisions.


Preparations for institu-tional arrangements andbudget and submit toECGA


Provincial legislationimplemented (1st Phase)• Popularization of the

Act• Confirmation of head-

men and women• National Commission

on Traditional• Leadership Disputes

and Claims supported(Continued)


Implementation ofdecisions


Workshop the outcomes


Provincial legislationimplemented (2ndPhase) Re-establishmentof the Prov. House

National Commissionon TraditionalLeadership Disputes andClaims supported(Continued)


Implementation ofdecisions


Workshop the outcomes


Provincial legislationimplemented (3rd Phase)Establishment of theLocal Houses

National Commissionon TraditionalLeadership Disputes andClaims supported(Continued)


PerformanceMeasure




73

ManagementSupport

Providing integratedand coordinated leader-ship and support

Policy and Planning

Driving service deliveryexcellence by initiating,developing and continu-ously improving policyframeworks and plans

Program activitiesCoordinated

Provincial PlanFormulated andImplemented

IDP's of municipalitiesassessed for alignmentwith National andprovincial plans andpolicies

Provincial Policyguidelines developedand implemented

Departments and SectorPlans assessed foralignment with Nationaland provincial plans andpolicies

Cluster plans assessedfor alignment withNational and provincialplans and policies

Effective and consolidat-ed reporting

Aligned with theProvincial Growth andDevelopment StrategyFramework.Plan reviewed annually

26 Municipal IDPsassessed annually

Extech endorsement

12 Depts/sector plansassessed annually

3 cluster plans assessedquarterly


EXCO approval

Assessment reports

Availability of guidelines

Assessment reports

Assessment reports

Produce annualperformance reports


Prepare oversight reportfor DPSA

Plan produced andimplemented (2006version)

Do an environmentalscan


Policy guidelinesproduced

Interact with role playersand do desk top studies


Produce 12 assessmentreports and submit toExtech


Do annual assessment ofprevious year perform-ances against policiesand submit to ClusterCommittees

Quarterly report (finan-cial, HR, performance)

Interact with stake-holders

Assessment of 26municipal IDPs andsubmit to DPLG&H

Produce draft guidelinesfor comments

N/A


Do quarterlyperformance assessmentsand submit to ClusterCommittees


Preparation of strategicand operational plans

Preparation of budgetinputs

Formulate a draftreviewed plan

N/A

Produce a final draft ofguidelines

N/A


Do quarterlyperformance assessmentsand submit to ClusterCommittees


Produce a reviewedplan (2006 version) andsubmit to EXCO forapproval

N/A

Disseminate and imple-ment the guidelines

N/A


Do quarterly assessmentof performances andsubmit to ClusterCommittees


PerformanceMeasure



ANNUAL PERFORMANCE PLAN FOR 2005/2006 PER PROGRAMMEPROGRAMME 6: Policy Management

74

Policy and Planning

Driving service deliveryexcellence by initiating,developing and continu-ously improving policyframeworks and plans

Project Management

Developing a clientfocused and deliveryoriented Administration


Developing rapiddecision makingcapability to improveproject delivery

Sustainable developmentindicators developed

Project Managementapproach institution-alised

Information manage-ment system

Coordinated ProvincialDonor Funding

Updated performanceBarometer on socialeconomic andgovernance

Indicators approved byEXCO

Fully operational acrossall Provincial depart-ments within 2 years

Project managementunits established withinDepartments

Web based system

Populated with reliabledata and utilised

Donor Fundingco-ordinated centrally

Equitable funding andaccess

Analysis on performanceof Government

Applicable to all NWDepartments

Availability of approvedindicators

Compliance to systemby way of projectsinstitutions that success-fully use the system

System reports

Fund flow reports

Publication of UpdatedBarometer Report tostakeholders

Assessment of alignmentof cluster plans for2005-06 with govern-ment policies and submit to ClusterCommittees

Indicators developed

Information onindicators disseminatedto stakeholders

Submission of draftindicators to ECGA

Project Preparation

Prototype available

Literature study

Consultation withstakeholders on sectorpriorities

Workshops withprovincial and districtstakeholders

Development of acommunication strategy

Appraisal

System review andtraining of users

Consultation

Draft NW Barometercompiled

Completion andapproval by EXCO

Final draft of communi-cation strategy approved

Funding

Monitoring ofimplementationcorrective measures

Policy framework

Submission to EXCOfor adoption

Dissemination ofindicator information tostakeholders 2005/06

Implementation

Monitoring implement-ation of correctivemeasures and transfercomplete

EXCO approval

Dissemination ofBarometer performanceto stakeholder


PerformanceMeasure




75


Developing rapiddecision making capa-bility to improve projectdelivery

InformationManagement

Accelerating informa-tion gathering anddissemination capabilityand capacity forinformed knowledgemanagement

Monitoring andEvaluation Policy

People capability andcapacity

People capability andcapacity to monitor andevaluate

Provincial verifiablestatistical information

Provincial verifiabespatial GIS information

GIS Map standarddeveloped

Aligned to National andProvincial mandates,available June 2005

All officials in all NWProvince Departmentsresponsible for M&Ecompetent

Statistical reports updat-ed contain: source, date,and verification/reliabil-ity statement. Accessibleto users via the networks

Spatial data contain:source, date, and scaleof capture. Accessible toauthorized users via thenetwork.

Map standards contain:Symbology and elementtypes.

Adopted by ProvincialExco

M&E Reporting

Updated statisticalinformation reports

Updated spatialinformation categories

Develop map and GISdata standard.

M&E Situation Analysiscompleted

Skills audit

Number of reportsreviewed and updated(48)

Review and analyse cur-rent statistical data sets.

Prepare data releaseschedule for dataupdates.

Update statistical tableswith latest data fromsuppliers

Number of categoriesreviewed and updated

Review of currentprovincial spatial GISdata sets. Number ofcategories reviewed andupdated (2).

Communication tostakeholders

Research internationaland nations standardsfor cartography.

Compilation of M&EPolicy

Pilot training program

Publish statistical datainventory


Update spatial GISdata categories

Publish spatial datainventory.

Workshop inputs fromGIS users provincially.

Submission to EXCO

Development of manual

Review and analyse cur-rent statistical data sets.



Configure securitysystem for disseminationof data to users.

Prepare map standard,and elicit finalcomments and inputs.

Publish map standard.

Implementation plan

Implementation

Update and publishstatistical data inventory



Update and publishspatial data inventory

Communicate mapstandard to users andstakeholders, forimplementation


PerformanceMeasure



76


InformationManagement

Accelerating informa-tion gathering anddissemination capabilityand capacity forinformed knowledgemanagement

Office Systemsautomation

Information disseminat-ed effectively

GITO/DITO functionsoperationalized

Information Website

Strategy plan approvedby OOP Management.Office automation sys-tems developed accord-ing to business drivers ofthe Department.Includes facilitation oftraining.

Information (maps andstatistics) released inhardcopy and electronicformats, according touser specifications

Report submitted toOOP Management:compliance withLegislation andregulations.

Website designed,developed and informa-tion updated monthly.Accessible to users viathe provincial network

Systems implemented orupgraded.

Number of informationreleases.

Compliance report

Website accessible tousers

Implementation strategyand plan

Prepare systems/automation strategy forapproval by theExecutive ManagementOOP.

Releases statsReleases Maps

Prepare and releasestatistical data to userspecifications

Prepare and releasemaps to userspecifications

Review and analysis ofIT - Report

Review and analysis ofcurrent systems

Website update andreview

Design Departmentalwebsite. Elicit commentsfrom users.

Facilitate discussionsregarding the NWPGprovincial website designand management.

Review and updatedepartmental websitecontent

Implementation plan forthe roll out of approvedoffice automation

Prepare and releasestatistical data to userspecifications


Prepare report on stateof IT in the department


Roll out and implemen-tation of system in unitsof the OOP.

Prepare and release sta-tistical data to user spec-ifications


Review master systemplan (MSP).Analysis of current ITinitiatives and systemsfor compliance.

Review the NWPGprovincial website func-tionality.

Negotiate correctivemeasures with web-master function.


Review and analyseimplementation of officeautomation systems.

Prepare report to OOPExec.

Prepare and releasestatistical data to userspecification


Revise report onchanges in IT in thedepartment



PerformanceMeasure




77

Research andPopulation

Proactive developmentof data through qualityresearch and populationinformation and analy-sis trend forecasting forstrategic decisionmaking

Research & populationsystems developed andimplemented

Research and populationissues integrated intoplanning and policy

Population policy imple-mented and monitored

Research undertakenand commissioned

Research culturedeveloped andentrenched

Effective systems

Functional frameworksaligned to departmentalimperatives.

Operationalisationof the policy bydepartments

Quality research toinform decision making

Effective policy

Implementation report

Compliance report

Evaluation report

Reports

EXCO approval of thepolicy

EXCO approval

EXCO approval

Evaluation tooldevelopment

Reports

EXCO Approval

Systems development

Frameworksdevelopment


Reports

Policy development

Systems development

Frameworksdevelopment


Reports

Policy development

Progress report

Progress report

EXCO approveevaluation tool

Reports

Progress report


PerformanceMeasure




78

CONTACT PERSON TELEPHONE FAX E-MAILPRIVATE OFFICE OF THE PREMIERChief of Staff: Mr. Kay GovenderAppointments Secretary: 018 - 387 3000 018 - 387 3008 [email protected]

018 - 387 3002 018 - 387 3008 [email protected] OFFICE OF THE DIRECTOR GENERALDirector General: Dr. MM Bakane-Tuoane 018 - 387 3040 018 - 387 3293 [email protected] Manager: Ms. L. Quinn 018 - 387 3186 018 - 387 3293 [email protected]: Executive Council Support: Ms. H. Pretorius 018 - 387 3036 018 - 387 3117 [email protected] Financial Officer: Mr. P. Gumede 018 - 387 3025 018 - 387 3293 [email protected]: Security Services: M. B. Baloyi 018 - 387 3789 018 - 387 5223 [email protected]

Deputy Director General: Corporate Support: Ms. B. Matlanyane Sexwale 018 - 384 3728 018 - 384 6011 [email protected]

PROGRAMME: CORPORATE SERVICES: Senior Manager: Ms. K. Mogorosi 018 - 387 3105 018 - 387 3708 [email protected]: Employee Assistance Programme: Ms. C. Khumalo 018 - 387 4434 018 - 387 3846Labour Relations: Mr. B. Malwane 018 - 387 3708 018 - 387 3708 [email protected] Resources Management: Mr. K. Digoamaje 018 - 387 3087 018 - 387 3168 [email protected] Resources Development: Ms. T. Letseli 018 - 387 3132 018 - 387 4042 [email protected] Development: Mr. P. Botha 018 - 387 4286 018 - 387 3708 [email protected] Management: Ms. A. Ntemane 018 - 387 3104 018 - 387 3388 [email protected],za

PROGRAMME: LEGALO SERVICES : Adv. B. Senne 018 - 387 3052 018 - 387 3052 [email protected] Legal Opinoin: Adv. K. Marabe 018 - 387 3062 018 - 387 3052Legislation: Mr. H. Masilo 018 - 387 3061 018 - 387 3052 [email protected] Support Mr. G. O. B. Ratshikana 018 - 387 3057 018 - 387 3052

OFFICE OF THE PREMIER: CONTACT DETAILS

79

CONTACT PERSON TELEPHONE FAX E-MAIL

PROGRAMME: COMMUNICATIONS: Senior Manager: C. Monama 018 - 387 3456 018 - 387 3119 [email protected] Publication:Media Relations: Mr. R. Mamabolo 018 - 387 4271Community Liaison: Mr. S. Matshe 018 - 387 3014 018 - 387 3119 [email protected] Writer Mr. B. Majola 018 - 387 3123 018 - 387 3008

Deputy Director General: Policy Co-ordination & Governance: Mr. S. Bokaba 018 - 387 3099 018 - 384 4971

PROGRAMME: GOVERNANCE AND SPECIAL PROJECTS: Senior Manager Ms. Mosiane 018 - 387 3001 018 - 387 4177 [email protected]: Urban & Rural Development: Rev. L. Lebaka-Ketshabile 018 - 387 3055 018 - 387 4177 [email protected], International Relations & Protocol: Mr. S. Mbu 018 - 387 4213 018 - 387 3237 [email protected] Programmes (Disability, Youth & Gender) Ms. Q. Zondo 018 - 387 4422 018 - 387 3913 [email protected] Authorities: Mr. S. Ruthoane 018 - 387 2922 018 - 387 2400 [email protected]

PROGRAMME: POLICY MANAGEMENT: Senior Manager Mr. D. W. Schoeman 018 - 387 4215 018 - 384 5541 [email protected]: Project Management Mr. M Malaka 018 - 387 4437 018 - 384 5541 [email protected] Policy & Planning: Ms. M. Tumane 018 - 387 4002 018 - 387 3908 [email protected]: Mr. M. Mokalobe 018 - 387 3914 018 - 387 3006 [email protected] & Evaluation: Ms.. R. Moonilal 018 - 387 4189 018 - 384 5541 [email protected] Service: Mr. U. Kraak 018 - 387 4010 018 - 382 2943 [email protected]

OFFICE OF THE PREMIER: CONTACT DETAILS (cont)

Documents

To provide a provincial government delivery framework ... budget/2005/Provincial... · • Summary of Service Delivery Environment and Challenges 10 • Organisational Environment,