OFFICE OF THE PREMIER

office of the premier REPUBLIC OF SOUTH AFRICA

GAUteNG proviNce

19/20

OFFICE OF THE PREMIER

PLAY YOUR PARTSTOP THE SPREAD

PR181/2020 | ISBN: 978-0-621-48541-7

Title of Publications: Annual Report 2019/2020 for Gauteng Office of Premier.

Annual Report 2018/2019 | Vote 1: Office of the Premier | Gauteng Provincial Government • iii

GENERAL INFORMATION

1. DEPARTMENT GENERAL INFORMATION v. .. LIST OF ABBREVIATIONS/ACRONYMS vii

3. FOREWORD BY THE PREMIER 24. OVERVIEW BY THE ACCOUNTING OFFICER 55. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT 96. STRATEGIC OVERVIEW 106.1. Vision 116.2. Mission 116.3. Values 116.4. Strategic Goals 127. LEGISLATIVE AND OTHER MANDATES 148. ORGANISATIONAL STRUCTURE 169. ENTITIES REPORTING TO THE OFFICE OF THE PREMIER 18

PERFORMANCE INFORMATION 1910. STATEMENT OF RESPONSIBILITY FOR PERFORMANCE INFORMATION 2011. AUDITOR-GENERAL’S REPORT – PREDETERMINED OBJECTIVES 2112. OVERVIEW OF DEPARTMENTAL PERFORMANCE 2212.1. Service Delivery Environment 2212.2. Service Delivery Improvement Plan 2312.3. Organisational Environment 2912.4. Key Policy Developments and Legislative Changes 3013. STRATEGIC OUTCOME-ORIENTED GOALS 3214. PERFORMANCE INFORMATION BY PROGRAMME 3514.1. Programme 1: Administration 3514.1.1. Sub-Programme: Executive Council Support 3514.1.2. Sub-Programme: Director-General Support 3714.1.3. Sub-Programme: Financial Management 4014.2. Programme 2: Institutional Development 4414.2.1. Sub-Programme: Strategic Human Resources 4514.2.2. Sub-Programme: Information and Communication Technology 5114.2.3. Sub-Programme: Legal Services 5214.2.4. Sub-Programme: Communication Services 5414.2.5. Sub-Programme: Service Delivery Interventions 5814.3. Programme 3: Policy and Governance 6014.3.1a. Sub-Programme: GEYODI and MVO, including Tshepo 1 Million 6114.3.1b. Tshepo 1 Million 6514.3.2a. Sub-Programme: Service Delivery and Integrity Management 6714.3.2b. Sub-Programme: Intergovernmental Relations 6914.3.3. Sub-Programme: Cluster Management 7214.3.4. Sub-programme: Planning, Performance Monitoring and Evaluation 7514.3.4a. Sub-Sub-programme: Gauteng Development Planning (GCR Planning Division) 7514.3.4b. Sub-Sub-programme: Deliverology Support Unit (GCR Planning Division) 8014.3.4c. Sub-Sub-programme: Performance Monitoring and Evaluation 8314.3.5. Programme and Sub-programme Expenditure 8515. TRANSFER PAYMENTS, EXCLUDING PUBLIC ENTITIES 8716. CONDITIONAL GRANTS AND EARMARKED FUNDS PAID 8817. DONOR FUNDS 8818. CAPITAL INVESTMENT 88

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iv • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2019/2020

GOVERNANCE 89

19. INTRODUCTION 9020. REPORT ON COMPLIANCE TO THE PROMOTION OF ACCESS TO INFORMATION ACT, 2000 9521. RISK MANAGEMENT 9622. FRAUD AND CORRUPTION 9823. MINIMISING CONFLICT OF INTEREST 9924. DOING BUSINESS WITH ORGANS OF STATE 9925. CODE OF CONDUCT 9926. HEALTH, SAFETY AND ENVIRONMENTAL ISSUES 10027. GOVERNANCE OF INFORMATION TECHNOLOGY 10028. PORTFOLIO COMMITTEES 10129. SCOPA RESOLUTIONS 10130. PRIOR MODIFICATIONS TO AUDIT REPORTS 10431. INTERNAL CONTROL 10432. INTERNAL AUDIT AND AUDIT COMMITTEES 10433. AUDIT COMMITTEE REPORT 10634. B-BBEE COMPLIANCE PERFORMANCE INFORMATION 111

HUMAN RESOURCE MANAGEMENT 113

35. LEGISLATION THAT GOVERNS HR MANAGEMENT 11436. INTRODUCTION 11437. HUMAN RESOURCE OVERSIGHT STATISTICS 114

FINANCIAL INFORMATION 143

38. REPORT OF THE ACCOUNTING OFFICER 144. REPORT OF THE AUDITOR-GENERAL 160 ANNEXURE - Auditor-General's responsibility for the audit 164

. ANNUAL FINANCIAL STATEMENTS 165 Appropriation Statement 167 Notes to the Appropriation Statement 187 Statement of Financial Performance 188 Statement of Financial Position 189 Cash Flow Statement 190 Notes to the Annual Financial Statements 191 Annexures 215

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Annual Report 2019/2020 | Vote 1: Office of the Premier | Gauteng Provincial Government • v

1. DEPARTMENT GENERAL INFORMATION

PHYSICAL ADDRESS: 30 Simmonds Street Corner Fox Street Johannesburg 2001

POSTAL ADDRESS: Private Bag X 61 Marshalltown 2107

TELEPHONE NUMBER: 011 355 6000HOTLINE: 08600 11000FAX NUMBER: 011 834 9177EMAIL ADDRESS: [email protected] ADDRESS: www.gauteng.gov.za

vi • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2019/2020

2. LIST OF ABBREVIATIONS/ACRONYMS

ANC African National Congress AGSA Auditor-General of South Africa

AIF Africa Investment ForumAPP Annual Performance PlanAU African UnionB-BBEE Broad-Based Black Economic Empowerment

BEC Bid Evaluation Committee BEPP Built Environment Performance Plan / PlanningBMT Broad Management TeamBSC Bid Specification Committee CGICT Corporate Governance of Information and Communication TechnologyCIC Central Information CentreCIPC Companies and Intellectual Property CommissionCOGTA Department of Co-operative Governance and Traditional AffairsCOID Compensation of Injuries On Duty CRM Citizen Relationship Management

DAC Departmental Acquisition Committee DDG Deputy Director-GeneralDDM District Development Model DED Department of Economic DevelopmentDG Director-GeneralDHS Department of Human SettlementsDID Department of Infrastructure DevelopmentDoH Department of HealthDPME Department of Planning, Monitoring and Evaluation DPSA Department of Public Service and AdministrationDRDLR Department of Rural Development and Land ReformDRT Department of Roads and TransportDSD Department of Social DevelopmentD-STAM Decisive Spatial Transformation Appraisal MechanismDSU Delivery Support UnitEA Executive Authorities ECD Early Childhood DevelopmentECE Estimates of Capital Expenditure

EE Employment EquityEHWP Employee Health and Wellness ProgrammeEMT Executive Management TeamEPRE Estimates of Provincial Revenue and Expenditure Exco Executive Committee / Executive CouncilFMDC Fully Managed Data Centre FMDC Fully Managed Data CentreFOSAD Forum of South African Directors-GeneralFSDM Frontline Service Delivery MonitoringFSPAPP Framework for Strategic Planning and Annual Performance PlansFY Financial YearGBV Gender-based violenceGCR Gauteng City RegionGCR IIMP Gauteng City Region Integrated Infrastructure Master PlanGCRA Gauteng City Region AcademyGCRA Gauteng City Region Academy GCRO Gauteng City Region ObservatoryGCRO Gauteng City Region Observatory GDRS Gauteng Disability Rights Summit GEAC Gauteng Ethics Advisory Council

Annual Report 2019/2020 | Vote 1: Office of the Premier | Gauteng Provincial Government • vii

GEYODI Gender, Youth and People with DisabilitiesGFIP Gauteng Freeway Improvement Programme GIIMP Gauteng Integrated Infrastructure Master PlanGIPM Global Institute of Project Management GIS Geographic Information SystemGPD Gauteng Planning DivisionGPG Gauteng Provincial GovernmentGPSSBC General Public Service Sectoral Bargaining Council GPSSBC General Public Service Sectoral Bargaining Council GPT Gauteng Provincial TreasuryGSDF Gauteng Spatial Development FrameworkGTAC Government Technical Advisory CentreHCT HIV Counselling and TestingHDI Historically Disadvantaged IndividualHoD Head of DepartmentHR Human ResourcesHRD Human Resource DevelopmentICT Information and Communication TechnologyIDP Integrated Development Plan / PlanningIGR Intergovernmental RelationsIGRF Intergovernmental Relations Framework ActIR Intergovernmental RelationsIT Information TechnologyIWD International Women’s Day KPA Key Performance AreaLAN Local Area NetworkMEC Member of the Executive CouncilMERMS Monitoring and Evaluation Reporting Made SimpleMetro MetropolitanMHCU Mental Health Care User MINMEC Ministers and Members of Executive CouncilMoA/U Memorandum of Agreement/UnderstandingMPAT Management Performance Assessment ToolMPSA Minister for Public Service and AdministrationMSDF Municipal Spatial Development FrameworkMTEC Medium-Term Expenditure CommitteeMTEF Medium-Term Expenditure FrameworkMTSF Medium Term Strategic FrameworkMVO Military Veterans OrganisationsNACH National Anti-Corruption HotlineNDP National Development PlanNICD National institute for Communicable Diseases

NIOH National Institute for Occupational HealthNPAC National Programme of Action for ChildrenNPAC National Programme of Action for Children NSG National School of GovernmentOCPOL Oversight Committee on the Office of the Premier and LegislatureOHS Occupational Health and SafetyOoP Office of the PremierOSD Occupation Specific DispensationPAIA Promotion of Access to Information ActPFMA Public Finance Management ActPGDS Plan or Gauteng Growth and Development Strategy PLOs Parliamentary Liaison OfficersPMDS Performance Management and Development SystemPME Planning, Monitoring and EvaluationPME-GPD Performance Monitoring and Evaluation – Gauteng Planning DivisionPMO Project Management OfficePPP Public-Private Partnership

viii • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2019/2020

PSA Public Service ActPSC Public Service CommissionPSR Public Service RegulationsPSR Public Service Regulations PWD People with Disability Q QuarterQoL Quality of LifeRLRP Rapid Land Release ProgrammeRSDF Regional Spatial Development FrameworkRSDF River Regional Spatial Development FrameworkSALGA South African Local Government AssociationSANAC South African National AIDS Council SASSETA Safety and Security Sector Education and Training AuthoritySCM Supply Chain ManagementSCOPA Standing Committee on Public AccountsSDGs Sustainable Development Goals SEIAS Socio-Economic Impact Assessment System SIPT Sector Infrastructure Prioritisation Tool SIU Special Investigating UnitSIU Special Investigating Unit

SLA Service Level AgreementSMART Specific, Measureable, Achievable, Realistic and Time-boundSMME Small, Medium and Micro EnterpriseSMS Senior Management ServicesSOPA State of the Province AddressSPLUMA Spatial Planning and Land Use Management ActSPLUMA Spatial Planning and Land Use Management ActSPPME Strategic Planning, Performance Monitoring and EvaluationTID Technical Indicator DescriptionTMR Transformation, Modernisation and Re-industrialisationToR Terms of ReferenceTSC(s) Thusong Service Centre(s)UNAIDS United Nations Programme on HIV/AIDS WAN Wide Area Network

Annual Report 2019/2020 | Vote 1: Office of the Premier | Gauteng Provincial Government • ix

x • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2019/2020

Annual Report 2019/2020 | Vote 1: Office of the Premier | Gauteng Provincial Government • 1

GENERAL INFORMATION

PART A

2 • Gauteng Provincial Government | Vote 1: Office of the Premier | Annual Report 2019/2020

It is a distinct honour and privilege to present to the people of Gauteng the 2019/20 Annual Report of the Office of the Premier. The 2019/2020 financial year is the last year of the 5th administration’s term of office, but the people of Gauteng took to the polls in May 2019 and voted to renew the mandate of the African National Congress (ANC) - led government, based on the work done since 1994 in bringing about a “Better Life For All”, and the 2019 “Let’s Grow South Africa Together” manifesto.

The task of leading this term was a deeply humbling experience as we were honoured with the opportunity to draw and learn from both the success stories and challenges of the 5th administration whilst planning for the 6th administration. As Team Gauteng, we remained unswerving in our resolve to honour the trust placed on us by the people of Gauteng.

During the period under review, the new five year Strategic Plan for 2020/21 until 2024/25 was developed, which resulted in a new vision, mission and shared values to deliver the Growing Gauteng Together 2030 (GGT2030) plan. Our Vision is “A livable, equitable, inclusive and united Gauteng City Region”. This vision illustrates the Gauteng of our dreams – “The Gauteng We All Want” – a Nayi le Walk scenario, where social cohesion, economic expansion and a renewed spirit of constitutionalism gets Gauteng going.

In working towards the achievement of its vision and mission, the Gauteng Office of the Premier subscribes to the Batho-Pele principles. The values require targeted management focus to ensure they are visible and “lived”, and they should be assessed as part of the performance management approach of the Gauteng Office of the Premier, under the direction of the Director-General.

The National Development Plan (NDP), Vision 2030 is our nation’s lodestar on the kind of society we want - a country where poverty has been eliminated and inequality reduced by 2030. As part of implementing the NDP, in 2014, the Gauteng Provincial Government adopted a bold Ten Pillar Programme for Transformation, Modernisation, and Re-industrialisation (TMR). TMR was a direct response to structural problems facing the Gauteng economy; many of which mirror those of the national economy.

Since July 2019, the Gauteng Provincial Government has embarked on an extensive consultation process in relation to the plans and vision for 2030 with all stakeholders, including intergovernmental partners. A Growing Gauteng Together 2030 (GGT2030) plan was thus developed as a plan of action and a guide towards the Gauteng of our dreams.

The plan charts our path to shared prosperity. It is packed with bold and expansive interventions that have been shaped and refined through extensive outcome modelling, and shaped by policy and programmatic experience. The GGT2030 plan contributes significantly in the building of a better nation by giving concrete expression to the National Development Plan (NDP) vision 2030 in the unique conditions of our province.

Since this term carried the work and priorities of the 5th administration, TMR which is embedded in the GGT2030 plan remained the implementation mechanism for the NDP.

With regards to the 2019/20 financial year, TMR responded directly to structural problems facing the Gauteng economy. It sought to marshal transformative partnerships, across society, led by an entrepreneurial state; that is ethical, governs with integrity and transparency to respond to the following challenges:• Exclusion of the overwhelming majority of black people, women, and youth as key participants in key

sectors of the economy;

3. FOREWORD BY THE PREMIER

David Makhura (Mr)Premier of Gauteng


• The dominance of a racialized monopoly sector and a subdued role of the Small Medium Micro Enterprises (SMMEs) and the co-operative sector;

• The dominance of the primary and tertiary sectors, with a serious decline in the role of manufacturing in the structure of the economy;

• The dominance of unskilled and semi-skilled labour over skilled labour force;• The small size of the domestic market and skewed income distribution which dampens national aggregate

demand and economic growth;• Apartheid economic geography and spatial inequalities which contribute towards higher costs of living for

those on the periphery.

The focused implementation of the TMR for the 2019/20 financial year has concluded the term with a remarkable triumph built cumulatively since 1994 aimed at improving the quality of life of Gauteng residents. The Gauteng-City-Region has attracted 446 Foreign Direct Investment (FDI) projects worth R264 billion creating over 69 000 jobs. This was a major contribution to the 469 000 jobs created in Gauteng between 2014 and 2019.

The impact of Tshepo 1 Million resulted in improving the skills, employability and entrepreneurship potential of more than half a million-young people in Gauteng. We are pleased to report that 60% of the beneficiaries of the Tshepo 1Million programme are young women.

More than 1.2 million public government-subsidised houses have been built in Gauteng alone, benefitting close to 4 million people.

More than 80% of our budget is spent on education and health. As a result, the throughput rate improved from 71% in 2008 to 77% in 2019. The Grade 12 pass rate has increased from 76% in 2008 to 87% in 2019. Over and above, we have improved our educational outcomes in townships and rural schools. This therefore led to the achievement gap between middle-class suburban schools and township schools’ drastic reduction from 24.1% in 2008 to 2.7% in 2019.

With regards to health the province has made significant progress. Gauteng’s life expectancy was at 57.2 years for women and 53.5 years for men. This increased to 67.7 years for women and 61.5 years for men in 2019. The province has also made remarkable progress towards realising the UNAIDS goal of ending AIDS by the year 2030. Gauteng has reduced Mother-to-Child Transmission of HIV from 9.3% in 2009 to 0,7% in 2019.

As a means of fighting against crime, we have registered 7 000 patrollers, way above the 5 000 target we set in July 2019. Operation O Kae Molao has conducted forty-eight operations out of the 40 priority police stations focusing on major crimes. Through these operations, 14 643 arrests have been made of which 7 265 are people involved in serious crimes that include gender-based violence. Of these, a total of 74 % have been placed on the court roll to ensure successful convictions.

Despite our many successes, our province is still faced with daunting challenges constraining our forward march to the province of our dreams.

Crime remains one of the top three concerns for residents of Gauteng, together with unemployment and poverty. It undermines our efforts to foster both economic development and social stability because it robs families and communities of well-deserved peace and harmony. Discrimination against women continues to manifest itself across various institutions in our society. This escalates into the scourge of gender-based violence, brutality and murder.

Despite our successes in health and education, our public health and education system remain challenged, impacting negatively on the livelihoods of the disadvantaged group in society.

As we work together across various sectors, to respond to the challenges we face and to consolidate the work we have done thus far, we must leverage on the strengths of our province. This include the enduring spirit of hard work, resilience, and excellence among the people of Gauteng, our position as the economic engine of South Africa and a leading destination for Foreign Direct Investment into Africa.


Our binding mission must be to build Gauteng into a seamlessly integrated, economically inclusive, socially cohesive and globally competitive Gauteng City Region that is a leading economy on the African continent; strategically positioned at the cutting edge of the 4th Industrial Revolution with an activist, accountable, responsive and clean government as well as an active citizenry.

I wish to thank all the Members of the Executive Council, the HoD’s, and the Special Advisors for their continuing support and their fidelity to the people of Gauteng. I also express my gratitude to the Director-General, Ms. Phindile Baleni, and all the management and staff of the Office of the Premier for their loyalty, commitment, and hard work.

-------------------------David Makhura (Mr)Premier of Gauteng

31 July 2020


In an effort to radically reduce poverty and inequality, improve socio-economic development, as well as transform the economy and society, the National Development Plan, Vision 2030 (NDP) adopted by Parliament, continued serving as a roadmap for the 2019/20-financial year.

In giving effect to the National Development Plan, the 2019/20-financial year fulfilled two roles, which was to plan for the 6th administration whilst concluding the work of the 5th administration.

At the forefront of planning, the 6th administration has taken a decision to embark on a path towards realising the Gauteng of our dreams – “The Gauteng We All Want” by 2030. The Growing Gauteng Together 2030 (GGT2030) plan has undergone an extensive planning and consultative process which included members of the executive, municipalities and district officials, heads of departments as well as all officials within provincial departments. The process was also inclusive , considering views of society at large, with the intention to create a common understanding amongst all stakeholders that will ensure that the goals of GGT2030 are achieved. The GGT2030 plan was launched by the Premier during the State of the Province Address in Tshwane on 25 February 2020.

The concluding remarks for the 5th administration in Gauteng were based on the Gauteng ten pillars of the Transformation, Modernisation and Re-industrialisation (TMR) Programme as the strategic posture for the Gauteng Provincial Government. The TMR has continued to focus the Gauteng Provincial Government’s efforts to tackle the core challenges and obstacles on the path to attaining a just and prosperous society. The programme provides for a coordinated and consistent orientation of government’s programmes and interventions based on measurable evidence. Therefore, the periodic reports produced by the Gauteng Planning Division show that there is evident progress, despite the challenges faced in certain areas.

As the apex of the Provincial Government, the role of the Office of the Premier is to ensure that the ten pillars of the TMR are integrated into the plans of all Gauteng provincial departments, and that the implementation thereof is monitored, evaluated and reported on.

The Strategic Goals for the 2019/20 financial year for The Office of the Premier have five organisational-level strategic goals, to ensure that the organisation delivers on its mandate and strategic intent:

1. Driving greater policy and planning coherence in government and the achievement of service delivery outcomes;

2. Building a modernised Gauteng public service with the capacity to drive change and transformation;3. Promoting and facilitating effective communication between government and the people of Gauteng;4. Forging strategic partnerships that advance the national and provincial development agenda; and5. Advancing gender, women’s empowerment, youth development and the rights of people with disability,

older persons and military veterans and promoting socio-economic inclusion.

This Annual Report presented by the Department illustrates the activities of the Office of the Premier during the 2019/20 financial year, as it strives towards implementing its vision “to build a Gauteng –City-Region, characterised by social cohesion and economic inclusion; the leading economy on the continent, underpinned by sustainable socio-economic development.”

4. OVERVIEW BY THE

ACCOUNTING OFFICER

Phindile Baleni (Ms)Director-General – Gauteng Office of the Premier


With the aim to ensure an effective and ethical public service through the reduction of corruption, the resolution of citizen complaints and creating an enabling environment for youth employment and improving livelihoods, the key Office of the Premier Deliverology planning priorities for 2019/20 were to:

1. Monitor and support all provincial departments and entities to achieve 2019 targets by driving delivery (Deliverology);

2. Strengthen integrity and stop corruption through prevention, detection and prosecution of those involved;3. Improve access to socio-economic opportunities by removing barriers for all citizens; and4. Building trust through an activist, responsive engagement between government and citizenry.

This Annual Report provides the people of Gauteng with an opportunity to assess the progress made by the Office of the Premier in the 2019/20 financial year, in its effort to serve its people. To implement the deliverables in the approved Annual Performance Plan for 2019/20, the Office of the Premier received an adjusted annual appropriation of R841 506 million. The actual spending against the annual appropriation is R780 826 million (93%) for the financial year, translating to an underspending of R60 680 million (7%).

The appropriation has enabled the Office of the Premier to drive the implementation of the TMR programme, monitor the performance of the provincial government departments and provide support to the Premier and the Executive Council to exercise their statutory responsibilities.

The Life Esidimeni tragedy is one of the saddest moments in the public health system of our province. It symbolises major lapses in the management, governance and accountability systems of the Gauteng Department of Health. In the year under review, the Office of the Premier ensured payments were made to all legitimate claimants of restitution, as directed by the findings of the Commission. As a result, 266 of 332 Life Esidimeni claims were paid out by OoP after verification. The remaining 66 claims are still under assessment to confirm a rightful beneficiary before payment is made.

The Gauteng Department of Health (GDoH) has made good progress in managing litigation and reducing medico-legal litigation. Although, financial constraints remained with regards to the availability of funds for the payment of the mediation outcomes, court orders and settlements agreements, since Medico-legal cannot be budgeted for. The court rules have also been amended and Rule 41A has been inserted in the rules to include mediation as a compulsory dispute resolution mechanism. Notice of the amendment was published through Government Gazette No. 43000 of 7th February 2020. We are happy to report that the Provincial Government, through the Office of the Premier’s special litigation unit, is now cracking down on the syndicates that have been making fraudulent claims. In the current financial year, we have reduced contingent liabilities by more than R2 billion through the meticulous management of the litigation process.

As head of the Provincial Administration, the Office of the Premier has continued to engage and support departments in meeting their defined delivery targets and data systems and verification processes have improved in many departments. In collaboration with Auditor- General South Africa (AGSA), the OoP assisted departments to improve on audit findings and assessed the draft Strategic Plans 2020/25 and the 2020/21 draft Annual Performance Plans (APPs) for all 14 GPG departments. Such analysis has assisted the departments in identifying shortcomings in their plans and ensuring that these shortcomings are addressed, before the final statutory documents were tabled at the Provincial Legislature.

The Office of the Premier realized the following notable achievements in the period under review:

1. The submission of financial disclosures has improved to 100% compliance in the Gauteng Province. An Integrity Management and Anti-Corruption Unit was established to drive the agenda of integrity promotion across government departments. 96% (2006 out of 2094) cases reported through the National Anti-Corruption Hotline (NACH) were investigated and finalised in the period under review.

2. Youth unemployment was continuously addressed, by enabling a widest possible range of economically excluded young people in Gauteng to access employment, self-employment, training as well as on-the-job work experience that meaningfully improves their chance of being employed or self-employed. From the annual target of 215,000 the Tshepo 1Million programme successfully assisted 142 534 (66.3%) youth at the end of the 2019/20.

3. Preferential Procurement spend targets on Women and Youth owned companies were exceeded by 10,7% and 3,88%, respectively. The total cumulative amount spent on Women and Youth owned companies, as of the end of 2019/20 financial year, was R39 822 400,60 and R13 791 811,87 respectively.


4. The Policy Unit (Cluster Management) took part in several new initiatives as part of the establishment of the Policy Research and Advisory Service Unit. These included the first ever Gauteng Provincial Policy Colloquium, which brought together the academic sector, national and provincial government departments including the Presidency, Department of Women, Youth and People with Disabilities and Planning, Monitoring and Administration.

5. Gauteng Provincial Government continued to meaningfully engage various stakeholders to keep them abreast on service delivery issues. The Premier outlined the provincial program of action for the next five years. The Covid -19 resulted in the regulation of social distancing, thus creating an increase in number of engagements with stakeholders and outlining the projected economic impact of the pandemic. Online platforms generated the most media coverage for the provincial government. The Provincial Communication Services has reported two hundred and seven (207) products through engaging with the media. This was because of the department’s efforts to educate and inform the public about governmental activities and to proactively and reactively respond to issues related to service delivery.

6. A successful Nelson Mandela Day was held as part of the Service Delivery Improvement Plan initiative. The Office of the Premier deployed officials to the Viva Village in Alaska. The event was planned and coordinated in partnership with the Viva Foundation.

7. The Office of the Premier also participated in the 2019 Public Service month initiative where Senior Management Services (SMS) members were deployed to participate in unannounced site visits to Thelle Mogoerane Hospital and 9 feeding clinics. The purpose of the deployment was to assess the health institutions, identify service delivery gaps and provide recommendations for improved service delivery.

8. The International Women’s Day was commemorated with the aim of consulting on the Gender Based Violence response plan with more than a thousand participants. During Women’s month, women across the Gauteng City Region (GCR) were consulted on what programmes must be implemented and escalated towards the improvement of the lives of women in the province. The consultation gave rise to the charter which was signed off by Premier and the MEC responsible for women in the province.

The Military Veterans (MV) Provincial Action Plan implementation was intensified. Furthermore, R2.4 million was availed for skills development programme for three hundred (300) military veterans (5 are already enrolled). The Memorandum of Understanding (MoU) with Safety and Security Sector Education and Training Authority (SASSETA) partnership was signed to ensure that MV have access to skills development. A Military Veteran Indaba was held on 2 December 2019, with the aim of listening to the concerns of the Military Veterans.

9. The high-level strategic engagements through diplomatic channels and platforms assists in the mobilisation of development capabilities for the Gauteng Province and the implementation of the Gauteng international strategies. Nine (9) Value-add high-level engagements were coordinated. Proactive planning and follow through on the international programme, including communication with the Department of International Relations and Cooperation, for provincial engagement and communication with the Diplomatic Heads of Mission (High Commissioners and Ambassadors Designates) took place.

10. The State Law Advisory Services provided legal advice on the legal implication and implementation of the arbitration award issued by the General Public Service Sectoral Bargaining Council (GPSSBC). The legal opinion on eviction paved a way forward for the Department of Social Development to proceed with a High Court application to evict unlawful occupants. Fifteen pieces of policy developments / legislation changes were completed in the period under review. Vetting and drafting of agreements as well as preparations of legal opinions were also concluded.

11. The Development Planning branch, as part of the Office of the Premier’s team supported the sector departments in the Departmental Roadshows that were held with the Premier, towards the development of Departmental Priorities for the 6th administration. The implementation of the Memorandum of Understanding between the Gauteng Provincial Government and Institutions of Higher Learning continues with engagement with the WITS School of Governance. This entails the establishment of Research Chair in Ethics.

12. SPLUMA Implementation, Monitoring and Support initiatives continued through various initiatives involving all spheres of government and relevant stakeholders such as SALGA and the State Law Advisors. Municipal support was provided on the following areas of planning:


• Engagements on the Built Environment Performance Plans process - review of the Merafong City Local Municipality and City of Tshwane Metropolitan Municipalities.

• Assessment of Municipal Integrated Development Plans (IDPs) for 2019/2020 and the Draft Mining Belt Regional Spatial Development Policy.

13. In the drive to support decision making in the urban planning sphere, the draft GIS policy implementation plan has been developed and published for comments in the Provincial gazette in June 2019. The GIS Unit has continued to play a crucial role in engaging with stakeholders on issues relevant to the GIS field. A spatial model was developed, for demarcation of school feeder zones and to determine the demand for schools and serviced areas based on education norms and standards.

14. The Gauteng Provincial Government hosted the Annual Africa Investment Forum (AIF) in conjunction with the African Development Bank and National Treasury. The AIF was held in November and $40.1 billion dollars in investment was committed towards filling the infrastructure gaps in Africa.

15. The Office of the Premier collaborated with the Gauteng Department of Infrastructure Development in the development of the GPG 5-year Infrastructure Project Pipeline. The Decisive Spatial Transformation Appraisal Mechanism (D-STAM), has also been incorporated as a key component of weighting infrastructure projects prioritisation. In addition, steps were also undertaken to strengthen Decisive Spatial Transformation Appraisal Mechanism by incorporating bulk infrastructure capacity across the province into the model.

16. The Office of the Premier, Gauteng Provincial Treasury and Gauteng Department of Infrastructure Development and Property Management developed an Integrated Planning Framework, which aimed at ensuring that the various planning policies and frameworks are integrated into the prescribed information for Infrastructure Business Cases as per the Gauteng Provincial Treasury Instruction.

17. During August 2019, the national cabinet approved the framework and implementation of the District Development Model (DDM). DDM is aimed at integrated planning and implementation at a local space, by all of government and other development actors, in order to achieve high level focus and impacts. The Gauteng approach to DDM has been developed and it is in the EXCO system for final decision.

18. Six (6) Hotline Customer Interactive channels were rolled-out to achieve 60% for the Medium Term Expenditure Framework (MTEF). The Hotline experienced an increase in the number of cases received to 6,053 due to an increase in the number of interactive channels. The resolution rate (74% out of the targeted 70%), has improved due to a roll-out of the CRM case management system across the province, which improved the efficiency in handling cases. The resolution rate was achieved through vigorous follow-up by the Hotline across Gauteng- City-Region Reliance on political office’s calendar.

19. The Employee Health and Wellness Programme (EHWP) made efforts towards Growing Gauteng Together by ensuring that employees are healthy and safe in the midst of multiple threats to Occupational Health and Safety. The EHWP programme facilitated several interventions that are aimed at improving compliance to the OHS Act. Such as the establishment of multi-sectoral coordination at both provincial and district levels for COVID-19 preparedness and response, coordination of training through National Institute of Communicable Diseases (NICD) & National Institute for Occupational Health (NIOH) for 14 Departments on COVID-19 response.

These, and other achievements reflected in this Annual Report would not be possible without the decisive and visionary leadership of the Premier of Gauteng, Mr David Makhura, supported by the Members of the Executive Council, as well as the valuable contribution by the senior managers and all staff members in the Office of the Premier.

I thank you all.

Phindile Baleni (Ms)Director-General (Accounting Officer) 31 July 2020


To the best of my knowledge and belief, I confirm the following: 1) All information and amounts disclosed throughout the annual report are consistent. 2) The annual report is complete, accurate and is free from any omissions.3) The annual report has been prepared in accordance with the guidelines on the annual report as issued by

National Treasury.4) The Annual Financial Statements (Part E) have been prepared in accordance with the modified cash standard

and the relevant frameworks and guidelines issued by the National Treasury.5) The Accounting Officer is responsible for the preparation of the annual financial statements and for the

judgements made in this information. 6) The Accounting Officer is responsible for establishing and implementing a system of internal control that

has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources information and the annual financial statements.

7) The external auditors are engaged to express an independent opinion on the annual financial statements.

In my opinion, the annual report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the department for the financial year ended 31 March 2020..

Phindile Baleni (Ms)Accounting OfficerOffice of the PremierGauteng31 July 2020

5. STATEMENT OF RESPONSIBILITY AND

CONFIRMATION OF ACCURACY FOR

THE ANNUAL REPORT


6. STRATEGIC OVERVIEW

The National Development Plan (NDP) Vision 2030, which was adopted by the National Executive in 2012, is the visionary blueprint of government and, in fact, the rest of society, including business, labour, faith-based organisations, youth, women, elderly and the disabled. Therefore, the NDP Vision 2030 is a collaborative partnership towards reducing poverty and unemployment and building a national democratic society that is socially inclusive by 2030.

Giving effect to this long-range plan is a series of Medium-Term Strategic Frameworks (MTSF’s). 2014–2019 is the first of three such frameworks and identifies the critical actions to be prioritised in the first five years of the NDP Vision 2030, against fourteen government outcomes.

The role of the Office of the Premier in Gauteng in relation to the MTSF is twofold, namely:1) To lead the alignment, monitoring and evaluation of the implementation of the strategic agenda of the

Gauteng government; and2) To lead the delivery of specific outputs of defined outcomes.

The Office of the Premier, specifically, contributes directly to the following outcomes:

National MTSF Outcome OutputsOutcome 11:

Creating a better South Africa and contributing to a better and safer Africa in a better world

• Strengthen regional political cohesion and accelerate regional economic integration;

• Enhanced implementation of the African Agenda and sustainable development;

• Strengthen South-South cooperation;

• Deepen relations with strategic formations of the North;

• Reform of global governance;

• Strengthen bilateral political and economic relations; and

• Enhance institutional capacity and coordinating mechanisms to manage international relations.

OUTCOME 12:

An efficient, effective and development-oriented public service

• A stable political administrative interface;

• A public service that is a career of choice;

• Sufficient technical and specialist professional skills;

• Efficient and effective management and operations systems;

• Procurement systems that deliver value for money;

• Strengthened accountability to citizens;

• Improved interdepartmental coordination; and

• Reduced corruption in the public service.

OUTCOME 14:

Transforming society and uniting the country

• Fostering constitutional values;

• Equal opportunities inclusion and redress;

• Using sport and recreation to promote social cohesion; and

• Promoting an active citizenry.

As detailed in the revised 2015-2020 Strategic Plan, a number of political imperatives and policy priorities have guided the formulation of Gauteng’s programme of Transformation, Modernisation and Re-industrialisation (TMR) for the next five to fifteen years (over the NDP horizon to 2030), under three key themes and theTen Pillar Programme, as follows:

No. Component No. Pillar1. Transformation 1. Radical economic transformation

2. Decisive spatial transformation3. Accelerated social transformation

4. Transformation of state and governance2. Modernisation 5. Modernisation of the public service

6. Modernisation of the economy

7. Modernisation of human settlements and urban development

8. Modernisation of public transport infrastructure

3. Reindustrialisation 9. Reindustrialisation of the Gauteng province

10. Taking the lead in Africa’s new industrial revolution

Mainstreamed across the above ten pillars are issues of Gender, Youth, Elderly Persons, Military Veterans and People with Disability.


Notwithstanding the all-encompassing role of the Office of the Premier to ensure that the ten pillars are integrated in the plans of all Gauteng provincial departments, and that the implementation thereof is monitored, evaluated and reported on; the Office of the Premier is specifically responsible for outputs under pillars 1 (radical economic transformation), 2 (decisive spatial transformation) and 4 (transformation of state and governance).

Since it was introduced in 2014, the TMR programme has been further elaborated through a range of GCR-wide strategies, policies, plans, programmes and projects, inter-alia:1) Township Economy Revitalisation Strategy;2) GCR Governance and Planning Roadmap;3) Anti-corruption Strategy;4) Accelerated Social Transformation Strategy;5) Gauteng City Region Energy Security Strategy;6) Gauteng City Region Youth Development Strategy;7) International and Africa Relations Strategy;8) Procurement Strategy in support of the Township Economy Revitalisation;9) Bidding and Hosting Strategy; 10) E-Governance and ICT Strategy;11) Gauteng Safety Strategy;12) GCR Spatial Development Framework;13) Gauteng Infrastructure Master Plan;14) Mega Human Settlements Strategy;15) Back to Basics Strategy; and16) GCR International Relations Programme.

In delivering on the above, the 2015/16–2019/20 Strategic Plan reflects the high-level strategic framework of the Office of the Premier as follows:

6.1. VisionAs the apex institution of the Gauteng Provincial Government, the Office of the Premier has the following vision: Leadership for an integrated city region, characterised by social cohesion and economic inclusion; the

leading economy on the continent, underpinned by sustainable socio-economic development.

To build: Gauteng into an integrated city region, characterised by social cohesion and economic inclusion; the leading

economy on the continent, underpinned by sustainable socio-economic development.

6.2. MissionIn achieving its vision, the Office of the Premier defines its mission as follows: To advance radical socio-economic transformation and steer Gauteng towards a seamless and integrated city region characterised by social cohesion and economic inclusion; by:• Providing strategic leadership and direction to government and society; • Ensuring the transformation and modernisation of the public service;• Improving government performance and service delivery through enhanced planning, coordination,

monitoring and evaluation of government performance;• Ensuring effective communication and stakeholder interfaces with communities and key sectors of society; • Providing strategic and operational support in fulfilling constitutional and legal obligations;• Actively advancing gender equality, women’s empowerment, youth development and the rights of people

with disability, older persons and military veterans; and• Securing partnerships that support the development agenda, with both domestic and foreign partners.

6.3. ValuesValue What it means in practice for the OoP

Patriotism • Remain true to the values of loyal service to the people;

• A sense of duty and service, and the passion to serve beyond the call of duty;

• Participation in all key government activities.

Purpose • Work tirelessly towards achieving goals;

• To be driven by purpose and the achievement of results;

• Displaying the right attitude to the task at hand;

• Exude positive energy in moving our province forward.


Value What it means in practice for the OoPTeam Focus • Working together to assist each other and to enable all departments to succeed;

• Sharing of knowledge and insights towards a common purpose.

Activism • Use all available opportunities to promote and lobby for desired social and economic changes;

• Strive to participate in all key government activities as an opportunity to lobby for key programmes;

• Exude positive energy in engaging with others about our desire and plans to move our province forward.

Integrity • Value openness, honesty, consistency and fairness;

• Act in good faith in all our day to day activities;

• Display humility in our actions;

• Committed to ethical behaviour and focus on justice and fairness;

• Exercise care not to disclose confidential information.

Accountability • Do what we say we will do, then follow through on whether it has been done correctly;

• Take ownership of the task to ensure it gets done correctly, the first time around;

• Delivering the best that we can.

Innovation • Listen to and understand needs and create new approaches to what we do;

• A focus on cutting edge, best in class and “outside the box” approaches and solutions.

6.4. Strategic GoalsThe Office of the Premier has five organisational strategic goals, crafted to enable the organisation to effectively focus and prioritise its options in delivering on its mandate and strategic intent:

1) Driving greater policy and planning coherence in government and the achievement of service delivery outcomes;

2) Building a modernised Gauteng public service with the capacity to drive change and transformation;3) Promoting and facilitating effective communication between government and the people of Gauteng;4) Forging strategic partnerships that advance the national and provincial development agenda; and5) Advancing gender equality, women’s empowerment, youth development and the rights of people with

disability, older persons and military veterans and promoting socio-economic inclusion.

In turn, the five strategic goals then inform the alignment of the delivery programme structure of the Office of the Premier, the development of strategic objectives and targets, and the performance indicators and annual and quarterly performance information as outlined in the Annual Performance Plan.

6.5. New Vision, Mission and Shared Values for 2020/21 until 2024/25During the period under review the new five year Strategic Plan for 2020/21 till 2024/25 was developed, which resulted in a new vision, mission and shared values as follows:

Vision A liveable, equitable, inclusive and united Gauteng City Region.

The vision of the Office of the Premier illustrates the Gauteng of our dreams – “The Gauteng We All Want” – a Nayi le Walk scenario, where social cohesion, economic expansion and a renewed spirit of constitutionalism gets Gauteng going.

MissionAs the centre of government in Gauteng, the Office of the Premier will lead and coordinate the strategic agenda by:• Providing strategic leadership and direction to government and society;• Building a capable, ethical and developmental state;• Ensuring transformation and modernisation of the public service;• Driving execution and delivery through enhanced policy coordination;• Ensuring effective communication and stakeholder interfaces with communities and key

sectors of society;• Promoting transformation and inclusion of society in the economy; and • Building social compacts to deliver the GGT 2030.

ValuesIn working towards the achievement of its vision and mission, the Gauteng Office of the Premier subscribed to the following internal values, which are in line with the Batho-Pele principles:


Value Description - What it means in practiceCitizen Centric • A sense of duty and service, and the passion to serve beyond the call of duty;

• Creating a positive citizen experience at every point of engagement;

• Remaining true to the values of loyal service to the people.

Consultation • Consulting citizens about the level and quality of the public services they receive and, wherever possible, offering a choice about the services that are offered;

• Working together to assist each other and to enable all departments to succeed;

• Sharing of knowledge and insights towards a common purpose.

Access • Informing citizens about the level and quality of public services they will receive so that they are aware of what to expect;

• Ensuring all citizens have equal access to the services to which they are entitled;

• Providing more and better information about our services.

Redress • Offering citizens an apology, a full explanation and a speedy and effective remedy when the promised standard of service is not delivered;

• Willing to remedy failures and mistakes;

• Providing a sympathetic, positive response when complaints are made.

Courtesy • Displaying humility in our actions;

• Displaying the right attitude to the task at hand;

• Treating others with empathy, courtesy and consideration;

• Showing kindness and politeness in our attitude and behaviour towards others.

Openness and Transparency

• Valuing openness, honesty, consistency and fairness;

• Acting in good faith in all our day to day activities;

• Being committed to ethical behaviour and focus on justice and fairness;

• Exercising care not to disclose confidential information.

Innovation and Excellence

• Listening to and understanding needs and creating new approaches to what we do;

• Working tirelessly towards achieving goals;

• Being driven by purpose and the achievement of results;

• Exuding positive energy in moving our province forward;

• Focussing on cutting-edge, best in class and “outside the box” approaches and solutions.

Value for Money • Providing services economically and efficiently in order to give citizens the best possible value for money;

• Taking ownership of the task to ensure it gets done correctly, the first time around;

• Delivering the best that we can.

The values require targeted management focus to ensure they are visible and “lived”, and they should be assessed as part of the performance management approach of the Gauteng Office of the Premier, under direction of the Director-General.


7. LEGISLATIVE AND OTHER MANDATES

The Office of the Premier derives its mandate primarily from the Constitution, the Public Service Act (PSA) and its regulations, the Public Finance Management Act (PFMA), policy directives and the overall mandate of government. The most important provisions are as follows:1) The Premier has executive, policy, legislative, intergovernmental and ceremonial functions and responsibilities

as defined in Chapter 6 of the Constitution of the Republic of South Africa.2) The Premier, as the political head of the provincial government, is also responsible for the implementation of

Chapter 3 of the Constitution. Section 41(1) defines the relationship and principles underlying cooperation between the various spheres of government.

3) Section 125(2) of the Constitution determines that the Premier exercises the executive authority of the province together with other members of the Executive Council (Exco). The Premier appoints these members, and assigns their functions and responsibilities, and delegates powers to them.

4) The Premier, together with the Exco, exercises executive power by:

The Exco is the fulcrum upon which the provincial government revolves. The Premier and all members of Exco are accountable to the Provincial Legislature for the exercise of powers and the performance of functions allocated to them.

The Director-General, as the Head of the Provincial Administration, is also mandated to manage the Public Service. This entails administrative leadership, planning, monitoring, coordination and delivery in accordance with the Public Service Act, 1994 as amended, together with the regulations. As a government department, the Office of the Premier is also expected to comply with various legislation and regulations, inter-alia:

• South African National Policy Framework for Women Empowerment and Gender Equality: December 2000

• White Paper on Transforming Public Service Delivery (Batho Pele White Paper)• National Development Strategy• White Paper on the National Youth Service Programme• National Youth Policy Development Framework: 2002–2008• National Programme of Action for Children (NPAC) Framework, launched in 1996• Public Service Act, 1994, as amended• Public Finance Management Act, 1999• Promotion of Access to Information Act, 2000• Promotion of Administrative Justice Act, 2000• Promotion of Equality and Prevention of Unfair Discrimination Act, 2000• Skills Development Act, 1998• South African Qualifications Authority Act, 1995• Public Service Regulations, 2001, as amended• Labour Relations Act, 1995, as amended• Basic Conditions of Employment Act, 1997• Employment Equity Act, 1998• Occupational Health and Safety Act, 1993• Preferential Procurement Policy Framework, 2000• Broad-Based Black Economic Empowerment Act, 2003• Intergovernmental Relations Framework Act, 2005 (Act No. 13 of 2005).


8. ORGANISATIONAL STRUCTURE

The review of the Office of the Premier’s budget programme structure was finalised in 2017/18, reflecting 80% core functions vs. 20% administrative functions, which is in line with Gauteng’s vision of cutting down on non-core services and focusing on core functions. The structure refocused Programme 1: Administration as an internally (OoP) focused programme in line with Treasury’s preference, while Programmes 2 and 3 are focused externally (transversally) across the GPG and GCR.

The Gauteng Office of the Premier is constituted by the following programmes and sub-programmes, and therefore the 2019/20 performance information is grouped and presented in the following manner:

Budget Programme Sub-ProgrammesProgramme 1:

Administration

1. Political Support Office

2. Executive Council Support:

• Executive Secretariat Services

• Cabinet Operations

3. Director-General Support:

• Strategic Support

• Executive Services to the Premier and the Director-General

• Security and Risk Management

4. Financial Management:

• Finance

• Internal Audit

• Risk and Compliance

• Supply Chain management

5. DDG Support Office

Programme 2:

Institutional Development

1. Strategic Human Resources

2. Information Communication Technology

3. Legal Services

4. Communication Services

5. Service Delivery Interventions


Programme 3:

Policy and Governance

1. GEYODI and MVO:

• Tshepo 1 Million

2. Intergovernmental Relations:

• Service Delivery and Integrity Management

3. Cluster Management:

• Executive Council Systems Support and Services and Leader of Government Business

4. Planning, Performance Monitoring and Evaluation:

• Development Planning

• Delivery Support Unit

• Strategic Planning, Performance Monitoring and Evaluation



Aligned to the above budget programme structure, the Office of the Premier consists of five branches, and the high-level organogram is reflected below:

HIGH LEVEL ORGANISATIONAL STRUCTURE

PREMIERMR DAVID MAKHURA

DIRECTOR-GENERAL AND ACCOUNTING OFFICER

MS PHINDILE BALENI

BRANCH: POLICY AND

PERFORMANCE MONITORING &

EVALUATION

ACTING DEPUTY DIRECTOR-GENERAL

MR RASHID SEEDAT

BRANCH: EXECUTIVE SUPPORT

AND STAKEHOLDER MANAGEMENT

DEPUTY DIRECTOR-GENERAL

MS MARIE-LOUISE MOODIE

BRANCH: INSTITUTIONAL DEVELOPMENT AND INTEGRITY MANAGEMENT


DR DARION BARCLAY

BRANCH: CORPORATE

MANAGEMENT


DR DARION BARCLAY

BRANCH: DEVELOPMENT

PLANNING


MR KHULULEKILE MASE

BRANCH: PROVINCIAL

COMMUNICATIONSERVICES


MR THABO MASEBE

PRIVATE OFFICE OF THE PREMIER

OFFICE OF THE DIRECTOR-GENERAL

HEAD: GAUTENG PLANNING DIVISION

MR RASHID SEEDAT

DIRECTORATE INTERNAL AUDIT, ORGANISATION RISK &

INTEGRITY MANAGEMENT


In the 2019/20 period, emphasis was placed on filling vacant funded posts in line with the Transformation, Modernisation and Re-Industrialisation Programme.

As of 31 March 2020, the status of filled and vacant positions is as follows:

Item Status

Total staff posts on approved structure 577

Total posts on the post establishment 577

Funded posts on the establishment 577

Filled posts as at 31 March 2020 530

Vacant funded posts as at 31 March 2020 47

Vacancy rate as of31 March 2020 8%

For the 2019/20 financial year, the compensation budget, reflecting expenditure per quarter and including variances, is outlined below:

ECONOMIC CLASSIFICATION

COMPENSATION OF EMPLOYEES

ANNUAL BUDGET (2019/20)

(R 000.00)

Total Budget Appropriated Actual Variance

331 293 323 656 7 637

QUARTER 1


81 552 76 811 4 741

QUARTER 2


89 014 85 463 3 551

QUARTER 3


75 444 80 136 -4 692

QUARTER 4


85 283 81 246 4 037

Statutory Appropriation


0 0 -


9. ENTITIES REPORTING TO THE OFFICE OF THE PREMIER

The Office of Premier does not have any direct reporting entities.

PART B


PERFORMANCE INFORMATION

PART B


10. STATEMENT OF RESPONSIBILITY FOR PERFORMANCE INFORMATION

The Accounting Officer is responsible for the preparation of the department’s performance information and for the judgements made in this information.

The Accounting Officer is further responsible for establishing and implementing a system of internal control designed to provide reasonable assurance as to the integrity and reliability of performance information.In my opinion, the performance information fairly reflects the performance of the department for the financial year ended 31 March 2020.

-----------------------------Phindile Baleni (Ms)Accounting OfficerOffice of the PremierGauteng31 July 2020


11. AUDITOR-GENERAL’S REPORT – PREDETERMINED OBJECTIVES

The Auditor-General of South Africa (AGSA) currently performs certain audit procedures on the performance information, to provide reasonable assurance in the form of an audit conclusion.

The audit conclusion on the performance against the report on the audit of the annual performance report.

Please refer to the Report of the Auditor-General, published as part of Part E: Financial Information.


12. OVERVIEW OF DEPARTMENTAL PERFORMANCE

12.1. Service Delivery EnvironmentInformed by the May 2019 Electoral Manifesto of the ruling party, and as pronounced by the Premier in the State of the Province Address (SOPA) of 1 July 2019 and reiterated in the SOPA of February 2020, the delivery agenda of the Gauteng 6th Administration is themed “Growing Gauteng Together 2030” (GGT2030). Guided by the work the ANC-led administration has done over the past 25 years, the GGT2030 reflects a summary of how the Gauteng City Region seeks to address the fundamental problems of: inclusive growth and employment; poverty and hunger; education and healthcare; social justice and social cohesion; safety and security; gender equality and youth empowerment, urbanisation and migration; climate justice and the impact of the 4th Industrial Revolution.

The GGT2030 is our contribution to building a better nation, and is part of deepening the implementation of the National Development Plan (NDP) in pursuit of the South Africa envisioned in the Freedom Charter, the Constitution, the Sustainable Development Goals (SDGs), and the Africa we want, as outlined in the African Union’s (AU) Agenda 2063, which includes:• Contributing to and taking the lead on the President’s initiatives of economic recovery, investment,

industrialisation, youth employment and the township economy – while also focusing on sectors of the economy with high employment potential.

• Prioritising access to quality Early Childhood Development (ECD), comprehensive literacy and numeracy in the foundation phase, targeted improvement of primary school education, and empowerment of high school learners with portable skills.

• Ensuring that 90% of clinics, community health centres and district and regional hospitals meet the ideal clinic standards within five years, with health service centres opening on time, stocked with adequate medicines and equipment, and providing safe, clean and patient-friendly services.

• The completion of unfinished housing and urban renewal projects. The hand-over of outstanding title deeds and fast-tracking of the rapid land release programme (RLRP), with 100,000 serviced stands. These will be made available to the people in the period leading up to 2024, for recipients to construct their own houses.

• Reducing crime by 50% in the 40 worst crime hotspots (high-priority police precincts).• Targeting clean governance and ethical leadership, supported by steps such as finalising all outstanding

Special Investigating Unit (SIU) investigations, lifestyle audits, prudent spending on vehicles for Members of the Executive Council (MECs), and an emphasis on the attainment of clean audits

Informed by the outlook encapsulated in the Indlulamithi 2030 scenario “Nayi Le Walk – A province in step with itself and the nation”, the GGT2030 has as its core aim to over time build over time “the Gauteng we want” - a Province where:• No one goes to bed hungry;• The economy reflects the full diversity of our population and harnesses the full potential of all the people;• Everyone has a job and earn a living wage;• Businesses, big and small, thrive and prosper;• Every household has access to basic shelter, a piece of land and a decent income;• Everyone has access to quality healthcare;• Everyone, young and old, has access to the kind of education that unleashes their full potential;• All residents have access to basic services and quality infrastructure;• Everyone feels safe and can walk the streets at any time;• Women enjoy their rights, free from all forms of patriarchy; and• The environment is protected and cared for. The GGT2030 seeks to engender a more scientific and deliberative approach to governance, that is about data-driven, evidence-based and participative policymaking. This is a governance process where decisions are taken based on a democratic deliberation, rigorous research and appropriate resource allocation, not emotions and arbitrary inclinations to ultimately ensure the effective and efficient delivery of services to the Gauteng City Region. In so doing, aligned to the national Medium Term Strategic Framework 2019/24 (MTSF), the following priorities where identified:

1) Economy, jobs and infrastructure 2) Education, skills revolution and health3) Integrated human settlements, basic services and land release 4) Safety, social cohesion and food security5) A capable, ethical and developmental state 6) A better Africa and a better world7) Sustainable development for future generations


2019/20 saw a swift change in planning towards a new strategic reposition of the GPG in response to the continuous and changing service delivery environment. The GGT2030 aims to accelerate service delivery and bring about positive economic change in disadvantaged communities.

The Gauteng City-Region continues to face persistent challenges in substantially reducing unemployment, poverty, inequality and social exclusion, corruption. These continue to be largely determined by racial and gender disparities, hindering full equality and shared prosperity.

The Ntirhisano Community Outreach Programme continues to be the platform that allows communities to raise their issues and concerns, encourage participation and enable communities to be part of the solution in responding and resolving queries and complaints. A total of 17 FSDM improvement plans were facilitated and out of a total of 399 key community commitments that are being tracked for progress, a total of 170 (43%) commitments have been achieved.

The Ntirhisano Community Outreach Programme continues to be the platform that allows communities to raise their issues and concerns, encourage participation and enable communities to be part of the solution in responding and resolving queries and complaints. Commitments are tracked to a point of resolution, and key issues emanating from the visits are integrated within the Provincial Government planning and budgeting processes

With youth unemployment continuously on the rise, through the Tshepo 1 Million programme, 15 108 economically excluded youth accessed work Opportunity Placements from a targeted 15 000, while 127 426 economically excluded youth were placed on Pathways to Earning through the Tshepo 1Million programme (inclusive of Microsoft Thint’’Imillion and digital education pathways) from a targeted 200 00.

12.2. Service Delivery Improvement PlanThe Office of the Premier has completed a service delivery improvement plan. The tables below highlight the service delivery plan and the achievements to date.

Table 12.2.1 Main services and standards

MAIN SERVICES

BENEFICIARIES

CURRENT/ ACTUAL STANDARD OF SERVICE

DESIRED STANDARD OF SERVICE

ACTUAL ACHIEVEMENTS

Coordination, integration and alignment of planning and budgeting in terms of implementing the GSDF 2030

Gauteng Provincial Government Departments and Municipalities

New Standard 3 Sector departments participate in GPG pilot planning and budgeting process aligned with the GSDF 2030

Sector departments:

DHS, DRT, GDE

As part of the pre-feasibility exercise, planned departmental infrastructure projects in the Infrastructure Programme Management Plan (IPMP) were analysed for alignment to municipal bulk infrastructure and spatial planning focus areas (as proposed in the Gauteng Spatial Development Framework-GSDF).

The analysis was subsequently shared with Provincial Treasury and municipalities for comment and feedback on feasibility and/or ease/possibility of implementation.


MAIN SERVICES

BENEFICIARIES



ACTUAL ACHIEVEMENTS

Planning and budgeting not sufficiently transforming space

Spatially transformative planning and budgeting

Progress on mainstreaming spatially transformative planning and budgeting include:

(1) Pilot initiative with Gauteng Department of Education (GDE), Gauteng Department of Health (GDoH) and Gauteng Department of Social Development (GDSD) to develop sector-based infrastructure prioritisation tool, using spatial demand and supply modelling:

• A final GDE infrastructure prioritisation tool has been developed. Meanwhile, significant progress has been made to collate Early Childhood Development (ECD) database from (GDSD) infrastructure services

(2) Annual update to Gauteng Planning Division (GPD) Decisive Spatial Transformation Appraisal Mechanism (D-STAM)

• GIS data of bulk infrastructure capacities and updates to municipal spatial priorities were received from Gauteng Municipalities and were used to update D-STAM to version 3

• Version 3 will assess spatial location in relation to availability of bulk infrastructure and alignment to provincial and municipal spatial plans therefore necessitating evidence based project prioritisation.

(3) Amendments were made on the template for the spatial translation of GPG sector department budgets, based on the implementation programmes of departments (outputs on EPRE) with input from GDSD.

(4) From the partnership with GDSD Strategic Planning Unit, the first draft on spatial referencing of non-infrastructure budget was captured on the template for spatial translation and is still to be tested for accuracy.


MAIN SERVICES

BENEFICIARIES



ACTUAL ACHIEVEMENTS

SPLUMA

IGR framework

PFMA

The White Paper on Transforming Public Service Delivery (Batho Pele White Paper of 1997) and Section 195 of the Constitution

SPLUMA

IGR framework

PFMA

The White Paper on Transforming Public Service Delivery (Batho Pele White Paper of 1997) and Section 195 of the Constitution

There is a partnership formed between the Office of the Premier, Gauteng Provincial Treasury and Gauteng Department of Infrastructure Development to develop an Integrated Planning Framework. This framework has been effected through the provisions of the PFMA by the issuance of the Gauteng Provincial Treasury Instruction related to minimum requirements incorporating spatial and statutory planning considerations for “Business Cases” to become operational from 01 April 2020.

Draft Statutory Planning Guidelines for Sector Departments on the land development process in Gauteng was developed and informed by municipal spatial planning and land use management by-laws.

Limited municipal inputs on provincial plans.

Facilitate integrated planning between municipalities and GPG Departments.

Draft concept document on Institutionalisation of IDP Needs Analysis was developed which will be instrumental to facilitate integrated planning between GPG and municipalities, especially on the implementation of IDP projects.

Limited access between provincial sector departments and between sector departments and municipalities during planning and budgeting process

11 Consolidated municipal integrated development plans and 11 spatial development frameworks, documentation and submit to GPG sector departments.

Access to a repository of municipal budgets and planning documentation was facilitated.

Poor participation by GPG departments in municipal planning processes.

Opportunity to better understand the planning and budgeting contexts/ constraints of municipalities is missed

Facilitate participation of GPG departments

A part of the process of facilitating participation or engagement of GPG Departments, OOP and Gauteng CoGTA embarked on the process of developing a District Development/Delivery Model for Ekurhuleni Metropolitan Municipality and West Rand District municipality. This is the Presidency’s programme coordinated by CoGTA at the national level and at provincial level led by OOP and Gauteng GoGTA. This process requires input and participation by GPG Departments towards the finalisation of the final Plan. Several meetings were held, with the main one scheduled on the 13th of February 2020.

This remains as an on-going process and therefore is reported on quarterly.

Poor participation by GPG departments on Metro(s) mid-year budget and performance reviews. Opportunity to report on performance, present coming FY projects and budgets and highlight issues requiring municipal attention is missed

Facilitate GPG departments participation on Metros’ mid-year budget and performance reviews. Provincial departments to report on performance per municipality for current FY and present coming FY project and budgets.

Despite achieving a greater level of responsiveness by provincial sector departments in response to municipal planning and budgeting processes, participation in these processes are not performing appropriately.

It is hoped that the provisions of the Gauteng Provincial Treasury Instruction related to minimum requirements incorporating spatial and statutory planning considerations for “Business Cases” to become operational from 01 April 2020 will necessitate participation by GPG departments in municipal planning processes.

It is further proposed that opposed to Mid-Year Budget and BEPP Review Sessions, the Municipal Planning (Benchmarking) sessions of April and May 2020 be targeted for this purpose and integrated with effort towards the roll-out of the District Delivery Model (DDM) approach.

Gauteng Metros are often uncertain about GPG project pipeline in their area and therefore cannot adequately support and reflect GPG plans in their own plans

Facilitate sharing of spatially referenced project list with municipalities for IDP and BEPP process

As part of joint planning between OOP, GPT and DID the three departments concluded and agreed on project information that will be shared with municipalities to facilitate planning alignment.

IPMP and Adjusted Estimates of Capital Expenditure (ECE) were shared with municipalities in January and February 2020.


MAIN SERVICES

BENEFICIARIES



ACTUAL ACHIEVEMENTS

GPG projects have limited alignment to GSDF 2030 focus areas. Monitoring of spatial performance is a challenge

Assessment of 9 sector departments to ensure coordination, integration and alignment across Gauteng Province

Sector departments have been engaged on the importance of aligning budget to Gauteng Spatial Planning Framework (GSDF) 2030 focus areas

IPMPs were assessed to add value towards coordination, integration and alignment across the Province.

A noteworthy achievement of the SDIP is in the area of ‘redress’ for advancement of Integrated Planning which was achieved through a partnership between GPD and Provincial Treasury.

Ongoing regulatory reform necessitating integrated planning practice is echoed in several strategic directives including the:

• Revised Framework for Strategic Plans and Annual Performance Plans, 2019; the

• Medium-Term Expenditure Framework Technical Guidelines for Provinces, 2020; the

• Division of Revenue Act; Framework for Infrastructure Delivery and Procurement Management, 2019; and the

• Concept note on District Development Model, 2019 etc.

In response to the above and compliance with SPLUMA, the Integrated Planning Framework, in the form of the Gauteng Provincial Treasury Instruction of minimum requirements for the preparation and submission of Business Cases for all infrastructure projects, was facilitated via the OOP and GPT partnership.

The Provincial Treasury Instruction in terms of the PFMA is set to be implemented from 01 April 2020 forming part of the focus on infrastructure planning reforms referenced in the 2020-2021 GPG Budget Speech.

Report on appraisal of spatial planning alignment finalised with zero impact on sector budgeting and planning

Sector department projects aligned to provincial spatial targeting of GSDF 2030 and fiscal priorities to optimise service delivery

GPT, OOP and DID as part of what has been embarked on, on the process to integrate ECE, IPMP and Pipeline Projects, an agreement was then reached, that DID will promote all projects that are contained on the IPMP as they already have budget allocation and there is work that has already been done, such as sharing them with municipalities for pre-feasibility and input on whether they will be supported for implementation. Both IPMP and ECE projects have been spatially referenced, analysed and assessed for readiness to implement and budget availability.


MAIN SERVICES

BENEFICIARIES



ACTUAL ACHIEVEMENTS

7 Town and Regional Planners and 1 GIS Specialist. 1 Project manager spends 868-man hours annually. 1 Director spends 442 working hours annually. 2 Chief Town and Regional Planners spend 520 working hours each annually. 3 Town and Regional Planners spends 676 working hours each annually. 1 GIS Specialist spends 16 working hours annually.

1 Director spends 624 man-hours annually. 2 Chief Town and Regional Planners spend 728 working hours each annually. 3 Town and Regional Planners spend 988 working hours each annually. 7 Town and Regional Planners and 1 GIS Specialist. 1 Project manager spends 1 134 working hours annually. 1 GIS Specialist spends 16 working hours annually.

• 1 Director = (Q1)58 + (Q2)58 + (Q3)96 + (Q4)274 = 486/624 man-hours (78%)

• 1 Chief Town and Regional Planner = (Q1)106 + (Q2)106 + (Q3)117 + (Q4)278 = 607/728 man-hours (83%)

• 1 Chief Town and Regional Planner = (Q1) 93 + (Q2)93 + (Q3)115 + (Q4)297 = 598/728 man-hours (82%)

• 1 Town and Regional Planner = (Q1) 128 + (Q2)388 + (Q3)368 + (Q4)177 = 1061/988 man-hours (107%)

• 1 Town and Regional Planner = (Q1) 115 + (Q2)375 + (Q3)367 + (Q4)355 = 1212/988 man-hours (123%)

• 1 Town and Regional Planner = (Q1)134 + (Q2)364 + (Q3)364 + (Q4)0 = 862/988 man-hours (87%)

• 1 GIS Specialist = (Q1)46 + (Q2)94 + (Q3)83 + (Q4)77 = 300/16 man-hours (1875%)

• Project manager (Town and Regional Planner) = (Q1)98 + (Q2) 458 + (Q3)466 +(Q4)455 = 1477 /1 134 man-hours (130%)

Total: 6 603/6 194 = 107 % Additional man hours were allocated to the various SDIP related processes without budgetary implications as the various staff members performed additional tasks in good kind without necessarily being remunerated. Therefore, this exercise did not incur any additional cost as there were no external resources required but rather GPG personnel. The initial projected man-hours set were provided to give guidance in terms of how much effort should be directed towards the achievement of the set targets and could by no means be 100%.

When the man-hours were set, there were fewer hours allocated for GIS personnel as it is a function that resides outside IDP Directorate. It however became apparent that a vast amount of GIS related work was required which subsequently was performed within the IDP Directorate by officials with GIS skills due to limited capacity of the GIS Directorate.

It should further be noted that the spatial and statutory planning as well as GIS capacities at the various sector departments are severely under capacitated resulting in additional tasks being performed on their behalf as well as strenuous due diligence and oversight measures required once they submit information to validate the integrity of such, directly impacting on man-hours utilised for the following processes:• GPG capital projects (IPMPs and ECE projects spatial

referencing, involvement in MTEC process and spatial referencing of non-infrastructure

• Development of Project Pipeline (spatial referencing and analysis)

• Development of sector spatial prioritisation tool

In addition, regulatory reform related to the new “District Development Model” launched by the President in 2019 in effect reframes the way joint and integrated planning should be approached. This necessitated spatial referencing and integrated planning for the “DDM District Profiles” (three Metropolitan and two District Municipalities) as part of the District Development Model roll-out in GPG.

In light of the above it is recommended that the GIScapacity of the IDP Directorate and various provincial sector departments be strengthened.


Table 12.2.2 Batho Pele arrangements with beneficiaries (consultation, access etc.) CURRENT/ ACTUAL

ARRANGEMENTDESIRED ARRANGEMENTS ACTUAL ACHIEVEMENTS

Public participation events

Residents and communities of Gauteng

• A range of public participation events were held throughout the financial year.

• Sector based stakeholder engagements were held with various stakeholders.

Interactive meetings with stakeholders

• Residents and communities of Gauteng

• Provincial Government Departments • Civil society• Public entities and state owned

enterprises• Private Sector Entities

• Work Streams and Task Teams established in GPG by the Executive Council to deal with the COVID-19 Pandemic

• Engagement with Heads of Missions to appraise them of the GPG priorities and the GGT 2030

• The Gauteng Provincial Government hosted the Annual Africa Investment Forum (AIF) in collaboration with the African Development Bank and National Treasury

• OoP and GDoH work in collaboration to reduce the high rate of Medico- legal claims Litigation against the Gauteng Department of Health

• OoP hosted the North-West Office of the Premier to benchmark best practices on the planning process framework for the development of the Strategic Plan and Annual Performance Plans (APPs), including the monitoring of the provincial performance against the MTSF

• Ntirhisano outreach programme has made fair progress in achieving the key community commitments in 2019/20.

Various fora across programmes such as human resources, anti-corruption, ethics, service delivery, monitoring and evaluation and targeted group support

• Residents and communities of Gauteng

• Provincial Government Departments • Public entities and state owned

enterprises• Civil society• Targeted groups: women, youth and

people with disabilities

• Monthly and quarterly meetings held with HR professionals from all Departments.

• Quarterly Gender Forum, civil society and Interdepartmental Disability Rights meetings for targeted groups held.

• PME Forum met on a quarterly basis.• IGR and IR Forums held.• Service Delivery Forum met on a quarterly basis.• Quarterly Legal Forum meetings with all departmental

Legal Units were held.• Service Delivery Intervention Programmes held in

informal settlements.• GPG Intergovernmental Communication Lekgotla

held quarterly meetings.• Anti-corruption and Ethics Forum met on a quarterly

basis• Other engagements held as and when the need arose.

Thusong Service Centres

Communities where TSCs are located Various Open Days held to consult and engage on government service delivery.


Table 12.2.3 Service Delivery Information ToolCURRENT/ ACTUAL

INFORMATION TOOLS DESIRED INFORMATION TOOLS ACTUAL ACHIEVEMENTS

Gauteng online Gauteng online The website was updated daily with important news, events, programmes, policies, strategies and media statements.

Gauteng news, pamphlets, information brochures, posters, banners, leaflets

Gauteng news, pamphlets, information brochures, posters, banners, leaflets, Twitter, Facebook

• Gauteng News issued on a monthly basis covering a range of topics of matters of interest to communities.

• Information leaflets, brochures, posters and banners on government’s services such as Ntirhisano, Women, Children, Youth and People with Disabilities among others including public participation events, roadshows, are distributed on a regular basis.

• Opening of Schools pamphlet, SOPA speech and summary, the GGT2030 book and the Stabilising service delivery in Tshwane pamphlet.

• A services database is also available.

• 1,021453 followers and likes on digital media platforms.

Advertising campaigns on strategic direction and policy initiatives

Advertising campaigns on strategic direction and policy initiatives

Advertising campaigns related to the International Day of the Girl Child, Africa Investment Forum, Special Economic Zones, Women’s Awards Call for Nomination, Tshepo 1 Million, Transport Month & Premier’s Service Excellence Awards call for Nomination.

Table 12.2.4 Complaints mechanism

CURRENT/ ACTUAL COMPLAINTS MECHANISM

DESIRED COMPLAINTS MECHANISM ACTUAL ACHIEVEMENTS

Complaints are invited from residents in person, writing, by email and through public participation events

• Complaints are invited from residents in person, writing, by email and through public participation events

• Central Information Centre

• Gauteng Public Hotline

• Nthirisano Outreach Programme

• National Anti-Corruption Hotline

• Complaints were dealt with effectively through the Service Delivery War Room and the Ntirhisano Outreach Programme led by the Premier and Executive Council members. Six interactive channels were rolled-out to achieve 60% for the MTEF

• To ensure a speedy resolution of outstanding cases all data received has been reconciled and a Hotline forum was established to respond to escalated cases from the Presidential hotline. 2110 cases received and 1562 cases resolved with 548 in progress for resolution

12.3. Organisational EnvironmentThe first few months of the 2019/20 financial year represents the final term of office of the 5th administration. For the MTEF 2019/20–2021/22 planning period, the Strategic Plan for the five-year period (2015-2020) remained relevant and unchanged, as there were no changes to the legislative mandate, nor major changes in the operational environment of the Office of the Premier.

The Annual Performance Plan, which is reviewed on an annual basis, considered changes in the performance environment which would impact the execution of the Office of the Premier’s mandate. In this regard, the Office of the Premier undertook an environmental scan to assess such factors. As the TMR programme to transform, modernise and reindustrialise the Gauteng City Region gathers implementation and execution momentum, the focus for the 2019/20 Annual Performance Plan (APP) shifted to strengthening implementation and alignment.

Due to the increasing complexity of and changes within the Gauteng City Region, it has become a necessity to reorganise the Office of the Premier to best deliver on its mandate. An institutional review of the Office of the Premier was conducted in 2017/18, comprising of the following processes:• Document review of the 2015–2020 Strategic Plan, the HR plan and, amongst others, the Annual

Performance Plan (APP);• An assessment of the current situation and organisational climate within the Office of the Premier;• Review of the current functions of the Office of the Premier;


• Development of an optimised organisational structure to support the execution of the functions of the Office of the Premier; and

• A cost benefit analysis of the functions and posts to determine new posts.

As a result of the institutional review, in terms of the Office of the Premier’s budget programme structure, certain adjustments to the Programme and Sub-Programme structure were affected for the 2018/19 and 2019/20 APP’s, to accommodate the priorities of the Gauteng Office of the Premier and to ensure alignment to the National Treasury defined budget programme structure for Offices of the Premier.

The new structure has 80% core functions versus 20% administrative functions, which is in line with Gauteng’s vision of cutting down on non-core services and focusing on core functions.

This included the refocusing of Programme 1: Administration as an internally (Office of the Premier) focused programme in line with Treasury’s preference; and Programmes 2 and 3 are then focused externally (transversally) across the GPG and GCR.

The Office of the Premier continues to monitor the implementation of the organisational structures of the GPG departments and the finalisation of disciplinary cases on a monthly and quarterly basis across the GPG. Implementation of the Human Resources Framework developed in 2014 continues to be monitored to ensure technical capacity, strengthen departmental organisational capacity, reduce the funded vacancy rate, including the reduction of the average time to conclude disciplinary hearings and achieve employment equity targets (women in SMS positions 50 percent; and persons with disabilities 3 percent). The Human Resources Development Strategy will be enhanced to ensure that effective institutional capacity is built and that state expenditure is reduced.

Prioritisation of posts has been done to determine the new posts that will be implemented in the different Medium Term Expenditure Framework (MTEF) budget years. In line with available budget, the Office of the Premier will seek to maintain the vacancy rate below 10%.

Significant work has been undertaken and partnerships established through advancing and protecting the rights of youth, women and persons with disabilities, the elderly and military veterans. The Office of the Premier will continue to ensure greater and coordinated support for the target groups, including support for the military veterans and senior citizens of the Province.

The focus on ongoing improvement of systems and processes necessitated a review of the Supply Chain Management (SCM) framework to place emphasis on business opportunities for youth, women and persons with disabilities. A revised framework was approved and controls for demand management and acquisition management were tightened without compromising delivery of services. A Business Continuity Plan was developed and is being implemented.

The Office of the Premier will continue its efforts to enhance financial management, with a specific focus on strengthening Supply Chain Management efficiencies and on the payment of qualifying supplier invoices within 21 days or less.

12.4. Key Policy Developments and Legislative ChangesThe Office of the Premier is responsible for the implementation of three National MTSF Outcomes, namely Outcome 11: “Creating a better South Africa and contributing to a better and safer Africa in a better world”, Outcome 12: “An efficient effective and development oriented public service” and Outcome 14: “Transforming society and uniting the country”.

In its endeavours to improve policy formulation and to respond to the 10-Pillar (TMR) Programme and the NDP for 2030, various engagements with stakeholders from departments took place in 2019/20, inclusive, but not limited, to:1) All GPG departments development of new Strategic Plans and the 2020/2021 Annual Performance Plans;2) Close cooperation with Treasury on the MTEC hearings through the GCR Agency and Special Programmes

portfolios; and3) The Department of Performance Monitoring and Evaluation regarding the implementation of the 10-Pillar

GCR TMR Programme


Amendments to the following legislation/policies were undertaken in the period under review:• Gauteng Provincial Appropriation Bill, 2020;• Gauteng Provincial Adjustments Appropriation Bill, 2020;• Gauteng Provincial Second Adjustments Appropriation Bill, 2020;• Gauteng Provincial Road Traffic Amendment Regulations, 2019;• Gauteng Gambling Amendment Regulations, 2020;• Revision of Uniform Patient Fee Schedule Relating to the Classification of and Fees Payable by Patients at

Provincial Hospitals, 2020;• Revision of Uniform Patient Fee Schedule Relating to Hospital Mortuaries, 2020;• Revision of Uniform Patient Fee Schedule Relating to Ambulances, 2020;• Proclamation Regarding Appointment, Terms of Reference of and Regulations Commission of Inquiry into

Minibus Taxi-Type Service Violence, Fatalities and Instability in terms of section 127(2)(e) of the Constitution of the Republic of South Africa, 1996 and section 2(1) of the Provincial Commissions Act, 1997 (Act No. 1 of 1997);

• Proclamation Regarding the Amendment of the Terms of Reference of the Commission of Inquiry into Minibus Taxi-Type Service Violence, Fatalities and Instability appointed in terms of section 127(2)(e) of the Constitution of the Republic of South Africa, 1996 and section 2(1) of the Provincial Commissions Act, 1997 (Act No. 1 of 1997);

• Determination of Salaries and Allowances Payable to MECs and MPLs with effect from 1 April 2019 in terms of section 6(3)(a) of the Remuneration of Public Office Bearers Act, 1998 (Act No. 20 of 1998);

• Determination Regarding Transfer of Gauteng Portion of Moloto Road (R573) in terms of 40(2)(a) of South African National Roads Agency Limited and National Roads Act, 1998 (Act No. 7 of 1998);

• Determination Regarding the Transfer of Development Planning Function from the Gauteng Office of the Premier to the Gauteng Department of Co-operative Governance and Traditional Affairs in terms of section 3A(b) of the Public Services Act, 1994 (Act No. 103 of 1994);

• Determination Regarding the Transfer of Forensic Services Function from the Gauteng Provincial Treasury to the Gauteng Office of the Premier in terms of section 3A(b) of the Public Services Act, 1994 (Act No. 103 of 1994); and

• Determination Regarding Transfer to Gauteng Department of Infrastructure Development as both custodian and user department in terms of section 4(1)(c) and 4(5)(a), respectively, of the Government Immovable Asset Management Act, 2007 (Act No. 19 of 2007) for the purposes of the delivery of the Kopanong Precinct Project under a Public Private Partnership Funding Model.


13. STRATEGIC OUTCOME ORIENTED GOALS

The Office of the Premier has crafted five (5) organisational-level strategic goals to enable the organisation to effectively focus and prioritise its options in delivering on its mandate and strategic intent.

The Strategic Goals of the OoP, outlined in the approved Strategic Plan for 2015-2020, are as follows:

1) Driving greater policy and planning coherence in government and the achievement of service delivery outcomes;

2) Building a modernised Gauteng public service with the capacity to drive change and transformation;3) Promoting and facilitating effective communication between government and the people of Gauteng;4) Forging strategic partnerships that advance the National and Provincial development agenda; and5) Advancing gender equality, women’s empowerment, youth development and the rights of people with

disability, older persons and military veterans and promoting socio-economic inclusion.

The strategic goals support and focus the delivery of the OoP in line with the three pillars of the Transformation, Modernisation and Re-industrialisation (TMR) programme for which the Office of the Premier is specifically responsible, namely Pillar 1 (Radical economic transformation), Pillar 2 (Decisive spatial transformation) and Pillar 4 (Transformation of state and governance).


For each pillar, significant highlights for the 2019/20 financial year are outlined below. Detailed performance reports per programme and sub-programme are then incorporated under Section 14.

TMR Pillar OoP Strategic Goal Progress

Transformation of state and governance

Driving greater policy and planning coherence in government and the achievement of service delivery outcomes

Integrity Management Office• 96% (2006 out of 2094) cases reported through the NACH were investigated and

finalised as at 31 March 2020. 88 is still in progress. • 100% SMS disclosure achievement for GPG. • To date 90% (66 of 73) of criminal cases have been reported to law enforcement

agencies for further investigation and prosecution. • A total of R677,756.59 was lost through financial misconduct and R151,616.06

has been recovered. 22% of value of assets lost through fraud and corruption has been recovered by the GPG departments.

Strategic Human Resources • All fourteen (14) Gauteng Provincial Government departments reported to the

Office of the Premier on levels 1-12 performance contracting for the financial year 2019/20

• A partnership agreement between the OoP and the Department of Labour on a large-scale recruitment of persons with disabilities will be implemented with effect from 1 April 2020.

• The role of the Office of the Premier will be the coordination of reports on applications sent by the Department of Labour to GPG Departments. The Department of Labour will conduct preliminary screening of applicants based on their suitability to job specifications of advertised vacancies

• The EHWP programme facilitated several interventions that are aimed at improving compliance to the OHS Act.

• The interventions are; the establishment of a multi-sectoral coordination at both provincial and district levels for COVID-19 preparedness and response, coordination of training through NICD & NIOH for 14 Departments on COVID-19 response.

• Compensation of injuries on duty (COID) protocols were consulted in 3 workshop engagements. GPG departments would like to have the COID management process reviewed and decentralized as the e-Governance central model has been perpetually non-compliant with the 7 and the 14 days turn around for reporting injuries and disease (COID Act).

Legal Services• Fifteen pieces of policy development / legislation changes were completed in the

period under review.• Annual Legislative Programme for 2019/20 financial year has been submitted for

approval by EXCO• The OoP prepared and presented biannual reports on the status of litigation in the

Gauteng Provincial Government to the Executive Council

Gauteng Performance Monitoring and Evaluation• A total of 17 FSDM improvement plans were facilitated at sites with areas of under-

performance for the 2019/20 financial year.• Out of a total of 399 community commitments that are being tracked for progress,

a total of 170 (43%) commitments have been achieved. In terms of short-term commitments, 54% was achieved by the end of the reporting period.

• The Department, through PME-GPD, assessed the draft 2020-25 strategic plan and 2020/21 Annual Performance Plans for the fourteen (14) GPG Departments and ten (10) Entities. The feedback of the assessment was provided to the departments.

• Three evaluation studies were undertaken. (Process evaluation of disciplinary case management in Gauteng Province, Design Evaluation of Gauteng safety strategy as well as a Review of the partnership between The European House-Ambrosetti and Gauteng Provincial Government)

Forging strategic partnerships that advance the National and Provincial development agenda both locally and internationally

Intergovernmental and International Relations• 2 assessment reports on progress in the implementation of the IR Strategy • 9 Value-add high-level engagements coordinated • 2 Analytical reports interpreting resolutions impacting on the province from Inter-

governmental Relations meetings

Advancing gender equality, women’s empowerment, youth development and the rights of people with disabilities, older persons and military veterans and promoting socio-economic inclusion

GEYODI&MVO• The International Women’s Day was commemorated with the aim of consulting

on the Gender Based Violence response plan with more than a thousand (1500) participants.

• During the Women’s month, women across the GCR were consulted on what programmes must be implemented and escalated towards the improvement of the lives of women in the province. The consultation gave rise to the charter which was signed off by Premier and the MEC responsible for women in the province.

• Military Veterans (MV) Provincial Action Plan implementation was intensified, led by GDHS and GDE

• Six (6) Commemorative Days were hosted during the period under review


TMR Pillar OoP Strategic Goal Progress

Modernisation of the public service

Building a modernised Gauteng public service with the capacity to drive change and transformation

Executive Support Services to the Premier and Director General• The of Strategic Plan (2020-2025) and Annual Performance Plan (2020-2021) was

submitted to the Provincial Legislature on 05 March 2020. All statutory reports were submitted within the prescribed timeframes

• The final draft OoP Vote 1 Estimates of Provincial Revenue and Expenditure (EPRE) was submitted to the Gauteng Provincial Treasury in February 2020

• The AG regularity audit has commenced, and the Office of the Premier is looking at a streamlined audit with minimal challenges.

• OoP participated in the 2019 public service month initiative where SMS members were deployed to participate in unannounced site visits to Thelle Mogoerane Hospital and 9 feeding clinics.

• A successful Nelson Mandela Day was organized as part of the Service Delivery Improvement Plan initiative.

• For the 2019 Nelson Mandela Day, the Office of the Premier deployed officials to the Viva Village in Alaska. The event was planned and coordinated in partnership with the Viva Foundation, which involved several activities for the day such as cooking, gardening and painting.

Financial Management• 98% of valid invoices (1770 out of 1814) received were paid within 21 days from

the date of receipt. All other invoices were paid within thirty (30) days.• 31% of budget spend on Township Economies• 40% of budget spend on companies owned by women• 14% of budget spend on companies owned by youth.• 6% of budget spend on companies owned by People living with disabilities.

Communicating and profiling the programme of government to ensure enhanced interaction between government and the people

Provincial Communication Services• Various research studies were undertaken to understand the communication

environment and inform targeted communication interventions. • Information was shared with the public through regular consultation and dialogue

to improve public understanding and support for government programmes. • Ntirhisano outreach programmes were mainly used to facilitate direct engagements

with residents and government. • Multimedia platforms – such as print, broadcast, digital and outdoor - were used to

communicate government messages and programmes. • The Covid 19 resulted in the regulation of social distancing thus creating an increase

in number of engagements with stakeholders and outlining the projected economic impact of the pandemic. Online sources generated the most media coverage for the Gauteng

• The Gauteng Government had one hundred and ninety-five (195) engagements for the period under review

• The Provincial Communication Services has reported two hundred and seven (207) products through engaging with the media

Decisive spatial transformation

Driving greater policy and planning coherence in government and the achievement of service delivery outcomes

Gauteng Development Planning• Engagements on the Built Environment Performance Plans process • Review of the Merafong City Local Municipality and City of Tshwane Metropolitan

Municipalities• The Gauteng Provincial Government hosted the Annual Africa Investment Forum

(AIF) in conjunction with the African Development Bank and National Treasury. The AIF was held in November and $40.1 billion dollars in investment was committed towards filling the infrastructure gaps in Africa

• Work on Growing Gauteng Together, 2030 (GGT 2030) is ongoing, towards approval by EXCO. GGT 2030 is a city region’s plan towards achieving NDP 2030 and it includes all government and private sector priority programmes taking place in the GCR space.

• The Office of the Premier collaborated with the Gauteng Department of Infrastructure Development in the development of the GPG 5-year Infrastructure Project Pipeline

• The Office of the Premier, Gauteng Provincial Treasury and Gauteng Department of Infrastructure Development and Property Management developed an Integrated Planning Framework

Delivery Support Unit • The Office of the Premier continued to engage and support departments in meeting

their defined delivery targets. • The DSU also participated in various departmental strategic planning sessions to

give inputs into the development of the Five-Year Strategic Plans of departments. • Engagements on the Growing Gauteng Together Plan process took place with

sector departments in collaboration with members of the Planning Division. • The Unit also participated in departmental MTEC sessions convened by the

Provincial Treasury held in September 2019.• Delivery Agreements were signed between the Premier and respective MECs in

November 2019


14. PERFORMANCE INFORMATION BY PROGRAMME

The Framework for Strategic Plans and Annual Performance Plans, issued by the National Treasury in September 2010, formed the compliance basis for the development of the OoP’s strategic and performance plans for the 2019/20 financial year.

Building on the improvements made in prior years, the assistance of a monitoring and evaluation practitioner was solicited to ensure that targets and indicators conform to the SMART principle. The programme performance information reflected below is then based on targets and indicators as agreed to in the Annual Performance Plan (APP) for 2019/20.

14.1. Programme 1: AdministrationThe Administration Programme is responsible for overall strategic management and support to the Premier and the Director-General in fulfilling their statutory and political mandates, the provision of financial management and support services; and the provision of security management services to the Office of the Premier.

While indirectly supporting the delivery of all five strategic goals, the Administration Programme has a primary internal focus on the organisational effectiveness of the OoP. This focuses delivery against the following strategic goals and their aligned strategic objectives:

Goal 1: Driving greater policy and planning coherence in government and the achievement of service delivery outcomes.Strategic Objective: Effective coordination and management of the Executive Council Cluster System.

Goal 2: Building a transformed Gauteng public service with the capacity to drive change and modernisation.Strategic Objective: Effective public administration which is more responsive, convenient and accountable to the public.Strategic Objective: A safe and secure working environment across the GPG.Strategic Objective: Disciplined financial management across the OoP.

The Administration Programme covers the work of the following Sub-Programmes:1) Executive Council Support – to provide strategic coordination and management of the Executive

Council programme.2) Director-General Support – to provide efficient and effective administrative and corporate support to

the Office of the Premier; and strategic management process support to the Premier and the Director-General in fulfilling their statutory and political responsibilities.

3) Financial Management - to render efficient and effective financial management, supply chain management and risk management support to the Office of the Premier.

14.1.1. Sub-Programme: Executive Council Support PurposeThe purpose of the sub-programme to provide strategic coordination and management of the Executive Council programme.

Strategic Objective Effective coordination and management of the Executive Council Cluster System. Service delivery objectives and indicators • Approved Annual Executive Council Schedule of meetings for the Gauteng Executive Council and Premier’s

Coordination Forum meetings.• Report on the implementation of Executive Council decisions.

Strategic objectives, performance indicators planned targets and actual achievementsA schedule of meetings of the Executive Council system is produced annually in consultation with the National Cabinet Office in the Presidency, the South African Local Government Association (SALGA) and the Leader of Government Business in the Legislature to ensure alignment and concise planning of the programmes which affect the Executive Council. The schedule makes provision for the Executive Council meetings comprising of Technical and Subcommittees which feed into the Executive Council.


In line with the planning cycle for the new term of office, the Executive Council as a decision-making body of the Gauteng Provincial Government convened several meetings that considered items for the Sixth Administration of the Executive Council System as outlined in the schedule of meetings.

The overall analysis of the Executive Council decisions reveals that strategies and plans for the 2019/20 financial year were approved and progress was made in the implementation of these in the year under review. A total of fifty-seven (57) agenda items were tabled of which twenty-five (25) decisions on items were implemented, and 35 strategies and plans are work in progress for full implementation in the medium term.

The 2019/20 financial year also saw the inception of the following Intervention Task Teams, Executive Council Sub-committees and Advisory Panels established to fast-track interventions in strategic areas identified by the Executive Council:• The establishment of the Executive Council Sub-committee on the Emergency Office Accommodation for

the Gauteng Provincial Government• Gauteng Technical Inter-Ministerial Task Team on Alexandra • Executive Council Sub-Committee on the Gauteng Freeway Improvement Project On 29 May 2019, the Premier announced the Members of the Executive Council for the Sixth Administration, followed by their swearing in on 30 May 2019. An Induction Programme of the Members of Executive Council was also conducted on the 06 June 2019. Induction of the Members of the Executive Council and Heads of Department was conducted on a continuous basis, as and when there were new incumbents.

The sixth administration’s State of the Province Address was delivered on 1 July 2019, under the theme “Growing Gauteng Together: 2030”. The Growing Gauteng Together 2030 Plan informs the development of Cluster Programmes which in turn inform the development of Executive Council Agendas. The Executive Council Services capacity was enhanced through the filling of vacancies and this enabled service delivery on the Executive Council System.

Given that 2019 was an election year, the normal Executive Council cycle of meetings was slightly disrupted due to the finalization of plans for the Sixth Term of Office. Fewer Executive Council meetings were held since the beginning of the new term of office, these were aimed at concretizing the agenda or plan for the Sixth Term of Office and beyond. The meetings in question included the following:• The Executive Council Induction meeting on 06 June 2019• The Executive Council Inaugural Lekgotla of 17-18 June 2019 where the Growing Gauteng Together 2030

Roadmap to 2030 was shared with the new Executive Authority• The 07 August 2019 Special Executive Council Meeting to refine the Growing Gauteng Together 2030 Plan

and discuss inputs into the Resourcing Plan for the Sixth Term of Office• The Executive Council Lekgotla of 11-12 September 2019 to further discuss the refined version of the

Growing Gauteng Together 2030 Roadmap Emphasis was placed on the security of Executive Council information to prevent leaks of classified information. The stringent control mechanisms were re-emphasized in the form of official communication to Heads of Department to confirm the authorization and levels of security vetting for officials who receive classified Executive Council Information and a register of authorized officials has been put in place and is reviewed regularly.

The emergence of the Covid-19 pandemic has seen the spread of the pandemic to over 100 countries, including South Africa. The Coronavirus has been declared a national state of disaster by the South African Government in terms of the Disaster Management Act. The Covid-19 pandemic has become the biggest accelerator of workplace transformations and has necessitated the incorporation of a new way of working inclusive of the introduction of digital platforms which will impact on the management of the Executive Council system. In response to the global pandemic the Gauteng Provincial Government established various structures at a strategic and tactical level to ensure a seamless and coordinated transition into the new world of work.

Toward the end of the 2019/20 financial year, the following structures were established to drive the strategy to flatten the Covid-19 Curve through communication, messaging, reputation, high level inter-government interface, expectation management, stakeholder management as well as socio-economic aspects of the Covid-19 response:• Provincial Command Council • District Command Council • Provincial Disaster Management Command Centre • Various Work streams


Executive Council Services supported the Covid-19 Meeting structures which have since been incorporated into the amended 2020 Executive Council Schedule of Meetings. The resolutions of the Covid-19 meeting Structures inform the agendas of the Executive Council. The Executive Council Operations Manual is in the process of being reviewed to incorporate the virtual processes.

Programme / Sub-programme: Executive Council Support

Strategic Objective

Performance Indicator

Actual Achievement

2016/2017

Actual Achievement

2017/2018

Actual Achievement

2018/2019

Planned Target

2019/2020

Actual Achievement

2019/2020

Deviation from planned

target to Actual

Achievement for

2019/2020

Comments on

Deviation

Effective coordination and management of the Executive Council Cluster System

Approved Annual Executive Council Schedule of meetings for the Gauteng Executive Council and Premier’s Coordination Forum meetings

New Indicator One (1) Annual Executive Council Services Schedule of meetings, submitted to the Executive Council for approval by the end of the financial year

One (1) annual Executive Council Services Schedule of Meetings submitted to the Executive Council of March 2018 and approved for the 2018/19 financial year

One (1) Annual Executive Council Schedule of meetings, submitted to the Executive Council for approval by the end of the financial year

One (1) Annual Executive Council Schedule of meetings, submitted to the Executive Council for approval by the end of the financial year

None None

Report on the implementation of Executive Council decisions

New Indicator New Indicator 3 quarterly reports and 1 annual report on the analysis on the implementation of Executive Council decisions

Biannual Report on the implementation of Executive Council decisions

Biannual Report on the implementation of Executive Council decisions

None None

Strategy to overcome areas of under-performanceNone.

Changes to planned targetsNone.

Linking performance with budgetsThe budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.

14.1.2. Sub-Programme: Director-General Support PurposeThe purpose of the sub-programme is to provide efficient and effective strategic, operational and administrative support to administrative and political principals.

Strategic Objectives • Effective public administration which is more responsive, convenient and accountable to the public.• A safe and secure working environment across the GPG.

Service delivery objectives and indicators • Audit outcome on OOP non-financial performance information for the previous financial year (2018/19)• Percentage of SMS members vetted in line with the National Vetting Strategy.• Audit reports on security threat and risk assessment for MEC’s, other persons and headquarter buildings

across the GPG.• Reports on assessments of security breaches, major incidents and losses across the GPG.• Percentage of officials in identified High Risk areas vetted (GPG wide).

Strategic objectives, performance indicators planned targets and actual achievementsIn line with the DPME Revised Framework for Strategic Plans and Annual Performance Plans, the Office of the Premier (OoP) undertook a comprehensive process to develop the Strategic Plan for 2020-2025, and the Annual Performance Plan for 2020/21


The Office of the Premier concluded all internal discussions on the development of the statutory documents, as well as branch engagements. Furthermore, the Executive Management Team was consulted, and all inputs were considered for the final draft to the oversight bodies. The process of quality assurance and verification of indicators was completed to comply with the process of usefulness and reliability of the Auditor General.

The Strategic Plan (2020-2025) and Annual Performance Plan (2020-2021) was submitted within the prescribed timeframe to the Provincial Legislature on 05 March 2020. The final OoP Vote 1 Estimates of Provincial Revenue and Expenditure (EPRE) was also submitted to the Gauteng Provincial Treasury in February 2020. The Annual Service Delivery Improvement Plan Report for the 2019/20 financial year has been prepared and will be submitted to DPSA on 30 June 2020. The Annual Citizen’s Report for 2018/19 was submitted in August 2019.

The Auditor-General’s audit on performance information for the Annual Performance Plan (APP) of the 2018/19 financial year was concluded. OoP received a clean audit with no matters of emphasis on performance information. Outstanding audit queries have been addressed. All monthly and quarterly meetings were held to monitor performance. The regularity audit on performance information for the APP of 2019/20 financial year is currently underway. We are once again expecting a clean audit with no matters of emphasis.

The Governance Framework for OoP has been updated in line with the role of OoP as the centre of government in Gauteng Provincial Government (GPG). To deepen and enhance the quality of the final Governance framework, it was deemed necessary to conduct a benchmarking exercise with other Offices of the Premier across the country. The framework will guide the development of the terms of reference for the Executive Management Team (EMT) and the Broad Management Team (BMT).

A successful Nelson Mandela Day was organized as part of the Service Delivery Improvement Plan initiative. For the 2019 Nelson Mandela Day, the Office of the Premier deployed officials to the Viva Foundation in Alaska. The event was planned and coordinated by the Viva Foundation in partnership with OoP, which involved activities such as cooking, gardening and painting.

OoP participated in the 2019 public service month initiative where SMS members were deployed to participate in an unannounced site visits to Thelle Mogoerane Hospital and 9 feeding clinics. The purpose of the deployment was to assess the health institutions, identify service delivery gaps and provide recommendations for improved service delivery. A consolidated report was completed and submitted to the provincial programme coordinators for compilation of the provincial report that will be tabled at Exco.

The Office also coordinated the Harambee formal clothing initiative for the 2019/20 financial. GPG departments were encouraged to donate formal clothing to the youth of Harambee for purposes of attending interviews. The clothing handover was scheduled to take place in Quarter 4 however, the process was postponed due to the Covid19 lockdown.

The Office of the Premier through Security and Risk Management Services Directorate provided leadership and guidance to the Gauteng Provincial Government departments towards modernising the public service and ensuring a safe and secure working environment across GPG. The Security and Risk Management facilitates vetting of both SMS and SCM members across GPG departments. At the end of March 2020, 65% (499 out of 764) of SMS members were vetted and 70% (466 out of 661) SCM members were vetted.

Threat and Risk Assessments were conducted quarterly at head offices within GPG departments and the residences of political office bearers including the 2020 State of the Province Address, at Sefako Makgatho Health Sciences University situated at Ga-Rankuwa in Tshwane. The OoP ensured that all events within the Province are safeguarded and no incidences were recorded. The OoP responded to all reported and detected security breaches and incidents.


Programme / Sub-programme: Executive Support Services to the Premier and DG

Strategic Objective


Actual Achievement

2016/2017

Actual Achievement

2017/2018

Actual Achievement

2018/2019

Planned Target

2019/2020

Actual Achievement

2019/2020

Deviation from planned

target to Actual

Achievement for

2019/2020

Comments on Deviation

Effective public administration which is more responsive, convenient and accountable to the public

Audit outcome on OOP non-financial performance information for the previous financial year (2018/19)

New Indicator New Indicator New Indicator Unqualified audit with no matters of emphasis on OOP non-financial performance information for 2018/19 financial year

There were material misstatements on the reported performance information of institutional development and policy and governance, but management subsequently corrected the misstatements. No material findings on the usefulness and reliability of the reported performance information was raised.

Material misstatements on the reported performance information of institutional development and policy and governance were reported

Management subsequently corrected the misstatements

A safe and secure working environment across the GPG.

Percentage of SMS members vetted in line with the National Vetting Strategy

Sixty-six per cent (66%) of SMS and high-risk area members were vetted in line with the National Vetting Strategy

58% of SMS members Vetted

63% (484 out of 767) of SMS members vetted

65% of SMS members vetted

65% (499 out of 764) of SMS members vetted

None None

Audit reports on security threat and risk assessment for MEC’s, other persons and headquarter buildings across the GPG

New Indicator Four (4) audit report on security threats and risk assessments

Four (4) audit reports on security threats and risk assessments



None None

Reports on assessments of security breaches, major incidents and losses across the GPG

New Indicator Four (4) reports onassessments conducted on security breaches, major incidents and losses across the GPG

Four (4) reports on Assessments conducted on security breaches, major incidents and losses across the GPG

Four (4) reports on assessments conducted on security breaches, major incidents and losses across the GPG

Four (4) reports on assessments conducted on security breaches, major incidents and losses across the GPG

None None

Percentage of officials in identified High Risk areas vetted (GPG wide)

66% of officials in identified high risk areas vetted (GPG-wide)

60% of officials inidentified high risk areas vetted (GPG-wide)

66% (422 out of 643) of officials in identified high risk areas vetted (GPG wide)

70% of officials in identified High Risk areas vetted (GPG wide)

70% of officials in identified high risk areas vetted (GPG wide)

None None

Strategy to overcome areas of under-performanceNoneChanges to planned targetsThe following indicator was revised in the adjustment period for the Annual Performance Plan for 2019/20 financial year:• Office of the Premier Average MPAT rating for KPA 1: Strategic management –(overall)

MPAT has been discontinued, the 2018 assessment was the last assessments used to monitor compliance. Therefore, the Department of Performance Monitoring and Evaluation (DPME) will no longer conduct MPAT as a compliance tool. The MPAT indicator was removed and replaced by the following indicator:

• Audit outcome on OOP non-financial performance information for the previous financial year (2018/19)


Linking performance with budgetsThe budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets. 14.1.3. Sub-Programme: Financial Management

PurposeTo render efficient and effective financial management, supply chain management and risk management support to the Office of the Premier.

Strategic objectiveDisciplined financial management across the OoP.

Service delivery objectives and indicators• Percentage of valid invoices paid within 21 days from date of receipt• Percentage of budget spend on Township Economies• Percentage of budget spend on companies owned by Black People.• Percentage of budget spend on companies owned by women.• Percentage of budget spend on companies owned by youth.• Percentage of budget spend on companies owned by people with disability.

Strategic objectives, performance indicators planned targets and actual achievementsThe Office strives to build public confidence through payment of supplier invoices within the prescribed timeframes. 98% (1 770 out of 1 814) of valid invoices received paid within 21 days from date of receipt. All invoices were eventually paid within the statutory timeframe of 30 days.

The SCM Directorate is required to provide analysis and report on annual performance of Preferential Procurement Targets. The base amount for calculation of the Annual Preferential Procurement Spend excludes expenditure incurred on services/goods rendered or provided by public owned entities and non-discretionary expenditure items for People with Disabilities and Township-based suppliers.

Non-discretionary comprises of Registration with professional bodies; Property and utilities accounts; Transversal contracts; Subscriptions; Institutions of Higher Learning; Venues/accommodation; Placing of adverts directly through media houses; and Procurement through non-governmental organizations.

In excluding non-discretionary expenditure items, the normal base amounts for Preferential Procurement Spending are; R99 384 007.44 (not excluding non-discretionary items) and R60 367 408.79 (excluding non-discretionary items).

The Annual Preferential Procurement spend recorded in the 2019-2020 financial year is R99 384 007.44 consisting of 1 349 transactions recorded. A total of 570 transactions recorded amounting to R42 582 796.61 were awarded to companies that are not 80% owned by Black people. It should be noted that, in the case of transversal contracts, the Gauteng Office of the Premier does not have a control on companies that are appointed as procurement processes are carried out by other departments.

B-BBEE Target Group GPG Target OoP Spend2018/2019

OoP Spend 2019/2020

OoP % of Total Spend

Women 30% R58 961 659,74 R39 822 400.60 40%Youth 10% R19 736 859,19 R13 791 811.87 14%People with Disabilities 5% R3 555 734,94 R3 411 344.05 6%Black People 80% R107 030 190,84 R72 421 227.47 73%Township Enterprises 30% - R18 418 938.23 31%

Procurement spend targets on companies owned by women, youth, PwDs and companies based in townships were achieved and exceeded by 10.1%, 3.9%, 0.7% and 0.5% respectively. The annual Preferential Procurement spent on women, youth, PwDs and township-based enterprises is R39 822 400, R13 791 811.87, R3 411 344.05 and R18 418,938.23, respectively. Procurement spend targets on companies owned by Black people were not achieved by -7.1%. The annual preferential procurement spent on Black people is R72 421 227.47.


Pro

gra

mm

e /

Sub

-pro

gra

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e: F

inan

cial

Man

agem

ent

Stra

teg

ic O

bje

ctiv

ePe

rfo

rman

ce In

di-

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rA

ctu

al A

chie

vem

ent

2016

/201

7A

ctu

al A

chie

vem

ent

2017

/201

8A

ctu

al A

chie

vem

ent

2018

/201

9Pl

ann

ed T

arg

et20

19/2

020

Act

ual

Ach

ieve

men

t20

19/2

020

Dev

iati

on

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m

pla

nn

ed t

arg

et t

o

Act

ual

Ach

ieve

men

t fo

r 20

19/2

020

Co

mm

ents

on

Dev

i-at

ion

Dis

cipl

ined

fina

ncia

l m

anag

emen

t ac

ross

th

e O

oP

Perc

enta

ge o

f va

lid

invo

ices

pai

d w

ithin

21

day

s fr

om d

ate

of

rece

ipt

99.7

9% (1

910

out

of

1914

) of

valid

invo

ices

w

ere

paid

with

in 3

0 da

ys f

rom

dat

e of

re

ceip

t

96.8

0% o

f va

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-vo

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(175

3 ou

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18

11) i

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ived

w

ere

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93.3

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out

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1) o

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lid in

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es

paid

with

in 1

5 da

ys

from

dat

e of

rec

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100%

of

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invo

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ithin

21

days

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ate

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98%

(1 7

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814)

of

valid

invo

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w

ere

paid

with

in 2

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dat

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re

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100%

of

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0 da

ys f

rom

dat

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re

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req

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Und

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aid

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ays

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invo

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ld n

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aid

with

in 2

1 da

ys

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to t

he f

ollo

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ason

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Early

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men

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on.

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valid

Sup

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Paym

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liers

w

ho f

ail t

o up

date

the

ir ba

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g de

tails

on

time

are

reje

cted

and

thi

s au

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atic

ally

del

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th

e pa

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oces

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Perc

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ge o

f bu

dget

sp

end

on T

owns

hip

Econ

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12.4

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sp

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on T

owns

hip

Econ

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s

26.1

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f bu

dget

sp

end

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owns

hip

Econ

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s

21,1

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f bu

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sp

end

on T

owns

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Econ

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s

30%

of

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pend

on

Tow

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onom

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31%

of

budg

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pend

on

Tow

nshi

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Non

-dis

cret

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ry it

ems

wer

e ex

clud

ed f

rom

the

ba

se a

mou

nt w

hen

cal-

cula

ting

the

pref

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tial

proc

urem

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spen

d fo

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wns

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base

d en

ter-

pris

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also

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s an

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hat

cann

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e ob

tain

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from

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Non

e


Pro

gra

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e /

Sub

-pro

gra

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inan

cial

Man

agem

ent

Stra

teg

ic O

bje

ctiv

ePe

rfo

rman

ce In

di-

cato

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chie

vem

ent

2016

/201

7A

ctu

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chie

vem

ent

2017

/201

8A

ctu

al A

chie

vem

ent

2018

/201

9Pl

ann

ed T

arg

et20

19/2

020

Act

ual

Ach

ieve

men

t20

19/2

020

Dev

iati

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m

pla

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arg

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Act

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Ach

ieve

men

t fo

r 20

19/2

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Co

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ents

on

Dev

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ion

Perc

enta

ge o

f bu

dget

sp

end

on c

ompa

nies

ow

ned

by B

lack

Peo

ple

Pref

eren

tial

Proc

urem

ent

Spen

ding

ach

ieve

d:H

DI =

82.

98%

Wom

en =

24.2

7%

Yout

h =

15.

21%

PWD

s =

1.9

2%

Ach

ieve

men

t of

the

Pref

eren

tial P

rocu

re-

men

tSp

endi

ng t

arge

ts(B

-BBE

E):

HD

I = 9

2.02

%W

omen

= 3

0.64

%Yo

uth

= 1

1.26

%PW

Ds

= 1

.39%

Ach

ieve

men

t of

the

Pr

efer

entia

l Pro

cure

-m

ent

Spen

ding

tar

gets

(B

BBEE

):

HD

I = 7

1,84

%W

omen

= 3

9,58

%Yo

uth

= 1

3,25

%PW

D =

2,3

9%

80%

of

budg

et s

pend

on

com

pani

es o

wne

d by

Bla

ck P

eopl

e

73%

of

budg

et s

pend

on

com

pani

es o

wne

d by

Bla

ck P

eopl

e

Prev

ious

ly, t

he c

alcu

-la

tion

for

a pe

rcen

t-ag

e of

bla

ck p

eopl

e ow

ners

hip

was

bas

ed

on B

-BBE

E Pr

ocur

emen

t Re

cogn

ition

, whi

ch is

ca

lcul

ated

by

incl

udin

g al

l ele

men

ts in

the

BEE

Sc

orec

ard.

M

ost

com

pani

es

achi

eved

B-B

BEE

Pro-

cure

men

t Re

cogn

ition

le

vel a

bove

100

% a

nd

this

art

ifici

ally

incr

ease

d pr

ocur

emen

t sp

end

on

blac

k pe

ople

, it

resu

lted

in m

ost

depa

rtm

ents

ex

ceed

ing

the

80%

ta

rget

. Th

e cu

rren

t ca

lcul

atio

n is

bas

ed o

n pe

rcen

tage

ow

ners

hip

by b

lack

pe

ople

usi

ng d

ata

retr

ieve

d fr

om C

entr

al

Supp

lier

Dat

abas

e.

The

pre-

qual

ifica

tion

crite

ria t

arge

ting

all

the

desi

gnat

ed g

roup

s in

clud

ing

com

pani

es

owne

d by

peo

ple

with

di

sabi

litie

s is

incl

uded

on

all

tend

ers.

Th

is w

ill a

lso

be

incl

uded

to

requ

est

for

quot

atio

ns t

hat

are

less

th

an R

500

000.

Perc

enta

ge o

f bu

dget

sp

end

on c

ompa

nies

ow

ned

by w

omen

.

Pref

eren

tial

Proc

urem

ent

Spen

ding

ach

ieve

d:H

DI =

82.

98%

Wom

en =

24.2

7%

Yout

h =

15.

21%

PWD

s =

1.9

2%

Ach

ieve

men

t of

the

Pref

eren

tial P

rocu

re-

men

tSp

endi

ng t

arge

ts(B

-BBE

E):

HD

I = 9

2.02

%W

omen

= 3

0.64

%Yo

uth

= 1

1.26

%PW

Ds

= 1

.39%

Ach

ieve

men

t of

the

Pr

efer

entia

l Pro

cure

-m

ent

Spen

ding

tar

gets

(B

BBEE

):

HD

I = 7

1,84

%W

omen

= 3

9,58

%Yo

uth

= 1

3,25

%PW

D =

2,3

9%

30%

of

budg

et s

pend

on

com

pani

es o

wne

d by

wom

en

40%

of

budg

et s

pend

on

com

pani

es o

wne

d by

wom

en

This

tar

get

is in

clus

ive

of a

ll co

mpa

nies

tha

t ar

e ow

ned

by w

omen

, irr

espe

ctiv

e of

rac

e

Non

e

Perc

enta

ge o

f bu

dget

sp

end

on c

ompa

nies

ow

ned

by y

outh

.

Pref

eren

tial

Proc

urem

ent

Spen

ding

ach

ieve

d:H

DI =

82.

98%

Wom

en =

24.2

7%

Yout

h =

15.

21%

PWD

s =

1.9

2%

Ach

ieve

men

t of

the

Pref

eren

tial P

rocu

re-

men

tSp

endi

ng t

arge

ts(B

-BBE

E):

HD

I = 9

2.02

%W

omen

= 3

0.64

%Yo

uth

= 1

1.26

%PW

Ds

= 1

.39%

Ach

ieve

men

t of

the

Pr

efer

entia

l Pro

cure

-m

ent

Spen

ding

tar

gets

(B

BBEE

):

HD

I = 7

1,84

%W

omen

= 3

9,58

%Yo

uth

= 1

3,25

%PW

D =

2,3

9%

10%

of

budg

et s

pend

on

com

pani

es o

wne

d by

you

th.

14%

of

budg

et s

pend

on

com

pani

es o

wne

d by

you

th.

A n

umbe

r of

com

pa-

nies

use

d w

ere

owne

d by

you

th o

wne

d co

mpa

nies

Non

e


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: F

inan

cial

Man

agem

ent

Stra

teg

ic O

bje

ctiv

ePe

rfo

rman

ce In

di-

cato

rA

ctu

al A

chie

vem

ent

2016

/201

7A

ctu

al A

chie

vem

ent

2017

/201

8A

ctu

al A

chie

vem

ent

2018

/201

9Pl

ann

ed T

arg

et20

19/2

020

Act

ual

Ach

ieve

men

t20

19/2

020

Dev

iati

on

fro

m

pla

nn

ed t

arg

et t

o

Act

ual

Ach

ieve

men

t fo

r 20

19/2

020

Co

mm

ents

on

Dev

i-at

ion

Perc

enta

ge o

f bu

dget

sp

end

on c

ompa

nies

ow

ned

by P

eopl

e w

ith

disa

bilit

y.

Pref

eren

tial

Proc

urem

ent

Spen

ding

ach

ieve

d:H

DI =

82.

98%

Wom

en =

24.2

7%

Yout

h =

15.

21%

PWD

s =

1.9

2%

Ach

ieve

men

t of

the

Pref

eren

tial P

rocu

re-

men

tSp

endi

ng t

arge

ts(B

-BBE

E):

HD

I = 9

2.02

%W

omen

= 3

0.64

%Yo

uth

= 1

1.26

%PW

Ds

= 1

.39%

Ach

ieve

men

t of

the

Pr

efer

entia

l Pro

cure

-m

ent

Spen

ding

tar

gets

(B

BBEE

):

HD

I = 7

1,84

%W

omen

= 3

9,58

%Yo

uth

= 1

3,25

%PW

D =

2,3

9%

5% o

f bu

dget

spe

nd

on c

ompa

nies

ow

ned

by P

eopl

e liv

ing

with

di

sabi

litie

s.

6% o

f bu

dget

spe

nd

on c

ompa

nies

ow

ned

by P

eopl

e liv

ing

with

di

sabi

litie

s.

Non

-dis

cret

iona

ry it

ems

wer

e ex

clud

ed f

rom

th

e ba

se a

mou

nt w

hen

calc

ulat

ing

the

proc

ure-

men

t sp

end

for

Peop

le

with

Dis

abili

ties

Non

e


Strategy to overcome areas of under-performanceNone



14.1.5. Programme and Sub-programme expenditure

2019/20 2018/19

Programme 1 - Administration

Final

Appropriation

Actual Expenditure

R’000

(Over)/ Under Expenditure

Final

Appropriation

Actual Expenditure

R’000


R’000 R’000 R’000 R’000 R’000 R’000Premier’s Support 20 261 20 259 2 16 668 16 668 0

Executive Council Support

6 813 6 811 2 8 661 8 661

0

Director-General 197 180 197 134 46 213 854 219 773 -5919

Financial Management

53 126 53 060 66 53 602 53 603

-1

Programme Support 2 447 2 445 2 2 190 2 190 0

Total Programme 1: Administration

279 827 279 709 118 294 975 300 895 -5920

The programme spent R279.7 million out of the total budget of R279.7 million, this translate to underspending of R118 000 at the end of the financial year. The programme houses the operational budget of the department and it spent 99.98%, rounded up to 100% of its budget which is acceptable.

14.2. Programme 2: Institutional Development and Integrity Management The Institutional Development Programme is responsible to:

1) Lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR;2) Provide ICT related auxiliary support to the OoP towards modernising the public service;3) Support the Premier and EXCO with legal advice and support; and4) Promote and facilitate effective communication between government and the people of Gauteng, and

the enhancement of service delivery and responsiveness. Due to the transversal nature of the Institutional Development Programme, it has both an internal and external focus; and leads delivery against two of the Office of the Premier strategic goals and their aligned strategic objectives:

Goal 2: Building a transformed Gauteng public service with the capacity to drive change and modernisation.Strategic Objective: A high performance culture across the GPG.Strategic Objective: ICT governance maturity improved across the OoP.Strategic Objective: Effective legal support contributing to a more resilient provincial litigation response capability.

Goal 3: Promoting and facilitating effective communication between government and the people of Gauteng.Strategic Objective: An informed and empowered public, and a responsive government.Strategic Objective: Resolved service delivery issues by engaging communities through different communication channels.

The Institutional Development Programme covers the work of the following Sub-Programmes:1) Strategic Human Resources – to lead, facilitate, coordinate and support a skilled, ethical and

performance orientated GCR.2) Information and Communication Technology - to provide ICT leadership and guidance and ICT

related auxiliary support to the OoP; towards modernising the public service.3) Legal Services – to support the Premier and Executive Council with legal advice and support and state

law advisory services.


4) Communication Services - to promote and facilitate effective communication between government and the people of Gauteng.

5) Service Delivery Interventions – to promote service delivery enhancement through the coordination of the GCR-wide customer-centric service delivery response system, and collaboration with departments and municipalities.

14.2.1. Sub-Programme: Strategic Human Resources

PurposeTo lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR.

Strategic objectiveA high-performance culture across the GPG.

Service delivery objectives and indicators• Percentage compliance achieved on the implementation of approved GPG Performance Management and

Development Framework (PMDF) for L1-12• Compliance with implementation of rewards and corrective measures for good and poor performance

respectively.• Percentage of departments implementing the approved non-financial incentives framework across the

province• Percentage compliance on performance contracts for all SMS members finalised across the GPG• Percentage of hearings held by GPG departments within 60 days from the date of precautionary suspension

at SMS (13-16)• Percentage of hearings held by GPG departments within 60 days from the date of precautionary suspension

at Level 1-12• Percentage representation of women in SMS monitored and tracked through targeted interventions in GPG.• Percentage representation of employees with disabilities monitored and tracked through targeted

interventions in GPG• GPG compliance audit to the Occupational Health and Safety (OHS) Act no 85 of 1993 and its regulations• Decision making reports on the status of OHS in GPG Departments submitted to EXCO Subcommittee &

MEC Organised Labour Sub-Committee• Percentage improvement of GPG departments with concurred and implemented organisational structures

Strategic objectives, performance indicators planned targets and actual achievementsAll fourteen (14) Gauteng Provincial Government departments reported to the Office of the Premier through Transversal Strategic Human Resources on levels 1-12 performance contracting for the financial year 2019/20. Various departments stated that unions advised their members not to sign the performance agreements due to lack of consultation of the new Performance Management Development Systems (PMDS) policy., Other factors includes employees which are on maternity leaves, suspensions and ill health, incapacity leaves, long absences, labour issues, disagreement over contents of the PA and new employees within the three months’ grace periods.

Seven (7 out 14) departments have reported on good and poor performance for SMS members. As at March 2020, only 95% (191 out of 201) of GPG SMS members received a performance score 4 and above, meanwhile 10 GPG SMS members received a performance score of 1 and 2.

An external service provider has been appointed to conduct a systemic evaluation of the disciplinary processes in GPG departments to identify the general under-performance across GPG which is consistent with general under performance in the public service. This will result in the adoption of a strategy that includes a model, standardised processes and a monitoring framework for the implementation of a disciplinary management process that will adhere to the regulatory frameworks to improve the management of discipline and compliance in the province. A set of verified current state (as-is) process maps have been completed by the service provider as a result of the focus group sessions with GPG departments, but not yet validated by the departments.

The number of women appointed in senior management positions is attributed to EE consultative bilateral sessions held between Office of the Premier and GPG departments. The corporate culture which is hostile to workplace transformation in GPG departments is mainly attributed to the low representation of women in senior management posts. OoP prepared letters to the Heads of Department (HODs) which were signed by the DG requesting them to prepare EE action plans on how they intend to achieve EE targets on women in senior management posts.


Gauteng Provincial Government is also committed to the advancement and development of employees with disabilities. Attracting and retaining employees with disabilities remains a major challenge in GPG Departments. The GPG recruitment platform in the form of GPG Professional Job Centre remains unattractive to applicants with disabilities. The platform cannot assist in tracking the number of applications received from persons with disabilities on all advertised vacancies in GPG. It is also difficult for departments to prove reasonable steps they have taken to attract applicants with disabilities. A partnership agreement between the OoP and the Department of Labour on a large-scale recruitment of persons with disabilities will be implemented with effect from 1 April 2020. The role of the Office of the Premier will be the coordination 25 of reports on applications sent by the Department of Labour to GPG Departments. The Department of Labour will conduct preliminary screening of applicants based on their suitability to job specifications of advertised vacancies.

The Employee Health and Wellness Programme (EHWP) made efforts towards Growing Gauteng Together by ensuring that employees are healthy and safe during multiple threats to Occupational Health and Safety. The EHWP programme facilitated several interventions that are aimed at improving compliance to the OHS Act. Such as the establishment of a multi-sectoral coordination at both provincial and district levels for COVID-19 preparedness and response, coordination of training through NICD & NIOH for 14 Departments on COVID-19 response. Compensation of injuries on duty (COID) protocols were consulted in 3 workshop engagements. GPG departments would like to have the COID management process reviewed and decentralized as the e-Governance central model has been perpetually non-compliant with the 7 and the 14 days turn around for reporting injuries and disease (COID Act).


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: S

trat

egic

Hu

man

Res

ou

rces

St

rate

gic

Ob

ject

ive

Perf

orm

ance

In

dic

ato

rA

ctu

al

Ach

ieve

men

t20

16/2

017

Act

ual

Ach

ieve

-m

ent

2017

/201

8

Act

ual

A

chie

vem

ent

2018

/201

9

Plan

ned

Tar

get

2019

/202

0A

ctu

al A

chie

vem

ent

2019

/202

0D

evia

tio

n f

rom

p

lan

ned

tar

get

to

A

ctu

al A

chie

vem

ent

for

2019

/202

0

Co

mm

ents

on

Dev

iati

on

A h

igh-

perf

orm

ance

cul

ture

ac

ross

the

GPG

Perc

enta

ge c

om-

plia

nce

achi

eved

on

the

impl

emen

-ta

tion

of a

ppro

ved

GPG

Per

form

ance

M

anag

emen

t an

d D

evel

opm

ent

Fram

ewor

k fo

r L1

-12

(PM

DF)

App

rove

d G

PG

Perf

orm

ance

M

anag

emen

t an

d D

evel

op-

men

t Fr

ame-

wor

k

Two

(2) a

sses

s-m

ents

on

the

impl

emen

tatio

n of

app

rove

d G

PG

Perf

orm

ance

M

anag

emen

t an

d D

evel

op-

men

t Fr

amew

ork

(PM

DF)

wer

e co

nduc

ted

Two

(2) a

s-se

ssm

ents

on

the

impl

e-m

enta

tion

of

appr

oved

GPG

Pe

rfor

man

ce

Man

agem

ent

and

Dev

elop

-m

ent

Fram

e-w

ork

(PM

DF)

co

nduc

ted

100%

com

plia

nce

on p

erfo

rman

ce

cont

ract

s fo

r SL

1-

12 m

embe

rs

final

ised

77%

(751

79 o

ut o

f 98

260)

com

plia

nce

on

perf

orm

ance

con

trac

ts

for

L1-1

2 m

embe

rs

final

ised

Mat

erni

ty le

ave,

sus

-pe

nsio

ns a

nd il

l hea

lth,

inca

paci

ty le

aves

, lon

g ab

senc

es, d

isag

reem

ents

ov

er c

onte

nts

of t

he P

er-

form

ance

Agr

eem

ents

and

ch

alle

nges

due

to

the

new

PM

DS

polic

y re

sulte

d to

th

e un

dera

chie

vem

ent.

Fu

rthe

rmor

e, v

ario

us d

e-pa

rtm

ents

com

plai

ned

that

un

ions

wer

e ad

visi

ng t

heir

mem

bers

not

to

sign

the

pe

rfor

man

ce a

gree

men

ts

due

to la

ck o

f co

nsul

tatio

n

The

Offi

ce o

f th

e Pr

emie

r ha

s co

nduc

ted

the

wor

ksho

p fo

r or

-ga

nise

d la

bour

and

dep

artm

ents

on

the

impl

emen

tatio

n of

the

po

licy.

Rem

inde

rs w

ere

sent

to

depa

rtm

ents

who

se r

epor

ts a

re

still

out

stan

ding

Com

plia

nce

with

im

plem

enta

tion

of

rew

ards

for

goo

d pe

rfor

man

ce

New

Indi

cato

rN

ew In

dica

tor

New

Indi

cato

r10

0% c

ompl

ianc

e w

ith im

plem

enta

-tio

n of

rew

ards

for

go

od p

erfo

rman

ce

76%

(753

18 o

ut o

f 99

723)

com

plia

nce

with

impl

emen

tatio

n of

rew

ards

for

goo

d pe

rfor

man

ce

The

abov

e tr

ansl

ates

to

75%

(751

27 o

ut o

f 99

522)

Lev

el 1

-12

95%

(191

out

of

201)

Le

vel 1

3-16

mem

bers

Dep

artm

ents

are

stil

l aw

ait-

ing

the

proc

ess

of m

oder

-at

ion,

bud

get

avai

labi

lity

and

appr

oval

Non

e

Com

plia

nce

with

im

plem

enta

tion

of

corr

ectiv

e m

easu

res

for

poor

per

for-

man

ce

New

Indi

cato

rN

ew In

dica

tor

New

Indi

cato

r10

0% c

ompl

ianc

e w

ith im

plem

enta

-tio

n of

cor

rect

ive

mea

sure

s fo

r po

or

perf

orm

ance

57%

(8 o

ut o

f 14

) co

mpl

ianc

e w

ith

impl

emen

tatio

n of

co

rrec

tive

mea

sure

s fo

r po

or p

erfo

rman

ce

Out

of

four

teen

(14)

GPG

de

part

men

tson

ly f

our

depa

rtm

ents

repo

rted

on

thei

r SM

Sm

embe

rs p

oor

perf

or-

man

ce f

or t

he 2

018/

19

finan

cial

yea

r.Te

n (1

0) S

MS

mem

bers

had

th

eir

perf

orm

ance

reco

rded

as

poor

The

Offi

ce o

f th

e Pr

emie

r ha

s re

com

men

ded

that

offi

cial

s w

hose

per

form

ance

has

bee

n fo

und

to b

e be

low

3, s

houl

d un

derg

o se

vera

l cap

acity

dev

el-

opm

ent

prog

ram

mes

Labo

ur b

uy in

of

Non

- fin

anci

al

Ince

ntiv

es F

ram

e-w

ork

obta

ined

New

Indi

cato

rA

n ap

prov

ed

fram

ewor

k fo

r fin

anci

al a

nd

nonfi

nanc

ial

rew

ard

The

asse

ss-

men

ts w

ere

not

cond

ucte

d as

the

fra

me-

wor

k w

as s

till

bein

g co

nsul

t-ed

upo

n

Non

- fin

anci

al

Ince

ntiv

es F

ram

e-w

ork

cons

ulte

d w

ith

labo

ur a

nd b

uy in

ob

tain

ed

Non

- fin

anci

al

Ince

ntiv

es F

ram

ewor

k co

nsul

ted

with

labo

ur

and

buy

in o

btai

ned.

Th

e fr

amew

ork

was

ap

prov

ed b

y th

e A

c-co

untin

g O

ffice

r.

Non

eN

one


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: S

trat

egic

Hu

man

Res

ou

rces

St

rate

gic

Ob

ject

ive

Perf

orm

ance

In

dic

ato

rA

ctu

al

Ach

ieve

men

t20

16/2

017

Act

ual

Ach

ieve

-m

ent

2017

/201

8

Act

ual

A

chie

vem

ent

2018

/201

9

Plan

ned

Tar

get

2019

/202

0A

ctu

al A

chie

vem

ent

2019

/202

0D

evia

tio

n f

rom

p

lan

ned

tar

get

to

A

ctu

al A

chie

vem

ent

for

2019

/202

0

Co

mm

ents

on

Dev

iati

on

Perc

enta

ge

com

plia

nce

on

perf

orm

ance

con

-tr

acts

for

all

SMS

mem

bers

fina

lised

ac

ross

the

GPG

100

% c

om-

plia

nce

on

perf

orm

ance

co

ntra

cts

for

all

SMS

mem

bers

fin

alis

ed

96%

of

the

GPG

SM

S m

embe

rs

conc

lude

d th

eir

perf

orm

ance

con

-tr

acts

in li

ne w

ith

Publ

ic S

ervi

ce

Regu

latio

ns (P

SR),

2016

.

88%

(670

ou

t of

766

) co

mpl

ianc

e on

pe

rfor

man

ce

cont

ract

s fo

r al

l SM

S m

em-

bers

fina

lised

100%

com

plia

nce

on p

erfo

rman

ce

cont

ract

s fo

r al

l SM

S m

embe

rs fi

nalis

ed

3.8%

(24

out

of 6

25)

com

plia

nce

on p

er-

form

ance

con

trac

ts

for

all S

MS

mem

bers

fin

alis

ed

The

MPS

A is

sued

a d

irec-

tive

date

d 03

May

201

9 in

whi

ch t

he c

oncl

usio

n of

SM

S an

d H

oD P

As

has

been

def

erre

d to

the

31

Aug

ust

2019

. Thi

s de

cisi

on

was

pre

mis

ed o

n th

e fa

ct

that

201

9 w

as s

et a

side

as

a ge

nera

l ele

ctio

n ye

ar in

th

e co

untr

y. T

his

ther

efor

e ha

s a

dire

ct b

earin

g on

th

e ch

ange

of

Exec

utiv

e A

utho

ritie

s (E

As)

and

po

ssib

le n

ew d

irect

ion

on

man

date

s. U

ntil

such

tim

e th

at a

n EA

con

clud

es a

Pe

rfor

man

ce A

gree

men

t w

ith t

he A

O o

ther

leve

ls

of m

anag

emen

t su

ch a

s D

eput

y D

irect

or G

ener

als,

C

hief

Dire

ctor

s, D

irect

ors

and

empl

oyee

s on

leve

ls

1-12

are

aut

omat

ical

ly n

ot

able

to

proc

eed

with

suc

h PA

. It

is f

or t

his

reas

on t

hat

com

plia

nce

on p

erfo

r-m

ance

at

SMS

leve

l is

very

lo

w

Follo

w u

ps a

nd r

emin

ders

hav

e be

en s

ent

out

to d

epar

tmen

ts.

How

ever

, dep

artm

ents

req

uest

ed

exte

nsio

n un

til 3

0 A

ugus

t 20

19

for

the

subm

issi

on o

f PA

’s.

Perc

enta

ge o

f he

arin

gs h

eld

by

GPG

dep

artm

ents

w

ithin

60

days

fr

om t

he d

ate

of p

reca

utio

nary

su

spen

sion

at

SMS

(13-

16)

Not

all

case

s w

ere

conc

lud-

ed w

ithin

the

pr

escr

ibed

tim

efra

me

67%

(6 o

ut o

f 9

SMS

case

s (L

evel

13

-16)

res

olve

d w

ithin

90

days

95%

(19

out

of 2

0) S

MS

case

s re

solv

ed

with

in 9

0 da

ys

100%

of

hear

ings

he

ld b

y G

PG d

e-pa

rtm

ents

with

in 6

0 da

ys f

rom

the

dat

e of

pre

caut

iona

ry

susp

ensi

on a

t SM

S (1

3-16

)

100%

of

hear

ings

he

ld b

y G

PG d

epar

t-m

ents

with

in 6

0 da

ys

from

the

dat

e of

pre

-ca

utio

nary

sus

pens

ion

at S

MS

(13-

16)

Non

eN

one


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: S

trat

egic

Hu

man

Res

ou

rces

St

rate

gic

Ob

ject

ive

Perf

orm

ance

In

dic

ato

rA

ctu

al

Ach

ieve

men

t20

16/2

017

Act

ual

Ach

ieve

-m

ent

2017

/201

8

Act

ual

A

chie

vem

ent

2018

/201

9

Plan

ned

Tar

get

2019

/202

0A

ctu

al A

chie

vem

ent

2019

/202

0D

evia

tio

n f

rom

p

lan

ned

tar

get

to

A

ctu

al A

chie

vem

ent

for

2019

/202

0

Co

mm

ents

on

Dev

iati

on

Perc

enta

ge o

f he

arin

gs h

eld

by

GPG

dep

artm

ents

w

ithin

60

days

fr

om t

he d

ate

of p

reca

utio

nary

su

spen

sion

at

Leve

l (1

-12)

Not

all

case

s w

ere

conc

lud-

ed w

ithin

the

pr

escr

ibed

tim

efra

me

83%

(957

cas

es

out

of 1

150)

ca

ses

belo

w S

MS

(Lev

el 0

1-12

) re

solv

ed w

ithin

90

day

s

80%

(825

out

of

1 0

25) c

ases

re

solv

ed w

ithin

90

day

s

100%

of

hear

ings

he

ld b

y G

PG d

e-pa

rtm

ents

with

in 6

0 da

ys f

rom

the

dat

e of

pre

caut

iona

ry

susp

ensi

on a

t Le

vel

1-12

55%

(11

out

of 2

0)

hear

ings

hel

d by

GPG

de

part

men

ts w

ithin

60

day

s fr

om d

ate

of

prec

autio

nary

sus

pen-

sion

at

Leve

l (1-

12)

.

APP

s of

Dep

artm

ents

not

al

igne

d to

ens

ure

com

-pl

ianc

e w

ith t

he 6

0 da

ys

perio

d.Th

ere

are

no f

orm

al

stru

ctur

es in

dep

artm

ents

to

ove

rsee

and

ens

ure

com

plia

nce;

for

exa

mpl

e,

this

mat

ter

shou

ld b

e a

stan

ding

item

at

BMT/

EMT

and

Risk

Com

mitt

ee

plat

form

s

Com

mun

ique

s w

ere

issu

ed t

o D

epar

tmen

ts t

o im

plem

ent

the

Reso

lutio

ns a

nd P

ract

ice

Not

es in

th

eir

resp

ectiv

e D

epar

tmen

ts

Perc

enta

ge

repr

esen

tatio

n of

w

omen

in S

MS

mon

itore

d an

d tr

acke

d th

roug

h ta

rget

ed in

terv

en-

tions

in G

PG

New

Indi

cato

rTh

ree

(3) i

nter

-ve

ntio

nsim

plem

ente

d to

as

sist

dep

art-

men

ts in

ach

iev-

ing

EE t

arge

ts

A t

otal

of

16 in

terv

en-

tions

wer

e im

plem

ent-

ed t

o as

sist

D

epar

tmen

ts

to a

chie

ve E

E ta

rget

s

50%

wom

en in

SM

S45

% w

omen

in S

MS

The

num

ber

of n

ewly

ap

poin

ted

wom

en in

SM

S po

sts

cont

ribut

ed t

o an

in

crea

se b

ut c

ould

not

m

ake

a m

ater

ial d

iffer

ence

in

ach

ievi

ng E

E ta

rget

s

All

depa

rtm

ents

wer

e re

ques

ted

to s

ubm

it in

terv

entio

n pl

ans

to

impr

ove

perf

orm

ance

.So

me

inte

rven

tions

are

initi

ated

by

Dep

artm

ents

whi

ch a

dd t

o th

e nu

mbe

r of

pla

nned

inte

r-ve

ntio

ns

Perc

enta

ge

repr

esen

tatio

n of

Em

ploy

ees

with

di

sabi

litie

s m

oni-

tore

d an

d tr

acke

d th

roug

h ta

rget

ed

inte

rven

tions

in

GPG

New

Indi

cato

rTh

ree

(3) i

nter

-ve

ntio

nsim

plem

ente

d to

as

sist

dep

art-

men

ts in

ach

iev-

ing

EE t

arge

ts

A t

otal

of

16 in

terv

en-

tions

wer

e im

plem

ent-

ed t

o as

sist

D

epar

tmen

ts

to a

chie

ve E

E ta

rget

s

3% P

WD

s2,

63%

Pw

Ds

Onl

y tw

o ou

t of

14

GPG

de

part

men

ts r

ealis

ed a

n in

crea

se in

the

num

ber

of

empl

oyee

s w

ith d

isab

ilitie

s

GPG

Mas

sifie

d D

isab

ility

rec

ruit-

men

t st

rate

gy w

ill b

e im

plem

ent-

ed in

the

202

0/20

21 fi

nanc

ial

year

in p

artn

ersh

ip w

ith t

he

Dep

artm

ent

of L

abou

r. Th

e D

e-pa

rtm

ent

of L

abou

r w

ill p

rovi

de

appl

icat

ions

fro

m p

erso

ns w

ith

disa

bilit

ies

to G

PG D

epar

tmen

ts

to in

itiat

e re

crui

tmen

t pr

oces

s to

war

d m

eetin

g EE

tar

gets

. M

eetin

g of

EE

targ

ets

will

be

mon

itore

d qu

arte

rly

GPG

com

plia

nce

audi

t to

the

Oc-

cupa

tiona

l Hea

lth

and

Safe

ty A

ct n

o 85

of

1993

and

its

regu

latio

ns

New

Indi

cato

rN

ew In

dica

tor

New

Indi

cato

rO

HS

com

plia

nce

audi

t re

port

(est

ab-

lishe

d ba

selin

e)

OH

S co

mpl

ianc

e au

dit

repo

rt c

ompl

eted

N

one

Non

e


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: S

trat

egic

Hu

man

Res

ou

rces

St

rate

gic

Ob

ject

ive

Perf

orm

ance

In

dic

ato

rA

ctu

al

Ach

ieve

men

t20

16/2

017

Act

ual

Ach

ieve

-m

ent

2017

/201

8

Act

ual

A

chie

vem

ent

2018

/201

9

Plan

ned

Tar

get

2019

/202

0A

ctu

al A

chie

vem

ent

2019

/202

0D

evia

tio

n f

rom

p

lan

ned

tar

get

to

A

ctu

al A

chie

vem

ent

for

2019

/202

0

Co

mm

ents

on

Dev

iati

on

Dec

isio

n m

akin

g re

port

s on

the

st

atus

of

OH

S in

G

PG d

epar

tmen

ts

deve

lope

d an

d ap

prov

ed b

y th

e Br

anch

Hea

d

New

Indi

cato

rN

ew In

dica

tor

New

Indi

cato

rBi

Ann

ual d

eci-

sion

-mak

ing

repo

rts

on t

he s

tatu

s of

O

HS

in G

PG D

epar

t-m

ents

dev

elop

ed

and

appr

oved

by

the

Bran

ch H

ead

Bi A

nnua

l dec

i-si

on-m

akin

g re

port

s on

the

sta

tus

of O

HS

in G

PG D

epar

tmen

ts

deve

lope

d an

d ap

-pr

oved

by

the

Bran

ch

Hea

d

Non

eN

one

Perc

enta

ge

impr

ovem

ent

of

GPG

dep

artm

ents

w

ith c

oncu

rred

an

d im

plem

ente

d or

gani

satio

nal

stru

ctur

es

New

Indi

cato

rN

ew In

dica

tor

New

Indi

cato

r71

% (1

0/14

) of

GPG

dep

artm

ents

w

ith c

oncu

rred

and

im

plem

ente

d or

gan-

isat

iona

l str

uctu

res

86%

(12/

14) o

f G

PG

depa

rtm

ents

with

co

ncur

red

and

impl

e-m

ente

d or

gani

zatio

nal

stru

ctur

es

The

depa

rtm

enta

l str

uctu

re

revi

ew p

roje

cts

wer

e es

cala

ted

to t

he E

xecu

ting

Aut

horit

y (M

EC) a

nd t

he

Acc

ount

ing

Offi

cer

(HO

D)

whi

ch a

ssis

ted

in m

anag

-in

g th

e pr

ojec

t be

tter

and

re

solv

ing

issu

es im

med

i-at

ely

incl

udin

g de

cisi

on

mak

ing

on c

ritic

al a

reas

Non

e


Strategy to overcome areas of under-performanceAreas of underperformance are tabled on a quarterly basis at the Executive Management Team chaired by the Director General. Areas of underperformance are reported on periodically and monthly engagement take place with programme managers. The area of labour relations show positive trends of improvement and stakeholder relations following intervention on Labour Relations matters by the Labour Sector Convener, MEC Jacob Mamabolo)

Changes to planned targetsThe following indicators were revised in the adjustment period for the Annual Performance Plan for 2019/20 financial year:• Compliance with implementation of rewards and corrective measures for good and poor performance

respectively• Percentage of departments implementing the approved non-financial incentives framework across the

province• GPG compliance audit to the Occupational Health and Safety Act no 85 of 1993 and its regulations• Decision making reports on the status of OHS in GPG Departments submitted to EXCO Subcommittee &

MEC Organised Labour Sub-Committee

Reasons for changes to planned targets as follows:• Compliance with implementation of rewards and corrective measures for good and poor

performance respectivelyo The indicator had double reporting standards and was not SMART. The indicator has now been divided

into two indicators and it now reads as follows:- Indicator 1: Compliance with implementation of rewards for good performance- Indicator 2: Compliance with implementation of corrective measures for poor performance

• Percentage of departments implementing the approved non-financial incentives framework across the provinceo The non-financial incentives framework is not approved and still under consultation with Labour Unions,

therefore the APP cannot measure its implementation. The indicator was adjusted to read as follows:- Labour buy in of Non- Financial Incentives Framework obtained

• GPG compliance audit to the Occupational Health and Safety Act no 85 of 1993 and its regulationso The performance indicator and annual target are not aligned to the quarterly targets and therefore it will

be difficult to report on the annual target of the compliance audit. The target was adjusted to read as follows:- Current target: 10% reduction in the GPG OHS risk trends- Revised target: OHS compliance audit report

• Decision making reports on the status of OHS in GPG Departments submitted to EXCO Subcommittee & MEC Organised Labour Sub-Committee- The performance of the indicator is dependent on EXCO and Organised Labour Subcommittee, therefore

performance of the indicator will not be realized, although work has been fairly completed within the respective unit/branch. The indicator was adjusted to read as follows:

• Decision making reports on the status of OHS in GPG Departments developed and approved by the Branch Head.


14.2.2. Sub-Programme: Information and Communication Technology

Purposeto provide ICT leadership and guidance and ICT related auxiliary support to the OoP; towards modernising the public service.

Strategic objectiveICT governance maturity improved across the OoP.

Service delivery objectives and indicatorsAverage percentage systems uptime maintained across the OoP.

Strategic objectives, performance indicators planned targets and actual achievementsAll user data is backed up to the Fully Managed Data Centre (FMDC). Automated backups are run every day to disk and tape as well as to the Disaster Recovery Centre.

Additional laptops and desktops for staff members working in the Premiers Office Hotline and Covid 19 call centre were procured. The Office of the Premier has extended its lease agreement at Turbine Hall and the Wi-Fi and LAN connectivity was installed for connection including telephone. Furthermore, computers were distributed to staff and maintenance at 1 Central place is monitored. Furthermore, the review of Corporate Governance of ICT Policy is currently underway.


Programme / Sub-programme: Information and Communication Technology

Strategic Objective


Actual Achievement2016/2017



Planned Target2019/2020


Deviation from planned target to Actual Achievement for 2019/2020

Comments on Deviation

ICT governance maturity improved across the OoP

Average percentage systems uptime maintained across the OoP

100% average system Uptime

100% up-time recorded on Wide Area Network (WAN) links to FMDC.

100% average system uptime



None None


Changes to planned targetsNone. Linking performance with budgetsThe budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets.

14.2.3. Sub-Programme: Legal Services

PurposeLegal support and advice to the Executive Council in preparation of provincial legislation, and management of litigation in the province; coordination and provision of legal opinions and support on transversal legal matters

Strategic objectiveEffective legal support contributing to a more resilient Provincial litigation response capability.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance in the unit: • Analysis and assessment of Provincial litigation liability, focussing on progress in the resolution of cases• Annual Legislative Programme tabled at EXCO in Q1.• Written strategic legal advice provided within 20 working days of request.

Strategic objectives, performance indicators planned targets and actual achievementsThe OoP prepared and presented biannual reports on the status of litigation in the Gauteng Provincial Government to the Executive Council. The reports provide for the analysis of the number of litigation cases per department. There is also a comparative analysis with the previous biannual report which covered the first period of six months of the financial year. These also indicate the number of cases received, resolved and pending in the reporting period. The reports also provide for the contingent liabilities per department and for the Gauteng Provincial Government as a whole.

Draft Annual Legislative Programme for 2019/20 financial year has been submitted for approval by EXCO. The State Law Advisory Services provided a legal advice on the legal implication and implementation of the arbitration award issued by the General Public Service Sectoral Bargaining Council (GPSSBC). The legal opinion on eviction paved a way forward for the Department of Social Development to proceed with a High Court application to evict unlawful occupiers. The other legal opinion was to advice the Office of the Premier on the legal implications relating to certain appointments being made.

Fifteen pieces of policy developments / legislation changes were completed in the period under review. Vetting and drafting of agreements as well as preparations of legal opinions were also concluded.


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: L

egal

Ser

vice

s

Stra

teg

ic

Ob

ject

ive

Perf

orm

ance

In

dic

ato

r

Act

ual

Ach

ieve

men

t

2016

/201

7

Act

ual

Ach

ieve

men

t

2017

/201

8

Act

ual

Ach

ieve

men

t

2018

/201

9

Plan

ned

Tar

get

2019

/202

0

Act

ual

A

chie

vem

ent

2019

/202

0

Dev

iati

on

fr

om

pla

nn

ed

targ

et t

o A

ctu

al

Ach

ieve

men

t fo

r 20

19/2

020

Co

mm

ents

on

D

evia

tio

n

Effe

ctiv

e le

gal s

uppo

rt

cont

ribut

ing

to

a m

ore

resi

lient

pr

ovin

cial

lit

igat

ion

resp

onse

ca

pabi

lity

Ana

lysi

s an

d as

sess

men

t of

Pro

vinc

ial

litig

atio

n lia

bilit

y,

focu

ssin

g on

pr

ogre

ss in

the

re

solu

tion

of

case

s

Two

(2) b

i-ann

ual a

naly

sis

repo

rts

wer

e co

nduc

ted

on t

he s

tatu

s of

litig

atio

n in

the

Pro

vinc

e an

d ta

bled

to

Exc

o in

Qua

rter

1 a

nd

Qua

rter

3

Two

(2) a

naly

sis

repo

rts

on t

he s

tatu

s of

Pro

vinc

ial

litig

atio

n lia

bilit

y fo

cuss

ing

on p

rogr

ess

in t

he

reso

lutio

n of

cas

es in

th

e G

aute

ng P

rovi

ncia

l G

over

nmen

t ta

bled

.

2 an

alys

is r

epor

ts o

n Pr

ovin

cial

litig

atio

n lia

bilit

y fo

cusi

ng

on p

rogr

ess

in t

he

reso

lutio

n of

cas

es

tabl

ed a

t EX

CO

2 an

alys

is r

epor

ts o

n Pr

ovin

cial

litig

atio

n lia

bilit

y fo

cuss

ing

on p

rogr

ess

in t

he

reso

lutio

n of

cas

es

tabl

ed

2 an

alys

is r

epor

ts o

n Pr

ovin

cial

litig

atio

n lia

bilit

y fo

cuss

ing

on p

rogr

ess

in t

he

reso

lutio

n of

cas

es

tabl

ed

Non

eN

one

Ann

ual L

egis

lativ

e Pr

ogra

mm

e ta

bled

at

EXC

O

in Q

1

-N

ew In

dica

tor

1 Le

gisl

ativ

e Pr

ogra

mm

e ta

bled

at

EXC

O in

Q1

Ann

ual L

egis

lativ

e Pr

ogra

mm

e ta

bled

at

EXC

O in

Q1

Ann

ual L

egis

lativ

e Pr

ogra

mm

e ta

bled

at

EX

CO

in Q

2 (J

uly

2019

)

The

Ann

ual

Legi

slat

ive

Prog

ram

me

(ALP

) was

no

t ta

bled

in Q

uart

er

1 (Q

1) a

s pl

anne

d in

the

APP

tar

get,

ho

wev

er, i

t sh

ould

be

note

d th

at t

his

is a

n an

nual

tar

get

and

not

a qu

arte

rly t

arge

t an

d it

was

tab

led

with

in

the

2019

/20

finan

cial

ye

ar. T

he A

LP is

a

year

ly p

rogr

amm

e th

at is

tra

ditio

nally

ta

bled

at

Exco

in Q

1 of

eve

ry fi

nanc

ial

year

, hen

ce t

he A

PP

targ

et w

ill h

ave

been

cr

afte

d in

acc

orda

nce

with

the

SM

ART

pr

inci

ple

that

req

uire

s in

dica

tors

and

tar

gets

to

be

time

boun

d.

A c

ycle

of

Exec

utiv

e C

ounc

il Sy

stem

mee

tings

w

ere

not

held

dur

ing

the

first

qua

rter

of

2019

/20

due

to t

he t

rans

ition

al

perio

d as

Nat

iona

l and

Pr

ovin

cial

ele

ctio

ns

wer

e he

ld. I

nste

ad, a

n In

duct

ion

of E

xecu

tive

Cou

ncil

Mem

bers

ses

sion

an

d th

e Ex

ecut

ive

Cou

ncil

Lekg

otla

wer

e co

nduc

ted

as p

art

of u

sher

ing

in t

he

new

ly s

wor

n in

Mem

bers

of

the

Exe

cutiv

e C

ounc

il.

It is

for

thi

s re

ason

the

A

LP w

as n

ot t

able

d in

Q

1, e

ven

thou

gh a

ll th

e re

leva

nt d

ocum

enta

tion

wer

e al

read

y ap

prov

ed

by t

he D

irect

or G

ener

al

and

the

Lead

er o

f G

over

nmen

t Bu

sine

ss.

The

prog

ram

me

mus

t be

ado

pted

by

all E

xco

mem

bers

bef

ore

it ca

n be

im

plem

ente

d

Writ

ten

stra

tegi

c le

gal a

dvic

e pr

ovid

ed w

ithin

20

wor

king

day

s of

req

uest

New

Indi

cato

rN

ew In

dica

tor

100%

(5 o

ut o

f 5)

of

stra

tegi

c le

gal a

dvic

e an

d su

ppor

t pr

ovid

ed

with

in 2

0 w

orki

ng

days

of

requ

est

Writ

ten

Stra

tegi

c le

gal a

dvic

e pr

ovid

ed

with

in 2

0 w

orki

ng

days

of

a re

ques

t

Writ

ten

Stra

tegi

c le

gal a

dvic

e pr

ovid

ed

with

in 2

0 w

orki

ng

days

of

a re

ques

t

Non

eN

one





14.2.4. Sub-Programme: Communication Services

Purpose To promote and facilitate effective communication between government and the people of Gauteng.

Strategic objective An informed and empowered public, and a responsive government.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance:• Approved GCR-wide Provincial Communication Framework• Number of engagements between government and communities• Number of engagements between government and targeted stakeholders• Number of engagements between government and media• Number of media statements issued• Number of Campaigns undertaken• Number of Media products published• Number of followers and likes on digital media platforms• Number of users on Gauteng website• Monthly analysis of media coverage • Annual Perception survey conducted

Strategic objectives, performance indicators planned targets and actual achievementsGauteng Provincial Government continues to meaningfully engage various stakeholders to keep them abreast on service delivery issues. Moreover, the Premier outlined the provincial program of action for the next five years. The Covid 19 resulted in the regulation of social distancing thus creating an increase in number of engagements with stakeholders and outlining the projected economic impact of the pandemic. Online sources generated the most media coverage for the Gauteng

The Content Hub meetings which were held on a regular basis have made a massive contribution to the growth of all GPG social media pages. The content team drew up key massages, hashtags and diaries for each week. The audio-visual unit and designers came up with informative and engaging infographics. The Gauteng Government had one hundred and ninety-five (195) engagements for the period under review.

The Provincial Communication Services has reported two hundred and seven (207) products through engaging with the media. This was because of the department’s efforts to educate and inform the public about governmental activities and to proactively and reactively respond to issues related to service delivery. Some of the activities that contributed to the number of engagements include school reopening, the State of the Province Address and Budget Vote speech.


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: P

rovi

nci

al C

om

mu

nic

atio

n S

ervi

ces

Stra

teg

ic O

bje

ctiv

ePe

rfo

rman

ce

Ind

icat

or

Act

ual

Ach

ieve

men

t20

16/2

017

Act

ual

Ach

ieve

men

t20

17/2

018

Act

ual

Ach

ieve

men

t20

18/2

019

Plan

ned

Tar

get

2019

/202

0A

ctu

al A

chie

vem

ent

2019

/202

0

Dev

iati

on

fro

m

pla

nn

ed t

arg

et t

o

Act

ual

Ach

ieve

men

t fo

r 20

19/2

020

Co

mm

ents

on

D

evia

tio

n

An

info

rmed

and

em

pow

ered

pub

lic,

and

a re

spon

sive

go

vern

men

t

App

rove

d G

CR-

wid

e Pr

ovin

cial

C

omm

unic

atio

n Fr

amew

ork

Four

(4) Q

uart

erly

an

alys

is c

ondu

cted

on

the

leve

l of

impl

emen

tatio

n of

G

PG D

epar

tmen

ts a

nd

Mun

icip

aliti

es A

nnua

l C

omm

unic

atio

n Pl

ans,

and

find

ings

co

nsol

idat

ed a

s in

put

into

the

Exc

o sy

stem

Four

(4) q

uart

erly

as

sess

men

ts o

f le

vel

of im

plem

enta

tion

of t

he G

CR-

wid

e C

omm

unic

atio

n Pr

ogra

mm

e

4 qu

arte

rly

asse

ssm

ents

of

leve

l of

impl

emen

tatio

n of

the

GC

R-w

ide

Com

mun

icat

ion

Prog

ram

me

Dev

elop

a N

ew 5

-yea

r G

CR-

Wid

e Pr

ovin

cial

C

omm

unic

atio

n Fr

amew

ork

5-ye

ar G

CR-

wid

e Pr

ovin

cial

C

omm

unic

atio

n Fr

amew

ork

deve

lope

d

Non

eN

one

Num

ber

of

enga

gem

ents

be

twee

n go

vern

men

t an

d co

mm

uniti

es

New

Indi

cato

rN

ew In

dica

tor

New

Indi

cato

r20

eng

agem

ents

with

co

mm

uniti

es

32 e

ngag

emen

ts h

eld

betw

een

gove

rnm

ent

and

com

mun

ities

. Q

1 (5

) + Q

2 (6

) + Q

3 (6

) + Q

4 (1

5) =

32

The

open

ing

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Strategy to overcome areas of under-performanceFuture communication strategies will be informed by research findings in order to be more impactful.

Changes to planned targetsThe following indicators were revised in the adjustment period for the Annual Performance Plan for 2019/20 financial year:• Analysis of media coverage and an assessment of its effectiveness

The assessment of the impact/effectiveness of communication outputs is done when analysing media coverage. Communication outputs include media statements, speeches and organised interviews as reported by the media (print, broadcast and digital platforms).

The communication output is tracked using a media monitoring company. A quantitative approach is applied to look at the number of times a communication output was reported on in the media, and on which media platforms. Then a qualitative approach is applied to look at the angle the media took to convey the message to the respective target audiences. Effectiveness is then measured in terms of whether the message reached the intended target audience, and the perception of the message for the target audience received. Therefore, the indicator is adjusted to read as follows:

• Revised indicator: Monthly analysis of media coverage


14.2.5. Sub-Programme: Service Delivery Interventions

PurposeTo promote service delivery enhancement through the coordination of the GCR-wide customer-centric service delivery response system, and collaboration with departments and municipalities.

Strategic objectiveResolved service delivery issues by engaging communities through different communication channels.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance: • % active Hotline customer interactive channels• Number of community engagements through Ntirhisano Outreach Programme• Percentage successful interventions through public hotline and integrated rapid response system

Strategic objectives, performance indicators planned targets and actual achievementsOoP has a pivotal role to drive effective communication between government and its citizens to improve service delivery. The Gauteng Public Hotline is at the centre of this by enabling a modernized and seamless interaction at individual, household and community level.

In 2019/20 the focus of the Hotline shifted from a single reactive voice interactive channel to a proactive and reactive multiple digital interactive channel experience for citizens. In addition, a move from a Desktop Hotline case management system to a Gauteng City Region-wide Desktop and Mobile Integrated Hotline case management system.

The Hotline has been repositioned as a key driver of service delivery information by integrating the voice of the citizen in improving service delivery and decision making.

While “customer service” bring-to-mind the conventional image of a friendly Call Agent sitting behind a toll-free telephone number, this generally is not enough to satisfy the ever-expanding array of customer demands. With the proliferation of Internet-connected devices, citizens are expecting more of an experience that is personalized and consistent regardless of their chosen medium for accessing service delivery.

In response to changing environment the Gauteng Public Hotline has increased its presence by creating multiple interactive channels covering the Traditional and Social Media; Live chat and Chat bot; Voice; SMS; Website; Mobile Application; USSD and E-Mail channels to drive a standard message and processes:

The integrated CRM case management system has created a process that allows all issues raised through any of the digital multiple channels to be converted into a case and referred to the appropriate structure in real-time basis for interventions. Basic issues are escalated direct to departments, municipalities and State-Owned Enterprises for resolution. Potential hotspots and early warning issues are referred to the Regional Rapid Response Teams for intervention.

The Gauteng Public Hotline handled 4298 with 700 of them being service delivery complaints as a results of service failures from across all GPG departments and Gauteng based municipalities. All requests received were responded to within an average of 23 days by Gauteng departments and municipalities.


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Changes to planned targetsThe following indicators were revised in the adjustment period for the Annual Performance Plan for 2019/20 financial year:

• % Increase in active Hotline customer interactive channels

The indicator was revised as it did not comply with the SMART principle.


14.2.6. Programme and Sub-Programme Expenditure 2019/2020 2018/2019

Programme 2 -

Institutional Development

Final Appropriation

Actual Expenditure


Final Appropriation

Actual Expenditure


R’000 R’000 R’000 R’000 R’000 R’000

Strategic Human Resources 104 399 94 866 9 533 91 298 91 299 -1

Information Communication 18 821 14 315 4 506 19 908 19 907 1

Legal Services 10 508 9 733 775 15 367 15 367 0

Communication Services 76 618 70 275 6 343 91 121 91 121 0


Service Delivery Intervention 49 414 47 315 2 099 42 423 42 423 0

Total Programme 2 Institutional Development

262 360 238 568 23 792 262 046 262 046 0

The programme underspent by R23.7 million or 9% when comparing the allocated budget of R262.3 million against the actual spending of R238.5 million. Sub-sub programme Strategic Human Resource, Communication Services and Information Communication are the main contributors to this underspending. Recorded underspending is due to a delay in filling critical posts as per the approved structure, a delay in receiving the Annual Perception survey findings, cancellation of some activities such as Labour Relations Summit and HR Indaba. The Ntirhisano service delivery war room was not fully functional due to the transitional period and community engagements that were put on hold and that also contributed to the under-spending.

14.3. Programme 3: Policy and Governance

The Policy and Governance Programme is responsible to:1) Lead, facilitate, coordinate and support the active advancement of gender equality, women’s empowerment,

youth development and the rights of people with disabilities, older persons and military veterans.2) Support the Premier and the Executive Council with policy advice and support, international and inter-

governmental relations, and integrated cooperative governance.3) Lead, facilitate, coordinate and support the implementation of the Integrity Management Programme in the

GCR.4) Drive Province-wide outcomes-based planning, performance monitoring and evaluation, to improve

government performance towards enhanced service delivery and GCR development impacts / outcomes.5) Lead planning for sustainable development in the Gauteng City Region.

Due to the transversal nature of the Policy and Governance Programme, it leads delivery against four of the Office of the Premier strategic goals and their aligned strategic objectives:

Goal 1: Driving greater policy and planning coherence in government and the achievement of service delivery outcomes.

Strategic Objective: Effective coordination and management of the Executive Council Cluster System (shared with Programme 1).


Strategic Objective: An integrated policy and planning regime for the Gauteng City Region.

Strategic Objective: Improved service delivery in key priority areas through ongoing monitoring and reporting.

Strategic Objective: Improved customer satisfaction with service delivery.

Goal 2: Building a transformed Gauteng public service with the capacity to drive change and modernisation.

Strategic Objective: A public service driven by integrity and ethics.

Strategic Objective: Effective governance and administration supported through improved outcomes-based planning, monitoring and evaluation.

Goal 4: Forging strategic partnerships that advance the National and Provincial development agenda both locally and internationally.

Strategic Objective: Regional and International partnerships that enhance the achievement of the GCR and TMR agenda.

Strategic Objective: Intergovernmental relations that support cooperative governance in the GCR.

Goal 5: Advancing gender equality, women’s empowerment, youth development and the rights of people with disability, older persons and military veterans and promoting socio-economic inclusion.

Strategic Objective: Realisation of the rights and qualitative equity of target groups across the GCR.

The Policy and Governance Programme covers the work of the following Sub-Programmes:

1) Special Projects: GEYODI and MVO, including Tshepo 1 Million - to lead, facilitate, coordinate and support the active advancement of gender equality, women’s empowerment, youth development and the rights of people with disabilities, older persons and military veterans.

2) Intergovernmental Relations, including Service Delivery and Integrity Management - to support the Premier and the Executive Council with policy advice and effective management of international relations and inter-governmental relations, including the implementation of the Integrity Management Programme in the GCR.

3) Cluster Management – to support the Premier and the Executive Council with policy advice; and the strategic coordination and management of the Executive Council Cluster system.

4) Planning, Performance Monitoring and Evaluation – to lead integrated planning for sustainable development in the Gauteng City Region; and to drive province-wide outcomes-based planning, performance monitoring and evaluation and systems, to improve government performance towards enhanced service delivery outcomes and GCR development impacts.

14.3.1a. Sub-Programme: GEYODI and MVO

PurposeTo lead, facilitate, coordinate and support the active advancement of gender equality, women’s empowerment, youth development and the rights of people with disabilities, older persons and military veterans.

Strategic objectivesRealisation of the rights and qualitative equity of target groups across GCR.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance by the branch: • % Compliance on the delivery of the Military Veterans Action Plan • Consolidated annual report on the assessment of the level of compliance to universal design and access by

GPG Departments, with corrective measures, produced.• Number of Commemorative days facilitated.• Number of assessments on level of alignment of GEYODI & MVO Policies with Sector policies, Departmental

Strategic plans, budget & programmes.

Strategic objectives, performance indicators planned targets and actual achievementsA consolidated report on the assessment of buildings of GPG Departments on their level of compliance to universal design and access standards was produced. The report included detailed corrective measures to be costed, designed and implemented to achieve compliance. Each corrective measure required was rated on its degree of risk as well as its cost bracket.


The 2020 International Women’s Day (IWD) marked the 25th anniversary of the Beijing Declaration and Platform for Action and was commemorated under the theme “I am Generation Equality: Realizing Women’s Rights” with the aim of consulting on the Gender Based Violence response plan with more than a thousand (1500) participants. During the Women’s month, women across the GCR were consulted on what programmes must be implemented and escalated towards the improvement of the lives of women in the province. The consultation gave rise to the charter which was signed off by Premier and the MEC responsible for women in the province.

The Gauteng Provincial Response Plan focused on five pillars for deliberations and inputs:• Prevention of gender-based violence; • Strengthen the criminal justice system; • Enhance the legal and policy framework;• Provide adequate care, support and healing for victims of violence;• Introduce measures to improve the economic power of women in South Africa.

Women from Gauteng gave inputs on what they wanted to see in the GBV Response Plan considering the upsurge of the pandemic. The agreed approach was to work closely with organizations that are already working in communities. Emphasis was put on providing support to shelters and empowering women economically in order to be independent. All departments developed programmes to address GBV and this was adopted by the Executive Council. Monitoring of the programmes will be done in the 2020/21 Financial year and into the outer years.

In giving a voice and determining the needs of women in the 6th administration, the Gauteng Provincial Government undertook a process of consultation with women sector across the 5 regions of Gauteng during the development of the “Growing Gauteng Together Road Map Vision”. The process culminated on the development of Gauteng Women’s Charter to bind Government on the Delivery of services to women. The consultation process happened in August as part of commemorating the Women’s month. The Charter was subsequently signed off by the Premier and the MEC championing women’s issues in the province.

Over 500 women per region were consulted towards the development of the women charter. During the consultations, women shared their lived experiences and what programmes must be implemented and escalated towards the improvement of the lives of women in the province. Various issues emanated from health, economy, education, human settlement, Gender Based Violence, etc.

Military Veterans (MV) Provincial Action Plan implementation was intensified, led by GDHS and GDE. 418 Houses were delivered and allocated to military veterans. Furthermore, R2.4 million was availed for skills development programme for three hundred (300) military veterans (5 are already enrolled). The MoU with SASSETA partnership was signed by both stakeholders to ensure that MV have access to skills development. MEC for Roads and Transport, Jacob Mamabolo held Indaba with MV on 02 December 2019. The purpose of the meeting was for the MEC to introduce himself as a champion for the Gauteng Province MV Programme. Secondly, it was to listen to the MV concerns. 144 MV received Food Parcels from the Food Bank through the initiative of OoP & DSD. 40 bursaries to beneficiaries of military veterans were issued in the year under review. 144 military veterans were placed with the University of South Africa UNISA to study towards various Diploma courses and degrees. This is a breakthrough for the sector as graduates will now stand a better chance to find employment that is meaningful.

Six (6) Commemorative Days were hosted during the period under review. The Youth month was hosted as part of the Youth Expo. The Men’s Summit was an Imbizo ya Madoda to deal with issues affecting society and communities on the spate of Gender Based Violence. The province has been reeling from a series of horrific attacks on women and children, which culminated in protest marches across the country. The rates of rape and female homicide in SA ranks among the highest in the world.

Ending violence in our communities is a responsibility of every individual and organization in every community and it is essential that men and boys must be active participants and promoters of change to get rid of this unacceptable state of fear amongst women and children. Evidence from research has proved that working with men and boys to challenge toxic masculinity and gender inequality has a positive impact in improving the health and wellbeing of women and children, and even men themselves. To respond to the calls made one of our interventions to rid ourselves of this appalling violence, the Premier reached out to 1000 men who attended the inaugural Gauteng Imbizo Yamadoda. The summit was held under the theme; “Men of Gauteng empowering each other to deal with the violence existing in communities and themselves to build safe communities for all of us”.


The inaugural Gauteng Disability Rights Excellence Awards was designed and launched in 2019 under the theme “A disability inclusive SA by 2030 – Be the legacy”. The Gala dinner was held as the provincial commemoration of the International Day of Persons with Disabilities on 03 December 2019. The Awards sought to acknowledge individuals and organisations whose commitment, creativity and ability to adapt and develop new approaches have made a real difference in the empowerment of people with disability and the experience of inclusion in communities.

The Premier’s Choice Award went to the following persons with disabilities:• Mr Babsy Malinga, musician and writer of songs about disability rights for decades• Dr William Roland, advocate for disability rights and inclusion of people with disabilities• Ms Rhulani Baloyi radio and television personality promoting the rights of persons with disabilities.

A successful 2019 Gauteng Disability Rights Summit (GDRS) was held with disability rights focal points from GPG departments and representatives of organisations of people with disabilities to obtain input into the Gauteng Disability Rights Policy for 2020 - 2025 (GDRP 2020 - 2025).

Older Persons commemorative month was hosted in the month of October 2019, highlighting the rights of older Persons. The Office of the Premier partnered with Legislature and hosted the Provincial Older Persons Parliament on 11 October 2019, in Chief Mogale Community Centre in West Rand this led to the selection of (10) Older Persons that represented Gauteng Province in the 2019 National Older Persons Parliament that was hosted in the Nelson Mandela Bay Municipality in the Eastern Cape Province on 22 October 2019. Progress report on the resolution of both Provincial and National Parliament will be submitted by the Office of the Premier to the Speaker of Legislature for report back to the sector.


Pro

gra

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Sub

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t

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le

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solid

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men

t of

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le

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ths/

day

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omm

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ays

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port

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leve

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et &

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mes

Non

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one





14.3.1b. Tshepo 1 Million

PurposeTo lead, facilitate, coordinate and support a skilled, ethical and performance orientated GCR, including the active advancement of gender equality, women’s empowerment, youth development and the rights of people with disabilities, older persons and military veterans.

Strategic objectivesRealisation of the rights and qualitative equity of target groups across GCR.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance by the unit: • Number of economically excluded youth placed on Pathways to Earning through the Tshepo 1Million

programme (inclusive of Microsoft Thint’lmillion and digital education pathways) • Number of economically excluded youth accessing work opportunity placements through the Tshepo

1Million programme

Strategic objectives, performance indicators planned targets and actual achievementsThe Pillar 1 programme performance is at 127 426 as of 31 March 2020. It must be notedthat this is a portion of the programme that is directly funded under Tshepo 1Million budget. The performance lag is with respect to the Thint’iMillion implementation in schools, which will be delivered in the 2020/21 Financial Year. This will be possible as soon as permission is granted by the National Command Center led by the President of the Republic to lift up the lockdown meant to flatten the Covid-19 pandemic curve. The programme performance for Pillar 2 overachieved its overall target and reached 15 108 for the quarter under review.


Pro

gra

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Sub

-pro

gra

mm

e: G

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ND

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ING

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14.3.2a. Sub-Programme: Service Delivery and Integrity Management

Purpose To support the Premier and the Executive Council with the implementation of the Integrity Management Programme in the GCR.

Strategic objectives A public service driven by integrity and ethics.Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance by the unit: • Percentage submission of Senior Manager disclosures across the Gauteng Government.• Percentage of National Anti-Corruption Hotline cases (NACH) resolved across GPG• Improved ethical culture/climate through the implementation of integrity management programmes

(Improved ethics maturity level)• Percentage criminal cases reported to law enforcement agencies for further investigation and prosecution• Percentage Value of Assets lost through fraud and corruption recovered

Strategic objectives, performance indicators planned targets and actual achievementsSubmission of GPG disclosures was at 99,8% by 31 May 2019, with the Department of Roads and Transport being granted a deviation to exempt one employee for not complying within the stipulated timeframe due to ill-health. The employee has since disclosed, therefore GPG has achieved 100% SMS disclosure in 2019.

Gauteng Province has a centralized Provincial Forensic Audit Unit which is based at the Gauteng Provincial Treasury and is mandated by the Premier to manage cases received from the National Anti-Corruption Hotline (NACH). The Office of the Premier continued to provide effective support to the Provincial Forensic Audit Unit. As at 31 March 2020 there were 2094 NACH cases received by the Provincial Forensic Audit Unit from 2005 to 31 March 2020. Out of the 2094 cases, a total of 2006 cases were resolved and 88 were still in progress of being finalised. The percentage of NACH cases resolved is 96%.

To date, a total of 73 forensic investigation cases were recommended for referral to the law enforcement agencies and 66 cases have been reported to law enforcement agencies. This shows that 90% (66 out of 73) of criminal cases have been reported to law enforcement agencies for further investigation and prosecution.

A total of R677,756.59 was lost through financial misconduct and R151,616.06 has been recovered. This shows that 22% of value of assets lost through fraud and corruption has been recovered by the GPG departments. The Office of the Premier is providing support to the GPG departments to ensure that they are prioritising the recovery of funds and these are tracked at the Gauteng Audit Committee.

Departments have put in place Ethics Infrastructure and Ethics Management policies and processes. An Ethics Management Maturity Assessment was conducted in GPG departments to determine the level of institutionalisation of ethics within departments. The average maturity level score of 2 that was achieved indicates that there is moderate compliance to the Gauteng Integrity Management Framework.


Pro

gra

mm

e /

Sub

-pro

gra

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terg

ove

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(in

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Stra

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ce

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icat

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ual

A

chie

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ent

2016

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7

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chie

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2017

/201

8

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chie

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9

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ned

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2019

/202

0

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ual

A

chie

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2019

/202

0

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om

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o A

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t fo

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mm

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on

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evia

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ublic

ser

vice

dr

iven

by

inte

grity

an

d et

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enta

ge

subm

issi

on o

f Se

nior

M

anag

er d

iscl

osur

es

acro

ss t

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aute

ng

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ernm

ent

New

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cato

rN

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dica

tor

100%

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ior

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clos

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eN

one

Perc

enta

ge o

f N

atio

nal A

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n H

otlin

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cros

s th

e G

PG

87%

of

corr

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n ca

ses

reso

lved

94%

of

corr

uptio

n ca

ses

reso

lved

94%

of

corr

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n ca

ses

reso

lved

87%

of

NA

CH

cas

es

reso

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96%

of

NA

CH

cas

es

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e is

a d

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ase

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umbe

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bmis

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oved

eth

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ate

thro

ugh

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nd

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g bu

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ss w

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y D

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und

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cs M

atur

ity L

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2

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one

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enta

ge c

rimin

al

case

s re

port

ed t

o la

w e

nfor

cem

ent

agen

cies

for

fur

ther

in

vest

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ion

and

pros

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rN

ew In

dica

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igne

d w

ith S

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for

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rimin

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ases

fin

alis

ed

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inal

ca

ses

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to

law

enf

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men

t ag

enci

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or f

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inve

stig

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n an

d pr

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n

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crim

inal

ca

ses

repo

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to

law

enf

orce

men

t ag

enci

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or f

urth

er

inve

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atio

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n

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ce o

f th

e Pr

emie

r ha

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gage

d th

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PG d

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ts

to c

lean

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ir re

port

s so

tha

t th

ey c

an

refle

ct t

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urre

nt

case

s

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e

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enta

ge V

alue

of

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ets

lost

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ough

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aud

and

corr

uptio

n re

cove

red

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cato

rN

ew In

dica

tor

0.35

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alue

of

asse

ts r

ecov

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ue o

f A

sset

s re

cove

red

21%

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ue o

f A

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s re

cove

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artm

ents

are

pr

iorit

izin

g th

e re

cove

ry o

f fu

nds

and

thes

e ar

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acke

d th

roug

h G

aute

ng

Aud

it C

omm

ittee

Non

e


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: In

terg

ove

rnm

enta

l Rel

atio

ns

(in

clu

din

g S

ervi

ce D

eliv

ery)

Stra

teg

ic O

bje

ctiv

ePe

rfo

rman

ce

Ind

icat

or

Act

ual

A

chie

vem

ent

2016

/201

7

Act

ual

A

chie

vem

ent

2017

/201

8

Act

ual

A

chie

vem

ent

2018

/201

9

Plan

ned

Tar

get

2019

/202

0

Act

ual

A

chie

vem

ent

2019

/202

0

Dev

iati

on

fr

om

pla

nn

ed

targ

et t

o A

ctu

al

Ach

ieve

men

t fo

r 20

19/2

020

Co

mm

ents

on

D

evia

tio

n

A p

ublic

ser

vice

dr

iven

by

inte

grity

an

d et

hics

Perc

enta

ge

subm

issi

on o

f Se

nior

M

anag

er d

iscl

osur

es

acro

ss t

he G

aute

ng

Gov

ernm

ent

New

Indi

cato

rN

ew In

dica

tor

100%

Sen

ior

Man

ager

dis

clos

ures

100%

Sen

ior

Man

ager

dis

clos

ures

100%

Sen

ior

Man

ager

dis

clos

ures

Non

eN

one

Perc

enta

ge o

f N

atio

nal A

nti-

corr

uptio

n H

otlin

e ca

ses

(NA

CH

) re

solv

ed a

cros

s th

e G

PG

87%

of

corr

uptio

n ca

ses

reso

lved

94%

of

corr

uptio

n ca

ses

reso

lved

94%

of

corr

uptio

n ca

ses

reso

lved

87%

of

NA

CH

cas

es

reso

lved

96%

of

NA

CH

cas

es

reso

lved

Ther

e is

a d

ecre

ase

in t

he n

umbe

r of

su

bmis

sion

s to

the

N

AC

H. I

nves

tigat

ors

are

ther

efor

e w

orki

ng

to e

limin

ate

the

back

log

Non

e

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oved

eth

ical

cu

lture

/clim

ate

thro

ugh

the

impl

emen

tatio

n of

inte

grity

m

anag

emen

t pr

ogra

mm

es

(Impr

oved

eth

ics

mat

urity

leve

l)

New

Indi

cato

r0%

of

offic

ials

fou

nd

doin

g bu

sine

ss w

ith

orga

ns o

f st

ate

wer

e di

scip

lined

, as

sup

port

ed b

y D

epar

tmen

tal F

OSA

D

repo

rts.

Th

is is

due

to

the

win

dow

per

iod

of

12 m

onth

s th

at w

as

gran

ted

by D

PSA

to

empl

oyee

s w

ho h

ad

com

pani

es t

o ei

ther

re

sign

as

dire

ctor

s of

th

ose

com

pani

es o

r re

sign

as

empl

oyee

s of

Gov

ernm

ent.

90%

of

offic

ials

fo

und

doin

g bu

sine

ss

with

org

ans

of s

tate

di

scip

lined

Ethi

cs M

atur

ity le

vel 2

Ethi

cs M

atur

ity L

evel

2

Non

eN

one

Perc

enta

ge c

rimin

al

case

s re

port

ed t

o la

w e

nfor

cem

ent

agen

cies

for

fur

ther

in

vest

igat

ion

and

pros

ecut

ion

New

Indi

cato

rN

ew In

dica

tor

MO

U s

igne

d w

ith S

IU

for

seco

ndm

ent

for

staf

f, f

or e

nfor

cem

ent

of F

oren

sic

inve

stig

atio

ns49

% c

rimin

al c

ases

fin

alis

ed

60%

crim

inal

ca

ses

repo

rted

to

law

enf

orce

men

t ag

enci

es f

or f

urth

er

inve

stig

atio

n an

d pr

osec

utio

n

90%

crim

inal

ca

ses

repo

rted

to

law

enf

orce

men

t ag

enci

es f

or f

urth

er

inve

stig

atio

n an

d pr

osec

utio

n

The

Offi

ce o

f th

e Pr

emie

r ha

s en

gage

d th

e G

PG d

epar

tmen

ts

to c

lean

the

ir re

port

s so

tha

t th

ey c

an

refle

ct t

he c

urre

nt

case

s

Non

e

Perc

enta

ge V

alue

of

Ass

ets

lost

thr

ough

fr

aud

and

corr

uptio

n re

cove

red

New

Indi

cato

rN

ew In

dica

tor

0.35

% v

alue

of

asse

ts r

ecov

ered

20%

Val

ue o

f A

sset

s re

cove

red

21%

Val

ue o

f A

sset

s re

cove

red

Dep

artm

ents

are

pr

iorit

izin

g th

e re

cove

ry o

f fu

nds

and

thes

e ar

e tr

acke

d th

roug

h G

aute

ng

Aud

it C

omm

ittee

Non

e


Changes to planned targetsNone


14.3.2b. Sub-Programme: Intergovernmental Relations

Purpose To support the Premier and the Executive Council with policy advice and effective management of international relations and inter-governmental relations.

Strategic objectives • Regional and International partnerships that enhance the achievement of the GCR and TMR agenda.• Intergovernmental relations that support cooperative governance in the GCR.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance by the unit: • Assessments on progress in the implementation of International Relations Strategy• Proven value-add international relations – engagements coordinated to promote the TMR and African

Agenda• Analytical reports interpreting resolutions impacting on the province from Inter-governmental Relations

meetings

Strategic objectives, performance indicators planned targets and actual achievements

Intergovernmental Relations In line with the Constitution of the Republic of South Africa, 1996 and relevant legislation such as the Intergovernmental Relations Framework Act 13 of 2005, the Premier is the custodian of intergovernmental relations and cooperative governance in the Province. This is to ensure that the Province and other spheres of government support the effective and developmental functioning of municipalities in providing service delivery and ensuring socio-economic transformation in communities.

The Province has provided support and interventions to municipalities such as Emfuleni, Alexandra in Johannesburg through the Alexandra Renewal Programme and the inter-provincial initiatives such as Mabopane, Winterveldt and Garankuwa (MAWIGA) areas. This has been supported through oversight engagements and reports presented to the Premier’s Coordination Forum, the ME/MMC Forums and various other forums to ensure support and developmental interventions in municipalities.

Progress on the implementation of the interventions and support provided to municipalities were reported in the biannual reports that were produced to ensure effective and efficient service delivery and integrated development.

The intergovernmental relations and cooperative government initiatives have further laid the basis for seamless, integrated and targeted approach to COVID 19 support and interventions across spheres of government and the Gauteng City Region in particular. This has included models and process to involve communities in the fight against the Corona Virus Pandemic and to ensure socio - economic transformation through the implementation of the District Developmental Model (DDM) at district and ward-based level.

International Relations The 2019/2020 provincial international engagements were informed by the Provincial Ten Pillar Programme of Transformation, Modernisation and Reindustrialisation (TMR), and mainly the support to the Pillar ‘Africa and the World’. The Provincial International Relations strategies, adopted by the Executive Council in 2015 provide guidelines for international relations initiatives and priorities, which are supported through the annually adopted international programme. The programme, which is adopted by the Provincial Executive Council assists in ensuring that the province develops and follows through on focused approach to support the development agenda of the province, globally and in the African context.

In support of the Provincial Ten Pillar TMR Programme, OoP identifies and coordinates programmes to promote high level diplomatic and partnership engagements with the Executive Council. The high-level strategic engagements through diplomatic channels and platforms assists in the mobilisation of development capabilities for the Gauteng Province and the implementation of the Gauteng international strategies. Nine (9) Value-add high-level engagements were coordinated. The overachievement is due to proactive planning and follow


through on the international programme, including communication with the Department of International Relations and Cooperation, for provincial engagement and communication with the Diplomatic Heads of Mission (High Commissioners and Ambassadors Designates)

The outcomes of these engagements have also ensured the province positions its influence and developments across sub-regions of the world in Africa, Europe, the Americas Asia and the Middle East. The consistent engagements and follow through with strategic partners and the diplomatic community has aided in ensuring that the province is able to mobilise socio-economic partnership support such as provision of ventilators and medical services during the COVID 19 pandemic.


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: In

terg

ove

rnm

enta

l Rel

atio

ns

(in

clu

din

g S

ervi

ce D

eliv

ery)

Stra

teg

ic O

bje

ctiv

ePe

rfo

rman

ce

Ind

icat

or

Act

ual

A

chie

vem

ent

2016

/201

7

Act

ual

A

chie

vem

ent

2017

/201

8

Act

ual

A

chie

vem

ent

2018

/201

9

Plan

ned

Tar

get

2019

/202

0

Act

ual

A

chie

vem

ent

2019

/202

0

Dev

iati

on

fr

om

pla

nn

ed

targ

et t

o A

ctu

al

Ach

ieve

men

t fo

r 20

19/2

020

Co

mm

ents

on

D

evia

tio

n

Regi

onal

and

In

tern

atio

nal

part

ners

hips

tha

t en

hanc

e th

e ac

hiev

emen

t of

th

e G

CR

and

TMR

agen

d a

Ass

essm

ents

on

prog

ress

in t

he

impl

emen

tatio

n of

Inte

rnat

iona

l Re

latio

ns S

trat

egy

Revi

sed

indi

cato

rTw

o (2

) ass

essm

ent

repo

rts

on p

rogr

ess

in

the

impl

emen

tatio

n of

the

IR S

trat

egy

2 as

sess

men

t re

port

on

pro

gres

s in

the

im

plem

enta

tion

of

the

IR S

trat

egy.

2 as

sess

men

t re

port

s on

pro

gres

s in

the

im

plem

enta

tion

of

the

IR S

trat

egy

2 as

sess

men

t re

port

s on

pro

gres

s in

the

im

plem

enta

tion

of

the

IR S

trat

egy

Non

eN

one

Prov

en v

alue

-add

in

tern

atio

nal r

elat

ions

-e

ngag

emen

ts

coor

dina

ted

to

prom

ote

the

TMR

and

Afr

ican

Age

nda

Revi

sed

indi

cato

rFo

ur (4

) hig

h-le

vel e

ngag

emen

t co

ordi

nate

d

10 h

igh-

leve

l en

gage

men

ts

coor

dina

ted

4 Va

lue-

add

high

-le

vel e

ngag

emen

ts

coor

dina

ted

9 Va

lue-

add

high

-le

vel e

ngag

emen

ts

coor

dina

ted

Proa

ctiv

e pl

anni

ng

and

follo

w u

p on

th

e in

tern

atio

nal

prog

ram

me,

in

clud

ing

com

mun

icat

ion

with

th

e D

epar

tmen

t of

Inte

rnat

iona

l Re

latio

ns a

nd

Coo

pera

tion,

fo

r pr

ovin

cial

en

gage

men

t an

d co

mm

unic

atio

n w

ith t

he D

iplo

mat

ic

Hea

ds o

f M

issi

on

(Hig

h C

omm

issi

oner

s an

d A

mba

ssad

ors

Des

igna

tes)

Non

e

Inte

rgov

ernm

enta

l re

latio

ns t

hat

supp

ort

coop

erat

ive

gove

rnan

ce in

the

G

CR

Ana

lytic

al r

epor

ts

inte

rpre

ting

reso

lutio

ns im

pact

ing

on t

he p

rovi

nce

from

In

ter-

gove

rnm

enta

l Re

latio

ns m

eetin

gs

Revi

sed

indi

cato

rFo

ur (4

) con

solid

ated

re

port

s on

res

olut

ions

im

pact

ing

on t

he

prov

ince

fro

m

Inte

rgov

ernm

enta

l Re

latio

ns m

eetin

gs

2 co

nsol

idat

ed

repo

rts

on r

esol

utio

ns

impa

ctin

g on

the

pr

ovin

ce f

rom

In

terg

over

nmen

tal

Rela

tions

mee

tings

2 A

naly

tical

rep

orts

in

terp

retin

g re

solu

tions

impa

ctin

g on

the

pro

vinc

e fr

om

Inte

r-go

vern

men

tal

Rela

tions

mee

tings

2 A

naly

tical

rep

orts

in

terp

retin

g re

solu

tions

impa

ctin

g on

the

pro

vinc

e fr

om

Inte

r-go

vern

men

tal

Rela

tions

mee

tings

Non

eN

one


2019/20 INTERNATIONAL TRIPS UNDERTAKEN BY THE OFFICE OF THE PREMIER

Outward Bound Trips:

No. Complete Names Title/Position Institution and OutcomeBarcelona, Spain: 27 November – 02 December 20191. Ms Marie-Louise Moodie Deputy Director General ESSM To participate in the World

Metropolis and a tour of Metropolitana de Barcelona

2. Mr Kuvhanganani Netshandama

Director: IR and IGR

3. Mr Njabulo Sethebe Economic Advisor4. Mr Rashid Seedat HOD: Gauteng Planning Abu Dhabi, Dubai: 10 -13 February 20201. Ms Marie -Louise

MoodieDeputy Director General ESSM To participate in the 10th

Session on World Urban Forum 2. Ms Nalini Naicker Director: Long Term Planning3. Mr Khululekile Mase DDG: Provincial planning division4. Ms Lerato Motaung Directorate: Gauteng Planning Division




14.3.3. Sub-Programme: Cluster Management

PurposeTo support the Premier and the Executive Council with policy advice; support; and the strategic coordination and management of the Executive Council Cluster system.

Strategic objective Effective coordination and management of the Executive Council Cluster System.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance by the unit: • Executive Council and Cluster sub-committee decision matrices compiled for actioning by departments • Analysis of questions posed in the Legislature.

Strategic objectives, performance indicators planned targets and actual achievementsPost the national and provincial elections in May 2019, induction workshops were facilitated for the newly sworn in Members of the Executive Council, their support staff including Chiefs of staff as heads of ministries, Parliamentary Liaison Officers (PLOs) and officials in the HODs and MECs offices. The Cluster Management team spent majority of the time reviewing planning documents and engaging with the new officials supporting the MECs on the approach to the 6th Administration. In line with the Premier’s instruction on the need for an activist government, the OoP participated in a number of the Inter-Ministerial Task Team meetings to fast track the implementation of interventions aimed at addressing challenges raised by the Greater Alexandra Community and spearhead long term spatial transformation planning to change Apartheid spatial geography.

The Technical Team in the Cluster management was able to visit Departments to assist them with the development of systems and building capacity for their internal Secretariat services, including support to the Department of Health’s Gauteng AIDS Council Secretariat on 16 August 2019. The Director Social Cluster also attended the biennial Cabinet Secretariat Conference held from the 25th to the 27th September 2019 which discussed common challenges facing officials supporting the Executive Council and National Cabinet and shared lessons learnt. Thirty-seven (37) Executive Council Memoranda were analysed and briefing notes developed for all Executive Council System meetings during the 2019/20 Quarter 3.

Forward thinking has also influenced the convening of planning meetings with the Gauteng AIDS Council Secretariat as well as initiating contact with MECs on their sectoral work allocation by Premier. As at end of March thirty one (31) Executive Council system meetings were convened and supported by the Executive Council Cluster Support Chief Directorate. These included Inter-Ministerial Task Team on Service Delivery looking at Alexandra and Executive Council Subcommittee interventions in Emfuleni Local Municipality and into the Gauteng Freeway Improvement Programme (GFIP). They also included Extra-Ordinary meetings of the Executive Council which were called to respond to administrative challenges faced by the City of Tshwane


Metropolitan Council, National Disaster on COVID-19 pandemic and subsequently the national lockdown to address the COVID-19 pandemic.

The Policy Unit (Cluster Management) took part in several new initiatives as part of the establishment of the Policy and Research Unit. These included the first ever Gauteng Provincial Policy Colloquium, which brought together the academic sector, National and Provincial Government Departments including the Presidency, Department of Women, Youth and People with Disabilities and Planning, Monitoring and Administration. The Policy Unit also formed an integral part of the hosting of Business and Private Sector Investor Engagement, held on 21 November 2019, where the Premier led consultations with all Executive Mayors, relevant Members of Mayoral Councils (i.e. those responsible for Development Planning and Economic Development and Infrastructure), all Municipal/City Managers and Executive Directors for Infrastructure Development. The Private Sector was also part of the engagement where a collaborative approach to investment and development is required.

The Policy Unit worked on re-establishing policy engagements with departments on all new policy and strategy developments that are being proposed for the Executive Council’s consideration. These engagements are a proactive intervention aimed at providing support and guidance to Policy originators in each GPG department to ensure that all policies developed support the realisation of the provincial priorities and are implementable. As part of plans to equip the Office of the Premier with the requisite skills and technical know how to drive and coordinate the 6th Administration’s Priorities, the Economic, Social and Planning and Governance Sectors attended several training sessions including on Protocol, Job Evaluation Grading, Economic Policy and Socio-Economic Impact Assessment System (SEIAS) as provided by the Presidency and other organisations. The Socio-Economic Impact Assessment System (SEIAS) training was particularly important as it equips the unit with the skills and ability to measure the socio-economic impact of new policies, laws and strategies.

The Quarterly Gauteng AIDS Council also met in partnership with the South African National AIDS Council (SANAC) which used the opportunity to orientate new members of the Gauteng AIDS Council following the 2019 General elections and elections of new Civil Society Sector Representatives.

In a bid to conclude the planning phase for the 6th administration, a number of Special Technical Economic, Governance and Planning and Social Cluster meetings were convened to coordinate International Relations programmes. Special Cluster meetings were also convened to develop the Gauteng City Region Anti-Substance Abuse Strategy, Gauteng City Region Early Childhood Development Strategy, and Economic Planning Framework for the Province amongst other things.

The 2019/20 Quarter 4 saw the emergency of a number of Work Streams and Task Teams established by the Executive Council to deal with the COVID-19 pandemic which were supported by the team and included Task Teams on Labour Peace, Occupational Health and Safety, Risk and Business Continuity, Multi-Stakeholder Coordination and Economic Impact Mitigation. Memorandum on an analytical report on the Gauteng Provincial Legislature questions for written reply was presented to Executive Council on the 22 January 2020.

Members of the Executive Council and Gauteng Provincial Departments were informed about matters affecting them emanating from the Gauteng Provincial Legislature as well as the National Council of Provinces. This included the facilitation of the coordination of the programmes of the Executive Council and the Gauteng Provincial Legislature, with attendance at the meetings of the Legislature’s Programming Committee and Programming Committee Task Team in order to advise the Leader of Government Business of relevant matters to be addressed such as; attendance at sittings of the Legislature; the introduction of legislation; providing assistance with the disestablishment and establishment of the legislature pursuant to the national general elections; facilitating engagements between the Legislature and Gauteng Provincial Government officials relating to submission requirements.

In addition, facilitating correspondence relating to the appointment of Members of the Executive Council and the Leader of Government Business, the Legislature’s programme and the NCOP programme, attendance at special sittings of the NCOP, the submission of periodic reporting requirements, and compliance with responses to House Resolutions and petitions.

Quarterly reports that were prepared on questions for written reply that were put to Members of the Executive Council provided an opportunity for discussion on critical matters and common issues that required the attention of the Executive Council. The participation and inputs of Gauteng Provincial Government Departments in relation to the NCOP’s public participation programmes (Provincial Week 2019 and Taking Parliament to the People, Gauteng Visit 2018 – Follow-up Visit) was also coordinated. Coordination and collation of responses to the Final Report and public submissions; the facilitation of meetings of relevant officials of the Gauteng Provincial Government Departments including those serving on the project and content task team; facilitation of, and attendance at the Steering Committee meetings; attendance at the Joint Planning Committee meetings; and the dissemination of correspondence, programmes and reports.

A quarterly Parliamentary Liaison Officers Forum was convened in conjunction with the Legislature for the purposes of fostering cooperation and coordination between the administrative arms of the two spheres of


gove

rnm

ent

and

to e

nhan

ce t

he e

ffica

cy o

f sy

stem

s an

d pr

oces

ses.

An

indu

ctio

n tr

aini

ng w

orks

hop

for

prov

inci

al C

hief

s of

Sta

ff a

nd

Parli

amen

tary

Offi

cer w

as a

lso

faci

litat

ed, f

ollo

wed

by

regu

lar u

pdat

es a

nd re

sour

ce p

acks

on

rele

vant

legi

slat

ive

and

polic

y de

velo

pmen

ts,

as w

ell a

s op

erat

iona

l mat

ters

.

Pro

gra

mm

e /

Sub

-pro

gra

mm

e: C

lust

er M

anag

emen

t

Stra

teg

ic O

bje

ctiv

ePe

rfo

rman

ce

Ind

icat

or

Act

ual

A

chie

vem

ent

2016

/201

7

Act

ual

A

chie

vem

ent

2017

/201

8

Act

ual

A

chie

vem

ent

2018

/201

9

Plan

ned

Tar

get

2019

/202

0

Act

ual

A

chie

vem

ent

2019

/202

0

Dev

iati

on

fr

om

pla

nn

ed

targ

et t

o A

ctu

al

Ach

ieve

men

t fo

r 20

19/2

020

Co

mm

ents

on

D

evia

tio

n

Effe

ctiv

e co

ordi

natio

n an

d m

anag

emen

t of

th

e Ex

ecut

ive

Cou

ncil

Clu

ster

Sys

tem

Exec

utiv

e C

ounc

il an

d C

lust

er s

ub-

com

mitt

ee d

ecis

ion

mat

rices

com

pile

d fo

r ac

tioni

ng b

y de

part

men

ts

Four

(4) q

uart

erly

Ex

ecut

ive

Cou

ncil

mee

ting

deci

sion

m

atrix

es, a

nd o

ne (1

) A

nnua

l con

solid

ated

Ex

ecut

ive

Cou

ncil

deci

sion

mat

rix

Four

(4) q

uart

erly

Ex

ecut

ive

Cou

ncil

mee

ting

deci

sion

m

atrix

es, a

nd o

ne (1

) A

nnua

l con

solid

ated

Ex

ecut

ive

Cou

ncil

deci

sion

mat

rix

com

pile

d.

3 Q

uart

erly

and

1

Ann

ual E

xecu

tive

Cou

ncil

mee

ting

deci

sion

mat

rix

deve

lope

d

Dec

isio

n m

atric

es

prod

uced

for

Ex

ecut

ive

Cou

ncil

cycl

e of

mee

tings

Dec

isio

n m

atric

es

prod

uced

for

Ex

ecut

ive

Cou

ncil

cycl

e of

mee

tings

Non

eN

one

Ana

lysi

s of

que

stio

ns

pose

d in

the

Le

gisl

atur

e

Four

(4) q

uart

erly

tr

end

anal

ysis

Onl

y on

e (1

) Q

uart

erly

Rep

ort

on

Legi

slat

ure

Que

stio

ns

com

pile

d

2 Re

port

s on

Le

gisl

atur

e Q

uest

ions

2 A

naly

sis

Repo

rts

on

ques

tions

pos

ed in

th

e Le

gisl

atur

e

2 A

naly

sis

Repo

rt o

n qu

estio

ns p

osed

in

the

Legi

slat

ure

Non

eN

one





14.3.4. Sub-programme: Planning, Performance Monitoring and Evaluation

Purpose1) To lead integrated planning for sustainable development in the Gauteng City Region;2) To drive province-wide outcomes-based planning, performance monitoring and evaluation and systems

to improve government performance towards enhanced service delivery outcomes and GCR development impacts.

For ease of use, the performance data for this sub-programme is presented as follows:1) Gauteng Development Planning (GCR Planning Division).2) Delivery Support Unit.3) Performance Monitoring and Evaluation.

14.3.4a. Sub-Sub-programme: Gauteng Development Planning (GCR Planning Division)

Strategic objectiveAn integrated Policy and Planning regime for the Gauteng City Region.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance by the unit: • GCR Medium and Long Term Plan developed• Review of one Provincial Spatial Development Framework (as prescribed every 5-years)• Institutionalisation of Integrated Planning• Approved GIS policy implementation plan for the Gauteng City Region• Reports on the implementation of the GIIMP has been finalised• Percentage implementation of GCR Water Security Implementation Plan• Infrastructure Project Prioritisation Framework Completed• Research papers to support the TMR (Radical Economic, Accelerated Social and Transformation of State and

Governance)

Strategic objectives, performance indicators planned targets and actual achievementsDevelopment Planning continued to play a pivotal role in alignment and co-ordination of planning in Gauteng. Development Planning supported sector departments in preparation for the Premier’s Departmental Roadshows, towards the development of Departmental Priorities for the 6th Administration. The development of the GCR Medium and Long-Term Plan for the term 2019-2024 was redirected and developed into an action-plan known as Growing Gauteng Together (GGT) 2030 which will be a roadmap to development of the Long-Term Plan or Gauteng Growth and Development Strategy (PGDS).

An Assessment Report on the Implementation of Gauteng Spatial Development Framework 2030 (GSDF 2030) was undertaken to take stock of successes and challenges of GSDF 2030 and implementation thereof, since approval in 2016. The implementation of GSDF 2030 strongly relies on intergovernmental coordination as well as spatial targeting efforts as they manifested through the following programmatic responses:

• Assessment of alignment of Provincial Departments sector plans with GSDF 2030• Yearly assessment of Municipal Integrated Development Plans (IDPs) and Spatial Development Frameworks

(SDFs)• Development of Decisive Spatial Transformation Appraisal Mechanism (D-STAM) to advanced spatial

targeting • Development of Sector Infrastructure Prioritisation Tool (SIPT) to advance integrated planning and

infrastructure prioritisation from a common platform, and• Development of three Regional Spatial Development Policies (Mining Belt, Greater Lanseria and the Vaal

Area to promote regional planning and the latter laying down the basis to develop the Vaal River Regional Spatial Development Framework (RSDF).

Outcomes of the assessment provided a clear understanding of areas of improvement for the upcoming review of the Gauteng Spatial Development Framework 2030 in the next financial year. Amongst others, the assessment


highlighted challenges related to appropriate spatial referencing and due consideration of spatial and statutory planning considerations in project planning and prioritisation which will lead to purposeful enhancement.

In addition, effort will be made to address new and emerging policy responses required as identified in the GSDF 2030 Assessment Report including:

• Land management and Rapid Land Release and Asset Management• Regional bulk infrastructure constraints• Financial viability of municipalities (in context of providing basic services linked to bulk infrastructure)• Resource scarcity and climate change linkages to spatial planning• Urban management guidance• Articulation of provincial interest • Alignment to the National Spatial Development Framework• PGDS – Growing Gauteng Together (GGT) linkages• Disaster Management guidance-identification of vulnerable areas in the province

A partnership between the Office of the Premier, Gauteng Provincial Treasury and Gauteng Department of Infrastructure Development noted that infrastructure delivery is based on the premise of implementing projects in a manner that provide value for money. Thus achieving the best results and deriving maximum benefit from the very scarce financial resources that are available and more importantly impact for citizens. Specific shortcomings related to spatial and statutory planning during conceptualisation of provincial infrastructure projects have led to challenges and service delivery delays.

Various planning reforms implicating spatial planning, spatial and statutory planning considerations were integrated into the prescribed Information for Infrastructure Business Cases as per a Gauteng Provincial Treasury Instruction, developed to serve as a framework for institutionalisation of spatial planning duly signed by the Gauteng Provincial Treasury HOD and forwarded to relevant accounting officers. This Instruction became effective from 01 April 2020 and linked to pronouncement made in the 2020-2021 Gauteng Provincial Budget Speech confirming that infrastructure planning is a key success factor in effective and efficient delivery of infrastructure which requires all provincial sector departments to prepare credible business cases that align with provincial and municipal spatial development frameworks.

SPLUMA Implementation, Monitoring and Support initiatives continued through various initiatives involving all spheres of government and relevant stakeholders such as SALGA and the State Law Advisors. Further municipal support initiatives were provided as follows:

• Engagements on the Built Environment Performance Plans process - review of the Merafong City Local Municipality and City of Tshwane Metropolitan Municipalities

• Support to municipalities on the implementation of Municipal Planning Tribunals

The implementation of the Memorandum of Understanding between the Gauteng Provincial Government and Higher Education Institutions continues with a focus on strengthening access to quality research. It is envisaged that this will lead the process towards setting up Research Chairs within Trade and Investment, and Inclusive Economies.

Geographic Information Systems assists with decision making through the analysis, modelling and visualization of data. In the drive to support decision making in the urban planning sphere, the draft GIS policy implementation plan was developed. The GIS Unit has continued to play a crucial role in engaging with stakeholders on issues relevant to the GIS field. A spatial model was developed, for demarcation of School feeder zones and determine the demand for schools and serviced areas based on the education norms and standards.

The Gauteng Provincial Government hosted the Annual Africa Investment Forum (AIF) in conjunction with the African Development Bank and National Treasury. The AIF was held in November 2019 and $40.1 billion dollars in investment was committed towards filling the infrastructure gaps in Africa. An inter-departmental team, led by the OoP, played a pivotal role to showcase Gauteng projects in the AIF.

A multidisciplinary team from GPG participated and exhibited at the United Cities of Local Governments Congress 2019 in Ethekwini. The exhibition which focused on showcasing Growing Gauteng Together, 2030 was well received by all.

The Office of the Premier collaborated with the Gauteng Department of Infrastructure Development in the development of the GPG 5-year Infrastructure Project Pipeline.


In August 2019, the national cabinet approved the framework and implementation of the District Development Model (DDM). DDM is aimed at integrated planning and implementation at a local space, by all of government and other development actors, in order to achieve high level focus and impacts. The Gauteng approach to DDM has been developed and it is in the EXCO system for final decision. However, with regards to implementation in Gauteng, the province, with the support of national government, has decided to focus on three (3) developmental spaces, as strategic alignment platforms for the One Plan: Ekurhuleni, Sedibeng and West Rand. Consequently, Draft district profiles for Sedibeng and West Rand District have been developed and submitted to National Department of Cooperative Governance (DCoG).


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Changes to planned targetsThe following indicators were revised in the adjustment period for the Annual Performance Plan for 2019/20 Financial year:

• Progress with regard to “One (1) Land Use Audit conducted towards revision of one municipal Land Use Scheme” ✔ Target as per Q1 and Q2: No Target

- Achievement as at Q1 and Q2: Terms of Reference developed and presented to Sedibeng District Project Steering Committee (PSC) on 18 June 2019 and, TOR thereafter approved - Variance as at Q1 and Q2: No Variance - Reason for Variance: Not Applicable

• The following outlines variances in progress of the project during Q3 and Q4: - Target as per Q3: Inception Report developed - Target as per Q4: 1 Land Use Audit conducted towards revision of one municipal Land Use Scheme - Variance as at Q3 and Q4: Target Not Achieved - Reason for Variance: Land Use Audit project removed from APP 2019/20 in Q3 (October 2019)

The Terms of Reference (TOR) for this project was prepared and submitted to the Bid Specification Committee (BSC) which proposed amendments to the TOR during Q1 and Q2. Further, due to the project budget being over R2 million, external probity auditors were assigned and necessitating further amendments to the TOR. The TOR was amended accordingly and resubmitted to the BSC Secretariat which was then to re-convene to consider the TOR for onward submission to DAC for approval to advertise the tender. The tender was to be advertised for not less than 21-days and then only, the BEC would have commenced evaluation of submitted bids.

The above procurement process with oversight from the external probity auditors, continued into Q3 and finalization of the processes were envisaged around the end of 2019 therefore allowing insufficient time for appointment of a service provider and completing the project within specified timeframes. This performance indicator was therefore deemed unachievable and approval was obtained during Q3 for the removal of this indicator from the APP 2019/20. Project budget was surrendered in the mid-term review prior to any fruitless and wasteful expenditure.

• Progress toward the completion of the Greater Lanseria Master Plan .

Following the cancellation of the previous tender in November 2018, the Terms of Reference were re-submitted to the Bid Specifications Committee (BSC) and finally approved by the Departmental Acquisition Committee (DAC). On 4 September 2019 the project team within the Infrastructure Coordination Chief Directorate received correspondence from the Chairperson of the Bid Evaluation Committee (BEC). From the correspondence it was apparent that there are disagreements amongst BEC members with regard to the disqualification of bidders on the grounds of administrative compliance. The Chairperson of the BEC referred the matter to the State Law Advisory Services for an opinion in order to ascertain whether certain documents forming part of the bid packs, could be accepted by the BEC in its evaluation.

The status quo of the BEC assessment, is that while two bids proceeded to the ‘functionality assessment’, only one bid passed as the other contained improperly certified documents which could not be accepted at the time and therefore the need for a legal opinion. The value of the one bid that passed the ‘functionality assessment’ is R14 000 000,00 which is substantially higher than the budgeted amount of R3 000 000,00. As all other bidders were disqualified during the ‘pre-qualification’ phase, ‘administrative compliance’ phase and ‘functionality assessment’, the value of the other bids is not known and there is no mechanism to assess the cost competitiveness of the only remaining bid.

It is unclear as to when or if the BEC will receive a response from the State Law Advisory Services and if such a response would result in a re-evaluation of one or all, of the other bids.

Due to the timeframes that have already lapsed, the short period that remained for the achievement of the target and the fact that it was unclear when or if DAC may appoint a service provider, it was unlikely that this performance indicator in 2019/2020 APP will be met. Therefore, this target was removed from the 2019/20 APP.

Linking performance with budgetsThe budget and performance of the sub-programme is aligned. The spending was consistent with the achievement of targets; noting that:


• Budget for the project “GCR E-Application System” of R1 million was not utilised since the project did not commence. Surrender of this budget was put forward during the mid-term Budget Review process in September 2018; and

• Due to the advice received from the Supply Chain Management Unit, the budget for the Greater Lanseria Master Plan of R3 million was shifted to defray expenses relating to the hosting of the Africa Investment Forum.

14.3.4b. Sub-Sub-programme: Delivery Support Unit (GCR Planning Division)

PurposeAccelerate and improve service delivery of prioritised areas working with mandated departments in the Province.

Strategic objectiveImproved service delivery in key priority areas through ongoing monitoring and reporting.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance by the unit: • Provincial Delivery Priorities approved• Number of reports on progress made to achieve Premiers Delivery Priorities (PDPs)• Targeted Delivery Interventions (TDIs) • Number of reports on progress made to achieve Targeted Delivery Interventions (TDIs)

Strategic objectives, performance indicators planned targets and actual achievementsThe Delivery Support Unit (DSU) undertook a review and evaluation of the delivery process for the previous political term (Fifth Administration). The review and evaluation assessment covered the period from inception in 2016 until the end of March 2019 with a specific focus on the effectiveness of implementing the Delivery Approach. In summary, the DSU worked with all fourteen Gauteng Provincial Government departments, resulting in ninety-four strategies developed and three hundred and thirty indicators tracked.

This review and evaluation process highlighted institutional weaknesses and poor management in some departments. Other challenges faced included poor service delivery data collection, analysis and verification. The evaluation indicated that the expansion of Deliverology to all departments and the inclusion of numerous targets resulted in the setting of too many priorities, which limited the DSU in intervening to address identified service delivery blockages.

Some of the achievements indicated during this process include greater degrees of accountability by the MECs to the Premier, and a focus on set targets through the entire delivery process, resisting pressure to deviate from these targets. The routines that were established in term of pre-stocktake and stocktake sessions were extremely valuable in putting pressure on departments to report progress and resulted in many positive interventions that the departments managed to implement. A break in set routines however has led to a decreasing of pressure on departments to implement agreed actions and report progress.

Post the May 2019 elections the process to redraft Delivery Agreements for the new political term gathered momentum. Engagements with all departments was held in June 2019 to reintroduce the concept of ‘Deliverology’ to departments and to begin the process of identifying priorities for the Sixth Administration. The Premier hosted Departmental Roadshows in August and September 2019 which was coordinated by the DSU. The DSU interacted with Departments to guide the development of Departmental Plans and prepare for the Roadshows. Support was also rendered to the Premier, Director General and Head of the DSU to evaluate the plans during the Roadshows.

The DSU also participated in various departmental strategic planning sessions to give inputs into the development of the Five-Year Strategic Plans of departments. Engagements on the Growing Gauteng Together Plan process took place with sector departments in collaboration with members of the Office of the Premier. The DSU also participated in departmental MTEC sessions convened by the Provincial Treasury held in September 2019.

Delivery Agreements were signed between the Premier and respective MECs in November 2019. Delivery Agreements contain commitments from the Premier’s State of the Province Address of 25 February 2020, including alignment to Growing Gauteng Together 2030, Strategic Plans and Annual Performance Plans. The Delivery Agreements for Roads and Transport, Economic Development, and Agriculture and Rural Development, will be signed as soon as the process of further consultation is finalised. The Delivery Agreement for Social Development will be signed once a new MEC is appointed.


The first Stocktake meeting of the new term of was held on 11-12 February. In preparation for the Stocktake meeting the DSU consulted with departments, Pre-stocktake meetings were held with HOD and MEC for each department. The focus of the Stocktake meeting allowed for MECs to provide the Premier with updates on how their departments were progressing with 100 and 200 day commitments made by the Premier at the State of the Province Address (SoPA) in July 2019. In addition, the MECs and Heads of Department provided the Premier with progress updates on plans to meet the delivery targets that the departments committed to deliver by the end of the political term of office.

The DSU continued supporting both national and local government processes. DSU members participated in sessions organised by the Department of Planning, Monitoring, and Evaluation to provide inputs into the NDP 5-year implementation plan on city region governance. The DSU further took part in the various inter-ministerial workstreams on improving service delivery in Alexandra. The DSU coordinated the hosting of the Social Sector Summit and contributed towards the finalisation of the urban poverty and urban hunger strategy. Engagements with the following external institutions were held to explore areas of collaboration: Government Technical Advisory Centre (GTAC), Gauteng City Region Academy, The Presidency, and the Canadian High Commission.

The DSU worked closely with the following departments to prepare for targeted interventions: • Health – appointment of a service provider to support with the roll out of a Hospital Improvement

Programme; Organised site visit with stakeholders to Leratong Hospital to explore collaboration on Hospital Improvement Programme

• Human Settlements – re-engaged with department on progress with previous project and interacted with DPME to support a national intervention to address title deeds backlog

• Infrastructure Development – several engagements with relevant officials from the GDID and Health to prepare for their support to the Hospital Maintenance Programme


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ns (T

DIs

) pla

n ap

prov

ed

New

Indi

cato

rN

ew In

dica

tor

New

Indi

cato

rTa

rget

ed D

eliv

ery

Inte

rven

tions

(TD

Is) p

lan

appr

oved

Targ

eted

Del

iver

y In

terv

entio

ns p

lan

appr

oved

Non

eN

one

Num

ber

of r

epor

ts

on p

rogr

ess

mad

e to

ach

ieve

Tar

gete

d D

eliv

ery

Inte

rven

tions

(T

DIs

)

New

Indi

cato

rN

ew In

dica

tor

New

Indi

cato

rA

nnua

l rep

ort

on

prog

ress

mad

e to

ac

hiev

e 80

% o

f Ta

rget

ed D

eliv

ery

Inte

rven

tions

(TD

Is)

Ann

ual r

epor

t on

pr

ogre

ss m

ade

to

achi

eve

80%

Tar

gete

d D

eliv

ery

Inte

rven

tions

(T

DIs

)

Non

eN

one





14.3.4c. Sub-Sub-programme: Performance Monitoring and Evaluation

PurposeTo drive province-wide outcomes-based planning, performance monitoring and evaluation and systems to improve government performance towards enhanced service delivery outcomes and GCR development impacts.

Strategic objectives• Improved customer satisfaction with service delivery.• Effective governance and administration supported through improved outcomes-based planning, monitoring

and evaluation.

Service delivery objectives and indicatorsThe following key performance indicators have been used to assess performance by the unit: • Provincial Evaluation Plan developed• Evaluation studies undertaken• Number of improvement plans facilitated at sites with areas of under-performance• Number of key community-wide service delivery concerns tracked for progress• Number of performance information verification projects completed• Number of analysis reports completed on alignment of GPG departments’ plans to TMR priorities and

framework on strategic plans and annual performance plans

Strategic objectives, performance indicators planned targets and actual achievementsThe Frontline Service Delivery Monitoring (FSDM) Programme is intended to assess the quality of service delivery in frontline service facilities as well as assess the experience of citizens in their interaction with these facilities continued during the period under review. The programme consisted of unannounced baseline visits to monitor the quality of service delivery in relation to key indicators; feedback visits to provide feedback on the results and recommendations; improvement visits, to develop site improvement plans together with the site management in cases of poor performance. During the period under review, a total of 17 FSDM improvement plans were facilitated at sites with areas of under-performance. The sites monitored includes sectors managed by all three spheres of government programme and included public health facilities, public schools, police stations etc.

Support was provided for the Ntirhisano Outreach engagements, including preparation and recording and monitoring of commitments. The Ntirhisano Outreach has been initiated as a province-wide common programme of direct engagements at local level to decisively resolve people’s problems. Key community commitments in each area are tracked for progress. Out of a total of 399 community commitments that are being tracked for progress, a total of 170 (43%) commitments have been achieved. In terms of short-term commitments, 54% was achieved by the end of the reporting period. Some of the Ntirhisano commitments are infrastructure related and may take longer to complete.

Three evaluation studies were commissioned and undertaken. These include a process evaluation of disciplinary case management in Gauteng Province, Design Evaluation of Gauteng safety strategy as well as a Review of the partnership between The European House-Ambrosetti and Gauteng Provincial Government. The 2019/20 Provincial Evaluation Plan was also completed to outlie the planned evaluations for the 2019/20 financial year and outer years.

The Office of the Premier assessed the draft 2020-25 strategic plan and 2020/21 Annual Performance Plans for the fourteen (14) GPG Departments and ten (10) Entities. The feedback of the assessment was provided to the departments. Moreover, a session to unpack the findings of the assessment and training to address the gaps identified during the assessment of the draft strategic plan and Annual Performance Plan was conducted for the departments

The Department of Human Settlements has been identified as the Department requiring support in improving the audit outcomes on the audit of performance information. To this end, the Office of the Premier has been, on a quarterly basis verifying the reported performance by analysing the portfolio of evidence provided for the reported performance and provided feedback to the department on the findings of the assessment of the portfolio of evidence against the reported performance. Verification Reports have been completed. The findings have been communicated to the Department with areas of improvement.


Pro

gra

mm

e /

Sub

-pro

gra

mm

e: P

erfo

rman

ce M

on

ito

rin

g a

nd

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ce

Ind

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or

Act

ual

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ieve

men

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ual

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ieve

men

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ned

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get

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ctu

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chie

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ent

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0

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on

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m

pla

nn

ed t

arg

et t

o

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ual

Ach

ieve

men

t fo

r 20

19/2

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Co

mm

ents

on

D

evia

tio

n

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oved

cus

tom

er

satis

fact

ion

with

se

rvic

e de

liver

y

Num

ber

of

impr

ovem

ent

plan

s fa

cilit

ated

at

site

s w

ith a

reas

of

unde

r-pe

rfor

man

ce

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ty (2

0)

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ovem

ent

plan

s fa

cilit

ated

at

site

s w

ith a

reas

of

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rper

form

ance

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een

(16)

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prov

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t pl

ans

wer

e fa

cilit

ated

at

site

s w

ith a

reas

of

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rper

form

ance

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prov

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t pl

ans

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litat

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t si

tes

with

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pe

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ce

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prov

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t pl

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litat

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t si

tes

with

are

as o

f un

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perf

orm

ance

17 im

prov

emen

t Pl

ans

faci

litat

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t si

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with

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f un

derp

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rman

ce

Num

ber

of

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ovem

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plan

s ar

e in

form

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mbe

r of

fac

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s m

onito

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with

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as

of u

nder

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e

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ber

of k

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mun

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ide

serv

ice

deliv

ery

conc

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for

pr

ogre

ss

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y (5

0) k

ey

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mun

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ide

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ery

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for

pr

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ss

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ndre

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d th

irty

(330

) key

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e se

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e de

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y co

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ns t

rack

ed f

or

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ress

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key

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ity-

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399

(non

-cum

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co

mm

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y co

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rack

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or

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The

num

ber

of s

ervi

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deliv

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tr

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r pr

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ss

are

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rmed

by

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num

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) eva

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stud

ies

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ree

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on

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Ach

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t20

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017

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ieve

men

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ual

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ieve

men

t20

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ned

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get

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/202

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ctu

al A

chie

vem

ent

2019

/202

0

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iati

on

fro

m

pla

nn

ed t

arg

et t

o

Act

ual

Ach

ieve

men

t fo

r 20

19/2

020

Co

mm

ents

on

D

evia

tio

n

Impr

oved

cus

tom

er

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fact

ion

with

se

rvic

e de

liver

y

Num

ber

of

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ovem

ent

plan

s fa

cilit

ated

at

site

s w

ith a

reas

of

unde

r-pe

rfor

man

ce

Twen

ty (2

0)

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ovem

ent

plan

s fa

cilit

ated

at

site

s w

ith a

reas

of

unde

rper

form

ance

Sixt

een

(16)

im

prov

emen

t pl

ans

wer

e fa

cilit

ated

at

site

s w

ith a

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of

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form

ance

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prov

emen

t pl

ans

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t si

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with

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man

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15 im

prov

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t pl

ans

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litat

ed a

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tes

with

are

as o

f un

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perf

orm

ance

17 im

prov

emen

t Pl

ans

faci

litat

ed a

t si

tes

with

are

as o

f un

derp

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rman

ce

Num

ber

of

impr

ovem

ent

plan

s ar

e in

form

ed b

y th

e nu

mbe

r of

fac

ilitie

s m

onito

red

with

are

as

of u

nder

-per

form

ance

Non

e

Num

ber

of k

ey

com

mun

ity-w

ide

serv

ice

deliv

ery

conc

erns

tra

cked

for

pr

ogre

ss

Fift

y (5

0) k

ey

com

mun

ity-w

ide

serv

ice

deliv

ery

conc

erns

tra

cked

for

pr

ogre

ss

Thre

e hu

ndre

d an

d th

irty

(330

) key

co

mm

unity

-wid

e se

rvic

e de

liver

y co

ncer

ns t

rack

ed f

or

prog

ress

386

key

com

mun

ity-

wid

e se

rvic

e de

liver

y co

ncer

ns t

rack

ed f

or

prog

ress

374

(non

-cum

) key

co

mm

unity

-wid

e se

rvic

e de

liver

y co

ncer

ns t

rack

ed f

or

prog

ress

399

(non

-cum

) key

co

mm

unity

-wid

e se

rvic

e de

liver

y co

ncer

ns t

rack

ed f

or

prog

ress

The

num

ber

of s

ervi

ce

deliv

ery

conc

erns

tr

acke

d fo

r pr

ogre

ss

are

info

rmed

by

the

num

ber

issu

es a

nd

com

mitm

ents

mad

e du

ring

the

Ntir

hisa

no

Out

reac

h

Non

e

Effe

ctiv

e go

vern

ance

an

d ad

min

istr

atio

n su

ppor

ted

thro

ugh

impr

oved

out

com

es-

base

d pl

anni

ng,

mon

itorin

g an

d ev

alua

tion.

Num

ber

of

perf

orm

ance

in

form

atio

n ve

rifica

tion

proj

ects

co

mpl

eted

New

indi

cato

rN

ew in

dica

tor

New

indi

cato

r3

3N

one

Non

e

Num

ber

of a

naly

sis

repo

rts

com

plet

ed

on a

lignm

ent

of G

PG

depa

rtm

ents

’ pla

ns

to T

MR

prio

ritie

s an

d fr

amew

ork

on

stra

tegi

c pl

ans

and

annu

al p

erfo

rman

ce

plan

s

New

Indi

cato

rN

ew In

dica

tor

2 an

alys

is r

epor

ts

of 2

019/

20 A

PP

alig

nmen

t to

TM

R pr

iorit

ies

1 an

alys

is r

epor

ts o

f G

PG d

epar

tmen

ts 1

st

draf

t 20

20-2

5 St

rat

Plan

and

202

0/21

A

PP c

ompl

eted

an

d su

bmitt

ed t

o de

part

men

ts

1 an

alys

is r

epor

ts o

f G

PG d

epar

tmen

ts 1

st

draf

t 20

20-2

5 St

rat

Plan

and

202

0/21

A

PP c

ompl

eted

an

d su

bmitt

ed t

o de

part

men

ts

Non

eN

one

Prov

inci

al E

valu

atio

n Pl

an d

evel

oped

20

17/1

8 Pr

ovin

cial

Ev

alua

tion

Plan

D

evel

oped

One

(1) 2

018/

19

Prov

inci

al E

valu

atio

n Pl

an d

evel

oped

2019

/20

Prov

inci

al

Eval

uatio

n Pl

an

deve

lope

d by

Q4

2020

/21P

rovi

ncia

l Ev

alua

tion

Plan

de

velo

ped

2020

/21P

rovi

ncia

l Ev

alua

tion

Plan

de

velo

ped

Non

eN

one

Eval

uatio

n st

udie

s un

dert

aken

Thre

e (3

) eva

luat

ion

stud

ies

com

mis

sion

edTh

ree

(3) e

valu

atio

n st

udie

s un

dert

aken

4 ev

alua

tion

stud

ies

unde

rtak

en3

eval

uatio

n st

udie

s un

dert

aken

3 ev

alua

tion

stud

ies

unde

rtak

enN

one

Non

e

Strategies to overcome areas of under-performanceNone.

Changes to planned targetsChanges to the planned target were made to the following indicator

Indicator Planned Target 2019/20

Revised Planned Target 2019/20

Reason for revising the target

Number of analysis reports completed on alignment of GPG departments’ plans to TMR priorities and framework on strategic plans and annual performance plans

2 analysis reports of GPG departments 1st draft 2020-25 Strat Plan and 2020/21 APP completed and submitted to departments

1 analysis reports of GPG departments 1st draft 2020-25 Strat Plan and 2020/21 APP completed and submitted to departments

The target was set in accordance with the Framework for Strategic Plans and Annual Performance Plans which required the submission of the 1st and 2nd Draft Strategic Plans and Annual Performance Plans by the Departments.

However, the National Treasury Instruction Note 05/2019 was issued effective 15 November 2019. As per the Instruction Note the Revised Framework for Strategic Plans and Annual Performance Plans was to be used for the preparation of the 2020-25 Strategic Plans and 2020/21 Annual Performance Plans going forward. In terms of the Revised Framework for Strategic Plans and Annual Performance Plans, the Departments are expected to submit 1 Draft Strategic Plans and Annual Performance Plans hence the assessment/analysis was conducted on 1 Draft plan as opposed to 2 draft plans.

The changes on the requirements of submission of draft plans as per the Revised Framework for Strategic Plans and Annual Performance Plans therefore necessitated the changes to the planned target for the said indicator.


14.3.5. Programme and Sub-programme Expenditure 2019/2020 2018/2019

Programme 3 – Policy and Governance

Final Appropriation

Actual Expenditure


Final Appropriation

Actual Expenditure


R’000 R’000 R’000 R’000 R’000 R’000

Inter-Governmental Relations 26 689 16 614 10 075 20 821 20 709 112

Provincial Policy Management 270 005 243 685 26 320 259 061 251 781 7 280


Programme 3 -Policy and Governance

299 319 262 549 36 770 282 357 274 708 7 649


The programme budget allocated was R299.3 million and the actual spending amounted to R262.5 million, which resulted in underspending of R36.7 million. Underspending is due to several projects that got delayed during the year under review such as Research Chairs (Trade and Investments), Forensic audit (Commitments with the Special Investigation Unit were not finalised as well as the postponement of Anti-corruption Summit), and Women’s Excellence Awards were also postponed to the next financial year. A roll-over request of R7.6 million under Anti-corruption project which was allocated for high profile investigations is awaiting Provincial Treasury approval.


15. TRANSFER PAYMENTS, EXCLUDING PUBLIC ENTITIES

The table below reflects the transfer payments made for the period 1 April 2019 to 31 March 2020.

Name of transfereePurpose for which

the funds were used

Compliance with s 38 (1) (j) of the

PFMA

Amount transferred

(R’000)

Amount spent by the entity

Reasons for the funds unspent by

the entity

University/ Technikon (WITS)

Gauteng City Region Observatory (GCRO)

- 26 042 26 042 N/A

Non-Profit Organisation (Harambee)

For youth employment (Tshepo 1 Million)

- 124 273 124 273 N/A

Household Transfers Payment for social benefits

- 914 913 Budget overstated due to rounding.

Household Transfers Life Esidimeni

and social benefit

- 155 205 155 205 N/A

During the 2019/20 financial year, Office of the Premier has spent R306.4 million or 100% on transfers to higher education institution, (University of Witwatersrand - Wits) for the Gauteng City Region Observatory (GCRO); Tshepo 1 Million for the youth employment project; and transfer to households (leave gratuity) and Life Esidimeni (acutely ill mental health care users).

(The budget breakdown for the four projects/activities are Wits-GCRO (R26 million); Tshepo 1 Million (R124.3 million); Household Transfers (R914 000), and Life Esidimeni (R155.2 million) The expenditure breakdown for the four projects/activities are Wits-GCRO (R26 million); Tshepo 1 Million (R124.2 million); Leave gratuity (R913 000) and Life Esidimeni (R155.2 million).

The table below reflects the transfer payments, which were budgeted for in the period 1 April 2019 to 31 March 2020.

Name of transfereePurpose for which the funds were to be used

Amount budgeted for

(R’000)

Amount transferred

(R’000)

Reasons why funds were not transferred

University/Technikons (WITS)

GCRO Payment 22 542 22 542 N/A

(UJ and WITS) GCRO (Research Chairs) 3 500 3 500 N/A

Non-Profit Organisation (Harambee)

For youth employment (Tshepo 1 Million)

124 273 124 273 N/A

Household Transfers Life Esidimeniand social benefit

155 205 155 205 N/A

During the financial year, the Office of the Premier has spent R305.5 million on transfers compared to the totalallocation of R305.5 million, which translate to 100% spending.


16. CONDITIONAL GRANTS AND EARMARKED FUNDS PAID

The Office of the Premier does not have any conditional grants.

17. DONOR FUNDS

The Office of the Premier did not receive any donor funds.

18. CAPITAL INVESTMENT

Not applicable to the Office of the Premier.

PART C


GOVERNANCE

PART C


19. INTRODUCTION

In line with Section (132) of the Constitution of the Republic of South Africa, Provincial Executive Councils are established as the principal decision-making body of a provincial government. The strategic orientation of the Gauteng Executive Council (Exco) is premised on a people-centred and people-driven government and its work is supported by an Executive Council System that promotes sustained development through the effective and efficient implementation of the Transformation, Modernisation and Reindustrialisation (TMR) Programme.

In line with his Constitutional role, in 2014/15 the Premier led a process to translate the electoral mandate and the priorities of the National Development Plan into a TMR Framework through a process of engagements with the Members of the Executive Council (MECs), their respective Heads of Department (HoDs), as well as Municipal Managers. The radical transformation programmes are geared towards building an integrated Gauteng City Region (GCR) that is characterised by social cohesion and economic inclusion that aspires to make Gauteng the leading economy on the continent, underpinned by sustainable socio-economic development.

In addition to making decisions on policy, strategy and the legislative programme of the province, the Executive Council has resolved to also play a stronger role in aligning and driving the Provincial TMR Programme through monitoring the targets set for Executive Council Sub-committee and Technical Cluster programmes and ensuring their implementation through interdepartmental and intergovernmental coordination across all spheres of government.

In ensuring the realisation of the transformation agenda of the Gauteng government, in 2014/15 Cabinet system was transformed to a cluster approach to better support the Exco. The new system was aimed at providing greater technical support and consistent involvement and feedback to MEC’s and HoDs, as well as ensuring the Exco and Premier focuses more on critical and strategic matters; strategic projects aligned to the Ten Pillar Programme, the MTSF 2014–2019 and the NDP, Vision 2030; key service delivery interventions and community contact processes; and provides space for special sessions with content experts for concrete and value-adding advice on enhancing government programmes.

This means that matters affecting Social Transformation, Economic Development and Governance and Planning programmes are deliberated on first within the relevant Social, Economic or Governance and Planning Executive Council Clusters before being concluded on by a full meeting of the Executive Council.

The composition of the Executive Council Committees has been allocated in line with the relevant outcomes to promote a coherent and integrated government geared towards effective service delivery. The main functions of the clusters are to ensure the alignment of government-wide priorities, facilitate and monitor the implementation of priority programmes and to provide a consultative platform on cross-cutting priorities and matters being taken to the Executive Council.

The governance structures below are Transversal governance structures, supported by the Office of the Premier, that include members such as Members of the Executive Council, Mayors, Heads of Department, Municipal Managers and representation from the South African Local Government Association.


EXECUTIVE COUNCIL CLUSTER TERMS OF REFERENCE COMPOSITIONEconomic Cluster: Technical Committee and Sub-Committee meetings

Providing high-level technical and strategic support and leadership in respect of the implementation, coordination and monitoring of policies, programmes and projects that contribute to:

• Radical economic transformation

• Modernisation of the economy

• Modernisation of human settlements and urban development

• Modernisation of public transport infrastructure

• Re-industrialisation of Gauteng province

• Taking the lead in Africa’s new industrial revolution

The specific Terms of Reference of the Economic Cluster Technical Committee include, but are not limited to, the following key focus areas:

• Drive and oversee Gauteng’s Catalytic Infrastructure Investment Programme

• Renew government’s commitment to decisively deal with unemployment, inequality and poverty

• Challenge the structure of the economy and drive the agenda for the radical transformation of the economy

• Entrench Gauteng as the Gateway to Africa

• Consider, review, deliberate and recommend policy and other strategic proposals or submissions, including on skills development and infrastructure development

• Detailed consideration of the financial and other implications of the proposed policies, strategies and programmes

• Consider the implications of Ministers and Members of the Executive Council’s Meeting (MINMEC) reports requiring Executive Council consideration and decision-making

Heads of Department of:

• Economic Development

• Agriculture and Rural Development

• Infrastructure Development

• Human Settlements

• Roads and Transport

• Sport, Arts, Culture and Recreation

• Cooperative Governance and Traditional Affairs

Supporting Departments

• e-Government

• Treasury

• Office of the Premier

Social Cluster: Technical and Sub-committee meetings

Providing high-level technical and strategic support and leadership in respect of the implementation, coordination and monitoring of policies, programmes and projects that contribute to the accelerated social transformation of Gauteng.

The specific Terms of Reference of the Social Cluster Technical Committee include, but are not limited to, the following key focus areas:

• Ensure integrated social cluster planning

• Expand comprehensive social security

• Consolidate gains in education to further improve the quality of education from Early Childhood Development (ECD) to Grade 12

• Significantly up-scale skills development

• Ensure quality, equitable healthcare

• Fight crime, through smart policing, working with communities on policing needs and priorities

• Build a united province and promote social cohesion

• Consider the implications of MINMEC reports requiring Executive Council consideration and decision-making

Heads of Department of:

• Education

• Health

• Social Development

• Human Settlement

• Community Safety



Supporting Departments

• e-Government

• Treasury

• Office of the Premier


Governance and Planning Cluster: Technical and Sub-committee meetings

Providing high-level technical and strategic support and leadership in respect of the implementation, coordination and monitoring of policies, programmes and projects that contribute to the transformation of the state and governance; and the modernisation of the public service in Gauteng.

The specific Terms of Reference of the Technical Committee include, but are not limited to, the following key focus areas:

• Strengthen collaboration amongst all spheres of government and enhance integrated planning for improved service delivery

• Ensure integrated spatial planning and service delivery

• Ensure an integrated approach to policy, planning and delivery of infrastructure across sectors

• Ensure the creation “pipeline” projects:

o give substance to infrastructure initiatives,

o sequence and prioritise future projects and infrastructure initiatives and

o monitor all provincial infrastructure delivery

• Ensure an improved track record in governance and public finance management in Gauteng

• Lead the development and implementation of the legislative programme and oversee adherence to the Path to Legislation

• Deliberate on matters related to government business in the Legislature and the National Council of Provinces

• Strengthen the developmental state and promote good governance

• Improve the capacity of the state, drive e-Governance and ensure government accountability and efficiency

• Evaluate key provincial projects and programmes, including project plans and budgets

• Make recommendations to the Executive Council with respect to the disbursement of funds toward specific projects/programmes

• Evaluate spending and ensure that it is in line with Gauteng’s priorities

• Consider the implications of MINMEC reports requiring the Executive Council’s consideration and decision-making;

• Consider quarterly reports on legislation and those due for submission to the Legislature by GPG departments, including annual departmental reports, provincial finance reports and GEYODI reports

• Consider quarterly expenditure reports

• Detailed consideration of the financial and other implications of the proposed policies, strategies and programmes

Heads of Departments of:


• Treasury

• e-Government

• Roads and Transport

• Human Settlements

• Health

• Education

• Economic Development

• Agriculture and Rural Development


• Social Development

• Community Safety

• Infrastructure Development

In turn, the Office of the Premier commits to maintain the highest standards of governance as a fundamental principle for management of public finances and resources. The OoP seeks to uphold good corporate governance, as espoused in the Public Finance Management Act and the King Report. The OoP also strives to promote good management practices in the areas of Risk Management, Fraud Prevention, Ethics, Procurement and Good Corporate Governance, as well as to safeguard the Department against theft and fraud.

The Office of the Premier has in place the following internal governance structures that include members of the OoP Executive Management Team (EMT) and the OoP Broad Management Team (BMT).

Executive Management Team (EMT)

• Director-General (Chairperson)

• Deputy Directors General

• Chief Financial Officer

• Chief Director Strategy and Operational Support

• Chief of Staff

• Secretariat – Office of the Premier

Monthly • The EMT meets monthly and is chaired by the Director-General.

• The EMT monitors progress made with the implementation of targets and deliverables in the Annual Performance Plan of the Office of the Premier.


Broad Management Team (BMT)



• Chief Directors

• Directors

• Secretariat – Office of the Premier

Monthly • The Broad Management Team comprises of members of SMS and is chaired by the Director-General

• The BMT also has strategic planning sessions twice a year to review progress made with the implementation of the Annual Performance Plan (APP) of the Office of the Premier and prepare for the next financial year

Risk Management Committee



• Chief Financial Officer

• Chief Director Strategy and Operational Support

• Chief of Staff

• Director Risk Management

• Internal Audit

• Secretariat – Directorate Organisational Risk Management

Quarterly • The Risk Committee is chaired by the Director-General and meets on a quarterly basis.

• The Committee monitors the implementation of the three-year Internal Audit Operational Plan, implementation of external and internal audit’s recommendations and recommends necessary improvements

• The Committee also oversees risk management initiatives and the implementation of the Risk Management implementation plan and strategy. Monitors progress made in mitigating strategic, operational, fraud risks.

1.1 Gauteng Provincial Government’s response to the COVID- 19 pandemic

The Gauteng Provincial Government had already implemented measures to deal with COVID-19 prior to the declaration of the State of National Disaster. The measures include the following: • The establishment of a multi-sectoral coordination at both provincial and district levels for COVID-19

preparedness and response.• Strengthening capacity to undertake surveillance for COVID-19 at provincial and district levels. • 259 contact tracers have been trained.• Ensuring that the health care system is prepared to receive, manage and report on the clinical progress of

persons with COVID-19.• Strengthen/maintain National Health Laboratory Services capacity to support testing for COVID-19.• The designation of three hospitals, Charlotte Maxeke Academic Hospital, the Steve Biko Academic Hospital

as well as Tembisa Tertiary Hospital, for appropriate treatment of confirmed cases. Following the declaration of the National Disaster and the subsequent National Lockdown, the Gauteng Provincial Government has adopted a wide multi-sectoral and multi-disciplinary approach which proactively involves significant actors within the province in order to deal with the COVID-19 pandemic. The Gauteng Response Plan coherently integrates health, social, economic, environmental, institutional and political aspects. The interventions therefore constitute elements of the implementation plan for Gauteng in enforcing the measures as announced by the President.

The Gauteng COVID -19 Response focuses on the following six pillars:• Comprehensive Heath Response• Food Security and Social Relief• State Capacity and Adaptability• Economic Response• Social Mobilisation and Human Solidarity• Law enforcement and Compliance


2 Gauteng COVID- 19 Structures

Key activities Cadence Delegation of decisions Core members and participatory members

Provincial Command Council

Provide directives in line with National Level

Enforce accountability against performance measures

Determine the appropriate policies for the Gauteng region

Provide strategic guidance to the district council and the PDMCC

Resolve escalated issues that could not be resolved at lower levels

Unlock national resources for provincial and local levels

Weekly Provide directives

Set targets to be achieved

Approve proposals for medium-term to long-term measures

Approve funding requests

Chair: Premier

Provincial MECs

District Mayors

Police commissioner

District Command Council

Implement Strategic directives from the Provincial Command Council (PCC) to the municipalities

Escalating district challenges to the PCC

Analyse performance of districts

Unlock provincial resources for district level

Ensure alignment to provincial response measures

Guide local government structures to enable effective delivery

Promote co operation amongst local government and external interfaces

Enforce controls within local structures

Daily Clarify the operational implications of directives, policies and decisions from the PCC

Make approvals on resources to be allocated for delivery

Escalate issues to PCC

Chair: District Mayors

Mayoral Committee


PDMCC Monitor and assess performance level of the PDMCC???

Mitigate workstream risks

Resolve escalated issues, otherwise escalate to PCC

Assess performance measures

Challenge approach to delivery to address impending risks and issues

Promote co-operation amongst work-streams and external interfaces

Daily Approve request for further resource mobilisation

Changes to scheduling of resources

Issuing consequences for non-performance

Chair: Province DG

PMO

Work-stream leads/ HODs

Prov Joint Reps

Provincial Reps from National Entities and agencies

20.REPORT ON COMPLIANCE TO THE PROMOTION OF ACCESS TO INFORMATION ACT, 2000

The Office of the Premier has a budget allocated for promotion of access to information activities, located in the Branch Executive Support Services under the sub-programme State Law Advisory Services.

Two senior officials in State Law Advisory Services are designated as Deputy Information Officers of the Office of the Premier, in terms of the Promotion of Access to Information Act, 2000 (Act No 2 of 2000) (PAIA).

The processing of access to information requests is recorded, as and when they arise, in the reports to the monthly Management Committee of the Office of the Premier and are minuted accordingly.

State Law Advisory Services complied with all the statutory requirements of PAIA and has submitted a Section 32 Report to the South African Human Rights Commission and a Section 15 Notice to the Department of Justice and Constitutional Development.

The section 14 PAIA Manual of the Office of the Premier was updated and published as required.


21. RISK MANAGEMENT

The department subscribes to the Public-Sector Risk Management Framework and has an approved Risk Management Plan in place to give effect to the implementation Risk Management.

The Department has a fully functional Risk Management Committee that is chaired by the Director General. The global risk register, internal audit reports, auditor general management letter, fraud prevention plan, business continuity and occupational health and safety are standing items of the risk management committee meetings.

The Risk Management Committee meets quarterly to evaluate the effectiveness of the risk management process and draft a quarterly report that is submitted to the audit committee for evaluation.

During the year under review, the department updated its risk profile and identified the following strategic risks:

1) Fragmented systems for setting of GCR wide priorities, planning and monitoring systems Mitigating controls:

a) GCR Indicator Framework b) Alignment of Annual Performance Plans (APP) c) Contribution to national review of Framework for Strategic Plans and Annual Performance Plans

(FSPAPP) d) APP analysis e) Integration of the Ntirhisano commitments f) GPG Planning, Monitoring and Evaluation (PME) diagnostic g) GPG PME Forum h) Annual GPG planning cycle i) Ensuring that Exco priorities are mainstreamed in GPG plans

2) Lack of infrastructure implementation Mitigating Controls: a) Support team for infrastructure programme, which supports municipalities b) Regular stakeholder engagements c) One-on-One networking d) Annual GIIC Conference

3) Failure to build institutions and programmes which will take GCR forward Mitigating Controls:

a) Mainstreaming Policy Framework (SPLUMA, DSGV and GIPM) b) Mainstreaming key infrastructural programme, main infrastructural programme for the city c) Establishment of GRC d) Premier’s Coordinating Forum (PCF) meetings e) Member of the Municipal Committee (MMC) and MEC meetings f) Inter-Governmental Relation (IGR) structures

4) Adoption of a bureaucratic approach to business, therefore not allowing for agility Mitigating Controls:

a) Red Tape Panel appointed b) Panel led by MEC (Human Settlements) c) Submission of bi-monthly reports to the MEC

5) Fraud and corruption Mitigating controls: a) Declared outside interests are monitored b) Segregation of duties for transaction processing roles, logical access controls in place c) Fraud Prevention Plan d) Public Service Code of Conduct e) GPG Anti-fraud and Corruption Strategy f) Annual Fraud Risk Assessment g) Ethics training h) Integrity Management Office i) Ethics and anti-corruption units at the departments j) Provincial Forensic Audit strategy k) Integrity Management Policy and Framework l) Security vetting of employees m) Revised Public Service Regulations n) Open Tender System


o) Strong political will (Premier’s Office) p) Ethics committee q) Gauteng Ethics and Anti-Corruption Advisory Council r) Provincial Anti-Corruption Coordinating Council

6) Compromised resourcing of the Provincial Priorities Mitigating Controls: a) Regular monitoring of spending against budget allocation b) Alignment of budgets to key priorities c) More structured engagements with branches d) Annual budget assessments for aligning Integrated Development Plan (IDP’s) to GCR/GPG plans e) Extended Executive Council Makgotla f) Medium Term Expenditure Committee to ensure alignment to Provincial Priorities g) Online payroll certification across GPG h) Ring-fencing funds for compensation of employees, conditional grants and critical services i) Ensuring that expenditure does not exceed 7% of projected expenditure j) Submission of In-Year Monitoring reports k) Implementation of Costs containment strategy

7) Skills shortage to meet the changing environmental need Mitigating Controls: a) Ensuring that right skills for the jobs are recruited b) Master Skills Plan in place c) Revitalise Provincial Skills Development Forum d) Signing of MoU with School of Government e) Formalise engagements with Gauteng City Region Academy for skills development of public servants

8) Lack of responsiveness of government programmes to citizens’ expectations and needs Mitigating Controls: a) Engagement with communities through Ntirhisano community engagements b) Ad hoc engagements with various stakeholders. c) Use of empirical information (data) as a basis to plan d) Qualitative research performed to understand stakeholders

9) Reputational/credibility damage Mitigating controls: a) Annual perception survey b) Youth survey focused to understand youth groups c) Outreach programmes to understand and communicate with stakeholders d) Media campaigns and briefings e) Alignment of communication plans of other offices to ensure alignment with strategy f) Implementation of a Content Hub g) Implementation of the Ntirhisano Programme

10) Misalignment of international engagements Mitigating Controls: a) Approved International Relations Strategy aligned to TMR programme b) International engagements approved by Premier to ensure alignment with TMR and IR Strategy c) Regular monitoring of the International Relations (IR) Strategy d) Formal submission of report following outbound visit e) Signing of MoU’s/MoA’s that reflect clear areas of cooperation f) Monitoring and reporting to the Exco on areas of cooperation and implementation of MoU/MoA

The mitigating action plans were implemented and reported on a quarterly basis.


22. FRAUD AND CORRUPTION

In 2019/20, notable achievements in promoting and supporting Integrity Management across the GPG are as:

• The Gauteng Ethics Advisory Council (GEAC) which was established to provide independent oversight, advice and advocacy on fighting corruption and promoting integrity in the Gauteng City Region submitted for the consideration of the Executive Council its “Report on the State of Ethics, Integrity and Clean Governance in the Gauteng City Region”.

In addition to the ongoing consultative sessions with various stakeholders, the GEAC played a key role in organising, setting the agenda, participating and assisting in soliciting inputs from the various societal stakeholders on the development of the proposed National Anti-Corruption Strategy. Furthermore, the GEAC provided Practice Notes to the Executive Council as per their requests. This informed the Executive Council’s resolutions that demonstrate the commitment of the Gauteng Provincial Government to good governance and accountability. Moreover, this sends a strong signal to all those involved in allegations of corruption that the Gauteng Provincial Government will be decisive in acting against anyone proven to be linked to allegations of unethical business practices.

• The Office of the Premier continued to implement the aspects of Memorandum of Understanding (MoU) which was signed on 24 April 2018 with the Special Investigating Unit (SIU). The Memorandum of Understanding, amongst others, allows the Office of the Premier to refer matters to the SIU if it appears that there are allegations of serious maladministration which are linked with the affairs of any state institution in the provincial government. Furthermore, the MoU encourages the secondment of personnel where a need arises for either party to dedicate a resource to the other party. The Office of the Premier referred six complaints from the Gauteng Provincial Government departments and five issues of fraud and corruption which were identified on flagship projects that are implemented by the Gauteng Provincial Government. One complaint has been finalised and the Office of the Premier is in the process of submitting the final report to the relevant department. All the other issues are still under the consideration of the SIU.

• Gauteng Province has a centralised Provincial Forensic Audit Unit which is based at the Gauteng Provincial Treasury and is mandated by the Premier to manage cases received from the National Anti-Corruption Hotline (NACH). The Office of the Premier continued to provide effective support to the Provincial Forensic Audit Unit. As of 31 March 2020, there were 2094 NACH cases received by the Provincial Forensic Audit Unit from 2005 to 31 March 2020. Of the 2094 cases, a total of 2006 cases were resolved and 88 were still in the process of being finalised. The percentage of resolved NACH cases is 96%.

To date, a total of 73 forensic investigation cases were recommended for referral to the law enforcement agencies and 66 cases have been reported to law enforcement agencies. This shows that 90% (66 of 73) of criminal cases have been reported to law enforcement agencies for further investigation and prosecution.

A total of R677,756.59 was lost through financial misconduct and R151,616.06 has been recovered. This shows that 22% of the value of assets lost through fraud and corruption has been recovered by the GPG departments. The Office of the Premier is providing support to the GPG departments to ensure that they are prioritising the recovery of funds and these are tracked by the Gauteng Audit Committee.

• Phase 2 of the Gauteng Municipal Integrity Project (GMIP) was finalised. This is a partnership between the Office of the Premier, The Ethics Institute and Gauteng Department of Cooperative Governance and Traditional Affairs which is funded by Siemens. The project seeks to support municipalities in developing or improving their internal integrity management capacity. This project is clearly demonstrating that government and private sectors can successfully work together in addressing the challenges that are facing the province. Funding for Phase 3 has been received and partners are already conceptualising and planning on additional support that has a potential to yield the desired outcomes in supporting integrity management programmes in municipalities.

The GMIP has benefited from a strong partnership with both GPG and the municipalities and contributed towards capacitating Gauteng municipalities around ethics management. The project has increased knowledge and awareness around ethics management at both individual level as well as at institutional level in the participating municipalities and provincial partners. The GMIP has developed a range of ethics management support tools for municipalities based on an understanding of the context in the province, such as the Ethics Risk Assessment, Ethics Management Maturity Assessment as well as Risk Profile reports, presentations, training materials, and train-the-trainer material.

At a municipal level, the project has created ethics awareness at a political level, through the councilor


training sessions conducted. In addition, the presentations to senior management forums created awareness around the ethics management framework and what municipalities need to put in place to proactively manage ethics in line with the Local Government Integrity Management Framework. Through a range of capacity building and mentoring efforts, GMIP has supported the establishment of ethics infrastructure comprising ethics champions, ethics officers and ethics trainers in the municipalities.

23. MINIMISING CONFLICT OF INTEREST

The Public Service Commission (PSC) is a Constitutional Body that is mandated by Section 196 (4) (a) to (e) of the Constitution, to promote values and principles set out in Section 195, throughout the public service and to report in respect of its activities and the performance of its functions. The Public Service Commission has a responsibility to ensure that:

1) A high standard of professional ethics must be promoted and maintained;

2) Services must be provided impartially, fairly, equitably and without bias; and

3) Public Administration must be accountable.

To promote the above principles, the Public Service Commission requires every designated employee to disclose to the relevant Executing Authority on the e-Disclosure system as determined for this purpose by the Commission, particulars of all his/her financial interests in respect of the period from 01 April of the previous year to 31 March of the year in question.

SMS Members within GPG must submit their financial disclosure forms on an annual basis as required by the legislation. The level of compliance with the legislative requirements has improved over the past years. The province achieved 99,8% submission by the 31st of May 2019, with the Department of Roads and Transport being granted a deviation to exempt one employee for not complying within the stipulated timeframe due to ill-health. The employee has since disclosed, therefore GPG has achieved 100% SMS disclosure in 2019.

The improvement in the level of compliance resonates with the strategic thrust of the province for clean governance, by setting rules “that compliance is not negotiable” and proactively managing conflict of interest.

In addition to this, 2019 was the third year that the disclosure of financial interests was extended to Medium Management Services (MMS), Occupation- Specific- Dispensation (OSD) and other designated categories as per the Public Service Regulations. Three departments achieved 100% disclosure, six departments achieved between 84% and 98% disclosure, and five departments achieved between 10% and 75%.

Of the departments which achieved below 50%, these was due to the unions instructing their members not to comply with the legislative requirements.

The Office of the Premier achieved 65% disclosure by the MMS, OSD and other designated categories.

Employees engaged in other remunerative work outside the employees’ department submitted applications for approval to the Executive Authority. The financial disclosure forms were verified, and the verification process revealed that there were officials who registered companies on Companies and Intellectual Property Commission (CIPC) database without requesting permission to do other remunerative work outside the employees’ department. These cases are currently under investigation.

24. DOING BUSINESS WITH ORGANS OF STATE

Regulation 13 (c) of the Public Service Regulations, 2016 prohibits public service employees from conducting business with an organ of state. In addition to this, the Public Service Administration Act (Act 11 of 2014) subsection 8, subsection 2 states that: an employee may not conduct business with an organ of state; or be a director of a company conducting business with an organ of state. 159 officials were detected as doing business with the state, in one case of a newly appointed intern, no action was taken; 54 investigations are in progress and 104 officials have been disciplined.

25. CODE OF CONDUCT

To give practical effect to the relevant constitutional provisions relating to the public service, all employees are expected to comply with the Code of Conduct, as stipulated in Chapter 2, Regulation 13 of the Public Service Regulations of 2016. The code of good practice acts as a guideline to employees regarding what is expected of them.

The Public Service Regulation was amended in 2016, and the revised regulations came into effect in August


2016. The changes included amongst others, the amendment of the code of conduct for public servants. A total of 6173 (4910 by GPG departments and 1263 by GCRA) GPG employees have received the Code of Conduct training in 2019.

Furthermore, the Office of the Premier, in collaboration with Gauteng City Region Academy (GCRA) and the National School of Government (NSG), continued to enrol the compulsory ethics on-line training programme for all Assistant Directors, Middle Management Service and Senior Management Service members. Other employees at lower levels were also encouraged to enrol for the ethics on-line training programme. A total of 337 GPG officials completed the ethics online course during course of 2019.

26.HEALTH, SAFETY AND ENVIRONMENTAL ISSUES

Occupational Health and Safety is carried out in conjunction with all stakeholders in the office. Various improvements have been made to the office to ensure full compliance with the Occupational Health and Safety Act, that includes the establishment of an Occupational Health and Safety Committee.

The Office of the Premier has established the OHS Committee chaired by DDG: Cooperate Service and meetings are held quarterly.

The Department of Labour notice for 1 Central Place/ pointed out none compliance of the below has been fulfilled:

• The fire incident of 30 June 2017 at 30 Simmonds Street caused extensive damage to the 7th and 8th floor West Wing. The floors underneath, including the basement, suffered water damages resulting in staff being evacuated and relocated to 1 Central Place building. Renovations at 30 Simmonds Street building and the restoration both the 7th and 8th Floor West Wing have been completed by DID.

Ensuring that Health and Safety Representatives are performing their functions:

• Each directorate has nominated Health and Safety representatives and the representatives have been formally appointed by the Accounting Officer and are satisfactorily executing their duties as duly appointed.

• Ensuring that at least one person is readily available during normal working hours who is in possession of a valid certificate of competency for first aid. All security personnel are being training for Level 1 First Aid.

• The OHS Committee ensures that the workplace is either by natural or mechanical means in such a way that the air breathed by employees does not endanger their health and safety. 1 Central Place is fitted with sufficient openable windows for natural ventilation and other premises are fitted with regular serviced air conditioning system for improved air quality.

• The lift shaft of West Wing at the 30 Simmonds Street building is experiencing water seepage from Fox Street. The Department of Infrastructure and Development appointed structural engineers to conduct tests on the wall stability and integrity. The Office of the Premier is still awaiting the report. The water seepage at 30 Simmonds Street West Wing lift shaft has been resolved by Joburg Water on the 19 August 2019.

27. GOVERNANCE OF INFORMATION TECHNOLOGY

The Office of the Premier has an approved Corporate Governance of ICT (CGICT) Policy and Charter. Based on the CGICT Policy, the Broad Management Team (BMT) serves as the ICT steering committee, as all ICT related matters are ratified by the BMT.

All ICT policies and procedures are tabled at the BMT meetings for approval and reviews are tabled for ratification after which the Director-General signs them off.

The Office of the Premier IT unit is largely responsible for technical support and relies on the Department of e-Government for application and WAN services. The relationship between the Office of the Premier ICT and the Department of e-Government is managed through an SLA, with monthly meetings between the Office of the Premier ICT and the Service Level Management Team from the Department of e-Government.

If the Office of the Premier identifies applications, it wishes to procure the matter is raised at BMT and then taken to the Provincial CIO Council for ratification, which is then endorsed by the Department of e-Government. This is to ensure that there is no duplication of applications. It is only then that the Office of the Premier can procure the identified application. The Corporate Governance ICT Policy and Charter was reviewed and approved by the Director General on 31 January 2020.


28. PORTFOLIO COMMITTEES

The following engagements with the Legislature Portfolio Committee (OCPOL) took place in financial year 2019/20:

Meeting Date OrganiserThe Office of the Premier presented on the following:

• Budget Vote 1 for 2019/2020 and the 4th Quarter Performance Report for 2018/19 FY as well as the responses to questions that will emanate from the research analysis of the above stated reports.

11 July 2019 Oversight Committee on Premier’s Office and Legislature

The Office of the Premier presented on the following:

• 1st Quarterly report for the 2019/20 financial year.

10 September 2019 Oversight Committee on Premier’s Office and Legislature

The Office of the Premier presented at Birchwood Hotel for the OCPOL Strategic Planning Session (APP)

15 October 2019 Oversight Committee on Premier’s Office and Legislature


• Site visit to Harambee to gain insight and understanding on the Tshepo 1 Million programme and to address concerns raised during the consideration of the Office of the Premier’s 4th quarter performance report for 2018/19.

31 October 2019 Oversight Committee on Premier’s Office and Legislature


• Annual report for 2018/19

• Presentations by Researchers on the Analysis for GPL and the Office of the Premier’s 2nd Quarter Performance report for 2019/20.

12 November 2019 Oversight Committee on Premier’s Office and Legislature

29. SCOPA RESOLUTIONS

The Office of the Premier had the following Standing Committee on Public Accounts (SCOPA) resolutions for the period under review in accordance with the SCOPA Oversight Report on the report of Auditor-General of South Africa (AGSA) on the Financial Statements and Performance Information to the Gauteng Provincial Legislature on Vote No 01: Office of the Premier for the year ended 31 March 2019.1. The Office of the Premier submitted responses to preliminary questions emanating from its Annual Report

for the year ended on 31 March 2019 to SCOPA.

2. The responses from the Office of the Premier were accepted and duly adopted at a formal sitting of the legislature on 05 December 2019.

3. In terms of Rule 179(4) The Office of the Premier must provide the Committee (SCOPA) and Oversight Committee on the Premier Office & the Legislature (OCPOL) with a progress report detailing the status of the outcome of the Labour court matter every quarter and continuing up until finalization thereof.

4. The recommendations and status report per quarter are reflected below:


Committee Recommendation Progress Report: Quarter 4 [2019/20]

1. Labour Relations matters

(a) K. Molefe and 5 others//Office of the Premier

(b) W. Mphetso//Office of the Premier

Labour Court Matter

(c) Office of the Premier/Thelma Ngcobo

K. Molefe and 5 others // Office of the Premier

The Office of the Premier (Employer) acting on the advice of counsel, lodged a review application to the Labour Court to set aside the outcome of the General Public Service Sector Bargaining Council (GPSSBC). The GPSSBC ruled that the employer must pay the employees who were paid at level 7 and 8 a retrospective payment. The matter is set down for 21 April 2020 for hearing at the Labour Court.

Copy of the Notice of set down is attached marked Annexure A.

W. Mphetso // Office of the Premier

Mr. Mphetso has referred the review application to the Labour Court against the outcome of the taken by the GPSSBC. The GPSSBC confirmed the employer’s decision to dismiss Mr Mphetso. The GPSSBC has been unable to file the record of the hearing to the Labour Court because it has lost the record.

Mr Mphetso has indicated his intention to lodge a court application for the remittal of this matter to GPSSBC for rehearing. The Office of the Premier is awaiting the court papers and will oppose the application.

Office of the Premier // Thelma Ngcobo

The dispute between Ms Ngcobo and the Office of the Premier is whether the appointment of Ms Ngcobo as the DDG: ISS constitutes a lawful appointment in terms of the Public Service Act and the Regulations thereto. The matter was partly heard on 07 November 2019 and will be heard again on 22 June 2020. A notice of set down is attached marked Annexure B.

2. The OoP must provide the Committee with a progress report detailing the effectiveness of measures put in place to prevent non-compliance with predetermined objectives every quarter up until the end of June 2020. The progress report should cover the following:

• Adequate system for collating, collection and reporting of performance information; and

• Annual performance report to ensure that reported performance is supported by accurate, complete and valid supporting documentation.

Adequate systems

The Office of the Premier (OoP) has implemented an online reporting system called Monitoring and Evaluation Reporting Made Simple (MERMS) to manage the implementation of Annual Performance Plan (APP). The MERMS system has been effective in managing the monitoring of the APP through quarterly and annual performance reporting from 01 March 2016 to date. The MERMS system is primarily used as a tool to capture, monitor and track progress on performance information of each business unit against targets set in the Annual Performance Plan of the Office of the Premier (OoP).

Collating, collection and reporting of performance information

The process of performance reporting on the MERMS system is three-phased which includes Directors as Submitters, Chief Directors as Verifiers of the submitted reports and Deputy Director Generals as Approvers of the verified reports. This process has since enhanced the accountability of programme managers within the Office of the Premier. Different submission timelines are provided to submitters, verifiers and approvers for purposes of meeting statutory deadlines to oversight bodies. Once the reporting process is complete, a consolidated report is produced from the MERMS system and verified against submitted portfolio of evidence and actual target set in the APP. All submissions are verified against the specifications outlined in the respective Technical Indicator Descriptors (TIDs).

Annual performance report to ensure that reported performance is supported by accurate, complete and valid supporting documentation

The Office of the Premier’s Annual Performance Report is directly informed by the data collected from the quarterly performance reports that are produced during the financial year. All produced quarterly performance reports within the OoP undergo a rigorous verification process to test the usefulness (consistency, measurability, relevance) and reliability (accuracy, validity, and completeness) of the submitted information against the portfolio of evidence. In addition, there is a review process in place conducted by the Monitoring and Evaluation Practitioners to quality assure the reported information. The process followed is similar to that of the Auditor-General. Therefore, it is this procedure that informs the development of the Annual Performance Report.

3. The OoP must provide the Committee with a progress report detailing the status of all the claims that fall within the Terms of Reference of the arbitration claim process every quarter up until finalization thereof.

We received 427 claims as at March 2020.

All 427 claims were verified. Verification entails checking whether the name of the Mental Health Care User (MHCU) appears on the comprehensive list of the MHCUs who were affected by the Health Marathon Project.

Out of the 427 verified claims, 332 qualify to receive compensation. 94 claims do not fall within the Terms of Reference and, therefore, do not qualify for compensation. Out of the 332 claims that qualify, the Office of the Premier paid 266 claims. The remainder of the 66 claims are still under assessment to confirm a rightful beneficiary before payment is made.



4. The OoP must provide the Committee with a quarterly progress report detailing the status of the investigations and within 30 days upon finalization thereof.

Special Investigating Unit

The Office of the Premier (OoP) has sign a Memorandum of Understanding (“MoU”) with the Special Investigating Unit (SIU). The MoU signed between OoP and SIU encourages that secondment of personnel where a need arises for either party to dedicate a resource to the other Party. Hence, OOP has referred matters to SIU as follows:• Five complaints from the Gauteng Provincial Government departments; and • Four projects. It is important to also note that there is an additional complaint which was submitted by a whistleblower directly to the SIU.

The progress on these matters is as follows: One complaint has been finalised and the Office of the Premier is in the process of submitting the final report to the relevant department. All the other issues are still under the consideration of the SIU.

National Anti-Corruption Hotline

Gauteng received 2094 NACH cases from the Public Service Commission from 2005 to 29 February 2020. There are 2006 of the 2094 NACH cases received by the Gauteng Province which have been resolved. There are 88 cases that are still outstanding. The percentage of NACH cases resolved to date is 96% of the total cases.


30. PRIOR MODIFICATIONS TO AUDIT REPORTS

Not applicable for 2019/20.

31. INTERNAL CONTROL

The Office of the Premier maintains a robust internal control environment that aims to maintain a clean audit and to withstand any potential fraud and corruption.

The Internal Control system ensures that:1) The drivers of internal controls are reviewed and updated on a quarterly basis;2) The internal audit action plans are followed up and implemented; and3) The findings, emerging risks and commitments from the Executing Authority, Accounting Officer and Senior

Management against the Auditor-General management letter are fully implemented. The department has an approved three-year rolling Internal Audit Plan that is based on the risk assessment. The department, through its own assessment, identifies weaknesses in relation to the internal policy development process that then are incorporated into the internal audit rolling plan.

32. INTERNAL AUDIT AND AUDIT COMMITTEES

The Office of the Premier is committed to good corporate governance and does this by addressing recommendations from all its assurance providers, and it performs continuous environmental scanning to ensure that controls are strengthened and monitored for any indications of weaknesses in order to put remedial actions in place.

The Office of the Premier sought to achieve a 100% resolution rate on all findings raised by external and internal auditors. The Office reported progress made in mitigating risks, addressing internal and external audit recommendations and the status of its internal control environment to the Audit Committee quarterly and took the Audit Committee’s recommendations into consideration.

Internal Audit Objectives

1) To provide assurance on the operating effectiveness of the system of internal control to mitigate risks.2) To assess whether OoP in discharging its mandate does so within the confines of all applicable legislative

frameworks.3) To advise management on the sufficiency and effectiveness of risk management initiatives. Implementation of Internal Audit Recommendations

In 2018/19 audit cycle 9 audits were planned and have been completed. 23 findings were raised and 21 of the 23 findings have been resolved and 2 findings are over due. Overall the Office of the Premier achieved 91% resolution rate and an action plan is place to address 9% (2) long outstanding findings.

2018/19 audit cycleNumber of findings raised

ResolvedFindings that have not reached agreed implementation date

Action to address remaining findings

23 21 2

Circulate progress report and enagage process owners on a monthly basis, where delays in resolving auditors recommendations are experienced and to track progress made in adressing findings

Audit Committee Objectives

1) Encourage continuous improvement of and foster adherence to each department’s accounting policies, procedures and practices on all levels.

2) Serve as an independent and objective party to monitor and strengthen the credibility of the department’s financial and non-financial reporting process and internal control systems.

3) Review the audit efforts of the auditors General and Gauteng Audit Services.


4) Provide an open avenue of communication between the Auditor General, Internal Audit and Departmental Senior Management.

5) Facilitate the imposition of discipline and control thus reducing the opportunity of fraud.


33. AUDIT COMMITTEE REPORT

For the financial year ended 31 March 2020

Name Qualifications Internal or external

If internal, position in the department

Date appointed

Date Resigned No. of Meetings attended

Ayanda Mafuleka · LLB degree · Chartered Accountant -

CA (SA) · Advanced Financial

Management Certificate · B.Compt (Honours) · BCom

External 01 September 2018

Resigned01 November 2019

0

Collen Weapond · BCom Honours Information Technology

· Mtech Forensic Investigations

· LLB· BTech Policing· B.Iuris· Diploma in Business

Management· Diploma in Compliance

Management· Diploma in Education

External 08 November 2017

Current (former- Chairperson)

4

Patrick Mnisi · Bachelor of Laws

· Post Grad Certificate in Compliance Management


Current 3

Lungelwa Sonqishe · Bachelor of Accounting Science

· MBA

· Certificate in Governance

External 11 August 2020 Current 1

Billy Mokale · Matric Exemption· BPROC LLB· Diploma in Corporate Law· Programme for Management Development

External 11 August 2020 Current 0

George Higgins · Chartered Accountant (SA)

· B. Com (Hons)

· B. Com

· Higher Diploma in Auditing

· Registered Auditor


(Acting Member)

4


GAUTENG PROVINCIAL GOVERNMENT (GPG)

Report of the Audit Committee – Cluster 01 Office of the PremierWe are pleased to present our report for the financial year ended 31 March 2020.

Audit Committee and Attendance

The Audit Committee (Committee) consists of the external Members listed here under and is required to meet a minimum of at least two times per annum as perprovisions of the Public Finance Management Act (PFMA). In terms of the approved Terms of Reference (GPG Audit Committee Charter), four meetings were held during the current year i.e. three meetings to consider the Quarterly Performance Reporting (financial and non-financial) and one meeting to review and discuss the Annual Financial Statements. The meeting to review and discuss the Auditor-General of South Africa’s (AGSA) Audit and Management Reports is scheduled to take place on the 29th September2020.

Non-Executive Members

Name of Member Number of Meetings attendedAdv. Collen Weapond (former-Chairperson) 04 (Appointed 01 November 2017)Ms. Lungelwa Sonqishe (Chairperson) 01 (Appointed 11 August 2020)Mr. George Higgins( ActingMember)* 04 (Appointed 01 September 2016)Mr.Patrick Mnisi 03 (Appointed 01 September 2019)Mr.Billy Mokale 00 (Appointed 11 August 2020)

*Stand in member from another cluster

Executive Members

In terms of the GPG Audit Committee Charter, officials listed here under are obliged to attend meetings of the Audit Committee:

Compulsory Attendees Number of Meetings attended

Ms. Phindile Baleni (Accounting Officer) 04Dr. Darion Barclay (Acting Accounting Officer) 01

Ms. Thapelo Mashiane (Chief Financial Officer) 04

Mr. Daniel Nape (Acting CFO) 01Ms. Agnes Mahase (Chief Risk Officer) 05 Mr. Kweyama Velile (ChiefAudit Executive) 05

The Committee noted that the Accounting Officer attended three (4) out of four (05) scheduled Audit Committee meetings. However, a letter of apology was tendered with a duly authorized representative attending on behalf of the Accounting Officer.The Audit Committee is there fore satisfied that the Department adhered to the provisions of the GPG Audit Committee Charter in relation to ensuring that there is proper representation for the Accounting Officer.

The Members of the Committee met with the Senior Management of the Department and Internal Audit collectively to mitigate the risks and address the challenges facing the Department. A number of in-committee meetings were held to address control weaknesses within the Department.

Audit Committee Responsibility

The Audit Committee reports that it has complied with its responsibilities arising from section 38(1)(a) of the PFMA and Treasury Regulation 3.1.13. The Committee also reports that it has adopted appropriate formal terms of reference as its Audit Committee Charter has regulated its affairs in compliance with this Charter and has discharged all its responsibilities as contained therein.


The effectiveness of internal control and Information and Communication Technology (ICT) Governance

The Committee has observed that the overall control environment of the Department has continued to improve during the financial year under review. Some deficiencies in the system of internal control were reported in the External and Internal Audit Reports and the Management remains committed to further improve the control environment.

Furthermore, the Committee remains concerned with regards to the lack of certain internal controls in the performance management areas such as a Policy and a Standard Operating Procedure for Performance Information Management, inadequate monitoring by the Department’s monitoring unit.

The Committee also reviewed the progress with respect to the ICT Governance in line with the ICT Framework issued by the Department of Public Services and Administration.The Audit Committee is satisfied with the progress and continuous improvements being made by the Office of the Premier regarding its system of internal controls and ICTgovernance.

Our review of the findings of the Internal Auditwork, which was based on the risk assessments conducted in the department revealed certain weaknesses, which were then raised with the Department.

The following internal audit work was completed during the year under review:Follow up on Occupational Health andSafetyPayments for Life EsidimeniPremier’s Service ExcellenceAwardsAudit of the performance of the department against predetermined objectivesPerformance audit on the effectiveness of Integrated Planning within the GPGPerformance audit on the effectiveness of the Deliverology Support Unit within the GPGPerformance audit on the youth development, empowerment and responsiveness of government

programmes: Tshepho 1 Million, GEYODI, War Room and NtirhisanoProactive AssuranceData analysis - SCM / HR / FIN(Q2)IT risk assessmentData analysis - SCM / HR / FIN(Q4)

The following were areas of concern:• Follow up on Occupational Health and Safety,• Integrated Planning within the GPG,• Deliverology Support Unit within the GPG,and• Youth Development,• Empowerment and Responsiveness of Government Programmes: Tshepho 1 Million,GEYODI,• War Room and Ntirhisano

The findings raised by Auditor General and Internal Audit should also be implemented on time.

Internal Audit

The Committee is satisfied that the Internal Audit plan represents a clear alignment with the key risks, has adequate information systems coverage, and a good balance across the different categories of audits, i.e. risk-based, mandatory, performance, computer and follow-up audits.

Management has not implemented all external and internal audit findings for the previous financial year and current financial year under review. A significant number of external audit findings for the previous financial year has not been resolved.

However, the Committee has noted considerable improvement in the communication between the Executive Management, the AGSA and the Internal Audit Function, which has strengthened the Corporate Governance initiatives within the Department.

The coordination of efforts between internal audit and AGSA have been enhanced further during the year in the provision of assurance services. The Committee believes this is an important step towards a fully effective combined assurance.


It was noted that a Quality Assurance Review (external assessment) was performed by an external independent reviewer during the year and Internal Audit was assessed to be Generally Conformant with the International Standards for Professional Practice of Internal Auditing.

The Audit Committee will continue to monitor the capacity and the resources allocated to the Internal Audit function.

Risk Management

Progress on the departmental risk management was reported to the Committee on a quarterly basis. The Audit Committee is satisfied that the management of risk is receiving the necessary attention with five out of ten strategic risks showing improvement, the remainder five strategic risks areas still require improvement.

Management has taken full responsibility for the entire Enterprise Risk Management Process and continues to support the Chief Risk Officer to enhance the performance of the Department. The Department should continue to improve its culture of risk management to ensure that it achieves and maintains a clean administration.The Department should ensure that it monitors the implementation of its COVID Risk Register to manage and or prevent the spread of the Coronavirus in the Department.

Forensic Investigations

The forensic investigations function have been transferred to the Office of the Premier from 01 April 2020. Certain investigations have been referred to the Special Investigation Unit for further investigation.

Various measures were recommended, including taking action against any identified officials who are found guilty.

The quality of quarterly reports submitted in terms of the PFMA and the Division of Revenue Act

The Audit Committee is satisfied with the content and quality of financial and non-financial quarterly reports prepared and submitted by the Accounting Officer of the Department during the year under review and confirms that the reports were in compliance with the statutory reporting framework.

Evaluation of Annual Financial Statements

The Audit Committee undertook the following activities related to Annual Financial Statements:• Audit Committee reviewed the draft annual financial statements prepared by the department before the

submission of the annual financial statements to the external auditors for audit the audit committee meeting held on 23rd June 2020, and recommended them for audit.

• Reviewed and discussed the audited Annual Financial Statements to be included in the Annual Report, with the AGSA and the Accounting Officer;

• Reviewed the Audit Report of the AGSA;• Reviewed the AGSA’s Management Report and Management’s response there to;• Reviewed the Department’s compliance with legal and regulatory provisions;and

The Audit Committee concurs with and accepts the AGSA’s conclusions on the Annual Financial Statements and is of the opinion that the audited Annual FinancialStatements be accepted and read together with the report of theAGSA.

One-on-One Meeting with the Accounting Officer

The Audit Committee has met with the Accounting Officer for the Department to address unresolved issues.

One-on-One Meetings with the Executive Authority

The Committee has not met with the Executive Authority for the Department to apprise the Premier on the performance of the Department, it believes that the frequency of these interactions would be more beneficial to the Executive Authority. The Committee has however written letters to the Premier after each meeting to highlight matters that need interventions by his office.


Auditor-General of South Africa

The Audit Committee has met with the AGSA to ensure that there are no unresolved issues.

Ms. Lungelwa Sonqishe Chairperson of the Audit Committee

Date: 30 September 2020


34. B-BBEE COMPLIANCE PERFORMANCE INFORMATION The following table has been completed in accordance with the compliance to the BBBEE requirements of the BBBEE Act of 2013 and as determined by the Department of Trade, Industry and Competition for the financial year ended 31 March 2020.

Has the Department / Public Entity applied any relevant Code of Good Practice (B-BBEE Certificate Levels 1 – 8) with regards to the following:

Criteria

Response

Yes / No

Discussion

(include a discussion on your response and indicate what measures have been taken to comply)

Determining qualification criteria for the issuing of licences, concessions or other authorisations in respect of economic activity in terms of any law?

No The department does not issue any licenses, concessions or other authorisations in respect of economic activity in terms of applicable laws.

Developing and implementing a preferential procurement policy?

Yes The Gauteng Township Economy Revitalisation Strategy and a strategy for Black Economic Empowerment have been attached as Preferential Procurement Policies.

Determining qualification criteria for the sale of state-owned enterprises?

No The department does not participate in the sale of State Owned Enterprises.

Developing criteria for entering into partnerships with the private sector?

No The department has not entered into any partnerships with the private sector.

Determining criteria for the awarding of incentives, grants and investment schemes in support of Broad Based Black Economic Empowerment?

No The department does not award incentives, grants and investment schemes in support of Broad Based Black Economic Empowerment.


PART D


HUMAN RESOURCE

MANAGEMENT

PART D


35. LEGISLATION THAT GOVERNS HR MANAGEMENT

The employees in the Office of the Premier are appointed in terms of the Public Service Act, 1999 as amended, read in conjunction with the Public Service Regulations, 2016 as amended. The strategic and operational functioning of human resources is governed by at least the following legislation and regulations:

• White Paper on Transforming Public Service Delivery (Batho Pele White Paper)• Promotion of Access to Information Act, 2000, as amended• Promotion of Equality and Prevention of Unfair Discrimination Act, 2000, as amended• Skills Development Act, 1998, as amended• South African Qualifications Authority Act, 1995, as amended• Labour Relations Act, 1995, as amended• Basic Conditions of Employment Act, 1997, as amended• Employment Equity Act, 1998, as amended• Occupational Health and Safety Act, 1993, as amended

36. INTRODUCTION

The Office of the Premier is committed to building a developmental state with capacity to drive change and transformation for the betterment of the lives of the people of Gauteng; and to ensuring an efficient, effective and development-oriented public service through driving human resource policy and strategy to attract, develop and retain best possible skills to harness the productive energies of all employees.

Human Resources in the Office of the Premier is, therefore, highly regarded and plays a vital role in the achievement of departmental goals.

Human resource priorities for the year under review and the impact of these:1) The approval of the organisational structure by the Department of Public Service and Administration.2) Significant emphasis was placed on filling vacant funded posts in line with the Transformation,

Modernisation and Re-Industrialisation (TMR) Programme – and as of 31 March the vacancy rate was at 8%.

3) The implementation of the structure is ongoing and funded vacancies including critical positions will continue to be filled.

4) 100% submission of financial disclosures by the designated employees to mitigate against conflict of interests and to detect any corrupt activities in the department.

5) The Office of the Premier continues to monitor the finalisation of disciplinary cases on a monthly and quarterly basis.

6) Timely submission of statutory reports to the oversight bodies was ensured.

Workforce planning and key strategies to attract and recruit a skilled and capable workforce:1) Workforce is planned in line with the departmental strategic objectives and available budget on

compensation of employees, posts are prioritised in terms of their importance and urgency, posts are advertised broadly to attract a large pool of suitable candidates.

2) All SMS members undergo technical and competency assessment tests.

Employee performance management:1) All employees are required to enter into performance agreements within three months of appointment

and on an annual basis, all employees go through formal performance assessments.2) Employees whose performance exceeds the expectations are rewarded with performance bonuses.3) Employees whose performance is below expectations are enrolled into performance improvement plans

and attend training sessions to assist them to improve their performance.

Employee wellness programmes:1) There is a wellness programme in place, and the programme caters for physical, financial and emotional

employee wellness.2) Regular staff engagements are facilitated between staff and the Director-General.

37. HUMAN RESOURCE OVERSIGHT STATISTICSFor the financial year ended 31 March 2020The information contained in this part of the annual report has been prescribed by the Minister of Public Service and Administration for all departments in the public service.The oversight statistics outlined below includes information on planning, organisation, job evaluation, skills development, performance management and recruitment, among others.


37.1 Personnel Related ExpenditureThe following tables summarise the final audited personnel related expenditure by programme and by salary band. It provides an indication of the following:

1) Amount spent on personnel.2) Amount spent on salaries, overtime, homeowner’s allowances and medical aid.

Table 37.1.1 Personnel expenditure by programme

ProgrammeTotal Voted Expenditure

(R’000)

Compensation of Employees Expenditure

(R’000)

Training Expenditure

(R’000)

Professional and Special

Services (R’000)

Compensation of Employees

as percent of Total

Expenditure

Average Compensation of Employees

Cost per Employee

(R’000)

Employment

Administration 279 805,00 72 302,00 0,00 0,00 25,90 548,00 132,00

Institutional Development 239 116,00 171 499,00 0,00 0,00 71,70 529,00 324,00

Policy and Governance 262 549,00 79 855,00 0,00 0,00 30,40 726,00 110,00

Total 781 470,00 323 656,00 0,00 0,00 41,42 601,00 566,00

Table 37.1.2 Personnel costs by salary band

Salary band

Compensation of Employees Cost including

Transfers (R’000)

Percentage of Total Personnel

Cost for Department

Average Compensation

Cost per Employee (R)

Total Personnel Cost for

Department including Goods

and Services (R’000)

Number of Employees

Lower skilled (Levels 1-2) 2 367,00 0,70 147 938,00 324 621,00 16,00

Skilled (Levels 3-5) 16 073,00 5,00 214 307,00 324 621,00 75,00

Highly skilled production (Levels 6-8) 79 975,00 24,60 449 298,00 324 621,00 178,00

Highly skilled supervision (Levels 9-12) 114 876,00 35,40 679 740,00 324 621,00 169,00

Senior management (Levels 13-16) 64 657,00 19,90 1 267 784,00 324 621,00 51,00

Contract (Levels 3-5) 538,00 0,20 179 333,00 324 621,00 3,00

Contract (Levels 6-8) 3 265,00 1,00 408 125,00 324 621,00 8,00

Contract (Levels 9-12) 6 516,00 2,00 651 600,00 324 621,00 10,00

Contract (Levels 13-16) 34 076,00 10,50 1 310 615,00 324 621,00 26,00

Contract Other 1 985,00 0,60 68 448,00 324 621,00 29,00

Periodical Remuneration 0 0 0 0 0

Abnormal Appointment 0 0 0 0 0

Total 324 328,00 99,91 573 014,00 324 621,00 566,00

Table 37.1.3 Salaries, Overtime, Home Owners Allowance and Medical Aid by programme

Programme

Salaries OvertimeHome Owners

AllowanceMedical Aid

Salaries (R’000)

Salaries as % of

Personnel Cost

Overtime (R’000)

Overtime as % of

Personnel Cost

HOA (R’000)

HOA as % of

Personnel Cost

Medical Ass.

(R’000)

Medical Ass. as % of

Personnel Cost

Total Personnel Cost per

Salary Band (R’000)

Executive Office, Permanent 16 177,00 94,90 0,00 0,00 47,00 0,30 87,00 0,50 17 046,00

GRO: Administration, Permanent 2 344,00 87,70 0,00 0,00 19,00 0,70 40,00 1,50 2 674,00

GRO: Policy & Governance, Permanent 15 658,00 88,70 0,00 0,00 129,00 0,70 291,00 1,60 17 646,00

Pr 1: Administration 7/8 43 959,00 83,10 383,00 0,70 1 226,00 2,30 2 017,00 3,80 52 883,00

Pr 2: Institutional Develop 7/8, Permanent

146 822,00 85,00 328,00 0,20 3 868,00 2,20 6 441,00 3,70 172 760,00

Pr 3: Policy Governance 7/8, Permanent 55 302,00 89,80 0,00 0,00 730,00 1,20 1 073,00 1,70 61 612,00

Total 280 262,00 86,30 711,00 0,22 6 019,00 1,90 9 949,00 3,10 324 621,00


Table 37.1.4 Salaries, Overtime, Home Owners Allowance and Medical Aid by salary band

Salary Bands

SalariesOvertime Home Owners

AllowanceMedical Aid

Salaries (R’000)

Salaries as % of

Personnel Cost

Overtime (R’000)

Overtime as % of

Personnel Cost

HOA (R’000)

HOA as % of

Personnel Cost

Medical Ass.

(R’000)

Medical Ass. as % of

Personnel Cost

Total Personnel Cost per Salary Band

(R’000)Lower skilled (Levels 1-2) 1 714,00 72,40 0,00 0,00 216,00 9,10 222,00 9,40 2 367,00

Skilled (Levels 3-5) 12 471,00 77,60 151,00 0,90 702,00 4,40 1 247,00 7,80 16 073,00

Highly skilled production (Levels 6-8) 63 781,00 79,80 345,00 0,40 2 754,00 3,40 5 152,00 6,40 79 976,00

Highly skilled supervision (Levels 9-12) 99 431,00 86,50 190,00 0,20 1 707,00 1,50 2 703,00 2,40 114 904,00

Senior management (Levels 13-16) 57 342,00 88,50 0,00 0,00 629,00 1,00 595,00 0,90 64 809,00

Contract (Levels 3-5) 502,00 93,30 0,00 0,00 3,00 0,60 4,00 0,70 538,00

Contract (Levels 6-8) 3 174,00 96,70 0,00 0,00 3,00 0,10 17,00 0,50 3 283,00

Contract (Levels 9-12) 6 445,00 98,70 3,00 0,00 0,00 0,00 3,00 0,00 6 527,00

Contract (Levels 13-16) 33 438,00 97,90 0,00 0,00 7,00 0,00 6,00 0,00 34 160,00

Contract Other 1 963,00 98,90 21,00 1,10 0,00 0,00 0,00 0,00 1 985,00

Periodical Remuneration 0 0 0 0 0 0 0 0 0

Abnormal Appointment

0 0 0 0 0 0 0 0 0

Total 280 261,00 86,33 711,00 0,22 6 021,00 1,85 9 949,00 3,10 324 621,00

37.2. Employment and VacanciesThe tables in this section summarise the 2019/20 position with regard to employment and vacancies. The tables summarise the number of posts in the establishment, the number of employees, the vacancy rate, and any staff that is additional to the establishment.

This information is presented in terms of three key variables:1) Programme2) Salary band3) Critical occupations

In terms of current regulations, it is possible to create a post in the establishment that can be occupied by more than one employee. Therefore, the vacancy rate reflects the percentage of posts that are not filled.

Table 37.2.1 Employment and vacancies by programme

Programme Number of Posts Number of Posts FilledVacancy Rate (Includes

Frozen Posts)

Number of Posts Filled Additional to the

Establishment

Executive Office, Permanent 23 18 22 2

Gro: Administration, Permanent 3 3 0 0

Gro: Policy & Governance, Permanent 34 33 3 0

Pr1: Administration 7/8, Permanent 120 111 8 0

Pr2: Institutional Develop 7/8, Permanent 343 324 6 29

Pr3: Policy Governance 7/8, Permanent 95 77 19 1

Total 618 566 8 32


Table 37.2.2 Employment and vacancies by salary band

Salary band Number of Posts Number of Posts FilledVacancy Rate (Includes

Frozen Posts)


Establishment

Lower Skilled (Levels 1-2), Permanent

17 16 6 0

Skilled (Levels 3-5), Permanent

80 75 6 0

Highly Skilled Production (Levels 6-8), Permanent 192 178 7 1

Highly Skilled Supervision (Levels 9-12), Permanent 197 169 14 0

Senior Management (Levels 13-16), Permanent 55 51 7 0

Other, Permanent 30 30 0 29

Contract (Levels 3-5), Permanent 3 3 0 0




Total 618 566 8 32

Table 37.2.3 Employment and vacancies by critical occupation

Critical occupation Number of Posts Number of Posts FilledVacancy Rate (Includes

Frozen Posts)


Establishment

Administrative Related, Permanent 75 61 19 0

Architects Town and Traffic Planners, Permanent 5 2 60 0

Cashiers Tellers and Related Clerks, Permanent 1 1 0 0

Civil Engineering Technicians, Permanent 4 2 50 0

Cleaners in Offices Workshops Hospitals Etc., Permanent 20 16 20 0

Client Inform Clerks (Switch Receipt Inform Clerks), Permanent 59 59 0 0

Communication and Information Related, Permanent 22 18 18 0

Engineering Sciences Related, Permanent 5 5 0 1

Engineers and Related Professionals, Permanent 1 1 0 0

Finance and Economics Related, Permanent 11 10 9 0

Financial and Related Professionals, Permanent 7 4 43 0

Financial Clerks and Credit Controllers, Permanent 8 8 0 0


Critical occupation Number of Posts Number of Posts FilledVacancy Rate (Includes

Frozen Posts)


Establishment

Food Services Aids and Waiters, Permanent 2 2 0 0

Head of Department/Chief Executive Officer, Permanent 2 2 0 0

Human Resources & Organisational Development & Relate Prof, Permanent 47 44 6 0

Human Resources Clerks, Permanent 44 44 0 29

Human Resources Related, Permanent 21 21 0 0

Information Technology Related, Permanent 4 4 0 0

Language Practitioners Interpreters & Other Communications, Permanent 11 10 9 0

Legal Related, Permanent 9 6 33 0

Library Mail and Related Clerks, Permanent 8 8 0 0

Logistical Support Personnel, Permanent 16 15 6 1

Material-Recording and Transport Clerks, Permanent 2 2 0 0

Messengers Porters and Deliverers, Permanent 10 10 0 0

Other Administrative & Related Clerks and Organisers, Permanent 33 30 9 0

Other Administrative Policy and Related Officers, Permanent 12 9 25 0

Other Information Technology Personnel., Permanent 27 27 0 0

Other Occupations, Permanent 6 6 0 0

Risk Management and Security Services, Permanent 2 2 0 0

Secretaries & Other Keyboard Operating Clerks, Permanent 40 37 8 0

Security Officers, Permanent 45 45 0 0

Senior Managers, Permanent 58 54 7 1

Social Work and Related Professionals, Permanent 1 1 0 0

Total 618 566 8% 32


37.3. Filling of SMS PostsThe tables in this section provide information on employment and vacancies as it relates to members of the Senior Management Service by salary level. It also provides information on advertising and filling of SMS posts, reasons for not complying with prescribed timeframes and disciplinary steps taken.

Table 37.3.1 SMS post information as on 31 March 2020

SMS Level Total number of funded SMS posts

Total number of SMS posts filled

% of SMS posts filled

Total number of SMS posts vacant

% of SMS posts vacant

Director-General/ Head of Department 1 1 100% 0 0%

Salary Level 16 3 3 100% 0 0%

Salary Level 15 5 5 100% 0 0%

Salary Level 14 16 13 81% 3 18%

Salary Level 13 47 42 89% 5 10%

Total 72 64 94% 8 11%

Table 37.3.2 SMS post information as on 30 September 2020


Total number of SMS posts filled

% of SMS posts filled

Total number of SMS posts vacant

% of SMS posts vacant

Director-General/ Head of Department

1 1100% 0 0%

Salary Level 16 3 3 100% 0 0%

Salary Level 15 5 5 100% 0 0%

Salary Level 14 14 12 86% 2 14%

Salary Level 13 41 35 85% 6 15%

Total 64 56 88% 8 13%

Table 37.3.3 Advertising and filling of SMS posts for the period 1 April 2019 and 31 March 2020

SMS Level

Advertising Filling of PostsNumber of vacancies per level

advertised in 6 months of becoming vacant

Number of vacancies per level filled in 6 months of becoming

vacant

Number of vacancies per level not filled in 6 months but filled

in 12 months Director-General/

Head of Department0 0 0

Salary Level 16 0 0 0




Total 6 1 1

Table 37.3.4 Reasons for not having complied with the filling of funded vacant SMS - Advertised within 6 months and filled within 12 months after becoming vacant for the period 1 April 2019 and 31 March 2020

Reasons for vacancies not advertised within six months

The reconfiguration process was in place and took longer than anticipated due to consultations and amendment of functions.

Reasons for vacancies not filled within twelve months

The reconfiguration process was in place and took longer than anticipated due to consultations and amendment of functions


Table 37.3.5 Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within 12 months for the period 1 April 2019 and 31 March 2020

Reasons for vacancies not advertised within six months

None, as there were processes that were taking place of reconfiguration that had an impact in adhering to the Regulation.

Reasons for vacancies not filled within six months

Not Applicable

37.4. Job EvaluationThe following table summarises the number of jobs that were evaluated during the year under review. The table also provides statistics on the number of posts that were upgraded or downgraded.

Table 37.4.1 Job evaluation by salary band

Salary band

Number of posts on approved

establishment

Number of Jobs

Evaluated

% of posts evaluated by salary

bands

Posts Upgraded Posts downgraded

Number% of posts evaluated

Number% of posts evaluated

Lower Skilled (Levels 1-2)

17 0 0 0 0 0 0

Skilled (Levels 3-5)

80 3 4 0 0 0 0

Highly Skilled Production (Levels 6-8) 192 5 3 6 100 0 0

Highly Skilled Supervision (Levels 9-12) 197 0 0 1 100 0 0

Senior Management Service Band A 35 1 3 0 0 0 0

Senior Management Service Band B 14 0 0 0 0 0 0

Senior Management Service Band C 5 0 0 0 0 0 0

Senior Management Service Band D 1 0 0 0 0 0 0

Other 30 0 0 0 0 0 0

Contract (Levels 3-5) 3 0 0 0 0 0 0

Contract (Levels 6-8) 8 0 0 0 0 0 0

Contract (Levels 9-12) 10 0 0 0 0 0 0

Contract Band A 13 0 0 0 0 0 0

Contract Band B 6 0 0 0 0 0 0

Contract Band C 3 0 0 0 0 0 0

Contract Band D 4 0 0 0 0 0 0

Total 618 9 3 7 200 0 0

The following table provides a summary of the number of employees whose positions were upgraded due to their post being upgraded. The number of employees might differ from the number of posts upgraded since not all employees are automatically absorbed into the new posts and some of the posts upgraded could also be vacant.

Table 37.4.2 Profile of employees whose positions were upgraded due to their posts being upgraded

Beneficiary African Asian Coloured White TotalFemale 0 0 0 0 0

Male 0 0 0 0 0

Total 0 0 0 0 0Employees with a disability

The following table summarises the number of cases where remuneration bands exceeded the grade determined by job evaluation. Reasons for the deviation are provided in each case.


Table 37.4.3 Employees with salary levels higher than those determined by job evaluation by occupation

Occupation Number of employees Job evaluation level Remuneration level Reason for deviationNil 0 0 0 0

Nil 0 0 0 0

Nil 0 0 0 0

Nil 0 0 0 0

Percentage of total employed 0

The following table summarises the beneficiaries of the above in terms of race, gender, and disability.

Table 37.4.4 Profile of employees who have salary levels higher than those determined by job evaluation

Beneficiary African Asian Coloured White Total

Female Nil Nil Nil Nil Nil

Male Nil Nil Nil Nil Nil

Employees with a disability Nil Nil Nil Nil Nil

Total Number of Employees whose remuneration exceeded the grade determined by job evaluation in 2019/20

37.5. Employment ChangesThis section provides information on changes in employment over the financial year. Turnover rates provide an indication of trends in the employment profile of the department.

The following tables provide a summary of turnover rates by salary band and critical occupations.

Table 37.5.1 Annual turnover rates by salary band

Salary Band

Employment at Beginning of Period

April 2019

AppointmentsTerminations &

TransfersTurnover Rate

Lower Skilled (Levels 1-2) Permanent 16 0 0 0

Skilled (Levels 3-5) Permanent 61 36 1 2

Highly Skilled Production (Levels 6-8) Permanent 182 22 4 2

Highly Skilled Supervision (Levels 9-12) Permanent 148 4 4 3

Senior Management Service Band A Permanent 32 1 1 3

Senior Management Service Band B Permanent 13 1 2 15

Senior Management Service Band C Permanent 5 0 0 0

Senior Management Service Band D Permanent 1 0 0 0

Other Permanent 36 8 7 19

Contract (Levels 3-5) Permanent 2 7 6 300



Contract Band A Permanent 13 15 15 115

Contract Band B Permanent 4 5 3 75


Salary Band

Employment at Beginning of Period

April 2019

AppointmentsTerminations &

TransfersTurnover Rate

Contract Band C Permanent 2 3 2 100

Contract Band D Permanent 4 2 2 50

Total 541 131 76 14.05

Table 37.5.2 Annual turnover rates by critical occupation

Critical OccupationEmployment at

Beginning of PeriodAppointments

Terminations & Transfers

Turnover Rate

Administrative Related Permanent 56 9 7 13

Architects Town and Traffic Planners Permanent 4 0 1 25

Cashiers Tellers and Related Clerks Permanent 1 0 0 0

Civil Engineering Technicians, Permanent 2 0 0 0

Cleaners in Offices Workshops Hospitals Etc. Permanent 16 0 0 0

Client Inform Clerks (Switch Reception Inform Clerks) Permanent 60 0 1 2

Communication and Information Related Permanent 17 2 1 6

Engineering Sciences Related Permanent 4 1 0 0

Engineers and Related Professionals Permanent 1 0 0 0

Finance and Economics Related Permanent 9 2 0 0

Financial and Related Professionals Permanent 6 0 2 33

Financial Clerks and Credit Controllers Permanent 6 1 0 0

Food Services Aids and Waiters Permanent 2 0 0 0

Head of Department/ Chief Executive Officer Permanent 2 0 0 0

Human Resources & Organisation Development & Relate Prof Permanent 48 7 11 23

Human Resources Clerks Permanent 53 10 8 15

Human Resources Related Permanent 18 9 5 28

Information Technology Related Permanent 3 0 0 0

Language Practitioners Interpreters & Other Comm. Permanent 10 4 3 30


Critical OccupationEmployment at

Beginning of PeriodAppointments

Terminations & Transfers

Turnover Rate

Legal Related Permanent 4 1 0 0

Library Mail and Related Clerks Permanent 9 1 0 0

Logistical Support Personnel Permanent 19 5 3 16

Material-Recording and Transport Clerks Permanent 2 2 3 150

Messengers Porters and Deliverers Permanent 9 7 5 56

Other Administration & Related Clerks and Organisers Permanent 20 30 5 25

Other Administrative Policy and Related Officers Permanent 9 4 2 22

Other Information Technology Personnel. Permanent 21 0 0 0

Other Occupations Permanent 8 0 1 13

Risk Management and Security Services Permanent 2 0 0 0

Secretaries & Other Keyboard Operating Clerks Permanent 36 6 2 6

Security Officers Permanent 29 15 0 0

Senior Managers Permanent 54 15 16 30

Social Work and Related Professionals Permanent 1 0 0 0

Total 541 131 76 15

The table below identifies the major reasons why staff left the department.

Table 37.5.3 Reasons why staff left the department

Termination Type Number

% of Total Resignations

Percentage of Total Employment

Total Total Employment

Death, Permanent 1 1 0 80 566

Resignation, Permanent 6 8 1 80 566

Resignation, Contract 9 11 2 80 566

Expiry of contract, Permanent 55 69 10 80 566

Dismissal-misconduct, Permanent 2 3 0 80 566

Retirement, Permanent 3 4 1 80 566

Transfer out 4 5 1 80 566

Total 80 101 15 80 566


Table 37.5.4 Promotions by critical occupation

OccupationEmployment at Beginning of

Period

Promotions to another Salary

Level

Salary Level Promotions as a % of Employees by

Occupation

Progressions to another Notch within a Salary

Level

Notch Progression as a % of

Employees by Occupation

Administrative Related 56 5 9 21 38

Architects Town and Traffic Planners 4 0 0 2 50

Cashiers Tellers and Related Clerks 1 0 0 0 0

Civil Engineering Technicians 2 0 0 0 0

Cleaners in Offices Workshops Hospitals Etc. 16 0 0 0 0

Client Inform Clerks (Switchboard Reception Inform Clerks) 60 0 0 56 93

Communication and Information Related 17 1 6 8 47

Engineering Sciences Related 4 0 0 2 50

Engineers and Related Professionals 1 0 0 1 100

Finance and Economics Related 9 1 11 5 56

Financial and Related Professionals 6 0 0 3 50

Financial Clerks and Credit Controllers 6 1 17 4 67

Food Services Aids and Waiters 2 0 0 1 50

Head of Department/ Chief Executive Officer 2 0 0 0 0

Human Resources & Organisational Development & Related 48 0 0 24 50

Human Resources Clerks 53 0 0 11 21

Human Resources Related 18 0 0 6 33

Information Technology Related 3 0 0 3 100

Language Practitioners Interpreters & Other Communication 10 0 0 6 60

Legal Related 4 2 50 3 75

Library Mail and Related Clerks 9 0 0 5 56

Logistical Support Personnel 19 0 0 11 58

Material-Recording and Transport Clerks 2 2 100 1 50

Messengers Porters and Deliverers 9 0 0 7 78

Other Administrative & Related Clerks and Organisers 20 0 0 11 55

Other Administrative Policy and Related Officers 9 0 0 2 22

Other Information Technology Personnel. 21 1 5 17 81

Other Occupations 8 0 0 5 63


OccupationEmployment at Beginning of

Period


Level

Salary Level Promotions as a % of Employees by

Occupation

Progressions to another Notch within a Salary

Level

Notch Progression as a % of

Employees by Occupation

Risk Management and Security Services 2 0 0 2 100

Secretaries & Other Keyboard Operating Clerks 36 1 3 21 58

Security Officers 29 7 24 15 52

Senior Managers 54 0 0 1 2

Social Work and Related Professionals 1 0 0 0 0

Total 541 21 4 254 47

Table 37.5.5 Promotions by salary band

Salary BandEmployment at Beginning of

Period


Level

Salary Level Promotions as a %

of Employment

Progressions to another Notch

within Salary Level

Notch progressions as a % of

EmploymentLower Skilled (Levels 1-2), Permanent 16 0 0 0 0

Skilled (Levels 3-5), Permanent 61 0 0 32 53

Highly Skilled Production (Levels 6-8), Permanent 182 10 6 140 77

Highly Skilled Supervision (Levels 9-12), Permanent 148 9 6 76 51

Senior Management (Levels 13-16), Permanent 51 2 4 1 2

Other, Permanent 36 0 0 0 0

Contract (Levels 3-5), Permanent 2 0 0 0 0




Total 541 21 4 254 47

37.6. Employment Equity

Table 37.6.1 Total number of employees (including employees with disabilities) in each occupational category as at 31 March 2019

Occupational Band

Male FemaleTotal

African Coloured Indian White African Coloured Indian White

01 Top Management, Permanent 4 1 0 0 0 1 0 0 6

02 Senior Management, Permanent 14 0 3 1 21 1 4 1 45

03 Professionally qualified and experienced specialists and mid-management, Permanent 53 5 5 5 86 5 3 7 169


Occupational Band

Male FemaleTotal


04 Skilled technical and academically qualified workers, junior management, supervisors, foremen, Permanent 48 1 0 1 112 7 5 4 178

05 Semi-skilled and discretionary decision making, Permanent 38 0 2 0 35 0 0 0 75

06 Unskilled and defined decision making, Permanent 2 0 0 0 14 0 0 0 16

07 Not Available, Permanent 11 1 0 0 18 0 0 0 30

08 Contract (Top Management), Permanent 4 0 2 0 1 0 0 0 7

09 Contract (Senior Management), Permanent 6 1 1 2 8 1 0 0 19

10 Contract (Professionally Qualified), Permanent 6 0 0 0 4 0 0 0 10

11 Contract (Skilled Technical), Permanent 1 0 0 0 7 0 0 0 8

12 Contract (Semi-Skilled), Permanent 0 0 0 0 3 0 0 0 3

Total 187 9 13 9 309 15 12 12 566

Table 37.6.2 Total number of employees (excluding employees with disabilities) in each of the following occupational bands on 31 March 2019

Occupational Band

Male FemaleTotal

African Coloured Indian White African Coloured Indian White01 Top Management, Permanent 4 1 0 0 0 0 0 0 5





Occupational Band

Male FemaleTotal

African Coloured Indian White African Coloured Indian White05 Semi-skilled and discretionary decision making, Permanent 38 0 2 0 35 0 0 0 75



08 Contract (Top Management), Permanent 4 0 2 0 1 0 0 0 7


10 Contract (Professionally Qualified), Permanent 6 0 0 0 4 0 0 0 10

11 Contract (Skilled Technical), Permanent 1 0 0 0 7 0 0 0 8

12 Contract (Semi-Skilled), Permanent 0 0 0 0 3 0 0 0 3

Total 187 9 11 8 305 13 12 10 555

Table 37.6.3 Recruitment

Occupational

BandMale Female

TotalAfrican Coloured Indian White African Coloured Indian White









Occupational

BandMale Female

TotalAfrican Coloured Indian White African Coloured Indian White

10 Contract (Professionally qualified), Permanent 10 0 0 0 5 0 0 0 15

11 Contract (Skilled technical), Permanent 2 0 0 0 10 0 0 0 12

12 Contract (Semi-skilled), Permanent 0 0 0 0 7 0 0 0 7

Total 58 2 1 1 67 2 0 0 131Employees with disabilities

0 0 0 0 0 0 0 0 0

Table 37.6.4 Promotions

Occupational Band

Male FemaleTotal

African Coloured Indian White African Coloured Indian White01 Top Management, Permanent

0 0 0 0 0 0 0 0 0





10 Contract (Professionally qualified), Permanent

0 0 0 0 1 0 0 0 1

06 Contract (Skilled technical), Permanent 1 0 0 0 3 0 0 0 4


0 0 0 0 0 0 0 0 0

Table 37.6.5 Terminations

Occupational Band

Male FemaleTotal


Senior Management, Permanent 2 0 1 0 0 0 0 0 3


Occupational Band

Male FemaleTotal


Professionally qualified and experienced specialists and mid-management, Permanent 3 0 0 0 3 0 0 1 7

Skilled technical and academically qualified workers, junior management, supervisors, foremen, Permanent 1 0 0 0 3 1 0 0 5

Semi-skilled and discretionary decision making, Permanent 1 0 0 0 0 0 0 0 1

Not Available, Permanent 1 0 0 0 5 1 0 0 7

Contract (Top Management), Permanent 4 0 0 0 0 0 0 0 4

Contract (Senior Management), Permanent 7 0 0 1 10 0 0 0 18

Contract (Professionally qualified), Permanent 10 0 0 0 5 0 0 0 15

Contract (Skilled technical), Permanent 2 0 0 0 12 0 0 0 14

Contract (Semi-skilled), Permanent 0 0 0 0 6 0 0 0 6

Total 31 0 1 1 44 2 0 1 80

Employees with Disabilities

0 0 0 0 0 0 0 0 0

Table 37.6.6 Disciplinary action

Disciplinary action

Male FemaleTotal


Dismissal 2 0 0 0 0 0 0 0 2

Table 37.6.8 Skills development for the period 1 April 2019 to 31 March 2020

Occupational category

Male Female Total

African Coloured Indian White African Coloured Indian WhiteLegislators, senior officials and managers

11 1 3 1 17 1 1 1 36

Professionals 32 2 2 1 61 2 2 1 103

Technicians and associate professionals

30 2 2 1 52 3 1 2 93

Clerks 16 1 3 1 32 2 1 3 59

Service and sales workers

13 1 4 1 18 1 0 1 39

Skilled agriculture and fishery workers

0 0 0 0 0 0 0 0 0

Craft and related trades workers

0 0 0 0 0 0 0 0 0


Occupational category

Male Female Total

African Coloured Indian White African Coloured Indian WhitePlant and machine operators and assemblers

0 0 0 0 0 0 0 0 0

Elementary occupations

6 0 0 0 17 0 0 0 23


1 0 1 1 2 1 0 0 6

37.7. Signing of Performance Agreements by SMS MembersAll SMS members must conclude and sign performance agreements within specific timeframes. Information regarding the signing of performance agreements by SMS members, the reasons for not complying within the prescribed timeframes and disciplinary steps taken is presented here.

Table 37.7.1 Signing of Performance Agreements by SMS members as on 31 May 2020


Total number of SMS members

Total number of signed performance

agreements

Signed performance agreements as % of total number of SMS

members

Director-General/ Head of Department

11 1 100%

Salary Level 16 3 5 5 100%

Salary Level 15 5 8 2 25%

Salary Level 14 16 17 12 71%

Salary Level 13 47 45 37 82%

Total 72 76 57 75%

Table 37.7.2 Reasons for not having concluded Performance agreements for all SMS members as on 31 March 2020

Reasons Some SMS Members were appointed during the last month of the financial year, whilst other staff members terminated their service of employment.

Table 37.7.3 Disciplinary steps taken against SMS members for not having concluded Performance agreements as on 31 March 2020

Reasons

Some SMS Members were appointed during the last month of the financial year, whilst other staff members terminated their service of employment.

37.8. Performance RewardsTo encourage good performance, the Office of the Premier has granted the following performance rewards during the year under review. The information is presented in terms of race, gender, and disability), salary bands and critical occupations.

Table 37.8.1 Performance rewards by race, gender and disability

Race and Gender Beneficiary Profile Cost

Number of beneficiaries

Number of employees

% of total within group Cost (R’000) Average cost

per employee

African, Female 153 305 50 2 934,08 19 177,00

African, Male 90 187 48 1 653,80 18 376,00

Asian, Female 7 12 58 142,67 20 381,00

Asian, Male 4 11 36 80,13 20 032,00

Coloured, Female 5 13 39 105,84 21 168,00

Coloured, Male 5 9 56 109,82 21 964,00

Total Blacks, Female 165 330 50 3 182,59 19 288,00

Total Blacks, Male 99 207 48 1 843,75 18 624,00

White, Female 8 10 80 188,23 23 528,00

White, Male 3 8 38 125,31 41 771,00


Race and Gender Beneficiary Profile Cost

Employees with a disability 6 11 55 176,36 29 393,00

Total 281 566 51 5 516,24 19 631,00

Table 37.8.2 Performance rewards by salary band for personnel below Senior Management Service

Salary Band Beneficiary Profile Cost

Salary Band Number of Beneficiaries Total Employment Percentage of

Total Employment Cost (R’000) Average Cost per Beneficiary (R)

01 Lower Skilled (Levels 1-2) 0 16 0 0,00 0,00

Skilled (Levels 3-5) 28 75 37 311,48 11 124,00

Highly Skilled Production (Levels

6-8) 143 178 80 2 424,34 16 953,00

Highly Skilled Supervision (Levels

9-12) 102 169 60 2 421,08 23 736,00

Other 0 30 0 0,00 0,00

Contract (Levels 3-5) 0 3 0 0,00 0,00

Contract (Levels 6-8) 3 8 38 43,65 14 549,00

Contract (Levels 9-12) 0 10 0 0,00 0,00

Total 276 489 56.44 5 200,55 16 591

Table 37.8.3 Performance rewards by critical occupation

Critical OccupationBeneficiary Profile Cost


Number of employees

% of total within occupation Total Cost (R’000) Average cost per

employeeFinancial Clerks and Credit Controllers 4 8 50 66,96 16 741,00

Human Resources Clerks 11 44 25 193,67 17 606,00

Security Officers 22 45 49 256,91 11 678,00

Human Resources & Organisational

Development & Relate Prof 40 44 91 960,76 24 019,00

Messengers Porters and Deliverers 5 10 50 53,03 10 606,00

Risk Management and Security Services 2 2 100 39,37 19 683,00

Logistical Support Personnel 14 15 93 260,54 18 610,00

Finance and Economics Related 5 10 50 106,68 21 335,00

Other Administrative & Related Clerks and

Organisers 4 30 13 52,45 13 111,00

Other Occupations 4 6 67 64,85 16 213,00

Legal Related 1 6 17 25,64 25 637,00

Financial and Related Professionals 2 4 50 33,27 16 636,00

Architects Town and Traffic Planners 2 2 100 35,92 17 958,00

Administrative Related 22 61 36 502,66 22 848,00

Communication and Information Related 8 18 44 179,03 22 379,00

Secretaries & Other Keyboard Operating

Clerks 22 37 60 356,93 16 224,00

Library Mail and Related Clerks 2 8 25 36,05 18 026,00

Cleaners in Offices Workshops Hospitals

Etc. 0 16 0 0,00 0,00


Critical OccupationBeneficiary Profile Cost


Number of employees

% of total within occupation Total Cost (R’000) Average cost per

employeeHuman Resources

Related 9 21 43 250,51 27 834,00

Cashiers Tellers and Related Clerks 1 1 100 20,98 20 984,00

Head of Department/Chief Executive Officer 0 2 0 0,00 0,00

Language Practitioners Interpreters & Other

Comm 7 10 70 130,47 18 639,00

Social Work and Related Professionals 1 1 100 18,18 18 175,00

Civil Engineering Technicians 2 2 100 29,10 14 549,00

Material-Recording and Transport Clerks 1 2 50 12,15 12 152,00

Other Administrative Policy and Related

Officers 3 9 33 46,23 15 412,00

Senior Managers 4 54 7 292,82 73 206,00

Client Inform Clerks (Switch Receipt Inform

Clerks) 54 59 92 884,20 16 374,00

Engineers and Related Professionals 0 1 0 0,00 0,00

Other Information Technology Personnel. 21 27 78 407,05 19 383,00

Engineering Sciences Related 4 5 80 115,22 28 806,00

Food Services Aids and Waiters 1 2 50 10,95 10 949,00

Information Technology Related 3 4 75 73,67 24 555,00

Total 281 566 60 5 516,25 19 367

Table 37.8.4 Performance related rewards (cash bonus), by salary band for Senior Management Service

Salary Band

Beneficiary Profile Cost


Number of employees

% of total within

salary bands

Total Cost (R’000)

Average cost per

employee

Total Cost As A % Of The Total Personnel

Expenditure

Personnel Cost SMS

(R’000)

Band A 2 46 4 70,27 35 136,50 0,10 51 310,48

Band B 2 18 11 174,80 87 397,60 0,70 23 539,81

Band C 1 8 13 70,62 70 620,80 0,50 12 946,90

Band D 0 5 0 0,00 0,00 0,00 11 171,62

Total 5 77 9 315,69 64 385 0,4 98 968,81

37.9. Foreign Workers

The tables below summarise the employment of foreign nationals in the department in terms of salary band and major occupation.

Table 37.9.1 Foreign workers by salary band

Salary band

Employment at Beginning

of Period

Percentage of Total at

Beginning of Period

Employment at End of

Period

Percentage of Total

at End of Period

Change in Employment

Percentage of Total

Total Employment at Beginning

of Period

Total Employment

at End of Period

Total Change in

Employment

Lower skilled 0 0 0 0 0 0 0 0 0

Highly skilled

production (Lev. 6-8)

0 0 0 0 0 0 0 0 0

Highly skilled

supervision (Lev. 9-12) 1 100 0 0 -1 100 1 0 -1


Contract (level 9-12)

0 0 0 0 0 0 0 0 0

Contract (level 13-16)

0 0 0 0 0 0 0 0 0

Total 1 100 0 0 -1 100 1 0 -1

Table 37.9.2 Foreign workers by major occupation

Major occupation

Employment at Beginning

of Period

Percentage of Total at

Beginning of Period

Employment at End of

Period

Percentage of Total

at End of Period

Change in Employment

Percentage of Total

Total Employment

at Beginning of Period

Total Employment

at End of Period

Total Change in

Employment

Administrative office workers

0 0 0 0 0 0 1 0 -1

Professionals and managers 1 100 0 0 -1 100 1 0 -1

Total 1 100 0 0 -1 100 1 0 -1

37.10. Leave UtilisationThe following tables provide an indication of the use of sick leave and disability leave. In both cases, the estimated cost of the leave is also provided.

Table 37.10.1 Sick leave

Salary Band Total days

% Days with

Medical certification

Number of Employees using sick

leave

% of total employees using sick

leave

Average days per

employee

Estimated Cost (R’000)

Total number of Employees using Sick

Leave

Total number of days with medical

certificationContract

(Levels 13-16) 1 0 1 0 1 7 317 0

Contract (Levels 3-5) 2 0 2 1 1 2 317 0

Contract (Levels 6-8) 8 63 4 1 2 11 317 5

Contract Other 19 58 6 2 3 6 317 11

Highly skilled production (Levels 6-8) 1284 64 135 43 10 2028 317 818

Highly skilled supervision

(Levels 9-12) 941 73 121 38 8 2593 317 685

Lower skilled (Levels 1-2) 6 100 1 0 6 3 317 6

Senior management

(Levels 13-16) 167 78 25 8 7 764 317 130

Skilled (Levels 3-5) 193 34 22 7 9 173 317 66

Total 2621 67 317 100 8 5587 317 1721

Table 37.10.2 Disability leave (temporary and permanent)


% Days with


Number of Employees

using disability

leave

% of total employees

using disability

leave

Average days per

employee



certification

Total number of Employees

using Disability

LeaveLower skilled (Levels 1-2)

0 0 0 0 0 0 0 0

Skilled (Levels 3-5)

0 0 0 0 0 0 0 0

Highly skilled production (Levels 6-8) 86 100 1 100 86 135 86 1

Highly skilled supervision

(Levels 9-12)

0 0 0 0 0 0 0 0



% Days with


Number of Employees

using disability

leave

% of total employees

using disability

leave

Average days per

employee



certification

Total number of Employees

using Disability

LeaveSenior

management (Levels 13-

16)

0 0 0 0 0 0 0 0

Total 86 100 1 100 86 135 86 1

The table below summarises the utilisation of annual leave. The wage agreement, concluded with trade unions in the PSCBC in 2000, requires management of annual leave to prevent high levels of accrued leave being paid at the time of termination of service.

Table 37.10.3 Annual leave

Salary Band Total days taken Average per employee Number of Employees who took leave

Contract (Levels 13-16) 197 13 15




Contract Other 533 14 39

Highly skilled production (Levels 6-8) 3907 20 195

Highly skilled supervision (Levels 9-12) 3611 21 169

Lower skilled (Levels 1-2) 131 8 16

Senior management (Levels 13-16) 1115 22 50

Skilled (Levels 3-5) 871 18 49

Total 10658 14 573

Table 37.10.4 Capped leave

Salary BandTotal days of capped leave

taken

Average number of

days taken per employee

Average capped leave per employee as at end of

period

Number of Employees who took

Capped leave

Total number of capped

leave available at end of

period

Number of Employees as at end of

period

Contract (Levels 13-16) 0 0 0 0 0 0




Contract Other 0 0 0 0 0 0

Highly skilled production (Levels

6-8) 1 1 24 1 526 22

Highly skilled supervision (Levels

9-12) 4 4 22 1 830 37

Lower skilled (Levels 1-2) 0 0 0 0 0 0

Senior management (Levels 13-16) 0 0 39 0 544 14

Skilled (Levels 3-5) 0 0 22 0 175 8

Total 5 3 27 2 2075 81

The following table summarise payments made to employees as a result of leave that was not taken.

Table 37.10.5 Leave pay-outs

Reason Total Amount (R’000) Number of Employees

Average per employee (R’000)

Leave pay-out for 2019/20 due to non-utilisation of leave for the previous cycle

0 0 0

Annual - Discounting with Resignation (Work Days) 140 247,58 4 35

Annual - Gratuity: Death/Retirement/Medical Retirement (Work 124382,44 2 62

Capped - Gratuity: Death/Retirement/Medical Retirement Work 364 219 1 1

Total 628 849 7 98


37.11. HIV/AIDS and Health Promotion Programmes

Table 37.11.1 Steps taken to reduce the risk of occupational exposure

Units/categories of employees identified to be at high-risk of contracting HIV & related diseases (if any) Key steps taken to reduce the risk

At risk employees Voluntary testing takes place during wellness days to enable employees to know their status and discover diseases early and take treatment

Table 37.11.2 Details of health promotion and HIV/AIDS programmes (tick the applicable box and provide the required information)

Question Yes No Details, if yesHas the department designated a member of the SMS to implement the provisions contained in Part III Regulation 55 of the Public Service Regulations, 2016? If so, provide her/his name and position.

X Director Internal HR: Ms Merles Motlhabane

Does the department have a dedicated unit or has it designated specific staff members to promote the health and well-being of your employees? If so, indicate the number of employees who are involved in this task and the annual budget that is available for this purpose.

X There is currently one (1) employee within the Employee Health and Wellness Programme Unit. The annual allocated budget is R800 000.00

Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of this Programme.

X We provide employees and their dependents with Therapeutic telephone counselling service and life skills service. Health Screening and Lifestyle Management Programme: Health and Wellness Days, Stress awareness and Management Programme. Financial Management and debt control, HIV/AIDS Management, Health and Productivity Management and Wellness Management. The HIV and AIDS Workplace Programme (i.e. Peer Education Training)

Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent.

X Ms Iris Radebe

Ms Jabu Nkosi

Ms Elizabeth Ngidi

Ms Sibongile Baloyi

Ms Lindiwe Msila

Ms Bridgette Mashabela

5. Has the department reviewed its employment policies and practices to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed.

X Employee Health and Wellness Programme (EHWP) Monthly, Quarterly and Annual Reports measure the impact of utilisation of the EHW Programme.

Customer Satisfaction Surveys are conducted.

The number of EHWP referrals,

The number of Disciplinary cases and absenteeism management reports.

Has the department introduced measures to protect HIV-positive employees or those perceived to be HIV-positive from discrimination? If so, list the key elements of these measures.

X Employees infected have the same rights and privileges in terms of employment advancement. Employment policies are in place. Disciplinary processes and procedures are in place. HIV and AIDS educational talks, relating to measures on how to alleviate stigma and discrimination among employees. During the HIV Counselling and Testing (HCT) and TB Screening confidentiality of all employees is ensured as the testing takes place in a closed venue to ensure privacy.

Does the department encourage its employees to undergo HIV Counselling and Testing? If so, list the results that you have you achieved.

X HCT Report for 2019/20

No of employees tested and know their status:

Clients pre-test counselled for HIV=27

Clients tested for HIV=27

Clients tested HIV positive =0

Clients screened for TB = 27

Has the department developed measures/indicators to monitor & evaluate the impact of its health promotion programme? If so, list these measures/indicators.

X Employees infected have the same rights and privileges in terms of employment advancement. Employment policies are in place. Disciplinary processes and procedures are in place. HIV and AIDS educational talks, relating to measures on how to alleviate stigma and discrimination among employees. During the HIV Counselling and Testing (HCT) and TB Screening confidentiality of all employees is ensured as the testing takes place in a closed venue to ensure privacy.


37.12. Labour Relations

Table 37.12.1 Collective agreements

Subject Matter DateNone Nil

The following table summarises the outcome of disciplinary hearings conducted within the department for the year under review.

Table 37.12.2 Misconduct and disciplinary hearings finalised

Outcomes of disciplinary hearings Number % of totalCorrectional counselling 0 0

Verbal warning Senior Admin Officer 1 0,17

Written warning 1 0,17

Final written warning 2 0,33

Suspended without pay 0 0

Fine 0 0

Demotion 0 0

Dismissal 2 0,33

Not guilty 0 0

Case withdrawn 0 0

Total 6 100

Table 37.12.3 Types of misconduct addressed at disciplinary hearings

Type of misconduct (based on annexure A)

Number % of total

Alleged unauthorised performance of remunerative work outside public service

0 0

Alleged theft 0 0

Alleged unauthorised absence 2 100

Alleged Assault 0 0

Total 2 100

Table 37.12.4 Grievances logged

Number % of TotalNumber of grievances resolved 1 0,50

Number of grievances not resolved 1 0,50

Total number of grievances lodged 2 100

Table 37.12.5 Disputes logged

Number % of TotalNumber of disputes upheld 1 0,50

Number of disputes dismissed 1 0,50

Total number of disputes lodged 2 100

Table 37.12.6 Strike actions

Total number of persons working days lost 0

Total costs working days lost 0

Amount (R’000) recovered as a result of no work no pay 0

Table 37.12.7 Precautionary suspensions

Number of people suspended 0

Number of people where suspension exceeded 30 days 0

Average number of days suspended 0

Cost (R’000) of suspension 0

37.13. Skills DevelopmentThis section highlights the efforts of the department with regard to skills development.


Table 37.13.1 Training needs identified

Occupational Category

GenderNumber of

employees as at 1 April 2019

Training needs identified at start of the reporting period

Learnerships

Skills Programmes & other short

courses

Other forms of training

Total

Legislators, senior officials and managers

Female 30 0 16 5 21

Male 26 0 9 4 13

Professionals Female 84 0 25 10 35

Male 60 0 18 7 25


Female 49 0 29 14 43

Male 34 0 18 8 26

Clerks Female 127 0 28 18 46

Male 41 0 16 6 22


Female 11 0 5 1 6

Male 20 0 5 0 5


Female 0 0 0 0 0

Male 0 0 0 0 0


Female 0 0 0 0 0

Male 0 0 0 0 0

Plant and machine operators and assemblers

Female 0 0 0 0 0

Male 0 0 0 0 0

Elementary occupations Female 0 0 0 0 0

Male 0 0 0 0 0

Sub Total Female 301 0 103 48 151

Male 181 0 66 25 91

Total 515 0 169 73 242

Table 37.13.2 Training provided for the period

Occupational Category

GenderNumber of

employees as at 1 April 2019

Training provided within the reporting period

Learner ships

Skills Programmes & other short

courses

Other forms of training

Total

Legislators, senior officials and managers

Female 30 0 17 3 20

Male 26 0 13 5 18

Professionals Female 84 0 15 3 18

Male 60 0 11 0 11


Female 49 0 15 0 15

Male 34 0 13 3 15

Clerks Female 127 0 38 20 58

Male 41 0 22 4 26


Female 11 0 18 0 18

Male 20 0 9 0 9


Female 0 0 0 0 0

Male 0 0 0 0 0


Female 0 0 0 0 0

Male 0 0 0 0 0

Plant and machine operators and assemblers

Female 0 0 0 0 0

Male 0 0 0 0 0

Elementary occupations Female 0 0 0 0 0

Male 0 0 0 0 0

Sub Total Female 301 46 103 26 129

Male 181 22 68 12 79

Total 515 68 171 38 208


37.14. Injury on DutyThe following tables provide basic information on injury on duty.

Table 37.14.1 Injury on duty

Nature of injury on duty Number % of totalRequired basic medical attention only 0 0

Temporary Total Disablement 0 0

Permanent Disablement 0 0

Fatal 0 0

Total 0 0

37.15. Utilisation of ConsultantsThe following tables relate to information on the utilisation of consultants in the department. In terms of the Public Service Regulations “consultant’ means a natural or juristic person or a partnership who or which provides, in terms of a specific contract on an ad hoc basis, any of the following professional services to a department against remuneration received from any source:

1) The rendering of expert advice;2) The drafting of proposals for the execution of specific tasks; and3) The execution of a specific task which is of a technical or intellectual nature, but excludes an employee

of a department.

Table 37.15.1 Report on consultant appointments using appropriated funds for the period 1 April 2019 to 31 March 2020

Project Title Total Number of consultants that

worked on project

Duration

Work days

Contract value in

Rand

Recruitment MIE Verification of Qualification

1 5 60 000.00

Lifestyle audit on one official from a Department within the Government Provincial Government

3 90 75 225.43

Review and Develop the Gauteng Provincial Strategic Planning Framework-Steering committee

2 20 403 650.00

Appointment of external service provider to Review Business Continuity Management Process

3 80 494 816.00

PILIR Capitation Fee 2 2 80 000.00HR Consultant service for PILIR Capitation Fee

1 1 80 000.00

Development of a Preliminary Diagnostics Report on the implications of the Life Esidimeni Tragedy on Governance and Public Administration in Gauteng-Milestone 3

3 80 1 167 180.00

Disseminate information for the delivery support unit

2 100 462 300.00

Consultation Report and Draft RSDP, Service Rendered for mining belt regional spatial development policy and Final RSDP with amendments

2 60 1 713 415.00

Gauteng Provincial Government Development of End-Term-Term Review Report 2014-2019-3rd draft Base Report, Citizen Report and Presentation

2 365 1 070 500.00

Editing and Proofreading of End of Term Report-Citizens’ Report’

2 43 414 000.00

Newsclip Media Monitoring and Social Media Tracking

1 35 220 765.00

Inception Report, Theory of change workshop and Draft Theory of change completed and Revising and Comprehensive monitoring and evaluation framework

4 365 496 076.00



worked on project

Duration

Work days

Contract value in

Rand

Evaluation of Ntirhisano Outreach Programme

2 365 1 139 650.00

Situational Analysis Report 6 120 498 589.00Gauteng women struggle stalwarts 3 20 494 500.00Compilation of the GCR Water Security Plan Economies

2 120 472 190.00

SASL Interpreting Service 2 1 6 210.00Compilation of the Annual Report for 2018/2019

2 90 132 825.00

Interpreter Sign Language 1 1 6 095.00Remark office OMR software license 1 2 69 250.00Identifying new legislation, Regulations, Circular and Practice Notes applicable to Office of the Premier and Strategic Planning and Monitoring and Evaluation Specialist - Office of the Premier

3 90 1 341 952.00

Competency assessment for selection purposes: SMS and HOD post

2 2 76 234.00

Facilitation of Strategic Risk Assessment Workshop

2 90 140 988.00

Auditing Services 3 7 241 500.00Social Media Research Analysis 3 3 366 156.00 Professional Services 4 30 155 280.00 Strategic Workshop and Report Writing 2 120 424 000.00Inception Report for Literature Review and Data Analysis Plan

5 365 499 000.00

Interpreter Sign Language 2 1 31 096.00 Exhibition Stand 2 2 120 000.00Provision of scribing services and editing

1 2 25 200.00

Confirmed project scope and approach, finalisation of contracting

3 30 455 184.00

Design and setup of exhibition stand 1 4 49 500.00Scribe for OHS Sessions 1 1 25 200.00Competency assessment 1 8 48 702.00Professional Report for writing and scribe

1 10 120 000.00

Interpreter, sign and Language 3 1 100 000.00Electronic Recording of the Appeal and Land use application

4 30 105 856.50

Conduct Baseline research domestic &globally and Finalising the research study, framework and make recommendation

4 50 494 500.00

Inception Report, Process Mapping workshop and Data collection, Field work Report and other technical reports

5 60 1 489 000.00

Development and Write up of the Strategic Plan

3 80 200 000.00

Interpreter Sign Language 1 1 6 670.00Occupational hygiene for assessment for the office of the premier

2 20 227 700.00

Benchmarking & Research, implementation strategy development concepts

4 30 489 372.00



worked on project

Duration

Work days

Contract value in

Rand


2 24 484 191.00

GPG Annual perception survey 4 5 1 393 655.00Facilitating a professional scribing, editing services for consolidation GPG SHERQ Systems

1 2 150 000.00

Total 116 3 033 18 818 172.93

Total number of projects Total individual consultants

Total duration

Work days

Total contract value in Rand

48 116 3 033 18 818 172.93

Table 37.15.2 Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals (HDI’s) for the period 1 April 2019 to 31 March 2020

Project TitlePercentage ownership

by HDI groups

Percentage management by HDI

groups

Number of Consultants from HDI groups that work on the project

Recruitment MIE Verification of Qualification

93% 100% 2

Lifestyle audit on one official from a Department within the Government Provincial Government

40% 85% 1

Review and Develop the Gauteng Provincial Strategic Planning Framework-Steering committee

90% 100% 4

Appointment of external service provider to Review Business Continuity Management Process

2% 100% 3

PILIR Capitation Fee 51% 92% 2HR Consultant service for PILIR Capitation Fee

51% 92% 1

Development of a Preliminary Diagnostics Report on the implications of the Life Esidimeni Tragedy on Governance and Public Administration in Gauteng-Milestone 3

100% 97% 6

Disseminate information for the delivery support unit

100% 100% 2

Consultation Report and Draft RSDP, Service Rendered for mining belt regional spatial development policy and Final RSDP with amendments

65% 100% 1

Gauteng Provincial Government Development of End-Term-Term Review Report 2014-2019-3rd draft Base Report, Citizen Report and Presentation

50% 50% 0

Editing and Proofreading of End of Term Report-Citizens’ Report’

100% 71% 4


85% 93% 2

Inception Report, Theory of change workshop and Draft Theory of change completed and Revising and Comprehensive monitoring and evaluation framework

100% 100% 0

Evaluation of Ntirhisano Outreach Programme

75% 100% 2

Situational Analysis Report 0% 37% 6



by HDI groups


groups


Gauteng women struggle stalwarts 100% 100% 6Compilation of the GCR Water Security Plan Economies

100% 100% 2

SASL Interpreting Service 100% 0% 0Compilation of the Annual Report for 2018/2019

51% 35% 1

Interpreter Sign Language 100% 100% 1Remark office OMR software license 70% 96% 1Identifying new legislation, Regulations, Circular and Practice Notes applicable to Office of the Premier and Strategic Planning and Monitoring and Evaluation Specialist - Office of the Premier

51% 49% 1

Competency assessment for selection purposes: SMS and HOD post

100% 100% 2

Facilitation of Strategic Risk Assessment Workshop

100% 97% 4

Auditing Services 100% 100% 2Social Media Research Analysis 80% 9% 6Professional Services 19% 97% 10Strategic Workshop and Report Writing

83% 70% 0

Inception Report for Literature Review and Data Analysis Plan

100% 100% 5

Interpreter Sign Language 100% 0% 0Exhibition Stand 70% 100% 2Provision of scribing services and editing

99% 93% 1

Confirmed project scope and approach, finalisation of contracting

72% 67% 2

Design and setup of exhibition stand 61% 87% 1Scribe for OHS Sessions 100% 100% 1Competency assessment 100% 100% 1Professional Report for writing and scribe

82% 100% 1

Interpreter, sign and Language 71% 82% 3Electronic Recording of the Appeal and Land use application

0% 79% 0

Conduct Baseline research domestic &globally and Finalising the research study, framework and make recommendation

61% 87% 0

Inception Report, Process Mapping workshop and Data collection, Field work Report and other technical reports

100% 100% 2

Development and Write up of the Strategic Plan

20% 70% 0

Interpreter Sign Language 100% 100% 1Occupational hygiene for assessment for the office of the premier

60% 96% 4

Benchmarking & Research, implementation strategy development concepts

0% 100% 0


85% 93% 4

GPG Annual perception survey 81% 100% 4



by HDI groups


groups


Facilitating a professional scribing, editing services for consolidation GPG SHERQ Systems

91% 96% 0

Table 37.15.3 Report on consultant appointments using donor funds

Project TitleTotal Number of

consultants that worked on project

Duration

Work daysDonor and Contract value

in Rand

Table 37.15.4 Analysis of consultant appointments using donor funds, in terms of Historically Disadvantaged Individuals (HDI’s)

Project Title Percentage ownership by HDI groups

Percentage management by HDI groups

Number of Consultants from HDI groups that work

on the project

Note: The Office of the Premier did not receive any Donor funds during the 2019/20 financial year

PART E


REPORT OF ACCOUNTING

OFFICER

PART E


38. REPORT OF THE ACCOUNTING OFFICER

For the financial year ended 31 March 2020

NAME: Phindile Baleni (Ms)TITLE: Director-General – Gauteng Office of the Premier

The Office of the Premier’s Annual Report is prepared and presented to comply with legislative requirements, but it is also in line with ‘living’ the key public service values on access to information and promoting an open, transparent and accountable administration. The report allows us to account to the Legislature, to citizens, stakeholders and to provide assurances that the Office of the Premier carries out the functions in line with its legislative mandate captured more fully in the Constitution of the Republic of South Africa, 1996.

As we reflect on some of our achievements below, we are also conscious of the challenges which still lie ahead towards making a positive impact on the lives of ordinary South Africans. This report reflects on our performance in terms of mandatory reporting items as well as the strategic goals and delivery priorities set out by the Office of the Premier.

38.1. Overview of the Operations of the DepartmentThe foundation of the performance delivery environment in the Gauteng Province is the Outcome-based approach, aligned to and in support of the National Development Plan (NDP), Vision 2030, which was adopted by the National Executive in 2012, and remains the blueprint of government and informs the strategic direction of the Gauteng Provincial Government.

In giving effect to the NDP as a long-term plan, the 5th Administration adopted the Gauteng City Region Ten Pillar Transformation, Modernisation and Re-industrialisation (TMR) Programme as the strategic posture for Gauteng Provincial Government for the 2015-2020 MTSF and beyond.

No. Component No. Pillar

1. Transformation 1. Radical economic transformation

2. Decisive spatial transformation

3. Accelerated social transformation

4. Transformation of state and governance

2. Modernisation 5. Modernisation of the public service

6. Modernisation of the economy

7. Modernisation of human settlements and urban development

8. Modernisation of public transport infrastructure

3. Reindustrialisation 9. Reindustrialisation of Gauteng province

10. Taking the lead in Africa’s new industrial revolution

Mainstreamed across above 10 pillars are issues of gender, youth, elderly persons, military veterans and people with disability.


Gauteng’s government has been successful in raising living standards through improved access to basic services and education. These material improvements had a demonstrable impact on improving overall living conditions in the province. However, widespread poverty and unemployment persist, and they continue to be structured around apartheid’s geographic legacy.

The Director-General, as head of the Provincial Administration, and supported by the Office of the Premier as a centre of government, leads, coordinates and oversees the 13 government departments and related entities that constitute the Provincial Government.

The Office of the Premier has over the last five years institutionalised key service delivery programmes such as Tshepo 1 million, the Delivery Support Unit, and Infrastructure Coordination; due to the limitations of the generic model of Office of the Premier organisational structures.

2019/20 saw a swift change in planning towards a new strategic reposition of the GPG in response to the continuous and changing service delivery environment. In July 2019, the Gauteng Provincial Government embarked on extended consultation process in relation to the plans and vision for 2030 with all stakeholders including intergovernmental partners. This process led to the development of the “Growing Gauteng Together 2030” Plan. The GGT2030 aims to accelerate service delivery and bring about positive economic change in disadvantaged communities.

New Strategic PostureWith the advent of the 6th administration, and against the backdrop of the performance review of the last five years, there is a need to ensure that the Office of the Premier has the requisite capacity to drive delivery, policy coherence and good corporate governance. To give effect to the mandate of the 6th administration, the Office of the Premier will be repositioned with the following key functional amendments:1) Establishment of a Policy, Research and Advisory Services Unit.2) Reconfiguration of the Integrated Service Delivery War Room.3) Migration of functions: • Forensic Services Unit from the Provincial Treasury to the Office of the Premier. • Development Planning from the Office of the Premier to the Department of Cooperative Governance and

Traditional Affairs.4) Other functions that must be strengthened: • Reduction in the cost of doing business in Gauteng (key focus on investment fast tracking). • Research and analysis. • Strategic risk and compliance management – governance.5) Strengthening of Intergovernmental Relations and International Relations.

An overview of 2019/20 performance against each of these six defined “engines” is provided below.

The Executive Council SystemDuring the 5th Term of Administration the Executive Council resolved to move faster on implementing its priorities and completing commitments made. This has resulted in several targeted Executive sub-committees that are geared towards implementation.

Leadership was exercised decisively during the most challenging period of the Fifth Administration viz. the Life Esidimeni Tragedy. Generally positive perceptions of the leadership exist among social partners and civil society

In 2019/20, post the national and provincial elections in May 2019, induction workshops were facilitated for the newly sworn in Members of the Executive Council, their support staff including Chiefs of staff as heads of ministries, Parliamentary Liaison Officers (PLOs) and officials in the HODs and MECs offices. The Cluster Management team spent majority of the time reviewing planning documents and engaging with the new officials supporting the MECs on the approach to the 6th Administration. In line with the Premier’s instruction on the need for an activist government, OoP participated in a number of the Inter-Ministerial Task Team meetings to fast track the implementation of interventions aimed at addressing challenges raised by the Greater Alexandra Community and spearhead long term spatial transformation planning to change Apartheid spatial geography.

The 2019/20 Quarter 4 saw the emergency of a number of Work Streams and Task Teams established by the Executive Council to deal with the COVID-19 pandemic and included Task Teams on Labour Peace, Occupational Health and Safety, Risk and Business Continuity, Multi-Stakeholder Coordination and Economic Impact Mitigation. The OoP established multi-sectoral coordination Fora at both Provincial and District levels for COVID-19 preparedness and response. The focus and priority of OOP during this transition between the levels, is to continuously ensure the provision of services required for the effective functioning of the government and to ensure necessary support for all sectors that have become incrementally active during the various levels.


Active Monitoring, Evaluation and Rapid Response Capability and Mechanisms for Service Delivery Intervention

Statutory PlansThe Office of the Premier assessed the draft 2020-25 strategic plan and 2020/21 Annual Performance Plans for the fourteen (14) GPG Departments and ten (10) Entities. The feedback of the assessment was provided to the departments. Moreover, a session to unpack the findings of the assessment and training to address the gaps identified during the assessment of the draft strategic plan and Annual Performance Plan was conducted for the departments.

The Department of Human Settlements has been identified as the Department requiring support in improving the audit outcomes on the audit of performance information. To this end, the Office of the Premier has been, on a quarterly basis verifying the reported performance by analysing the portfolio of evidence provided for the reported performance and provided feedback to the department on the findings of the assessment of the portfolio of evidence against the reported performance. Verification Reports have been completed. The findings have been communicated to the Department with areas of improvement.

Provincial Evaluations In implementing the 2019/20 Provincial Evaluation Plan, three evaluation studies were commissioned and undertaken. These include a process evaluation of disciplinary case management in Gauteng Province, Design Evaluation of Gauteng safety strategy as well as a Review of the partnership between The European House-Ambrosetti and Gauteng Provincial Government.

Frontline Service Delivery MonitoringA total of 17 FSDM improvement plans were facilitated at sites with areas of under-performance for the 2019/20 financial year. The sites monitored includes sectors managed by all three spheres of government programme and included public health facilities, public schools, police stations etc.

Delivery Support UnitThe Delivery Support Unit (DSU) undertook a review and evaluation of the delivery process for the previous political term (Fifth Administration). The review and evaluation assessment covered the period from inception in 2016 until the end of March 2019 with a specific focus on the effectiveness of implementing the Delivery Approach. In summary, the DSU worked with all fourteen Gauteng Provincial Government departments, resulting in ninety-four strategies developed and three hundred and thirty indicators tracked.

This review and evaluation process highlighted institutional weaknesses and poor management in some departments. Amongst other challenges, this included poor service delivery data collection, analysis and verification. The evaluation indicated that the expansion of Deliverology to all departments and the inclusion of numerous targets resulted in the setting of too many priorities, which limited the DSU in intervening to address identified service delivery blockages.

Post the May 2019 elections the process to redraft Delivery Agreements for the new political term gathered momentum. Engagements with all departments were held in June 2019 to reintroduce the concept of ‘Deliverology’ to departments and to begin the process of identifying priorities for the Sixth Administration. The Premier hosted Departmental Roadshows in August and September 2019. OoP interacted with Departments to guide the development of Departmental Plans and prepare for the Roadshows. OoP also participated in various departmental strategic planning sessions to give inputs into the development of the Five-Year Strategic Plans of departments. Engagements on the Growing Gauteng Together Plan process took place with sector departments in collaboration with members of the Office of the Premier. OoP also participated in departmental MTEC sessions convened by the Provincial Treasury held in September 2019.

Delivery Agreements were signed between the Premier and respective MECs in November 2019. Delivery Agreements contain commitments from the Premier’s State of the Province Address of 25 February 2020, including alignment to Growing Gauteng Together 2030, Strategic Plans and Annual Performance Plans. The first Stocktake meeting of the new term of office was held on 11-12 February.

Service Delivery Interventions The Ntihrisano Outreach has been an effective tool for government communication and engagement with communities. Key community commitments in each area are tracked for progress. Support was provided for the Ntirhisano Outreach engagements, including preparation and recording of commitments. Out of a total of 399 key community commitments that are being tracked for progress, a total of 170 (43%) commitments have been achieved. Some of the Ntirhisano commitments are infrastructure related and may take longer to complete.

The Gauteng Provincial Government considers that it is in the public interest that the underlying reasons giving rise to, and fueling, the minibus taxi-type service violence, fatalities and instability be enquired into and investigated. Proclamation relating to the Premier’s Appointment of the Commission of Inquiry into the Minibus Taxi-Type Violence, Fatalities and Instability in the Province of Gauteng was gazetted.


Gauteng Public HotlineIn response to changing environment the Gauteng Public Hotline has presence in the Traditional and Social Media; Live chat and Chat bot; Voice; SMS; Website; Mobile Application; USSD and E-Mail channels driving a standard message and processes:

Gauteng City Region – Wide CRM Case Management SystemBasic issues are escalated direct to departments, municipalities and State-Owned Enterprises for resolution. Potential hotspots and early warnings issues are referred to the Regional Rapid Response Teams for intervention.


Service Delivery PerformanceThe Gauteng Public Hotline handled 4298 with 700 of them being service delivery complaints as a results of service failures from across all GPG departments and Gauteng based municipalities. All requests received were responded to within an average of 22,91 days by Gauteng departments and municipalities through the Hotline.

A successful Nelson Mandela Day was organized as part of the Service Delivery Improvement Plan initiative. For the 2019 Nelson Mandela Day, the Office of the Premier deployed officials to the Viva Foundation. The event was planned and coordinated in partnership with the Viva Foundation, which involved several activities for the day such as cooking, gardening and painting.

Proactive and Targeted Communication of Government Priorities In 2019/20, Gauteng Provincial Government continued to meaningfully engage various stakeholders to keep them abreast on service delivery issues. A research study was conducted to explore topics such as the Mood of the Nation, Government Performance and Government Communication. It also included an omnibus element where government departments and stakeholders are invited to use this study to explore important departmental issues. The research report revealed the following:• Unemployment, Crime and Poverty remain the top three problems for Gauteng residents.• Electricity has been mentioned by a significantly larger proportion of residents this measurement.• Only 15% of Gauteng residents are aware of projects by the Gauteng Provincial Government that deals with

unemployment in the province. Awareness remains mostly focused around EPWP but has shifted from the PWP to the CWP.

• Enhancing communication on the various unemployment projects and the progress made in terms of


unemployment through mainstream media such as TV (GauTV), community radio and local newspapers should go a long way to increasing awareness of the initiatives/programmes.

• Radio shows or adverts, and newspaper articles or ads are still the main media types used to engage with the Gauteng Provincial Government, and Rooted realists are the most likely segment to engage in these ways. These platforms should be optimised to share critical information with people and to showcase positive change in the province.

• Three in ten people in Gauteng know who the Premier is. The proportion of those who can correctly name the Premier as David Makhura has significantly decreased, while the percentage remains high at 88%.

• Perceptions of the performance of the Premier and the Provincial Government are higher among those who know who the Premier is. This highlights the importance of involved and informed residents – as they are more likely to be aware of initiatives of the Provincial Government.

The Content Hub meetings which were held on a regular basis have made a massive contribution to the growth of all GPG social media pages. The content team drew up key massages, hashtags and diaries for each week. The audio-visual unit and designers came up with informative and engaging infographics. The Gauteng Government had one hundred and ninety-five (195) engagements for the period under review.

The Provincial Communication Services has reported two hundred and seven (207) products through engaging with the media. This was because of the department’s efforts to educate and inform the public about governmental activities and to proactively and reactively respond to issues related to service delivery. Some of the activities that contributed to the number of engagements include school reopening, the State of the Province Address and Budget Vote speech.

Transformation and Modernisation of the StateIn modernising the state, OoP has a pivotal role to drive effective communication between government and its citizens to improve service delivery. The Gauteng Public Hotline is at the centre of this by enabling a modernized and seamless interaction at individual, household and community level.

In 2019/20 the focus of the Hotline shifted from a single reactive voice interactive channel to a proactive and reactive multiple digital interactive channel experience for citizens. In addition, a move from a Desktop Hotline case management system to a Gauteng City Region-wide Desktop and Mobile Integrated Hotline case management system.

Strategic Human ResourcesAn external service provider has been appointed to conduct a systemic evaluation of the disciplinary processes in GPG departments in an effort to identify the general under-performance across GPG which is consistent with general under performance in the public service. This will result in the adoption of a strategy that includes a model, standardised processes and a monitoring framework for the implementation of a disciplinary management process that will adhere to the regulatory frameworks to improve the management of discipline and compliance in the province. A set of verified current state (as-is) process maps have been completed by the service provider as a result of the focus group sessions with GPG departments, but not yet validated by the departments.

A partnership agreement between the OoP and the Department of Labour on a large-scale recruitment of persons with disabilities will be implemented with effect from 1 April 2020. The role of the Office of the Premier will be the coordination 25 of reports on applications sent by the Department of Labour to GPG Departments. The Department of Labour will conduct preliminary screening of applicants based on their suitability to job specifications of advertised vacancies.

The Employee Health and Wellness Programme (EHWP) facilitated several interventions that are aimed at improving compliance to the OHS Act. Such as the establishment of a multi-sectoral coordination at both provincial and district levels for COVID-19 preparedness and response, coordination of training through NICD & NIOH for 14 Departments on COVID-19 response. Compensation of injuries on duty (COID) protocols were consulted in 3 workshop engagements. GPG departments would like to have the COID management process reviewed and decentralized as the e-Governance central model has been perpetually non-compliant with the 7 and the 14 days turn around for reporting injuries and disease (COID Act).

Financial ManagementIn 2019/20, 98% of valid invoices (1770 out of 1814) received were paid within 21 days from the date of receipt. All invoices were eventually paid within the statutory timeframe of 30 days. The Annual Preferential Procurement spend recorded in the 2019-2020 financial year is R99 384 007.44 consisting of 1 349 transactions recorded. A total of 570 transactions recorded amounting to R42 582 796.61 were awarded to companies that are not 80% owned by Black people. It should be noted that, in the case of transversal contracts, the Gauteng Office of the Premier does not have a control on companies that are appointed as procurement processes are carried out by other departments.


Integrity ManagementThe province achieved 99,8% submission by the 31st of May 2019, with the Department of Roads and Transport being granted a deviation to exempt one employee for not complying within the stipulated timeframe due to ill-health. The employee has since disclosed, therefore GPG has achieved 100% SMS disclosure in 2019.

Gauteng Province has a centralised Provincial Forensic Audit Unit which is based at the Gauteng Provincial Treasury and is mandated by the Premier to manage cases received from the National Anti-Corruption Hotline (NACH). The Office of the Premier continued to provide effective support to the Provincial Forensic Audit Unit. As at 31 March 2020 there were 2094 NACH cases received by the Provincial Forensic Audit Unit from 2005 to 31 March 2020. Of the 2094 cases, a total of 2006 cases were resolved and 88 were still in progress of being finalised. The percentage of NACH cases resolved is 96%.

Departments have put in place Ethics Infrastructure and Ethics Management policies and processes. An Ethics Management Maturity Assessment was conducted in GPG departments to determine the level of institutionalisation of ethics within departments. The average maturity level score of 2 that was achieved indicates that there is moderate compliance to the Gauteng Integrity Management Framework.

To date, a total of 73 forensic investigation cases were recommended for referral to the law enforcement agencies and 66 cases have been reported to law enforcement agencies. This shows that 90% (66 of 73) of criminal cases have been reported to law enforcement agencies for further investigation and prosecution.

A total of R677,756.59 was lost through financial misconduct and R151,616.06 has been recovered. This shows that 22% of value of assets lost through fraud and corruption has been recovered by the GPG departments. The Office of the Premier is providing support to the GPG departments to ensure that they are prioritising the recovery of funds and these are tracked at the Gauteng Audit Committee.

At the end of March 2020, 65% (499 out of 764) of SMS members were vetted and 70% (466 out of 661) SCM members were vetted.

GEYODIIn giving a voice of and determining the needs of women, the Gauteng Provincial Government undertook a process of consultation with women across Gauteng on the “Growing Gauteng Together Road Map Vision in all the 5 regions to consolidate their demands for the development of Gauteng Women’s Charter to bind Government to the Delivery of service to women. The consultation process happened in August as part of commemorating the Women’s month. The Charter was subsequently signed off by the Premier and the MEC championing women’s issues in the province.

The 2020 International Women’s Day (IWD) marked the 25th anniversary of the Beijing Declaration and Platform for Action and was celebrated all around the world under the Theme; “I am Generation Equality: Realizing Women’s Rights”. The Gauteng province celebrated IWD with 1500 women and the focus was on the call to end the violence against women. The call was in response to President Ramaphosa addressed on the scourge of GBV and his commitment to actions by government in partnership with different sectors of society in the fight against. Immediately the Premier of Gauteng David Makhura instructed that an integrated Provincial response plan be developed.

Women from Gauteng gave inputs on what they wanted to see in the GBV Response Plan considering the upsurge of the pandemic. The agreed approach was to work closely with organizations that are already working in communities. Emphasis was put on providing support to shelters and empowering women economically in order to be independent. All departments developed programmes to address GBV and this was adopted by the Executive Council. Monitoring of the programmes will be done in the 2020/21 Financial year and into the outer years

Disability RightsA consolidated report on the assessment of buildings of GPG Departments on their level of compliance to universal design and access standards was produced. The report included detailed corrective measures to be costed, designed and implemented to achieve compliance. Each corrective measure required was rated on its degree of risk as well as its cost bracket. A successful 2019 Gauteng Disability Rights Summit (GDRS) was held with disability rights managers from departments and representatives of organisations of people with disabilities to obtain input into the Gauteng Disability Rights Policy for 2020 - 2025 (GDRP 2020 - 2025)

Military Veterans418 Houses were delivered and allocated to Military Veterans (MV). Furthermore, R2.4 million was availed for skills development programme for three hundred (300) MV. 40 Bursaries to beneficiaries of MVs for the 2019/20 FY, 144 MVs were placed with the University of South Africa UNISA to study towards various Diploma courses and degrees. This is a breakthrough for the sector as graduates will now stand a better chance to find


employment that is meaningful. The MoU with SASSETA partnership was signed by both stakeholders to ensure that MV have access to skills development.

International RelationsThe high-level strategic engagements through diplomatic channels and platforms assists in the mobilisation of development capabilities for the Gauteng Province and the implementation of the Gauteng international strategies. Nine (9) Value-add high-level engagements coordinated. The overachievement is due to proactive planning and follow through on the international programme, including communication with the Department of International Relations and Cooperation, for provincial engagement and communication with the Diplomatic Heads of Mission (High Commissioners and Ambassadors Designates).

Integrated Planning and CoordinationDevelopment Planning branch as part of the OoP team supported the sector departments in the Departmental Roadshows that were held with the Premier, towards the development of Departmental Priorities for the 6th Administration. The implementation of the Memorandum of Understanding between the Gauteng Provincial Government and Higher Education Institutions continues with engagement with the WITS School of Governance. This entails the establishment of Research Chair in Ethics.

SPLUMA Implementation, Monitoring and Support initiatives continued through various initiatives involving all spheres of government and relevant stakeholders such as SALGA and the State Law Advisors. The Office of the Premier is striving towards the strengthening of access to quality research and continues to lead the process towards setting up Research Chairs with the trade and investment, inclusive economies and Ethics

Geographic Information System (GIS)The GIS can assist with decision making through the analysis, modelling and visualization of data. In the drive to support decision making in the urban planning sphere, the draft GIS policy implementation plan has been developed and published for comments in the Provincial gazette in June. This is in accordance with the EXCO recommendations of the GIS Policy. The GIS Unit has continued to play a crucial role in engaging with stakeholders on issues relevant to the GIS field. A spatial model was developed, for demarcation of School feeder zones and determine the demand for schools and serviced areas based on the education norms and standards.

Annual Africa Investment (AIF)The Gauteng Provincial Government hosted the Annual Africa Investment Forum (AIF) in conjunction with the African Development Bank and National Treasury. The AIF was held in November and $40.1 billion dollars in investment was committed towards filling the infrastructure gaps in Africa. An inter-departmental team, led by the OoP, played a pivotal role to showcase Gauteng projects in the AIF. The team exhibited at the United Cities of Local Governments Congress 2019 in Ethekwini. The exhibition which focused on showcasing Growing Gauteng Together, 2030 was well received by all. Work on Growing Gauteng Together, 2030 (GGT 2030) is ongoing, towards approval by EXCO. GGT 2030 is a city region’s plan towards achieving NDP 2030 and it includes all government and private sector priority programmes taking place in the GCR space.

Infrastructure ProjectsThe Office of the Premier collaborated with the Gauteng Department of Infrastructure Development in the development of the GPG 5-year Infrastructure Project Pipeline. The Decisive Spatial Transformation Appraisal Mechanism (D-STAM), has also been incorporated as a key component of weighting infrastructure projects prioritisation. In addition, steps are also being undertaken to strengthen Decisive Spatial Transformation Appraisal Mechanism by incorporating bulk infrastructure capacity across the province into the model.

The Office of the Premier, Gauteng Provincial Treasury and Gauteng Department of Infrastructure Development and Property Management developed an Integrated Planning Framework. The Integrated Planning Framework is aimed at ensuring that the various planning policies and frameworks, like spatial and statutory planning considerations are integrated into the prescribed information for Infrastructure Business Cases as per the Gauteng Provincial Treasury Instruction. Without this being done by departments, infrastructure funding shall not be considered by GPT. The Treasury Instruction, which governs minimum requirements for funding request pertaining to infrastructure, is set to become effective from 01 April 2020 as outlined in the 2020-2021 Gauteng Provincial Budget Speech.

District Development ModelIn August 2019, the national cabinet approved the framework and implementation of the District Development Model (DDM). DDM is aimed at integrated planning and implementation at a local space, by all of government and other development actors, in order to achieve high level focus and impacts. The Gauteng approach to DDM has been developed and it is in the EXCO system for final decision. However, with regards to implementation in Gauteng, the province, with the support of national government, has decided to focus on three (3) developmental spaces, as strategic alignment platforms for the One Plan: Ekurhuleni, Sedibeng and West Rand. Consequently, Draft district profiles for Sedibeng and West Rand District have been developed and submitted to National Department of Cooperative Governance (DCoG). With regard to the Ekurhuleni Metropolitan Municipality


DDM Profile, work is at advanced stage, developed in collaboration with DCoG and EMM, towards the launch of DDM in EMM, which was initially set for April. However, due to COVID – 19, the launch would have to be shifted to a later date.

38.2. Overview of the Financial Results of the DepartmentIn the year under review, the main appropriation for the Office of the Premier increased from R839.3 million in 2018/19 to R996.2 million in 2019/20. During the 2019/20 adjustment budget, the main appropriation was adjusted downwards from R996.2 million to R841.5 million. The main appropriation was adjusted downwards due to a surrender of the budget for acutely ill mental health care users (Life Esidimeni). Funds were allocated for the executers, and payment will be made after the conclusion of a legal process, which is expected to happen after 31 March 2020.

The Office of the Premier has spent 92.9% of the department budget in the 2019/20 financial year, the overall under-spending by the Office of the Premier is R60 million which contributes 7% of the annual appropriation.Details of these projects are reported in the Annual Report under Part B: Performance Information.

38.2.1. Departmental ReceiptsDepartmental Receipts

R’000

2019/20 2018/19

EstimateActual

Amount Collected

(Over) / Under-

collectionEstimate

Actual Amount Collected

(Over) / Under-

collection

Sale of goods and services other than capital assets

390 375 15 330 406 -76

Interest, dividends and rent on land 10 2 8 10 0 10

Sale of capital assets 0 0 0 0 0 0Financial transactions in assets and liabilities 90 3 87 189 73 116

Total 490 380 110 529 479 50

Reasons for under/(over) collecting:Revenue collection in the Office of the Premier is made up of various sources, namely payments by staff members for parking facilities, debt, commissions for staff that has garnishee and insurance deductions, and application fees for land use management cases.

The Department shows overall under-collection of R110 000 from R490 000 to R380 000 in the year under review. The biggest contribution of under-collection of R87 000 is under financial transactions in assets and liabilities. The under collection was unforeseen and there are stringent internal control systems that are in place to ensure that debts are recovered in the year they occur. The under-collection of R15 000 under sales of goods and services other than capital assets is mainly due to non-collection of application fees on township establishment. This is subsequent to a court ruling that this function is within the jurisdiction of the Municipalities / Local Government.

38.2.2. Programme ExpenditureProgramme

R’000

2019/20 2018/19Final Appropriation Actual

Expenditure(Over) / Under Expenditure

Final Appropriation

Actual Expenditure

(Over) / Under Expenditure

Administration 279 827 279 709 55 294 975 300 895 118Institutional Development 262 360 238 568 23 234 262 046 262 046 23 792

Policy and governance 299 319 262 549 36 770 282 357 274 708 36 770

Sub Total 841 506 781 447 60 059 839 378 837 649 1 729Statutory Appropriation 0 0 0 2 260 2 260 0

Total 841 506 780 826 60 059 841 638 839 909 60 680

The overall under-spending of the budget is 7% (R60 million). The under-spending is under Programme 2: Institutional Development and Programme 3: Policy and Governance. Programme 1 spent 100% of its allocated budget

Underspending in Programme 2 is mainly attributed to the following factors:• Underspending in compensation of employees resulting from the delay in filling critical positions as per the

approved organisational structure,


• Goods and services underspending is due to delay in receiving the Annual Perception survey findings, cancellation of some activities such as Labour Relations Summit and HR Indaba.

• The Ntirhisano service delivery war room was not fully functional due to the transitional period and community engagements that were put on hold that also contributed to the under-spending.

Underspending in Programme 3 is mainly attributed to the following factors:• Underspending is due to several projects that were delayed during the year under review such as appointment

of Research Chairs (Trade and Investments), • Forensic audit (Commitments with the Special Investigation Unit) were not finalised as well as the

postponement of Anti-corruption summit.

38.2.3. Virements/Roll OversTreasury approved all virements and shifts for the financial year 2019/20.

The following virements were made to Programme 1 (Administration) from Programme 2 (Institutional Development) and Programme 3 (Policy and Governance) respectively: Administration R20 millionInstitutional Development (R13.9 million)Policy and Governance (R6.1 million)

A roll-over request of R7.6 million which was allocated for high profile investigations is awaiting Provincial Treasury approval. There were 8 Secondment agreements that have been signed between the Office of the Premier and the Special Investigating Unit, the total cost implication for these 8 secondments agreements amount to R8.6 million, a total of R831 658 was paid and there was an outstanding amount of R7.8 million as at 31 March 2020.

38.3. Unauthorised, Fruitless and Wasteful ExpenditureNo Unauthorised, Fruitless and Wasteful expenditure were incurred in the year under review.

38.4. Future Plans of the DepartmentIn coordinating and leading the GGT2030, and building a capable, ethical and developmental state, the Office of the Premier’s focus in the period to 2025 is:Review and reconfiguration of current organisation of the provincial government departments;Establish the Premier’s Policy, Research and Advisory Unit capacity to lead intergovernmental relations;Build a capable public service: o Clarify political administration interface; o Training and development; o Recruitment, selection, talent management and succession planning.Set performance standards, management and supervisory standards and systems in government;Consolidate efforts aimed at clean and efficient financial governance across the City Region;Strengthen anti-corruption and integrity in the public services: o Encourage society to act ethically through the Premier’s Ethics Advisory Council; o All on going cases of corruption in GPG concluded and recommendations actioned.Build an activist and responsive government: o Strengthen the Ntirhisano Outreach Programme; o Focus on municipalities and national government to ensure there is timeous responses to issues raised by the people; o Strengthen actions towards the removal of barriers that delay responses from provincial departments.Utilise new technologies for citizen engagement;Improve provincial service delivery;Resolve all the provincial projects that are incomplete (including the Urban Renewal Projects in Evaton,

Bophelong, Sebokeng and Alexandra and Bekkersdal Taxi ranks in Sharpeville);Ensure municipal Support: o Proactively work with struggling municipalities; o Initiate provincial legislation on GCR to strengthen IGR in the province; o Provincial government to become an integral part of IDP processes in municipalities.Review municipal IDPs to align to the mandate of the 6th administration.

In this light, the Office of the Premier is being re-tooled to drive the GGT2030 Plan for the period, through a range of institutional evolutions, including:1) Establishment of the Policy Research and Advisory Unit;


2) Institutionalising the Delivery Unit and the Ntirhisano Service Delivery War Room;3) Absorbing GPG-wide Forensic Investigations into the integrity management process;4) Strengthening policy, infrastructure and long-term planning; and5) Migrating the urban planning function to strengthen COGTA, as part of institutional development.

38.5. Public-Private PartnershipsThe Office of the Premier did not enter into or participate in any PPP contracts for the period under review.

38.6. Discontinued Activities / Activities to be DiscontinuedAPP 2019/20 indicators were revisited, during the Budget Adjustment process and in accordance thereto, the following amendments, aligned to the Medium-term Expenditure Framework (MTEF) period as well as the Strategic Plan 2015/20 were made to the approved APP for 2019/20.

■ Programme 1: Sub-Programme: Director-General Support o Office of the Premier Average MPAT rating for KPA 1: Strategic management – (overall) was removed due to the discontinuation of the programme by DPME, and replaced by the following indicator: o Audit outcome on OOP non-financial performance information for the previous financial year (2018/19).

■ Programme 2: Sub-programme: Strategic Human Resources o GPG average MPAT 1.9 rating in Human Resource Management, was removed due to the discontinuation of the programme by DPME. o Compliance with implementation of rewards and corrective measures for good and poor performance respectively. The indicator had double reporting standards and was not SMART and was divided into two indicators as follows:Compliance with implementation of rewards for good performanceCompliance with implementation of corrective measures for poor performance o Percentage of departments implementing the approved non-financial incentives framework across the province. The non-financial incentives framework is not approved and still under consultation with Labour Unions, therefore the APP cannot measure its implementation. The indicator was adjusted as follows:Labour buy in of Non- Financial Incentives Framework obtained o GPG compliance audit to the Occupational Health and Safety Act no 85 of 1993 and its regulations.

The performance indicator and annual target were not aligned to the quarterly targets and therefore adjusted as follows:10% reduction in the GPG OHS risk trendsOHS compliance audit report o Decision making reports on the status of OHS in GPG Departments submitted to EXCO Subcommittee & MEC Organised Labour Sub-Committee, was adjusted to: Decision making reports on the status of OHS in GPG Departments developed, according to the SMART principle.

■ Sub-programme: Information and Communication Technology o Office of the Premier average MPAT 1.9 rating in ICT Governance, was removed due to the discontinuation of the programme by DPME.

■ Sub-programme: Communication Services o Analysis of media coverage and an assessment of its effectiveness was adjusted to Analysis of media coverage, as the assessment of the impact/effectiveness of communication outputs is done when analysing media coverage. Communication outputs include media statements, speeches and organised interviews as reported by the media (print, broadcast and digital platforms).

■ Programme 3: Sub-programme: Intergovernmental Relations o GPG annual average MPAT rating in Governance and Accountability, was removed due to the discontinuation of the programme by DPME.

■ Sub-programme Development Planning o The target of the indicator, GCR Medium and Long Term Plan developed had dependencies, which influenced the performance of the indicator will, although work has been fairly completed within the respective unit/branch. The target was adjusted as follows:Current target: 1 GCR Five (5) Year Plan (2019 – 2024) submitted to EXCORevised target: 1 GCR Five (5) Year Plan (2019 – 2024) developed and approved o Review of one Provincial Spatial Development Framework (as prescribed every 5-years). The target of the indicator had dependencies, which influenced the performance of the indicator will, although work has been fairly completed within the respective unit/branch. The target was adjusted as follows:Current target: 1 Assessment Report on Implementation of GSDF 2030 submitted to EXCORevised target: 1 Assessment Report on Implementation of GSDF 2030


o The indicators, Land Use Audit conducted towards revision of one municipal Land Use Scheme and progress towards the completion of the Greater Lanseria Master Plan were removed in the APP 2019/20.

■ Sub-programme: Delivery Support Unit o Sub-programme: Number of reports on progress made to achieve Targeted Delivery Interventions (TDIs). The target for the indicator was revised from quarterly target to an annual target, as follow: Annual report on progress made to achieve Targeted Delivery Interventions (TDIs)

■ Performance Monitoring and Evaluation o The indicator, number of analysis reports completed on alignment of GPG departments’ plans to TMR priorities and framework on strategic plans and annual performance plans was adjusted as, the Department of Planning, Monitoring and Evaluation (DPME) has revised the framework for strategic plans and annual performance plans. The 2020-25 Strategic Plans and 2020/21 Annual Performance Plans are to be informed by the Revised Framework for Strategic Plans and Annual Performance Plans. In terms of the Revised Framework for Strategic Plans and Annual Performance Plans the Departments are no longer required to submit the 1st and 2nd draft strategic plans and APPs, but to only submit one draft Strategic Plan and APP. Therefore, an assessment will only be conducted on one Draft Strategic Plan and APP.

38.7. New or Proposed ActivitiesThe TMR remains the anchor and guiding framework for GGT2030. GGT2030 is a plan that builds on the progress of 25 years of democracy including the TMR programme adopted in 2014. The OoP will be the key enabler to deliver on the Gauteng Growing Together: Our Vision for 2030. In its completeness, GGT2030 will be a summary of how our Gauteng City Region seeks to address the fundamental problems of our time; inclusive growth and employment; poverty and hunger; education and healthcare; social justice and social cohesion; safety and security; gender equality and youth empowerment, urbanisation and migration; climate justice and the impact of the 4th industrial revolution. GGT2030 seeks to engender a more scientific and deliberative approach to governance - data-driven, evidence-based and participative policymaking. This is a governance process where decisions are taken based on a democratic deliberation, rigorous research and appropriate resource allocation, not emotions and arbitrary inclinations.

In giving effect to the above, the five-year (2020 to 2025) Strategic Plan outlines the Office of the Premier’s mandate, strategic focus, impact and outcomes, and this Annual Performance Plan serves as an implementation mechanism through outcome-aligned outputs, indicators, annual and quarterly targets for 2020/21, as year one of the new five-year strategy.

38.8. Supply Chain ManagementIn the year under review, there were no unsolicited bid proposals accepted by the Office of the Premier. There were only two deviations recorded, variation of Employee Health and Wellness Programme contract by more than 15% from the original contract value and the appointment of the sole supplier. Gauteng Provincial Treasury granted approval for deviation under exceptional circumstances.

The Office of the Premier implemented the SCM processes in compliance with legislative prescripts governing this function, in particular section 217 of the Constitution which requires the SCM system to be fair, equitable, transparent, and competitive and it should add value for money. Provincial Treasury subjects these processes to compliance assessments and reports are submitted on a regular basis to ensure compliance thereof.

38.9. Gifts and Donations Received in Kind from Non-related PartiesGifts and donations received from non-related parties are disclosed in in Annexure 1J to the annual financial statements.

38.10. Exemptions and Deviations Received from the National TreasuryIn the year under review, no exemptions were requested or granted by National Treasury for the Office of the Premier.

38.11. Events after the Reporting DateOn the 15 March 2020, President Ramaphosa declared a national state of disaster following the World Health Organization declaring the COVID-19 outbreak a pandemic. The President on the 23 March 2020, declared a national lockdown of the country, allowing only the continued operations of essential services in order to flatten the curve of the COVID-19 infections.

The lockdown commenced from 27 March to 16 April 2020 for 21 days and was further extended to 30 April 2020. President Ramaphosa on the 23 April 2020 introduced the approach that determines the measures required on the direction of the pandemic. In this approach five corona virus alert levels were introduced in


line with the risk adjusted strategy, resulting in the lockdown being reduced to level four effective from 1 May 2020. announced

As Gauteng, the Province established a Provincial Command Council comprising all provincial government departments, municipalities and other key stakeholders has been established with the aim of managing the operations of the COVID-19. It includes the Project Management Office (PMO) to oversee, assist and manage the functions of the Operation Centre and report to the Provincial COVID-19 Command Centre governed by the DMA (Disaster Management Act), The Office of the Premier, in consultation with the Gauteng department of Health, has drawn up a full specification of the governance structure that is needed, which covers extensive health streams including Intelligence and Risk Management, Provincial Communications, Provincial Infrastructure and Security.

As a result of the establishment of the Provincial Command centre, there were as such cost implications that the Office of the Premier were deemed to incur for the foreseeable future. The Department is expected to deliver on the following in order to respond to its Mandate to deal with the COVI-19 pandemic under the Disaster Management Act;

• Additional capacity for Hotline to deal with increase inbound calls and multi interactive channels to cover COVID-19 and food parcels related issues, this was to capacitate the Department of Social Department, and as such transport was required for the employees

• Rental of the Provincial Command Centre at the EDCON Retail Academy• Employment of EHWP personnel to assist in all GPG Departments with screening and counselling of staff• PPE for employees in the department (i.e Cloth and surgical masks, sanitizers)• Cleaning and Disinfection of buildings and G-cars

The Provincial Treasury also issued a Circular 3 of 2019/20 on the 31 March 2020 to provide for the Centralization of PPE procurement of PPE items from the Department of Health..

38.12. Other

38.12.1. Asset ManagementDuring the year under review, all assets were verified in line with the programme of asset verification. Monthly asset reconciliation reports were also punctually compiled and submitted to the Gauteng Provincial Treasury as required.

38.12.2. Prior modifications to audit reportsNone.

38.12.3. Interim Financial StatementsIn accordance with the Provincial Treasury Instruction Note 1 of 2013/2014, the Office of the Premier has submitted Interim Financial Statements for all quarters to Provincial Treasury, within the specified timeframes.The Interim Financial Statements submitted to Provincial Treasury were reviewed and signed off by the Accounting Officer and Chief Financial Officer in compliance with the Provincial Treasury Practice Note issued in this regard.

38.12.4. Contingent LiabilitiesThe total contingent liability for the Office of the Premier as at 31 March 2020 is R4.2 million for unfair labour practices instituted against Office of the Premier.

38.12.5. Related Party TransactionsThe Office of the Premier is occupying buildings owned by the Gauteng Provincial Government under the custodianship of the Department of Infrastructure Development, without paying for this service.

38.12.6. Information on Predetermined ObjectivesThe monitoring and reporting of predetermined objectives takes place on a monthly basis through the Executive Management Team (EMT). Quarterly reports are prepared based on the strategic planning calendar of the Oversight Committee on the OoP and Legislature (OCPOL), Gauteng Planning Division: Performance Monitoring and Evaluation (GPD: PME), and the Department of Planning Monitoring and Evaluation (DPME). Formal quarterly reviews, chaired by the Accounting Officer with the Broad Management Team, are taking place to review actual performance against the Annual Performance Plan (APP). Targeted interventions and corrective action are implemented in the event of consistent non-performance.

38.12.7. Transfer of FunctionsThe Provincial Forensic Audit function migrated from Gauteng Provincial Treasury to Office of the Premier, whilst the Development Planning function migrated from Office of the Premier to the Department of Cooperative Governance and Traditional Affairs on the 01 April 2020.


State if any under the period were reviewed,

38.12.8. SCOPA ResolutionsThe Office of the Premier had the following SCOPA resolutions for the period under review in accordance with the SCOPA Oversight Report on the report of Auditor-General of South Africa (AGSA) on the Financial Statements and Performance Information to the Gauteng Provincial Legislature on Vote No 01: Office of the Premier for the year ended 31 March 2019.1. The Office of the Premier submitted responses to preliminary questions emanating from its Annual Report

for the year ended on 31 March 2019 to the Standing Committee on Public Accounts [SCOPA].

2. The responses from the Office of the Premier was accepted and duly adopted at a formal sitting of the legislature on 05 December 2019.

3. In terms of Rule 179(4) The Office of the Premier must provide the Committee (SCOPA) and Oversight Committee on the Premier Office & the Legislature (OCPOL) with a progress report detailing the status of the outcome of the Labour court matter every quarter and continuing up until finalization thereof.

4. The recommendations and status report per quarter is reflected below:


1. Labour Relations matters

(a) K. Molefe and 5 others//Office of the Premier

(b) W. Mphetso//Office of the Premier

Labour Court Matter(c) Office of the Premier/Thelma Ngcobo

K. Molefe and 5 others // Office of the Premier

The Office of the Premier (Employer) acting on the advice of counsel, lodged a review application to the Labour Court to set aside the outcome of the General Public Service Sector Bargaining Council (GPSSBC). The GPSSBC ruled that the employer must pay the employees who were paid at level 7 and 8 a retrospective payment. The matter is set down for 21 April 2020 for hearing at the Labour Court.

W. Mphetso // Office of the Premier

Mr. Mphetso has referred the review application to the Labour Court against the outcome of the taken by the GPSSBC. The GPSSBC confirmed the employer’s decision to dismiss Mr Mphetso. The GPSSBC has been unable to file the record of the hearing to the Labour Court because it has lost the record.

Mr Mphetso has indicated his intention to lodge a court application for the remittal of this matter to GPSSBC for rehearing. The Office of the Premier is awaiting the court papers and will oppose the application.

Office of the Premier // Thelma Ngcobo

The dispute between Ms Ngcobo and the Office of the Premier is whether the appointment of Ms Ngcobo as the DDG: ISS constitutes a lawful appointment in terms of the Public Service Act and the Regulations thereto. The matter was partly heard on 07 November 2019 and will be heard again on 22 June 2020.



2.The OoP must provide the Committee with a progress report detailing the effectiveness of measures put in place to prevent non-compliance with predetermined objectives every quarter continuing up until the end of June 2020. The progress report should cover the following:Adequate system for collating, collection and reporting of performance information; and Annual performance report to ensure that reported performance is supported by accurate, complete and valid supporting documentation.

Adequate systemsThe Office of the Premier (OoP) has implemented an online reporting system called Monitoring and Evaluation Reporting Made Simple (MERMS) to manage the implementation of Annual Performance Plan (APP). The MERMS system has been effective in managing the monitoring of the APP through quarterly and annual performance reporting from 01 March 2016 to date. The MERMS system is primarily used as a tool to capture, monitor and track progress on performance information of each business unit against targets set in the Annual Performance Plan of the Office of the Premier (OoP).

Collating, collection and reporting of performance informationThe process of performance reporting on the MERMS system is three-phased which includes Directors as Submitters, Chief Directors as Verifiers of the submitted reports and Deputy Director Generals as Approvers of the verified reports. This process has since enhanced the accountability of programme managers within the Office of the Premier. Different submission timelines are provided to submitters, verifiers and approvers for purposes of meeting statutory deadlines to oversight bodies. Once the reporting process is complete, a consolidated report is produced from the MERMS system and verified against submitted portfolio of evidence and actual target set in the APP. All submissions are verified against the specifications outlined in the respective Technical Indicator Descriptors (TIDs).

Annual performance report to ensure that reported performance is supported by accurate, complete and valid supporting documentationThe Office of the Premier’s Annual Performance Report is directly informed by the data collected from the quarterly performance reports that are produced during the financial year. All produced quarterly performance reports within the OoP undergo a rigorous verification process to test the usefulness (consistency, measurability, relevance) and reliability (accuracy, validity, and completeness) of the submitted information against the portfolio of evidence. In addition, there is a review process in place conducted by the Monitoring and Evaluation Practitioners to quality assure the reported information. The process followed is similar to that of the Auditor General. Therefore, it is this procedure that informs the development of the Annual Performance Report.

3.The OoP must provide the Committee with a progress report detailing the status of all the claims that fall within the Terms of Reference of the arbitration claim process every quarter up until finalization thereof.

We received 427 claims as at March 2020.

All 427 claims were verified. Verification entails checking whether the name of the Mental Health Care User (MHCU) appears on the comprehensive list of the MHCUs who were affected by the Health Marathon Project.

Out of the 427 verified claims, 332 qualify to receive compensation. 94 claims do not fall within the Terms of Reference and, therefore, do not qualify for compensation. Out of the 332 claims that qualify, the Office of the Premier paid 266 claims. The remainder of the 66 claims are still under assessment to confirm a rightful beneficiary before payment is made.

4. The OoP must provide the Committee with a quarterly progress report detailing the status of the investigations and within 30 days upon finalization thereof.

Special Investigating Unit

The Office of the Premier (OOP) has sign a Memorandum of Understanding (“MoU”) with the Special Investigating Unit (SIU). The MoU signed between OOP and SIU encourages that secondment of personnel where a need arises for either party to dedicate a resource to the other Party. Hence, OOP has referred matters to SIU as follows:

•Five complaints from the Gauteng Provincial Government departments; and •Four projects.

It is important to also note that there is an additional complaint which was submitted by a whistleblower directly to the SIU.

The progress on these matters is as follows: One complaint has been finalised and the Office of the Premier is in the process of submitting the final report to the relevant department. All the other issues are still under the consideration of the SIU.

National Anti-Corruption Hotline

Gauteng received 2094 NACH cases from the Public Service Commission from 2005 to 29 February 2020. There are 2006 of the 2094 NACH cases received by the Gauteng Province which have been resolved. There are 88 cases that are still outstanding. The percentage of NACH cases resolved to date is 96% of the total cases.


38.13. Acknowledgements and ConclusionAs the Accounting Officer I can acknowledge with sincere pride and appreciation the work that has been done in the period under review.

Our sincere gratitude goes to the Audit Committee and the Auditor-General for their guidance and support, and for challenging us to continuously strive for excellence.

In conclusion, let me take this opportunity to thank the Premier and the Members of the Executive Council for their leadership and guidance and for holding us to high standards. Thank you also to all management and staff members in the Office of the Premier for your commitment and hard work.

-----------------------------

Phindile Baleni (Ms)

Director-General (Accounting Officer)

Office of the Premier

Gauteng

30 July 2020


REPORT OF THE AUDITOR-GENERAL TO THE GAUTENG PROVINCIAL LEGISLATURE ON VOTE NO. 1: GAUTENG OFFICE OF THE PREMIER

Report of the auditor-general to the Gauteng Provincial Legislature on vote no. 1: Gauteng Office of the Premier

Report on the audit of the financial statements

Opinion

1. I have audited the financial statements of the Gauteng Office of the Premier set out on pages 166 to 222, which comprise the appropriation statement, the statement of financial position as at 31 March 2020, the statement of financial performance, the statement of changes in net assets and the cash flow statement for the year then ended, as well as the notes to the financial statements, including a summary of significant accounting policies.

2. In my opinion, the financial statements present fairly, in all material respects, the financial position of the Gauteng Office of the Premier as at 31 March 2020, and its financial performance and cash flows for the year then ended in accordance with the Modified Cash Standards (MCS) prescribed by the National Treasury and the requirements of the Public Finance Management Act of South Africa, 1999 (Act no. 1 of 1999) (PFMA).

Basis for opinion

3. I conducted my audit in accordance with the International Standards on Auditing (ISAs). Myresponsibilities under those standards are further described in the auditor-general’s responsibilities for the audit of the financial statements section of this auditor’s report.

4. I am independent of the department in accordance with sections 290 and 291 of the Code ofethics for professional accountants and parts 1 and 3 of the International Code of Ethics for Professional Accountants (including International Independence Standards) of the International Ethics Standards Board for Accountants (IESBA codes) as well as the ethical requirements that are relevant to my audit in South Africa. I have fulfilled my other ethical responsibilities in accordance with these requirements and the IESBA codes.

5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basisfor my opinion.

Emphasis of matters

6. I draw attention to the matters below. My opinion is not modified in respect of these matters.

Underspending of the vote

7. As disclosed in the appropriation statement, the department materially underspent the budgetby R60 680 000 on programme 2 and 3.

Subsequent events

8. I draw attention to note 27 in the financial statements, which deals with events after reporting date and specifically the possible effects of the future implications of Covid-19 on the department’s future prospects, performance and cash flows. Management have also described how they plan to deal with these events and circumstances. My opinion is not modified in respect of this matter.

Responsibilities of the accounting officer for the financial statements

9. The accounting officer is responsible for the preparation and fair presentation of the financial statements in accordance with MCS and the requirements of the PFMA, and for such internal control as the accounting officer determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

10. In preparing the financial statements, the accounting officer is responsible for assessing the Gauteng Office of the Premier’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the appropriate governance structure either intends to liquidate the department or to cease operations, or has no realistic alternative but to do so.

Auditor-general’s responsibilities for the audit of the financial statements

11. My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with the ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

12. A further description of my responsibilities for the audit of the financial statements is included in the annexure to this auditor’s report.

Report on the audit of the annual performance report

Introduction and scope

13. In accordance with the Public Audit Act of South Africa 2004 (Act No. 25 of 2004) (PAA) and the general notice issued in terms thereof, I have a responsibility to report on the usefulness and reliability of the reported performance information against predetermined objectives for selected programme presented in the annual performance report. I performed procedures to identify material findings but not to gather evidence to express assurance.

14. My procedures address the usefulness and reliability of the reported performance information, which must be based on the approved performance planning documents of the department. I have not evaluated the completeness and appropriateness of the performance indicators included in the planning documents. My procedures do not examine whether the actions taken


Subsequent events

8. I draw attention to note 27 in the financial statements, which deals with events after reporting date and specifically the possible effects of the future implications of Covid-19 on the department’s future prospects, performance and cash flows. Management have also described how they plan to deal with these events and circumstances. My opinion is not modified in respect of this matter.

Responsibilities of the accounting officer for the financial statements

9. The accounting officer is responsible for the preparation and fair presentation of the financial statements in accordance with MCS and the requirements of the PFMA, and for such internal control as the accounting officer determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

10. In preparing the financial statements, the accounting officer is responsible for assessing the Gauteng Office of the Premier’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the appropriate governance structure either intends to liquidate the department or to cease operations, or has no realistic alternative but to do so.

Auditor-general’s responsibilities for the audit of the financial statements

11. My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with the ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

12. A further description of my responsibilities for the audit of the financial statements is included in the annexure to this auditor’s report.

Report on the audit of the annual performance report


13. In accordance with the Public Audit Act of South Africa 2004 (Act No. 25 of 2004) (PAA) and the general notice issued in terms thereof, I have a responsibility to report on the usefulness and reliability of the reported performance information against predetermined objectives for selected programme presented in the annual performance report. I performed procedures to identify material findings but not to gather evidence to express assurance.

14. My procedures address the usefulness and reliability of the reported performance information, which must be based on the approved performance planning documents of the department. I have not evaluated the completeness and appropriateness of the performance indicators included in the planning documents. My procedures do not examine whether the actions taken by the department enabled service delivery. My procedures also do not extend to any disclosures or assertions relating to planned performance strategies and information in respect of future periods that may be included as part of the reported performance information. Accordingly, my findings do not extend to these matters.

15. I evaluated the usefulness and reliability of the reported performance information inaccordance with the criteria developed from the performance management and reporting framework, as defined in the general notice, for the following selected programme presented in the annual performance report of the department for the year ended 31 March 2020:

Programme Pages in the annual performance report

Programme 2 – Institutional development and integrity management

44-60

16. I performed procedures to determine whether the reported performance information wasproperly presented and whether performance was consistent with the approved performanceplanning documents. I performed further procedures to determine whether the indicators andrelated targets were measurable and relevant, and assessed the reliability of the reportedperformance information to determine whether it was valid, accurate and complete.

17. I did not identify any material findings on the usefulness and reliability of the reportedperformance information for this programme:


Other matters

18. I draw attention to the matters below.

Achievement of planned targets

19. Refer to the annual performance report on page(s) 19 to 88; for information on the achievementof planned targets for the year and explanations provided for the underachievement of a number of targets.

Adjustment of material misstatements

20. I identified material misstatements in the annual performance report submitted for auditing.These material misstatements were on the reported performance information of the Institutional Development and Integrity Management programme. As management subsequently corrected the misstatements, I did not raise any material findings on the usefulness and reliability of the reported performance information.


by the department enabled service delivery. My procedures also do not extend to any disclosures or assertions relating to planned performance strategies and information in respect of future periods that may be included as part of the reported performance information. Accordingly, my findings do not extend to these matters.

15. I evaluated the usefulness and reliability of the reported performance information inaccordance with the criteria developed from the performance management and reporting framework, as defined in the general notice, for the following selected programme presented in the annual performance report of the department for the year ended 31 March 2020:

Programme Pages in the annual performance report


44-60

16. I performed procedures to determine whether the reported performance information wasproperly presented and whether performance was consistent with the approved performanceplanning documents. I performed further procedures to determine whether the indicators andrelated targets were measurable and relevant, and assessed the reliability of the reportedperformance information to determine whether it was valid, accurate and complete.

17. I did not identify any material findings on the usefulness and reliability of the reportedperformance information for this programme:


Other matters

18. I draw attention to the matters below.

Achievement of planned targets

19. Refer to the annual performance report on page(s) 19 to 88; for information on the achievementof planned targets for the year and explanations provided for the underachievement of a number of targets.

Adjustment of material misstatements

20. I identified material misstatements in the annual performance report submitted for auditing.These material misstatements were on the reported performance information of the Institutional Development and Integrity Management programme. As management subsequently corrected the misstatements, I did not raise any material findings on the usefulness and reliability of the reported performance information.

Report on the audit of compliance with legislation


21. In accordance with the PAA and the general notice issued in terms thereof, I have a responsibility to report material findings on the department’s compliance with specific matters in key legislation. I performed procedures to identify findings but not to gather evidence to express assurance.

22. I did not identify any material findings on compliance with the specific matters in key legislation set out in the general notice issued in terms of the PAA.

Other information

23. The accounting officer is responsible for the other information. The other information comprises the information included in the annual report which includes the foreword by the Premier, overview by the accounting officer and the audit committee report. The other information does not include the financial statements, the auditor’s report and that selected programme presented in the annual performance report that has been specifically reported in this auditor’s report.

24. My opinion on the financial statements and findings on the reported performance information and compliance with legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion thereon.

25. In connection with my audit, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and the selected programme presented in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

26. If, based on the work I have performed on the other information that I obtained prior to the date of this auditor’s report, I conclude that there is a material misstatement of this other information, I am required to report that fact. I have nothing to report in this regard.

27. When I do receive and read the audit committee’s report, if I conclude that there is a material misstatement therein, I am required to communicate the matter to those charged with governance and request that the other information be corrected. If the other information is not corrected, I may have to retract this auditor’s report and re-issue an amended report as appropriate. However, if it is corrected this will not be necessary.


Report on the audit of compliance with legislation


21. In accordance with the PAA and the general notice issued in terms thereof, I have a responsibility to report material findings on the department’s compliance with specific matters in key legislation. I performed procedures to identify findings but not to gather evidence to express assurance.

22. I did not identify any material findings on compliance with the specific matters in key legislation set out in the general notice issued in terms of the PAA.

Other information

23. The accounting officer is responsible for the other information. The other information comprises the information included in the annual report which includes the foreword by the Premier, overview by the accounting officer and the audit committee report. The other information does not include the financial statements, the auditor’s report and that selected programme presented in the annual performance report that has been specifically reported in this auditor’s report.

24. My opinion on the financial statements and findings on the reported performance information and compliance with legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion thereon.

25. In connection with my audit, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and the selected programme presented in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

26. If, based on the work I have performed on the other information that I obtained prior to the date of this auditor’s report, I conclude that there is a material misstatement of this other information, I am required to report that fact. I have nothing to report in this regard.

27. When I do receive and read the audit committee’s report, if I conclude that there is a material misstatement therein, I am required to communicate the matter to those charged with governance and request that the other information be corrected. If the other information is not corrected, I may have to retract this auditor’s report and re-issue an amended report as appropriate. However, if it is corrected this will not be necessary.

Internal control deficiencies

28. I considered internal control relevant to my audit of the financial statements, reported performance information and compliance with applicable legislation; however, my objective was not to express any form of assurance on it. I did not identify any significant deficiencies in internal control.

Johannesburg

30 September 2020


Annexure – Auditor-general’s responsibility for the audit

1. As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain professional scepticism throughout my audit of the financial statements, and the procedures performed on reported performance information for selected programmes and on the department’s compliance with respect to the selected subject matters.

Financial statements 2. In addition to my responsibility for the audit of the financial statements as described in this

auditor’s report, I also:

identify and assess the risks of material misstatement of the financial statements whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control

obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the department’s internal control

evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the accounting officer

conclude on the appropriateness of the accounting officer’s use of the going concern basis of accounting in the preparation of the financial statements. I also conclude, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Gauteng Office of the Premier’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify the opinion on the financial statements. My conclusions are based on the information available to me at the date of this auditor’s report. However, future events or conditions may cause a department to cease continuing as a going concern

evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

Communication with those charged with governance 3. I communicate with the accounting officer regarding, among other matters, the planned scope

and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

4. I also confirm to the accounting officer that I have complied with relevant ethical requirements regarding independence, and communicate all relationships and other matters that may reasonably be thought to have a bearing on my independence and, where applicable, related safeguards.


Annexure – Auditor-general’s responsibility for the audit

1. As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain professional scepticism throughout my audit of the financial statements, and the procedures performed on reported performance information for selected programmes and on the department’s compliance with respect to the selected subject matters.

Financial statements2. In addition to my responsibility for the audit of the financial statements as described in this auditor’s report,

I also:

• identify and assess the risks of material misstatement of the financial statements whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control

• obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the department’s internal control

• evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the accounting officer

• conclude on the appropriateness of the accounting officer’s use of the going concern basis of accounting in the preparation of the financial statements. I also conclude, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Gauteng Office of the Premier’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify the opinion on the financial statements. My conclusions are based on the information available to me at the date of this auditor’s report. However, future events or conditions may cause a department to cease continuing as a going concern

• evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

Communication with those charged with governance3. I communicate with the accounting officer regarding, among other matters, the planned scope and timing

of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

4. I also confirm to the accounting officer that I have complied with relevant ethical requirements regarding independence, and communicate all relationships and other matters that may reasonably be thought to have a bearing on my independence and, where applicable, related safeguards.

For the year ended 31 March 2020

FINAL ANNUAL FINANCIAL STATEMENTS FOR GAUTENG

OFFICE OF THE PREMIER


TABLE OF CONTENTS

Appropriation Statement 167

Notes to the Appropriation Statement 187

Statement of Financial Performance 188

Statement of Financial Position 189

Cash Flow Statement 190

Notes to the Annual Financial Statements (including Accounting policies) 191

Annexures 215


App

ropr

iatio

n pe

r pro

gram

me

2019

/20

2018

/19

Adj

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d A

ppro

pria

tion

Shift

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of F

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men

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nal

App

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l Ex

pend

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Varia

nce

Expe

nditu

re

as %

of

final

ap

prop

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l A

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Act

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nditu

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727

9 70

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294

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895

2.

Inst

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63.

Po

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298

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9 31

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2 54

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2 35

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Subt

otal

841

506

--

841

506

780

826

60 6

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839

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837

649

Stat

utor

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--

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841

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826

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841

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2019

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2018

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Fina

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Act

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App

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841

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9 90

9

APPROPRIATION STATEMENTfor the year ended 31 March 2020


App

ropr

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n pe

r eco

nom

ic c

lass

ifica

tion

2019

/20

2018

/19

Adj

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tion

Shift

ing

of F

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Vire

men

tFi

nal

App

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Varia

nce

Expe

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as %

of fi

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appr

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Fina

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Cur

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pay

men

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3 16

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(11

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521

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738

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511

237

Com

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331

291

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294

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7 63

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307

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294

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Aud

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App

ropr

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n pe

r eco

nom

ic c

lass

ifica

tion

2019

/20

2018

/19

Adj

uste

d A

ppro

pria

tion

Shift

ing

of F

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men

tFi

nal

App

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l Ex

pend

iture

Varia

nce

Expe

nditu

re

as %

of fi

nal

appr

opria

tion

Fina

l A

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Act

ual

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re

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218



1. Detail of transfers and subsidies as per Appropriation Act (after Virement):

Detail of these transactions can be viewed in the note on Transfers and subsidies, disclosure notes and Annexure 1 (A-H) to the Annual Financial Statements.

2. Detail of specifically and exclusively appropriated amounts voted (after Virement):

Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.

3. Detail on payments for financial assets

Detail of these transactions per programme can be viewed in the note on Payments for financial assets to the Annual Financial Statements.

4. Explanations of material variances from Amounts Voted (after Virement):

4.1 Per programme Final Appropriation Actual Expenditure Variance R’000 Variance as a % of Final Appropriation

Programme 1: Administration 279 827 279 709 118 -Programme 2: Institutional Development 262 360 238 568 23 792 9%Programme 3: Policy and Governance 299 319 262 549 36 770 12%Etc.

4.2 Per economic classification Final Appropriation Actual Expenditure Variance Variance as a % of Final Appropriation

R’000 R’000 R’000 R’000Current payments 521 395 463 738 58 657 11%Compensation of employees 331 294 323 656 7 638 2%Goods and services 190 101 139 082 51 019 27%Interest and rent on land

Transfers and subsidies 306 434 306 433 1 -Higher education institutions 26 042 26 042 - -Non-profit institutions 124 273 124 273 - -Households 156 119 156 118 1 -

Payments for capital assets 13 677 11 655 2022 15%Buildings and other fixed structuresMachinery and equipment 13 677 11 655 2 022 15%Payments for financial assets - - - -

Underspending in programme 2 is mainly under compensation of employees resulting from the delay in filling critical posts and few major projects that were put on hold.

Underspending in programme 3 was due to several projects that got delayed during the year under review.

4.3 Per conditional grant Final Appropriation Actual Expenditure Variance Variance as a % of Final Appropriation

R’000 R’000 R’000 R’000 Office of the Premier does not have - - - - conditional grants

NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2020


Note 2019/20 2018/19R’000 R’000

REVENUEAnnual appropriation 1 841 506 839 378Statutory appropriation 2 - 2 260Departmental revenue 3 380 479

TOTAL REVENUE 841 886 842 117

EXPENDITURE

Current expenditureCompensation of employees 4 323 656 304 183Goods and services 5 139 083 207 054Total current expenditure 462 739 511 237

Transfers and subsidiesTransfers and subsidies 6 306 433 313 126Total transfers and subsidies 306 433 313 126

Expenditure for capital assetsTangible assets 7 11 654 15 546Total expenditure for capital assets 11 654 15 546

TOTAL EXPENDITURE 780 826 839 909

SURPLUS/(DEFICIT) FOR THE YEAR 61 060 2 208

Reconciliation of Net Surplus/(Deficit) for the year

Voted funds 60 680 1 729Annual appropriation 60 059 1 729Conditional grants - -

Departmental revenue and NRF Receipts 380 479Aid assistance - -SURPLUS/(DEFICIT) FOR THE YEAR 61 060 2 208

STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2020


Note 2019/20 2018/19R’000 R’000

ASSETS

Current assets 61 305 8 032Unauthorised expenditure 8 5 920 5 920Cash and cash equivalents 9 54 316 1 860Prepayments and advances 10 41 11Receivables 11 1 028 241

TOTAL ASSETS 61 305 8 032

LIABILITIES

Current liabilities 61 239 8 022Voted funds to be surrendered to the Revenue Fund 12 60 680 7 649Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund

13 32 46

Payables 14 527 327

TOTAL LIABILITIES 61 239 8 022

NET ASSETS 66 10

Note 2019/20 2018/19R’000 R’000

Represented by:Recoverable revenue 66 10

TOTAL 66 10

Note 2019/20 2018/19R’000 R’000

Recoverable revenueOpening balance 10 21Transfers: 56 (11)

Debts recovered (included in departmental receipts) - (17)Debts raised 56 6

Closing balance 66 10

TOTAL 66 10

STATEMENT OF FINANCIAL POSITIONfor the year ended 31 March 2020


Note 2019/20 2018/19R’000 R’000

CASH FLOWS FROM OPERATING ACTIVITIESReceipts 841 886 842 117

Annual appropriated funds received 1.1 841 506 839 378Statutory appropriated funds received 2 - 2 260Departmental revenue received 3 378 479Interest received 3.3 2 -

Net (increase)/decrease in working capital (617) (5 869)Surrendered to Revenue Fund (8 043) (34 594)Current payments (462 739) (505 317)Transfers and subsidies paid (306 433) (313 126)Net cash flow available from operating activities 15 64 054 (16 789)

CASH FLOWS FROM INVESTING ACTIVITIESPayments for capital assets 7 (11 654) (15 546)Net cash flows from investing activities (11 654) (15 546)

CASH FLOWS FROM FINANCING ACTIVITIESIncrease/(decrease) in net assets 56 (11)Net cash flows from financing activities 56 (11)

Net increase/(decrease) in cash and cash equivalents 52 456 (32 346)Cash and cash equivalents at beginning of period 1 860 34 206Cash and cash equivalents at end of period 16 54 316 1 860

CASH FLOW STATEMENTfor the year ended 31 March 2020


Summary of significant accounting policies

The financial statements have been prepared in accordance with the following policies, which have been applied consistently in all material aspects, unless otherwise indicated. Management has concluded that the financial statements present fairly the department’s primary and secondary information.

The historical cost convention has been used, except where otherwise indicated. Management has used assessments and estimates in preparing the annual financial statements. These are based on the best information available at the time of preparation.

Where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the financial statements and to comply with the statutory requirements of the Public Finance Management Act (PFMA), Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the PFMA and the annual Division of Revenue Act. 1 Basis of preparation

The financial statements have been prepared in accordance with the Modified Cash Standard. 2 Going concern

The financial statements have been prepared on a going concern basis.3 Presentation currency

Amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department.

4 Rounding

Unless otherwise stated financial figures have been rounded to the nearest one thousand Rand (R’000).5 Foreign currency translation

Cash flows arising from foreign currency transactions are translated into South African Rands using the spot exchange rates prevailing at the date of payment / receipt.

6 Comparative information6.1 Prior period comparative information

Prior period comparative information has been presented in the current year’s financial statements. Where necessary figures included in the prior period financial statements have been reclassified to ensure that the format in which the information is presented is consistent with the format of the current year’s financial statements.

6.2 Current year comparison with budget

A comparison between the approved, final budget and actual amounts for each programme and economic classification is included in the appropriation statement.

7 Revenue7.1 Appropriated funds

Appropriated funds comprises of departmental allocations as well as direct charges against the revenue fund (i.e. statutory appropriation).

Appropriated funds are recognised in the statement of financial performance on the date the appropriation becomes effective. Adjustments made in terms of the adjustments budget process are recognised in the statement of financial performance on the date the adjustments become effective.

The net amount of any appropriated funds due to / from the relevant revenue fund at the reporting date is recognised as a payable / receivable in the statement of financial position.

7.2 Departmental revenue

Departmental revenue is recognised in the statement of financial performance when received and is subsequently paid into the relevant revenue fund, unless stated otherwise.

Any amount owing to the relevant revenue fund at the reporting date is recognised as a payable in the statement of financial position.

7.3 Accrued departmental revenue

Accruals in respect of departmental revenue (excluding tax revenue) are recorded in the notes to the financial statements when:

· it is probable that the economic benefits or service potential associated with the transaction will flow to the department; and

· the amount of revenue can be measured reliably.

The accrued revenue is measured at the fair value of the consideration receivable.

Accrued tax revenue (and related interest and / penalties) is measured at amounts receivable from collecting agents.

Write-offs are made according to the department’s debt write-off policy8 Expenditure8.1 Compensation of employees8.1.1 Salaries and wages

Salaries and wages are recognised in the statement of financial performance on the date of payment.

NOTES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2020


8.1.2 Social contributions

Social contributions made by the department in respect of current employees are recognised in the statement of financial performance on the date of payment.

Social contributions made by the department in respect of ex-employees are classified as transfers to households in the statement of financial performance on the date of payment.

8.2 Other expenditure

Other expenditure (such as goods and services, transfers and subsidies and payments for capital assets) is recognised in the statement of financial performance on the date of payment. The expense is classified as a capital expense if the total consideration paid is more than the capitalisation threshold.

8.3 Accruals and payables not recognised

Accruals and payables not recognised are recorded in the notes to the financial statements at cost at the reporting date.8.4 Leases8.4.1 Operating leases

Operating lease payments made during the reporting period are recognised as current expenditure in the statement of financial performance on the date of payment.

The operating lease commitments are recorded in the notes to the financial statements. 8.4.2 Finance leases

Finance lease payments made during the reporting period are recognised as capital expenditure in the statement of financial performance on the date of payment.

The finance lease commitments are recorded in the notes to the financial statements and are not apportioned between the capital and interest portions.

Finance lease assets acquired at the end of the lease term are recorded and measured at the lower of:

· cost, being the fair value of the asset; or

· the sum of the minimum lease payments made, including any payments made to acquire ownership at the end of the lease term, excluding interest.

9 Aid Assistance9.1 Aid assistance received

Aid assistance received in cash is recognised in the statement of financial performance when received. In-kind aid assistance is recorded in the notes to the financial statements on the date of receipt and is measured at fair value.

Aid assistance not spent for the intended purpose and any unutilised funds from aid assistance that are required to be refunded to the donor are recognised as a payable in the statement of financial position.

9.2 Aid assistance paid

Aid assistance paid is recognised in the statement of financial performance on the date of payment. Aid assistance payments made prior to the receipt of funds are recognised as a receivable in the statement of financial position.

10 Cash and cash equivalents

Cash and cash equivalents are stated at cost in the statement of financial position.

Bank overdrafts are shown separately on the face of the statement of financial position as a current liability.

For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.

11 Prepayments and advances

Prepayments and advances are recognised in the statement of financial position when the department receives or disburses the cash.

Prepayments and advances are initially and subsequently measured at cost.

A department may recognise a prepayment in the statement of financial performance in accordance with the Chapter on Expenditure if the prepayment is material and was budgeted for as an expense in the year which the actual prepayment was made. An arrangement for the purpose of this chapter encompasses both contractual and non-contractual arrangements.

12 Loans and receivables

Loans and receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is charged, less amounts already settled or written-off. Write-offs are made according to the department’s write-off policy.

13 Investments

Investments are recognised in the statement of financial position at cost.14 Financial assets14.1 Financial assets (not covered elsewhere)

A financial asset is recognised initially at its cost plus transaction costs that are directly attributable to the acquisition or issue of the financial asset.

At the reporting date, a department shall measure its financial assets at cost, less amounts already settled or written-off, except for recognised loans and receivables, which are measured at cost plus accrued interest, where interest is charged, less amounts already settled or written-off.



14.2 Impairment of financial assets

Where there is an indication of impairment of a financial asset, an estimation of the reduction in the recorded carrying value, to reflect the best estimate of the amount of the future economic benefits expected to be received from that asset, is recorded in the notes to the financial statements.

15 Payables

Payables recognised in the statement of financial position are recognised at cost.16 Capital Assets16.1 Immovable capital assets

Immovable assets reflected in the asset register of the department are recorded in the notes to the financial statements at cost or fair value where the cost cannot be determined reliably. Immovable assets acquired in a non-exchange transaction are recorded at fair value at the date of acquisition. Immovable assets are subsequently carried in the asset register at cost and are not currently subject to depreciation or impairment.

Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use.

Additional information on immovable assets not reflected in the assets register is provided in the notes to financial statements.

16.2 Movable capital assets

Movable capital assets are initially recorded in the notes to the financial statements at cost. Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition.

Where the cost of movable capital assets cannot be determined reliably, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1.

All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.

Movable capital assets are subsequently carried at cost and are not subject to depreciation or impairment.

Subsequent expenditure that is of a capital nature forms part of the cost of the existing asset when ready for use.16.3 Intangible assets

Intangible assets are initially recorded in the notes to the financial statements at cost. Intangible assets acquired through a non-exchange transaction are measured at fair value as at the date of acquisition.

Internally generated intangible assets are recorded in the notes to the financial statements when the department commences the development phase of the project.

Where the cost of intangible assets cannot be determined reliably, the intangible capital assets are measured at fair value and where fair value cannot be determined; the intangible assets are measured at R1.

All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.

Intangible assets are subsequently carried at cost and are not subject to depreciation or impairment.

Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use. 16.4 Project Costs: Work-in-progress

Expenditure of a capital nature is initially recognised in the statement of financial performance at cost when paid.

Amounts paid towards capital projects are separated from the amounts recognised and accumulated in work-in-progress until the underlying asset is ready for use. Once ready for use, the total accumulated payments are recorded in an asset register. Subsequent payments to complete the project are added to the capital asset in the asset register.

Where the department is not the custodian of the completed project asset, the asset is transferred to the custodian subsequent to completion.

17 Provisions and Contingents17.1 Provisions

Provisions are recorded in the notes to the financial statements when there is a present legal or constructive obligation to forfeit economic benefits as a result of events in the past and it is probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation and a reliable estimate of the obligation can be made. The provision is measured as the best estimate of the funds required to settle the present obligation at the reporting date.

17.2 Contingent liabilities

Contingent liabilities are recorded in the notes to the financial statements when there is a possible obligation that arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department or when there is a present obligation that is not recognised because it is not probable that an outflow of resources will be required to settle the obligation or the amount of the obligation cannot be measured reliably.

17.3 Contingent assets

Contingent assets are recorded in the notes to the financial statements when a possible asset arises from past events, and whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department.

17.4 Capital commitments

Capital commitments are recorded at cost in the notes to the financial statements.



18 Unauthorised expenditure

Unauthorised expenditure is recognised in the statement of financial position until such time as the expenditure is either:

· approved by Parliament or the Provincial Legislature with funding and the related funds are received; or

· approved by Parliament or the Provincial Legislature without funding and is written off against the appropriation in the statement of financial performance; or

· transferred to receivables for recovery.

Unauthorised expenditure is measured at the amount of the confirmed unauthorised expenditure.19 Fruitless and wasteful expenditure

Fruitless and wasteful expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the total value of the fruitless and or wasteful expenditure incurred.

Fruitless and wasteful expenditure is removed from the notes to the financial statements when it is resolved or transferred to receivables or written off.

Fruitless and wasteful expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently written-off as irrecoverable.

20 Irregular expenditure

Irregular expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the value of the irregular expenditure incurred unless it is impracticable to determine, in which case reasons therefore are provided in the note.

Irregular expenditure is removed from the note when it is either condoned by the relevant authority, transferred to receivables for recovery, not condoned and removed or written-off.

Irregular expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently written-off as irrecoverable.

21 Changes in accounting estimates and errors

Changes in accounting estimates are applied prospectively in accordance with MCS requirements.

Correction of errors is applied retrospectively in the period in which the error has occurred in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the error. In such cases the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable.

22 Events after the reporting date

Events after the reporting date that are classified as adjusting events have been accounted for in the financial statements. The events after the reporting date have been disclosed in the notes to the financial statements.

23 Capitalisation reserve

The capitalisation reserve comprises of financial assets and/or liabilities originating in a prior reporting period but which are recognised in the statement of financial position for the first time in the current reporting period. Amounts are recognised in the capitalisation reserves when identified in the current period and are transferred to the National/Provincial Revenue Fund when the underlying asset is disposed and the related funds are received.

24 Recoverable revenue

Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the National/Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off.

25 Related party transactions

Related party transactions within the Minister/MEC’s portfolio are recorded in the notes to the financial statements when the transaction is not at arm’s length.

The number of individuals and the full compensation of key management personnel is recorded in the notes to the financial statements.

26 Inventories

At the date of acquisition, inventories are recognised at cost in the statement of financial performance.

Where inventories are acquired as part of a non-exchange transaction, the inventories are measured at fair value as at the date of acquisition.

Inventories are subsequently measured at the lower of cost and net realisable value or where intended for distribution (or consumed in the production of goods for distribution) at no or a nominal charge, the lower of cost and current replacement value.

The cost of inventories is assigned by using the weighted average cost basis.27 Public-Private Partnerships

Public Private Partnerships are accounted for based on the nature and or the substance of the partnership. The transaction is accounted for in accordance with the relevant accounting policies.

A summary of the significant terms of the PPP agreement, the parties to the agreement, and the date of commencement thereof together with the description and nature of the concession fees received, the unitary fees paid, rights and obligations of the department are recorded in the notes to the financial statements.



28 Employee benefits

The value of each major class of employee benefit obligation (accruals, payables not recognised and provisions) is disclosed in the Employee benefits note.

29 Transfers of functions

Transfers of functions are accounted for by the acquirer by recognising or recording assets acquired and liabilities assumed at their carrying amounts at the date of transfer.

Transfers of functions are accounted for by the transferor by derecognising or removing assets and liabilities at their carrying amounts at the date of transfer.

30 Mergers

Mergers are accounted for by the combined department by recognising or recording assets acquired and liabilities assumed at their carrying amounts at the date of the merger.

Mergers are accounted for by the combining departments by derecognising or removing assets and liabilities at their carrying amounts at the date of the merger.



1. Annual Appropriation

1.1 Annual Appropriation Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for National Departments (Voted funds) and Provincial Departments:

2019/20 2018/19Final

AppropriationActual Funds

ReceivedFunds not

requested/not received

Final Appropriation

Appropriation received

Funds not requested /not

receivedR’000 R’000 R’000 R’000 R’000

Administration 265 509 265 509 - 294 975 294 975 -Institutional Development 277 248 277 248 - 262 046 262 046 -Policy and Governance 298 749 298 749 - 282 357 282 357 -Total 841 506 841 506 - 839 378 839 378 -

All the funds requested for the 2019/20 financial year were received.

2. Statutory Appropriation

2019/20 2018/19R’000 R’000

Members’ remuneration - 2 260Total - 2 260

Actual Statutory Appropriation received

During the 2019/20 financial year Office of the Premier did not receive Statutory Appropriation.

3. Departmental revenue

Note 2019/20 2018/19R’000 R’000

Sales of goods and services other than capital assets 3.1 375 406Interest, dividends and rent on land 3.2 2 -Transactions in financial assets and liabilities 3.3 3 73Total revenue collected 380 479Less: Own revenue included in appropriation 19 - -Departmental revenue collected 380 479

3.1 Sales of goods and services other than capital assetsNote 2019/20 2018/19

3 R’000 R’000Sales of goods and services produced by the department 375 406

Other sales 375 406Total 375 406

3.2 Interest, dividends and rent on land Note 2019/20 2018/19

3 R’000 R’000Interest 2 -Total 2 -

3.3 Transactions in financial assets and liabilitiesNote 2019/20 2018/19

3 R’000 R’000Other Receipts including Recoverable Revenue 3 73Total 3 73



4. Compensation of employees

4.1 Salaries and WagesNote 2019/20 2018/19

R’000 R’000Basic salary 226 083 210 959Performance award 5 887 6 138Service Based 14 686 13 852Compensative/circumstantial 3 004 2 941Other non-pensionable allowances 37 963 38 195Total 287 623 272 085

4.2 Social contributionsNote 2019/20 2018/19

R’000 R’000Employer contributionsPension 26 067 23 321Medical 9 915 8 732Bargaining council 51 45Total 36 033 32 098

Total compensation of employees 323 656 304 183

Average number of employees 566 552

5. Goods and services Note 2019/20 2018/19

R’000 R’000Administrative fees 338 497Advertising 18 885 34 789Minor assets 5.1 674 681Bursaries (employees) 2 514 1 719Catering 4 001 4 582Communication 9 013 9 550Computer services 5.2 5 921 15 413Consultants: Business and advisory services 14 731 18 753Legal services 3 666 9 904Contractors 10 301 28 566Agency and support / outsourced services 2 554 7 268Audit cost – external 5.3 4 713 2 476Fleet services 3 758 2 994Consumables 5.4 7 640 12 222Operating leases 4 637 7 069Property payments 5.5 9 037 11 443Transport provided as part of the departmental activities 5 138 3 684Travel and subsistence 5.6 4 852 6 858Venues and facilities 15 219 16 987Training and development 3 187 2 354Other operating expenditure 5.7 8 304 9 245Total 139 083 207 054



The decrease in advertising costs was due to less areas being visited by the Premier and Executive Council regarding the number of Ntirhisano public meetings resulting in the decrease in the budget on broadcast media services

The decrease on the expenditure for consultant and advisory services is due to reprioritization of the budget to accommodate Life Esidimeni project, the department needed savings to be directed to settle the Life Esidimeni claims.

The item for Agency and support / outsourced services is utilised for state funeral services. The expenditure is dependable on the number of state funerals that would take place during the financial year. There were few state funerals that took place during the year under review as compared to the prior year.

The decrease on expenditure for consumables is due to the reduced costs of the purchase of uniform for protocol officers and security officials, as well as the decrease on stationery and cartridges.

The decrease on operating lease expenditure is due to lease instalments payments made during the financial year.

The decrease on property payments expenditure is due to the reduced maintenance and repairs costs at 1 central office space.

The decrease on expenditure for travel and subsistence is because of the reduced International travel schedule for the International trips.

The decrease on venue and facilities is as a result of cost saving measures to use government owned properties for official meetings and community halls for engagements with the Community as part of Ntirhisano programme.

The increase on the amount for Audit costs is as a result of forensic investigation audit that took place during the 2019/20 financial year.

The increase on the expenditure for training and development is because of specialized OHS training programmes which were rolled out by the HR department to enhance employee safety.



5.1 Minor assetsNote 2019/20 2018/19

5 R’000 R’000Tangible assets 674 681

Buildings and other fixed structures - -Machinery and equipment 674 681Transport assets - -Specialised military assets - -

Total 674 681

5.2 Minor assetsNote 2019/20 2018/19

5 R’000 R’000Tangible assets 674 681

Buildings and other fixed structures - -Machinery and equipment 674 681Transport assets - -Specialised military assets - -

Total 674 681

5.3 Computer servicesNote 2019/20 2018/19

5 R’000 R’000

SITA computer services 3 770 10 564

External computer service providers 2 151 4 849

Total 5 921 15 413

5.3 Audit cost – External Note 2019/20 2018/19

5 R’000 R’000Regularity audits 2 812 2 002Performance audits - -Investigations 1 901 474Environmental audits - -Computer audits - -Total 4 713 2 476

The increase on the amount for Audit costs is as a result of forensic investigation audit that took place during the 2019/20 financial year.

5.4 ConsumablesNote 2019/20 2018/19

5 R’000 R’000Consumable supplies 2 731 4 258

Uniform and clothing 200 1 751Household supplies 1 519 936IT consumables 384 466Other consumables 628 1 105

Stationery, printing and office supplies 4 909 7 964Total 7 640 12 222

The decrease on expenditure for consumables is due to the reduced costs of the purchase of uniform for protocol officers and security officials, as well as the decrease on stationery and cartridges.



5.5 Property paymentsNote 2019/20 2018/20

5 R’000 R’000Municipal services 7 127 4 362Property maintenance and repairs 435 2 388Other 1 475 4 693Total 9 037 11 443

The decrease on property payments expenditure is due to the reduced maintenance and repairs costs at 1 central office space. The amount for property payments disclosed as other is for gardening services, cleaning services, laundry services and safeguard and security services.

5.6 Travel and subsistence

Note 2019/20 2018/195 R’000 R’000

Local 3 360 2 763Foreign 1 492 4 095Total 4 852 6 858

The decrease on expenditure for travel and subsistence is because of the reduced International travel schedule for the International trips.

5.7 Other operating expenditure

Note 2019/20 2018/195 R’000 R’000

Professional bodies, membership and subscription fees 122 155Resettlement costs 23 98Other 8 159 8 992Total 8 304 9 245

The amount disclosed as other is for courier services, publications services and storage costs.

6. Transfers and subsidies

2019/20 2018/19R’000 R’000

NoteHigher education institutions Annexure 1C 26 042 21 306Non-profit institutions Annexure 1F 124 273 117 410Households Annexure 1G 156 118 174 410Total 306 433 313 126

Subsequent to the arbitration award there were claims which were processed and paid, these claims are part of the potential claims which were subjected to a rigorous verification process to establish the validity of the claims. These claims were paid in line with the Life Esidimeni arbitration award ruling recommendation that was delivered by Justice Dikgang Moseneke

7. Expenditure for capital assets

Note 2019/20 2018/19R’000 R’000

Tangible assets 11 654 15 546Machinery and equipment 28 11 654 15 546

Total 11 654 15 546

7.1 Analysis of funds utilised to acquire capital assets – 2019/20

Voted funds Aid assistance TotalR’000 R’000 R’000

Tangible assets 11 654 - 11 654Machinery and equipment 11 654 - 11 654

Total 11 654 - 11 654



7.2 Analysis of funds utilised to acquire capital assets – 2018/19

Voted funds Aid assistance TotalR’000 R’000 R’000

Tangible assets 15 546 - 15 546Machinery and equipment 15 546 - 15 546

Total 15 546 - 15 546

7.3 Finance lease expenditure included in Expenditure for capital assets

Note 2019/20 2018/19R’000 R’000

Tangible assets 9 859 8 231Machinery and equipment 9 859 8 231

Total 9 859 8 231

8. Unauthorised expenditure

8.1 Reconciliation of unauthorised expenditureNote 2019/20 2018/19

R’000 R’000Opening balance 5 920 -Prior period error -As restated 5 920 -Unauthorised expenditure – discovered in current year (as restated) - 5 920Closing balance 5 920 5 920

Analysis of closing balanceUnauthorised expenditure awaiting authorisation 5 920 5 920

Total 5 920 5 920

8.2 Analysis of unauthorised expenditure awaiting authorisation per economic classification

2019/20 2018/19R’000 R’000

Transfers and subsidies 5 920 5 920Total 5 920 5 920



8.3 Analysis of unauthorised expenditure awaiting authorisation per type

2019/20 2018/19R’000 R’000

Unauthorised expenditure relating to overspending of the vote or a main division within a vote

5 920 5 920

Total 5 920 5 920

Unauthorised expenditure incurred was unforeseen and unavoidable under the Life Esidimeni project. No disciplinary steps were taken because the unauthorised expenditure incurred is as a results of Life Esidimeni claims against the Department which were paid in line with Justice Moseneke arbitration award issued on 19 March 2018. There is no evidence of negligence or misconduct that occurred in relation to the unauthorised expenditure incurred. The unauthorised expenditure has been reported both the Accounting officer and the Provincial Treasury.

The motivation to SCOPA for recommendation of the unauthorized expenditure to be condoned was submitted and as such an approval was granted on the 5 June 2020 with funding.

9. Cash and cash equivalents

Note 2019/20 2018/19R’000 R’000

Consolidated Paymaster General Account 54 296 1 840Cash on hand 20 20Total 54 316 1 860

All amount of cash and cash equivalent balances held by the department were available for use.

The increase on the amount for cash and cash equivalent is as a result of underspending of the budget during the 2019/20 financial year.

10. Prepayments and advances

Note 2019/20 2018/19R’000 R’000

Travel and subsistence 41 11Total 41 11

The prepayments and advances are the payment for the advances for international trips. Upon International trip Office of the Premier issue advance to staff members travelling and the advances get reconciled after the trip. The amount under the prepayments and advances account are for the advances that were not reconciled before the year end closure.

11. Receivables

2019/20 2018/19Current Non-current Total Current Non-current Total

Note

R’000 R’000 R’000 R’000 R’000 R’000

Claims recoverable 11.1 828 - 828 75 - 75

Recoverable expenditure 11.2 - - - 112 - 112Other receivables 11.3 200 - 200 54 - 54Total 1 028 - 1 028 241 - 241



11.1 Claims recoverable

Note 2019/20 2018/1911 and Annex 4 R’000 R’000

Provincial departments 270 75National departments 558Total 828 75

11.2 Recoverable expenditure (disallowance accounts)

Note 2019/20 2018/1911 R’000 R’000

Salary Reversal Account/Recoverable - 112Total - 112

11.3 Other receivables

Note 2019/20 2018/2911 R’000 R’000

Cell phone Debt 3 2Salary 119 43Kilometres - 4Persal 2 4Tax - 1Home loan 13 -Bursary Debt 53 -Telephone 10 -Total 200 54

12. Voted funds to be surrendered to the Revenue Fund

Note 2019/20 2018/19R’000 R’000

Opening balance 7 649 34 101Prior period error -As restated 7 649 34 101Transfer from statement of financial performance (as restated) 60 680 1 729Add: Unauthorised expenditure for current year 8 - 5 920Paid during the year (7 649) (34 101)Closing balance 60 680 7 649

13. Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund

Note 2019/20 2018/19R’000 R’000

Opening balance 46 60Prior period error -As restated 46 60Transfer from Statement of Financial Performance (as restated) 380 479Paid during the year (394) (493)Closing balance 32 46

14. Payables – current

Note 2019/20 2018/19

R’000 R’000

Other payables 14.1 527 327

Total 527 327

14.1 Other payables

Note 2019/20 2018/1914 R’000 R’000

Persal 175 99Other payables 352 228Total 527 327



15. Net cash flow available from operating activities

Note 2019/20 2018/19R’000 R’000

Net surplus/(deficit) as per Statement of Financial Performance 61 060 2 208Add back non-cash/cash movements not deemed operating activities 3 615 (18 997)

(Increase)/decrease in receivables (787) (110)(Increase)/decrease in prepayments and advances (30) 72Increase/(decrease) in payables – current 200 89Expenditure on capital assets 11 654 15 546Surrenders to Revenue Fund (8 043) (34 594)Net cash flow generated by operating activities 64 054 (16 789)

16. Reconciliation of cash and cash equivalents for cash flow purposes

Note 2019/20 2018/19R’000 R’000

Consolidated Paymaster General account 54 296 1 840Cash on hand 20 20Total 54 316 1 860

17. Contingent liabilities and contingent assets 17.1 Contingent liabilities

Note 2019/20 2018/19R’000 R’000

Liable to NatureClaims against the department Annex 3B 4 150 15 401Intergovernmental payables (unconfirmed balances) Annex 5 248 -Total 4 398 15 401

In these matters the Plaintiffs instituted actions against the Office of the Premier for an amount of R1071 264.00 and R718 477.40, for unfair labour practises. The matters are still pending and currently waiting for a trial date.

Additional amount of R2 360 000 is for Life Esidimeni claimants who have lodged their claims and the claims are still going through the verification process to determine if the claimants are legitimate and qualified to be paid.

There are also possible claims which the Department could process in future as a result of the Life Esidimeni arbitration award ruling recommendation that was delivered by Justice Dikgang Moseneke, the claims are still subjected to a rigorous process of verification. The purpose of the verification is to establish if the claims are legitimate and whether they are lodged by people who have a legal right to lodge the claims (Locus Standi). For this reason, it is not possible to commit that the Government and Office of the Premier have the liability to pay the potential claimants.

18. Capital commitments

Note 2019/20 2018/19R’000 R’000

Furniture and office equipment 46 87Computer Equipment 627 -

Total 673 87

The increase in capital commitment is due to the commitment to procure office equipment and computer equipment required.



19. Accruals and payables not recognised

19.1 Accruals2019/20 2018/19

R’000 R’000Listed by economic classification

30 Days 30+ Days Total TotalGoods and services 3 010 - 3 010 11 339Interest and rent on land - - - -Transfers and subsidies 2 990 - 2 990 141 490Capital assets - - - 411Compensation of employee - - - 36Total 6 000 - 6 000 153 276

Note 2019/20 2018/19R’000 R’000

Listed by programme levelProgramme 1 5 089 145 287Programme 2 911 6 492Programme 3 - 1 497

Total 6 000 153 276

The decrease in accruals is due to the reduced number of submission of claims for Life Esidimeni as compared to the previous financial year ending 31 March 2019. An expenditure amount of R154 800 000 for Life Esidimeni was paid in the current financial year.

19.2 Payables not recognised2019/20 2018/19

R’000 R’000Listed by economic classification

30 Days 30+ Days Total TotalGoods and services 14 800 - 14 800 2 019Transfers and subsidies 600 - 600 15 370Total 15 400 - 15 400 17 389

Note 2019/20 2018/19R’000 R’000

Listed by programme levelProgramme 1 5 187 16 576Programme 2 7 660 114Programme 3 2 553 699

Total 15 400 17 389

Note 2019/20 2018/19Included in the above totals are the following: R’000 R’000Confirmed balances with other departments Annex 5 3 643 610Confirmed balances with other government entities Annex 5 3 029 2 619Total 6 672 3 229

The amount disclosed as Transfer and subsidies under payables not recognised is for the 50% of Life Esidimeni claimants who accepted and signed the waiver agreement before or by 31 March 2020.

Out of Payables not recognised of R15 340 362.78, an amount of R 223,980.00 for sanitiser dispensers and hand sanitizers is related to Covid 19 costs. This amount was included and adjusted at the reporting date.

The amount disclosed as Transfer and subsides under Accruals is for 50% of Life Esidimeni claimants who were verified and qualified, but the agreement no signed as at 31 March 2020.

Payables not recognised in the statement of financial position are recognised at cost



20. Employee benefits

Note 2019/20 2018/19

R’000 R’000Leave entitlement 19 139 19 299Service bonus 7 911 6 704Performance awards 2 485 4 617Capped leave commitments 3 935 4 346Other 102 139Total 33 572 35 105

The amount disclosed as other is for long service awards, included in the leave entitlement with a negative amount of R188 000 and R19 000 of capped leave. The performance awards calculation is based on the current compensation of the employee.

21. Lease commitments 21.1 Operating leases

2019/20Specialised military

equipmentLand Buildings and

other fixed structures

Machinery and equipment

Total

R’000 R’000 R’000 R’000 R’000Not later than 1 year - - 111 1 197 1 308Total lease commitments - - 111 1 197 1 308

2018/19 Specialised military equipment

Land Buildings and other fixed structures


Total

R’000 R’000 R’000 R’000 R’000Not later than 1 year - - 916 520 1 436Later than 1 year and not later than 5 years - - 737 101 838Total lease commitments - - 1 653 621 2 274

The decrease on operating lease expenditure is due to lease instalments payments made during the financial year. The reduction is mainly on the instalment payments of parking on Harry Hofmeyer building. The increase on purchasing of machinery equipment did not make a significant impact on the overall lease amount.

21.2 Finance leases **

2019/20Specialised military

equipmentLand Buildings and

other fixed structures


Total

R’000 R’000 R’000 R’000 R’000Not later than 1 year - - - 9 673 9 673Later than 1 year and not later than 5 years - - - 6 587 6 587Total lease commitments - - - 16 260 16 260

2018/19 Specialised military equipment

Land Buildings and other fixed structures

Machinery and equipment Total

R’000 R’000 R’000 R’000 R’000Not later than 1 year - - - 8 683 8 683Later than 1 year and not later than 5 years - - - 10 284 10 284Total lease commitments - - - 18 967 18 967

The decrease on finance lease expenditure is due to lease instalments payments made during the financial year.

22. Accrued departmental revenue

Note 2019/20 2018/19R’000 R’000

Sales of goods and services other than capital assets - 772Total - 772



22.1 Analysis of accrued departmental revenueNote 2019/20 2018/19

R’000 R’000

Opening balance 772 772Less: amounts written-off/reversed as irrecoverable (772) -Closing balance - 772

The debt write off is pertaining to irrecoverable debts pertaining to land development appeal matters. The Gauteng Services Appeal Board and Gauteng Townships Board were mandated by the MEC responsible for Development Planning to conduct appeal hearings pertaining to appeals lodged with the respective Statutory Boards and to make recommendations to the MEC responsible for Development Planning on the land development applications, including directing one or more of the parties to the appeals to pay the expenses incurred by or on behalf of the Statutory Boards (Gauteng Provincial Government) in connection with the appeals in excess to any deposits paid in terms of the said town planning legislation. The Office of the Premier has accrued departmental revenue to the value of R 771 901.19 recognised on the Financial Statements, in relation to the land use management debt. All efforts have yielded no or minimal results and hence the recovery of funds being futile which necessitates that the debt be written off. All reasonable steps have been taken to recover the debt and the debt is irrecoverable and the Department is convinced that: -

(i) recovery of the debt would be uneconomical;

(ii) recovery would cause undue hardship to the debtor or his or her dependents; or

(iii) it would be to the advantage of the state to effect a settlement of its claim or to waive the claim.

22.2 Accrued department revenue written off

Note 2019/20 2018/19R’000 R’000

Receivables for departmental revenue 772 -

Total 772 -

The receivables for departmental revenue, arising from Land Use Management Cases was written off during 2019/20 financial year end.

23. Irregular expenditure 23.1 Reconciliation of irregular expenditure

Note 2019/20 2018/19R’000 R’000

Opening balance 5 963 -Prior period error - -As restated 5 963 -Add: Irregular expenditure – relating to prior year - -Add: Irregular expenditure – relating to current year 358 5 963Closing balance 6 321 5 963

Analysis of awaiting condonation per age classificationCurrent year 358 5 963Prior years 5 963 -Total 6 321 5 963



An irregular expenditure in the current financial year amounting to R357 895 was incurred i.e. two awards to the value of R346 510 were procured without inviting the minimum written quotations and R11 385 incurred from awarding of service provider whose tax matters were not in order at date of award. The internal review will commence immediately, and consequence management process will be implemented accordingly.

The Irregular Expenditure incurred is in relation to Africa Investment forum (AIF) which was held on the 7 - 9 November 2018. The AIF is in partnership with the Africa development Bank, as a result both parties entered into a cost sharing agreement which the bank contributes to majority of the costs of the event.

As part of the agreement the Gauteng Provincial government was responsible for hiring of vehicles from the Government fleet services(G-fleet) to transport foreign delegates attending the event and hosting of the Presidential Dinner to host delegates.

The number of vehicles required for the event increased substantially, as a result of changes in plan that the province will also need to procure fleet to transport Head of States traveling from outside of the country attending the event which made it impractical to procure from G-fleet as they didn’t have enough class of fleet to comply with the requirements of DIRCO. As a result of such changes late in the planning stage it made it impractical for the department to embark on a tender process or apply for Deviation from the Provincial Treasury. This resulted in the cost for hiring of fleet from an external fleet management company and irregular expenditure of R 3 144 448.

In addition to the above, request from an approved panel of event management companies was issued and the event management company was appointed. However, the event was changed from being provincial to national event and because of the changes in the number of delegates that attended the dinner, the costs incurred was above the 15% of the approved order. That resulted in an irregular expenditure of R1.3m

The expenditure deemed irregular was reported to the Accounting Officer, an internal investigation of the events that resulted in the irregular expenditure has been concluded and the department is awaiting Condonation from the Provincial treasury.

Irregular expenditure amounting to R827 181 is for Urban Forum event. There were additional costs incurred and as a result of that the actual invoice value was more than the anticipated approved costs. This irregular expenditure is still under internal investigation process.

Irregular expenditure amounting to R642 300 is for PME Contract, there were additional costs incurred and as a result of that the actual invoice value was more than the anticipated approved costs. This irregular expenditure is still under internal investigation process.



23.2 Details of current and prior year irregular expenditure – added current year (under determination and investigation)

Incident Disciplinary steps taken/criminal proceedings 2019/20

R’000Alleged Misconduct - Above 15% of the approved order A sanction was taken against the Official who permitted

Irregular Expenditure-

Alleged Misconduct - Above 15% of the approved order The irregular expenditure still under internal investigation process.

-

Alleged Misconduct - Expired Tax Clearance None 11

Alleged Misconduct – Procured without minimum quotations

None 347

Total 358

Investigation process for irregular expenditure of an amount of R4 493 337 is completed and the allegation of misconduct by the official was confirmed. The Accounting Officer took effective steps against the official who permitted irregular expenditure. The official received a sanction in this regard. The remaining balance of irregular expenditure for an amount of R827 181 and R 642 300 is going through internal investigation process to determine if there was any negligence or misconduct.

23.3 Details of irregular expenditure recoverable (not condoned)

Incident 2019/20

R’000None -

Total -

24. Related party transactions

Revenue received Note 2019/20 2018/19R’000 R’000

Tax revenue - -Sales of goods and services other than capital assets - -Fines, penalties and forfeits - -Interest, dividends and rent on land - -Sales of capital assets - -Transactions in financial assets and liabilities - -Transfers received - -Total - -

Payments made Note 2019/20 2018/19R’000 R’000

Goods and services - -Interest and rent on land - -Expenditure for capital assets - -Payments for financial assets - -Transfers and subsidies - -Total - -

Note 2019/20 2018/19R’000 R’000

Year end balances arising from revenue/paymentsReceivables from related parties - 75Payables to related parties - (2 729)Total - (2 654)

According to MSC, The Office of the Premier does not have any related party transactions as it does not have significant control over any other Gauteng departments and entities.



25. Key management personnel

No. of Individuals 2019/20 2018/19R’000 R’000

Political office bearers (provide detail below)Officials: 1 2 266 2 260

Level 15 to 16 12 21 852 22 604Level 14 (Incl.CFO if at lower level) 21 23 540 21 375

Total 47 658 45 839

26. Provisions

Note 2019/20 2018/19R’000 R’000

Erection of Monument as part of life esidimeni - -Life Esidimeni Claims 259 040 164 500Covid 19 24 984Total 284 034 164 500

As a result of Covid 19 related activities which the Department is mandated to perform as per the Disaster Management Act, the costs related to such include Rental of the Provincial Command Centre, Utilities, Catering and PPE of employees.

26.1 Reconciliation of movement in provisions – 2019/20

Provision 1 Provision 2 Provision 3 Total provisionsR’000 R’000 R’000 R’000

Opening balance 164 500 - 164 500Increase in provision 259 040 24 984 284 024Settlement of provision -Unused amount reversed (164 500) - (164 500)Closing balance 259 040 284 024

A monument was to be extracted per Justice Moseneke’s arbitration award issued on Life Esidimeni matter but the families of Life Esidimeni victims together with the provincial government has decided not to proceed with the erection of the monument. Both parties agreed that the type of monument which families require is a living monument as opposed to a symbol. The provincial government was therefore unable to comply with the ruling or timeframe passed by the judge and it will require more time to erect the living monument.

The additional amount for provision is for Life Esidimeni claims awaiting the court judgment to determine who is entitled to be paid. The provision is adjusted to reflect the current best estimate of R259 040 000 and reversing the prior year total provision of R164 500 000. This is to reflect additional claimants that were identified who submitted their claims to the department and the 50% of claims that were not paid before the reporting date i.e. the 50% for mental health care users (Deceased and Survivors) that were verified and qualify, who were not paid before the reporting date and their waivers have been not signed before 31 March 2020.

Reconciliation of movement in provisions – 2018/19Provision 1 Provision 2 Provision 3 Total provisions

R’000 R’000 R’000 R’000

Opening balance 100 - - 100Increase in provision - 164 500 - 164 500Unused amount reversed (100) - - (100)Closing balance - 164 500 - 164 500



27. Events after reporting date

2019/20Nature of event R’000Covid 19 related costs 31 405

Total 31 405

Adjusting events after reporting date

On the 15 March 2020, President Ramaphosa declared a national state of disaster following the World Health Organization declaring the COVID-19 outbreak a pandemic. The President on the 23 March 2020, declared a national lockdown of the country, allowing only the continued operations of essential services in order to flatten the curve of the COVID-19 infections.

The lockdown commenced from 27 March to 16 April 2020 for 21 days and was further extended to 30 April 2020. President Ramaphosa on the 23 April 2020 introduced the approach that determines the measures required on the direction of the pandemic. In this approach five corona virus alert levels were introduced in line with the risk adjusted strategy, resulting in the lockdown being reduced to level four effective from 1 May 2020. announced

As Gauteng, the Province established a Provincial Command Council comprising all provincial government departments, municipalities and other key stakeholders has been established with the aim of managing the operations of the COVID-19. It includes the Project Management Office (PMO) to oversee, assist and manage the functions of the Operation Centre and report to the Provincial COVID-19 Command Centre governed by the DMA (Disaster Management Act), The Office of the Premier, in consultation with the Gauteng department of Health, has drawn up a full specification of the governance structure that is needed, which covers extensive health streams including Intelligence and Risk Management, Provincial Communications, Provincial Infrastructure and Security.

As a result of the establishment of the Provincial Command centre, there were as such cost implications that the Office of the Premier were deemed to incur for the foreseeable future. The Department is expected to deliver on the following in order to respond to its Mandate to deal with the COVI-19 pandemic under the Disaster Management Act;

- Additional capacity for Hotline to deal with increase inbound calls and multi interactive channels to cover COVID-19 and food parcels related issues, this was to capacitate the Department of Social Department, and as such transport was required for the employees

- Rental of the Provincial Command Centre at the EDCON Retail Academy

- Employment of EHWP personnel to assist in all GPG Departments with screening and counselling of staff

- PPE for employees in the department (i.e Cloth and surgical masks, sanitizers)

- Cleaning and Disinfection of buildings and G-cars

The Provincial Treasury also issued a Circular 3 of 2019/20 on the 31 March 2020 to provide for the Centralization of PPE procurement of PPE items from the Department of Health.

Covid19 related costs are thus adjusting, even though to a certain extend it is impractical to predict the magnitude of the virus. The forecasted costs included is for the next 6 months and it might change due to information which may become available and have a direct impact on our mandate as the Office of the Premier towards COVID-19 pandemic.

The MEC of Finance tabled special adjustment budget in July 2020 to make provision for COVID-19 and as result the department’s 2020/21 main budget baseline allocation was reduced by R17.5 million from R859.4 million to R841.9 million. The budget reprioritisation has been done and the department identified a total of R46.4 million from the main appropriation to provide for the COVID-19 expenditure. R17.5 million identified from goods and services has been surrendered back to the Provincial Treasury to make provision for departments that are at the frontline of the response to the pandemic. R28.9 million has been reprioritised within and between programmes to cater for COVID-19 expenditure.

28. Movable Tangible Capital Assets

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020

Opening balance Value adjustments Additions Disposals Closing BalanceR’000 R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 49 203 - 1 500 2 470 48 232Computer equipment 28 689 - 834 1 098 28 424Furniture and office equipment 13 228 - 284 1 318 12 194Other machinery and equipment 7 286 - 382 54 7 614

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 49 203 - 1 500 2 470 48 232



Movable Tangible Capital Assets under investigation

Number Value R’000

Included in the above total of the movable tangible capital assets per the asset register are assets that are under investigation:Machinery and equipment 28 712

28.1 Additions

ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020Cash Non-cash (Capital Work in

Progress current costs and finance lease payments)

Received current, not paid

(Paid current year, received prior year)

Total

R’000 R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 11 655 114 (9 859) (410) 1 500Transport assets 9 859 - (9 859) - -Computer equipment 1 244 - - (410) 834Furniture and office equipment 177 107 - - 284Other machinery and equipment 375 7 - - 382

TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS

11 655 114 (9 859) (410) 1 500

28.2 Disposals

DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020Sold for cash Non-cash

disposalTotal disposals Cash Received

ActualR’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT - 2 470 2 470 -Computer equipment - 1 098 1 098 -Furniture and office equipment - 1 318 1 318 -Other machinery and equipment - 54 54 -

TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS - 2 470 2 470 -

28.3 Movement for 2018/19 MOVEMENT IN TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2019

Opening balance

Prior period error

Additions Disposals Closing Balance

R’000 R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 43 421 - 7 683 (1 901) 49 203Computer equipment 25 246 - 4 943 (1 500) 28 689Furniture and office equipment 11 769 - 1 583 (124) 13 228Other machinery and equipment 6 406 - 1 157 (277) 7 286

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 43 421 - 7 683 (1 901) 49 203



28.4 Minor assets MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2020

Specialised military assets

Intangible assets

Heritage assets Machinery and equipment

Biological assets

Total

R’000 R’000 R’000 R’000 R’000 R’000

Opening balance - - - 10 832 - 10 832Additions - - - 1 581 - 1 581Disposals - - - 748 - 748TOTAL MINOR ASSETS - - - 11 665 - 11 665


Intangible assets


Biological assets

Total

Number of minor assets at cost

- - - 5 762 - 5 762

TOTAL NUMBER OF MINOR ASSETS - - - 5 762 - 5 762

Minor Capital Assets under investigationNumber Value

R’000Included in the above total of the minor capital assets per the asset register are assets that are under investigation:Machinery and equipment 16 42

MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2019


Intangible assets

Heritage assets


Biological assets

Total

R’000 R’000 R’000 R’000 R’000 R’000

Opening balance - - - 10 555 - 10 555Additions - - - 723 - 723Disposals - - - (446) - (446)TOTAL MINOR ASSETS

- - - 10 832 - 10 832


Intangible assets

Heritage assets


Biological assets

Total


- - - 5 762 - 5 762

TOTAL NUMBER OF MINOR ASSETS

- - - 5 762 - 5 762


Intangible assets


Biological assets

Total


- - - 5 762 - 5 762

TOTAL NUMBER OF MINOR ASSETS - - - 5 762 - 5 762

28.4 Movable assets written off MOVABLE ASSETS WRITTEN OFF FOR THE YEAR ENDED AS AT 31 MARCH 2019


Intangible assets


Biological assets

Total

R’000 R’000 R’000 R’000 R’000 R’000

Assets written off - - - 2 347 - 2 347TOTAL MOVABLE ASSETS WRITTEN OFF - - - 2 347 - 2 347



29 Intangible Capital Assets MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020

Opening balance Value adjustments Additions Disposals Closing BalanceR’000 R’000 R’000 R’000 R’000

SOFTWARE 155 - - - 155

TOTAL INTANGIBLE CAPITAL ASSETS 155 - - - 155

29.1 Movement for 2018/19

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2019Opening balance Prior period error Additions Disposals Closing Balance

R’000 R’000 R’000 R’000 R’000

SOFTWARE 155 - - - 155

TOTAL INTANGIBLE CAPITAL ASSETS 155 - - - 155



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30 Simmonds Street, JohannesburgPrivate Bag X61, Marshalltown, 2107Tel: +27 11 355 6000 | Fax: +27 11 834 9177www.gauteng.gov.za Hotline: 08600 11000

PR181/2020ISBN: 978-0-621-48541-7

office of the premier REPUBLIC OF SOUTH AFRICA

GAUteNG proviNce

OFFICE OF THE PREMIER

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