Office of the Premier Annual Report 2009-2010 - Gauteng Online

4SECTION ONEGENERALINFORMATION

GENERAL INFORMATION1.1 Submission of the Annual Report to the Executive AuthorityAs the Accounting Officer from October 2009 until the present, it gives me great pleasure to present to the Premier of Gauteng,Ms Nomvula Mokonyane, the Annual Report for the financial period of 2009/10.MARGARET-ANN DIEDRICKSACTING DIRECTOR GENERALOFFICE OF THE PREMIERGAUTENGNOMVULA MOKONYANEPREMIEROFFICE OF THE PREMIERGAUTENG5

Foreword by the PremierThe 2009/10 financial year was a transition year, connectingthe end of the previous term of our government and the startof the current term.During this period the primary focus of government wascompletion of the 2004–2009 programme of action andpreparing for the new term of government. As 2009 also markedthe end of the first fifteen years of freedom and democracy inSouth Africa, it was necessary to review the whole period to seehow the Gauteng Provincial Government had performed andhow the policies and programmes that it had implemented overthe period had impacted on the lives of the people.The 15-year review revealed that we have made remarkableprogress towards the vision of a better life for all. We have madegreat strides in creating conditions for a faster growing economythat creates jobs; in fighting poverty and building safe, secureand sustainable communities; in developing healthy, skilled andproductive people; in deepening democracy and realising theconstitutional rights of the people; and in building an effectiveand caring government. The review also pointed to some areasof weakness and to challenges relating to the organisationalstructure of government and long term planning.Addressing these challenges and weaknesses required reviewingthe configuration of political portfolios and departments, publicentities and departmental agencies, strengthening the capacityof the Office of the Premier as the political nerve centre ofgovernment, and creating the capacity for long term planning.Most of this work was completed during the tenure of PremierPaul Mashatile, and I think credit is due to him for his visionaryand strategic leadership.At the beginning of our term of office we announced the newlyreconfigured political portfolios and started the reconfigurationof departments and public entities. We have completed thereorganisation of departments and appointed senior managementpersonnel to lead the departments. The reconfiguration has laida solid structural foundation and created an environment forthe government to deliver on its developmental mandate. Thereconfigured Gauteng Government will transform the Gautengpublic service towards a more performance oriented, outcomesdriven and people focused public service.The review of public entities has been completed and has led tothe consolidation of all the existing entities in the Department ofEconomic Development into three entities to improve efficiency,and remove duplication and overlapping of functions. The Officeof the Premier has been strengthened to enable it to play itsrole as the political nerve centre providing strategic leadershipto the rest of government and ensuring that the entire GautengProvincial Government remains focused on implementing theprogramme of action.We have renewed the cabinet system to ensure that the ExecutiveCouncil drives strategy and policy formulation as well asimplementation of the programme of action. We have translatedthe mandate that we received from the people into clear strategicpriorities that will guide the government programme of actionfor the next five years. The government’s programme of actionhas been developed within the context of an outcomes-basedperformance management approach, which has been adoptedas a tool for improving government performance. The outcomesare:• Quality basic education• A long and healthy life for all South Africans• Decent employment through inclusive economic growth• All people in South Africa being and feeling safe• Vibrant, equitable and sustainable rural communities contributingtowards food security• Sustainable human settlements and improved quality ofhousehold lifeNOMVULA MOKONYANEGAUTENG PREMIER7

• A responsive, accountable, efficient and effective local government system• An efficient, effective and development oriented public service and an empowered, fair andinclusive citizenship.At the start of our term of office we had to deal with serious cash flow challenges created by avariety of factors including poor financial management and spending pressures associated withthe end of a term of office. Our intervention ensured that government continues to function anddischarge its responsibilities including paying service providers on time. As part of the interventionwe launched Operation Bhadala which revealed serious problems in procurement and paymentsystems. We have introduced strict measures to improve financial management and controls andwe have already seen great improvements in the past few months. These improvements are evidentin the Auditor General’s report on the financial statements of departments and public entities.Despite the problems and challenges that faced us in the transition period, through team work wehave been able to overcome the problems and work together towards a new vision for Gauteng – aGauteng that is working better and faster.NOMVULA MOKONYANEPREMIEROFFICE OF THE PREMIERGAUTENG8

Introduction by the Acting Director GeneralThe 2009/10 financial year was one of marked change, both in theinstitutional landscape of the Gauteng Provincial Government (GPG)and in the priorities, programmes and projects initiated as the newterm of office began in May 2009. Premier Nomvula Mokonyaneushered in a new era of government, characterised by the catchword “kuyasheshwa” and in keeping with this ethos, the entireprovincial government, the Office of the Premier included, initiatedmajor alignment, reconfiguration and cost saving measures.1.3.1 OverviewAs the political nerve centre of government, the Office of the Premierhas played a significant role in facilitating the changes requiredto meet the challenges of the new mandate. With the focus ofgovernment on the following key areas, a great deal of work wentinto ensuring that all departmental plans and budgets were alignedto support these priorities:• Quality basic education• A long and healthy life for all South Africans• All people in South Africa being and feeling safe• Decent employment through inclusive economic growth• Vibrant, equitable, sustainable rural communities contributingtowards food security for all• Sustainable human settlements and improved quality ofhousehold life• A responsive, accountable, effective and efficient localgovernment system.In addition, through a major institutional review process, all GPGdepartments initiated organisational reviews to ensure optimumefficiency in the resourcing of departmental mandates. In particular,a number of portfolios were merged and others split as follows:• The Departments of Health and Social Development merged tobecome the Department of Health and Social Development• The Departments of Local Government and Housing merged toform the Department of Local Government and Housing• The Gauteng Treasury and the Gauteng Shared Service Centremerged to become the Department of Finance• The Department of Public Works, Roads and Transport split toform the Department of Roads and Transport and the Departmentof Infrastructure Development.1.3.2 Outputs and OutcomesBased on the fifteen-year review conducted at both national andprovincial levels, the Office of the Premier embraced a range ofnew mandates and increased resources to some existing ones.Critical to the process of embedding the new mandates at all levelsin the province has been the process of reviewing cabinet systemsto ensure that effective policy and decision-making processessupport the Premier and her Executive Council (EXCO) at the centreof government. Improving centralised planning was also a majorfocus in 2009/10 with the establishment of the Gauteng PlanningCommission (GPC), the drafting of the Medium Term StrategicFramework (MTSF) for the province, and the development of theIntergovernmental Programme of Action for 2009/10, which givespractical expression to the MTSF.A wide range of strategies have also been reviewed in the 2009/10financial year, with the Office of the Premier supporting criticalprocesses such as the development of the Gauteng Employment,Growth and Development Strategy (GEGDS) and also taking thelead in a range of areas including:• The development of an international relations framework for theprovince• The drafting of a new intergovernmental relations framework• The revision of the Gauteng Anti-Corruption and Ethics Strategy• The development of new policy to support targeted groupsincluding women, youth, people with disabilities and a newfocus area – military veterans.The Office of the Premier has continued to ensure that communicationwith the people of Gauteng remains high on the agenda with theregular publication of a range of media products to inform citizensMARGARET-ANN DIEDRICKSACTING DIRECTOR GENERAL9

Authority Monitor MechanismPremierDirector General andProgramme ManagersChief OperatingOfficer and ProgrammeManagersof the new mandates, the annual publication of the directory ofGPG services and regular updating of the GPG portal. The izimbizocampaign and economic opportunity roadshows have continued tobe critical avenues for face-to-face interactions with the public andmechanisms have been implemented to improve the documentationand tracking of issues raised. In addition, plans for the creation ofa public liaison hotline for the province, which consolidates a rangeof similar services across provincial and local government wereapproved. This ushered in the development of a new integratedservice delivery mechanism for the entire province.Improving performance monitoring was a critical focus in the2009/10 financial year, and the result has been a clean audit ofperformance information. In the year under review, the Office of thePremier approved strategic planning and performance informationmanagement policies, and also overhauled management structuresto improve performance reporting. Performance is managedthrough monthly reporting meetings and quarterly review sessionsas follows:Premier and the Gauteng ProvincialLegislaturePremierDirector General• Annual performance plan and the budget• Quarterly reports to the Legislature• Annual report to the legislature• Quarterly reports to the Gauteng Department ofFinance• Quarterly performance reviews• Monthly performance reports• Quarterly review reports1.3.3 Expenditure ReviewIn the 2009/10 financial year the Office of the Premier received anadjusted budget allocation of R 217 538 million, the bulk of whichcomprised compensation of employees in keeping with the natureof policy, research, facilitation and support work done by the Office.The Office spent approximately 98% of this allocation. The primaryreason for under-expenditure has been a delay in implementingcapital projects and slight under-expenditure in the goods andservices budgets.1.3.4 Organisational Transformation and DevelopmentIn 2008, under the leadership of former Premier Paul Mashatileand former Director General Mallele Petje, an organisationalreview process was initiated to ensure that the capacity of theOffice could meet the anticipated demands of the new mandate.This process continued in the 2009/10 financial year, therebyensuring alignment with the broader reconfiguration process ofthe GPG. A new organisational structure has been developed, andwill be implemented in a phased manner over the Medium TermExpenditure Framework (MTEF).A critical focal point of organisational development and associatedprocesses has been the establishment of the Gauteng PlanningCommission (GPC), the appointment of the Commissioner, MrIgnatius Jacobs, the Head of Planning, Mr Sibusiso Xaba andthe Head of Monitoring and Evaluation, Ms Benedicta Monama.The Office has improved its leadership capacity through theappointment of a Chief Operating Officer, who is currently also theacting Director General since the departure of the former DirectorGeneral in October 2009.1.3.5 ChallengesCritical challenges faced by the Office of the Premier in the 2009/10financial year included:• Reconfiguring the Office of the Premier and the broader GautengProvincial Government to align resources and skills with the newmandate and managing the ongoing change processes• Fiscal constraints and cost cutting measures• Improving financial and performance reporting to improve onregularity audit outcomes10

2.3.4 Overview of the Service Delivery EnvironmentBased on the Manifesto, the GPG has adopted the followingstrategic priorities for the five-year term from 2009-2014:• Creating decent work and building a growing, inclusive economy.• Promoting quality education and skills development.• Providing better health care for all• Stimulating rural development and food security.• Intensifying the fight against crime and corruption.• Building cohesive and sustainable communities.• Strengthening the developmental state and good governance.In this context, the Office of the Premier has a key role to play insupporting the effective assertion of the political authority of thePremier and the EXCOM as the centre of government in Gautengin driving the implementation of the electoral mandate. It is thusimperative that the Office of the Premier, in support of the Premierin her political, constitutional and executive role, strengthens its roleas a political nerve centre to ensure effective oversight, monitoringand evaluation in relation to the implementation of government’sprogramme and priorities in Gauteng. The Office must also undertakecentralised planning for the province as a whole and ensure effectivework in relation to policy, research, communication, governmentrelations and the forging of partnerships to achieve a common vision.The Premier has indicated that the new term of office must becharacterised by renewal in everything that we do. This must beembedded across government and demonstrated by civil servantsin their work as they respond to and implement the new electoralmandate. In this new term, civil servants must be able to act speedily(“kuyasheshwa”) and be more responsive to the needs of the public.Another key consideration is the need to cut back on unnecessaryexpenditure in the context of the recession and a decline in publicrevenue, and ensure that resources reach the point of service deliveryin communities and that they have maximum impact.Given the changes in mandate and strategic posture highlightedabove, the Office of the Premier embarked on a reprioritisationexercise to align programmes and activities to the new priorities andalso to make resources available for new areas of work.The primary aim of the reprioritisation process for the Office was to:• Support the assertion of the political authority of the Premier andEXCO at the centre of government• Strengthen the centre to drive the implementation of the electoralmandate and strategic priorities• Play a key role in relation to planning, overseeing, driving,coordinating, monitoring and initiating corrective action inrelation to the electoral mandate, the short, medium and longtermstrategic priorities and the annual POA• Play a key role in building the developmental state.In addition, the reprioritisation was informed by the followingprinciples:• Commitment to building and participating in a caring andresponsive public service• Increased focus on accountability and transparency• Commitment to utilising public resources for the benefit of thepublic and not for corrupt purposes, including in the conduct ofprocurement• Reviewing key policies and strategies to respond to new prioritiesand to improve implementation• Improving government systems, eliminating inefficiencies andduplication, and “doing more with less”.The process has resulted in the Office of the Premier focusing on:• Centralised planning including short, medium and long-rangeplanning through the GPC• Monitoring and evaluating government performance throughthe GPC• EXCO renewal and the cabinet communication system• Strengthening government relations and partnerships• The service delivery renewal programme• Integrated programmes on vulnerable and targeted groupsincluding women, people with disabilities, youth and militaryveterans• Driving key public and community campaigns linked to priorities.The reprioritisation process also informed the realignment of theOffice’s budget through the shifting of funds from Gauteng CityRegion (GCR) projects, the Premier’s Service Excellence Award projectand branding and marketing into the following areas:• The Gauteng Planning Commission18

• The Public Liaison Hotline• Military veterans and• Other priorities outlined in the POA for 2009/10.2.3.5 Overview of the Organisational EnvironmentThe figure below outlines the current structure of the Office of the Premier:19

Margaret-AnnDiedricksActingDirectorGeneralSifiso MkhizeChiefFinancialOfficerThele MoemaPremier’sSpecialAdvisor:PoliticsZukiswa NcunyaneChief Director:HumanResourcesColin De VosDirector:Security and RiskManagementSthenjwa NgcoboDirector:PerformanceMonitoring andEvaluationThabo MasebeDeputy DirectorGeneral:GovernmentCommunicationand InformationServicesMatsie SeritsaneDirector:EconomicSector PolicyKanki MazibukoDirector:TransversalHumanResourcesGeert KuitChief Director:State LawAdviceMphahleNkadimengDirector:Socio-EconomicIntelligenceCollin PitsoChief of Staff:Premier’s PrivateOfficeAnnetteGresselDeputy DirectorGeneral:Policy andGovernanceGirishMaganDirector: ITHennie MalanDirector:Financial andManagementAccountingNatasha MolefeActing Director:Internal HumanResourcesPatrickNetshandamaDirector:GovernanceWilson MphetsoDirector:Supply ChainManagementAmbassadorThembi MajolaDeputy DirectorGeneral: IntergovernmentalRelations andPartnershipsKhanyisaNevhutaluDirector:Service DeliveryNikelwaTengimfeneDirector:DevelopmentCommunicationand PublicLiaisonSipho MokoenaDirector:Strategy andMedia LiaisonIsrael MogaleDirector:CorporateCommunicationServicesIsabella LetlhakeDirector:AdministrationMasabataMutlanengDeputy DirectorGeneral: SpecialProgrammesSaras NaidooDirector:Marketingand BrandingGautengMonica NewtonChief Director:Strategic andOperationalServicesShirley MisserDirector: StateLaw AdviceRamoshidiRamogayaneDirector: SocialSectorMmemme MakaneDirector: SpecialProgrammesAviva ManqoDeputy DirectorGeneral:Public LiaisonNaline NaickerDirector: ChangeManagementMarie-LouiseMoodieChief Director:CabinetServicesDumisani ZuluPremier’sSpokesperson20

The objectives of each branch are as follows:Programme Units ObjectivePolicy and GovernanceBranch• Chief Directorate Provincial Policy and Research• Chief Directorate Legal Services• Directorate Governance• Directorate Service Delivery• Directorate Socio-Economic Intelligence• Directorate Economic Sector Policy & DirectorateSocial Sector Policy• Sub-Directorate Cabinet Secretariat Services• Strategically manage the development of provincial policies and research• Manage legal services• Ensure co-ordination of the Premier’s Inter-governmental forum, advice andplanning on provincial international relations• Ensure the institutionalisation of ethics and service delivery programmes inthe province• Ensure the institutionalisation of ethics and service delivery programmes inthe province• Provide timeous and relevant socio-economic intelligence to supportplanning, monitoring and evaluation• Ensure the provision of analytical and research support, advice and strategicsupport on social and economic matters• Manage the provision of executive secretariat services.Institutional SupportServices Branch• Chief Directorate Human Resource Services• Chief Directorate Financial Services (CFO)• Chief Directorate Strategy and Operational Support• Directorate Security and Risk Management• Private Offices of the Premier and Director General• Provide internal and strategic transversal HR services• Manage the financial resources of the Office of the Premier• Manage the rendering of strategic services within the Department• Manage the rendering of security and risk management services• Executive support to the Premier and Director General.GovernmentCommunication andInformation Branch (GCIS)• Directorate Corporate Communication Services• Directorate Strategy and Media LiaisonServicesDirectorate: Development communication• Directorate: Branding and Marketing• Manage, co-ordinate and monitor corporate communications• Manage strategic and media liaison services• Manage development communication and public information services• Develop, implement and monitor the branding and marketing of GautengThe new mandate has placed new demands on the Office of the Premier and an organisationalreview process was begun to ensure alignment of strategies and resources to these priorities. Thereconfiguration of the structure of the Office is guided by the principles contained in the manifestoand the renewal perspective. Not only must the new structure eliminate inefficiencies, it must alsodemonstrate a marked improvement (i.e. renewal) in the service delivery mechanisms of the Officewith a focus on:• Building on existing foundations to realise Vision 2055• Ensuring efficient service delivery• Improving monitoring and evaluation• Alignment with the reconfiguration of the GPG and the review of agencies• Renewal of the cabinet system• Renewal of the intergovernmental relations system.21

2.3.6 Overview of Policy Developments for 2009/10A range of high level strategic functions emanating from the new mandate have been incorporatedas follows:MandateRationaleCentralised planning: strategic The Manifesto and the review of government performance highlight the need for improved centralised planning to achieve theand spatialobjectives outlined in the new mandateMonitoring and evaluation Improved monitoring and evaluation is highlighted in the 15 year review and the manifesto as critical to ensuring effectiveservice delivery and improved governance. By locating the function as a central component of the GPC/Cabinet Office thenecessary resources and capacity, aligned to strategic functions will be createdStronger cabinet supportThe impetus to locate the Premier and EXCO at the centre of government will require a greater focus on support services toEXCO to ensure that strategic leadership and decision making is facilitated.Improved policy research and Strengthened governance and monitoring and evaluation are premised on the need for high level strategic research and policyadviceadvice. Following on from the previous structure, this aspect continues to be emphasised.Intergovernmental relations The mandate focuses on a range of issues relating to stakeholder relations. These include the renewal of the intergovernmentalrelations system, focused izimbizo around a range of issues, developing social compacts with key sectors, improving co-operativegovernance and strengthening international relations. Creating a dedicated focus on this area of work will ensure that thenecessary resources are available to build and sustain partnerships at all levels.Coordination of service delivery At the heart of the mandate is a commitment to service delivery renewal. This aspect will receive focus through the GPC and therenewalincreased attention paid to stakeholder relations.Anti-corruptionThe renewal mandate requires a greater focus on state accountability and transparency. Locating this function within the office ofthe most senior civil servant will raise the profile of the programme and ensure that it is given priority.Social compact with stakeholders Improving relations between government and its stakeholders at all levels is a key priority, and increased participation of theincluding public sector unions public in oversight is a critical focus. Making this a dedicated focus of one branch of government ensures that it will be a priorityand that it will be assured of the capacity and resources to fulfil the mandate. Labour relations will be located within the Office ofthe DG to ensure that this aspect is given leadership at the highest level.In line with a decision of Cabinet in January 2010, the Gauteng Provincial Government has adoptedan outcomes-based approach to service delivery in the province. In February 2010, the ExtendedEXCO Lekgotla agreed on a range of provincial outputs that incorporate the key strategic postureand priorities of the province and align to the national outcomes.The Premier has identified champions to coordinate and facilitate government programmessupporting targeted groups. The Office has seconded staff to the relevant departments to support thefollowing champions:Targeted GroupWomen and people with disabilitiesYouthMilitary VeteransMECMEC MahlanguMEC MazibukoMEC Moerane22

2.3.7 Departmental Revenue and ExpenditureCollection of Revenue2006/07 ActualR’0002007/08 ActualR’0002008/09 ActualR’0002009/10 TargetR’0002009/10 ActualR’000% deviation from targetR’000Interest, dividends and rent on land 69 48 23 42 13 69(Specify)Sale of Goods and Services otherthan capital assets34 27 30 49 34 30.6Transactions in financial assets and155 128 39 540 726 34.4liabilitiesTOTAL DEPARTMENTAL RECEIPTS 258 203 92 631 773 22.5Departmental ExpenditureProgrammes Voted for 2009/10R’000Roll-overs &adjustmentsR’000VirementR’000Total VotedR’000Actual ExpenditureR’000Variance%Programme 1 38572 6554 8670 53796 54552 -1.4Programme 2 88073 -5100 -8860 74113 65387 11.7Programme 3 81339 8100 190 89629 93046 -3.8TOTAL 207984 9554 217538 212985 2.09Transfer PaymentsName of InstitutionAmount TransferredR’000Estimate ExpenditureR’000Global City Region Observatory (GCRO) 8800 8800Conditional Grants and earmarked fundsNot applicable.Capital InvestmentThe Office of the Premier does not invest substantially in its own capital projects. The Departmentof Infrastructure Development acts as an implementation agency for all departmental capital worksbudgets.MaintenanceAll lifts in the premises occupied by the Office of the Premier have been upgraded in the periodunder review by the Department of Infrastructure Development. Maintenance services continued to23

e facilitated by the Office of the Premier but were carried out bycontractors of the Department of Infrastructure Development.Asset ManagementThe department does not own any fixed property, as all land andbuildings currently occupied by the department are owned bygovernment and administered by the DID. All assets have beenfair valued as required by the Standards of Generally RecognisedAccounting Practices (GRAP) and the fixed asset register has beenupdated accordingly. These valuations were performed in terms ofthe International Financial Reporting Standards (IFRS) accountingstatements, which prescribe the methodology that must be adheredto. No assets were disposed of in the year under review.Standard procurement processes in line with broader frameworksare in place to ensure transparency and equity in the developmentand awarding of tenders that are managed in collaboration withthe Gauteng Department of Finance, Shared Services Division.In the year under review, an audit of information technologyhardware was conducted and a three-year obsolescence modeladopted to inform the procurement of information technologyhardware. This has resulted in significant cost efficiencies withregard to hardware procurement.24

New picSECTION THREEPERFORMANCE PROGRAMME26

Programme Performance3.1 Summary of ProgrammesThere are three programmes that comprise the Office of the Premier:Programme 1Programme 2Programme 3Administration comprises the Premier’s Support Office, the Office for Executive Council Support, the Office of the Director General,Financial Management and Security, and Risk Management. The programme is responsible for the overall strategic management of theprovince and supporting the Premier, EXCO and the Director General in fulfilling their statutory and political responsibilities.This programme comprises Strategic Human Resources, Legal Services and Government Communication and Information Services(GCIS). These services promote effective government communication with high levels of public participation, awareness and access togovernment information and positive perceptions of government. They provide human resource management and auxiliary servicessupport to the Office of the Premier and strategic transversal support on human resources management to the GPG and strategic legaland advisory support to the Premier and EXCO.This programme supports the Premier and EXCO with policy advice, planning, monitoring and evaluation as well as appropriatecoordination of transversal issues and capacity building within GPG departments.3.2 Programme 1: AdministrationThe programme is responsible for the overall strategic management of the province and forsupporting the Premier, Executive Council and the Director General in fulfilling their statutory andpolitical responsibilities. Administration comprises the Premier’s Support Office, the Office of theDirector General and the Chief Operating Officer, Financial Management and Security and RiskManagement.3.2.1 Sub-Programmes: Premier’s Support and Director GeneralPurposeTo provide timeous and effective strategic, operational and administrative support to the administrativeand political principals.Measurable objectiveIn 2009/10 the sub-programmes aimed to:• Monitor and evaluate the implementation, performance and impact of the policies and programmesof the Office of the Premier• Coordinate organisational planning• Prepare and submit a Service Delivery Improvement Plan (SDIP) and Annual Citizen’s Report• Coordinate special projects in identified areas.27

Service delivery objectives and indicatorsGiven the adoption of the new mandate after April 2009 theOffice of the Premier revised the Annual Performance Plan (APP).In addition, an APP for 2010/11 was prepared and submitted tothe Gauteng Department of Finance. Quarterly reports have alsobeen submitted regularly to the Gauteng Department of Financeand the Gauteng Provincial Legislature.To improve performance information management and reportingin the Office of the Premier a new system was implemented toensure that reporting aligns to the new APP and that regularreviews take place to assess performance. In addition, a strategicplanning policy was approved to improve future planning andbudgeting processes.SDIPs are required in terms of the Public Service Regulations of2001 in support of the Batho Pele principles. The Office of thePremier, in accordance with Department of Public Service andAdministration (DPSA) requirements, submitted a three year SDIPand reported on the previous year’s SDIP through an AnnualCitizen’s Report.Through the Chief Operating Officer, appointed in September2009, a range of special projects were identified which requireddirect oversight by the Office of the Premier. These projects include:• Operation Bhadala, which was implemented to fast trackoutstanding payments to service providers across the GPG. Theproject was successfully concluded in the year under review.• The contracts working group was established to ensure thatthere is a consistent approach to contract management in theprovince. The process is ongoing.• Under the leadership of MEC Creecy, and in collaboration withother units within the Office of the Premier and various GPGdepartments, the sub-sub- programme played a role in theorganisation of the official provincial funeral for the late strugglehero Curtis Nkondo in December 2009.• The implementation of the Presidential Hotline necessitatedengagements with representatives from local government acrossthe province to ensure that the process was understood andimplemented across Gauteng.• A report consolidating the audit outcomes across allgovernment departments and agencies was prepared includingrecommendations on future actions.• A concept document for the G-Link project was prepared.28

Service delivery achievementsOutputsOutput performance measures/serviceActual Performance Against TargetReasons for Major Variancesdelivery indicatorsTargetActualSubmission of statutory 100% of planning100% 100% No variance as target achievedplanning documentation documentation submittedMonthly and quarterly Executive Holding of monthly and 5 monthly reports5 monthly reportsNo variance as target achievedManagement Team (EMT)meetings heldquarterly EMT meetings 2 quarterly reports1 annual report2 quarterly reports1 annual reportSpecial project reports Special projects reported on 6 6 No variance as target achievedSDIP and Annual Citizen’sReport submittedTimeous submission of SDIPand Annual Citizen’s Report2 2 No variance as target achieved3.2.2 Sub-Programme : Financial ManagementPurposeTo ensure effective and efficient systems of financial, supply chain management and risk managementin the Office of the Premier in accordance with legislative requirements.Measurable objectiveThe objectives of the Sub-Programme are to:• Maintain effective, efficient and transparent systems of financial management• Ensure effective financial risk management and internal control• Manage supply chain management (SCM) in a fair, equitable, transparent, cost effective andcompetitive manner.Service delivery objectives and indicatorsIn 2009/10 the unit improved on making payments to service providers within 30 days with avariance of 1.8% relating to commitments and accruals at year end and under spending of R4million. In respect of supply chain management activities, 93% of the broader GPG BBBEE targetswere attained. The table below summarises BBBEE procurement for the year under review:BBBEE Target Group GPG Target OOP Spend 2009/10 % of Total SpendWomen 15% R 16,519,751 18.93%Youth 5% R 12,330,000 14.13%People with Disabilities 5% R 560,308 0.64%HDIs 70% R47,772,533 54.75%29

The implementation of the approved Risk Management Plan, Fraud Prevention Plan, updated riskregister and the mitigating of risks in 2009/10 will enhance the efforts of the office to adhere to thegovernment’s priority to “intensify the fight against crime and corruption” going forward to 2010/11and following years.Service delivery achievementsOutputsOutput performance measures/serviceActual Performance Against TargetReasons for Major Variancesdelivery indicatorsTargetActualMaintenance of an effective, Unqualified audit opinion Unqualified audit opinion Unqualified clean audit. No variance as target achievedefficient and transparent system Settle all contractual obligations 100% payment to service 98.2% off target attained 1.8% variance due toof financial management and pay all money owingwithin 30 days or as perproviders within 30 dayscommitments and accruals atyear endagreementTimely submission and accurate Reports submitted punctually Target attainedNo variance as target achievedreporting on a monthly basis both monthly and quarterlyEffective financial riskmanagement and internalcontrolApproved risk managementplan and risks mitigatedApproved risk managementplan and risks mitigatedThe risk management strategyhas been approved and a newrisk profile has been developedNo variance as target achievedUpdated risk registerApproved fraud preventionplanThe global risk register hasbeen updatedThe fraud prevention plan hasbeen approved during thequarterNo variance as target achievedNo variance as target achievedTo manage SCM in a fair,equitable, transparent, costeffective and competitivemannerProcurement targets to bedetermined in line with GPGBBBEE strategyReconciled asset ledger accountto asset registerBBBEE targets to be attained 93% off target attained 7% variance mainly due to thelack of strict implementationof the various categories,however difficulties havebeen experienced in souringcompanies owned by peoplewith disabilitiesMonthly reconciliation of asset 100% of target attained No variance as target achievedledger account to the assetregister30

3.2.3 Sub-Programme : Security Risk ManagementPurposeThe primary aim of the directorate is to facilitate, coordinateand monitor security within the GPG, as well as to render andadminister the overall security functions of the Office. This involvesensuring the optimal management and provision of appropriatesecurity services to ensure the protection of government’s people,assets and information.• Rendering of security risk management and services to theOffice, GPG and EXCO to ensure a safe and secure environmentfor GPG• Ensure a safe and secure working environment in the Officeof the Premier and the GPG and provide strategic security riskmanagement services for the GPG• Compliance with minimum information security standards (MISS)in GPG is achieved by conducting MISS awareness training,implementing physical security measures, developing policiesand operating procedures, conducting disaster planning andmonitoring and facilitating the same throughout the GPG• Monitoring and protection of state assets in the Office and theGPG are achieved by applying access control and guardingservices and monitoring incidents from a centralised securitycontrol room• The safety of the executive is ensured by events planning andmonitoring and securing the residences of the Premier andmembers of the Executive• Ensuring incident free major GPG events and rendering escortduties for the President, Deputy President, Premier, and theExecutive and delegations of foreign VIPs visiting the GPG• Maintaining and upgrading security systems.Measurable objectiveReduction of security incidents, breaches and a safe and secureenvironment in GPG.Service delivery objectives and indicatorsRendering security services in the GPG is essential in order to supportand provide a secure environment for the implementation of theelectoral mandate. The emphasis of the programme is on improvingthe delivery of security risk management services to the GPG.Information security is critical to effective governance and physicalsafety is a fundamental provision in the Constitution. Complianceto the MISS is therefore initiated and monitored by renderingawareness programmes to GPG staff. Occupational Health andSafety (OHS) compliance is ensured by disaster planning, whichincludes the implementation of minimum safety requirements,emergency signage, the appointment of emergency marshals andthe development of emergency evacuation plans. A process tosubject all Senior Management Service (SMS) members in the GPGto security vetting was initiated in October 2009 with MISS awarenesssessions for all staff. The vetting process is comprehensive, involvingthe National Intelligence Agency and with very detailed and specificinformation requirements from the individuals being vetted. Whilesome progress was made in this regard, the reconfiguration processand the intense involvement of some departments in the preparationsfor the 2010 FIFA World Cup contributed to delays in submissions.A further element is the development of a skills base for securityrisk management and ensuring compliance with governmentsecurity priorities. These initiatives include the implementation ofthe standardised security policy for GPG including uniform securitymeasures and standards at all GPG sites (including guarding services,access control measures and procedures and security training).The monitoring and tracking of security incidents by the CentralSecurity Control Room and the appropriate deployment of a GPGJoint Security Response Unit to incidents forms an integral part of thestrategy. These activities exceed the target due to the fact that incidentsat Head Office and from GPG departments all over Gauteng arereported to the Central Security Control Room and channelled fromthere to the relevant response units.Security Risk Management and Services is responsible for ensuring asafe and secure working environment for the Office of the Premierand coordinates the provision of security services for the GPG. Thedirectorate provides leadership in strategic security risk managementand services for the GPG. Compliance with security requirementsenhances the safety of the government’s people, assets andinformation and contributes to the safety and security of Gauteng’scitizens.31

Service delivery achievementsService delivery improvement plans were implemented in relation to:• Compliance of MISS in GPG is achieved by conducting MISS awareness training, implementingphysical security measures, developing policies and operating procedures, conducting disasterplanning and monitoring and facilitating the same throughout the GPG.• Monitoring and protection of state assets in the Office of the Premier and the GPG is achieved byapplying access control and guarding services and monitoring incidents from the Central SecurityControl Room.• The safety of the executive is ensured by events planning and monitoring and by securing theresidences of the Premier and the Executive.• Ensuring incident-free major GPG events and rendering escort duties for the President, DeputyPresident, Premier, and the Executive and visiting VIP foreign delegations to GPG.• Maintaining and upgrading security systems.OutputsEstablish Electronic SecurityIncident Monitoring andTracking SystemImplementation of MISS /Information security RegulationsOutput performance measures/serviceActual Performance Against TargetReasons for Major Variancesdelivery indicatorsTargetActualAll security incidents recorded All Head Office GPG sites IImplemented in all Head No variance as target achievedOffice GPG sitesCompliance to MISSstipulations100% in all GPG HO Sites Partially Achieved Awareness sessions werearranged for OoP and all stafftargetedIT Policies developed by theGSSC IT Security unit havebeen implemented and ITawareness sessions conductedthroughout the GPG. In theOffice it formed part of theMISS awareness trainingprogrammeThe Security Managers ForumSub-Committee: MISS forGPG - the planning of MISSawareness sessions for theprivate office staff of theExecutive and HODsOther groups will be prioritisedand targeted during theremainder of 2010-11.32

OutputsOutput performance measures/servicedelivery indicatorsActual Performance Against TargetTargetActualReasons for Major VariancesEstablishment of MISS vettingunitVetting of all seniormanagement service (SMS) &priority targetsVetting of all SMS & PriorityTargetsAll SMS targeted for vetting, butonly partially achievedA range of submissions arebeing processed. Completetarget by May 2010.Manage effective guarding Reduction in security incidents,

Organisational DevelopmentOrganisational Development has drafted a wide range of policiesto support improved human resource development practice acrossthe Gauteng Provincial Government, including:• Abscondment policy• Employment Equity policy• Succession and Retention policy.Collective BargainingIn the year under review a range of frameworks to guide activitieswere developed and their implementation monitored including:• Labour Relations for the reconfiguration of GPG departments(Resolution 1 of 2010).• Financial disclosures and conflict of interest.• The GPG reconfiguration process was a prioritised initiativeand it required intensive engagement with organised labourin the sector leading to the establishment of departmentalchange management teams involving labour representatives.Departments submitted draft organisational structures andhuman resource plans.Employment EquityTo ensure representivity and support transformation in the publicservice, the GPG has set equity targets, however, there arechallenges being experienced in meeting these targets:• The GPG would like to achieve the target of 50% women in SMSpositions as opposed to the actual performance of 34%• An improvement is also planned in the appointment of peoplewith disabilities from the current 1.2% to reach the target of 2%.DPSA InitiativesA critical role of Transversal Strategic Human Resources is thecoordination and facilitation of activities and programmesemanating from the DPSA. These projects and programmesinclude:• Development of the HR Plan• Facilitation of SMS Contracts• Reports on Disciplinary enquiries in the GPG• The implementation of the HR Connect project• Development of the SMS Competency Framework• Implementation of the Policy and Procedure on Incapacity Leaveand Ill-Health Retirement (PILIR).35

Service delivery objectives and indicatorsOutputsOutput performance measures/servicedelivery indicatorsImplementation of the GPG Reconfigured departments inReconfiguration framework alignment with new mandateActual Performance Against TargetTargetActualMost departments havereported progress on thisobjective. 31 March was set asa target date for finalizationAll reconfigured GPGdepts had completed theirorganisational designs and HRplans by the 31 March 2010deadlineReasons for Major VariancesNo variance as targetachieved.Implementation and coordinationof DPSA projectsImproved compliance withDPSA projectsImplementation of PILIRInterviews have been heldwith pre-approved HRMs andrecom-mendations have beensent to the ADG to approveimplementation of PILIR underthe decentralised modelMost projects are ongoingand are implemented andcoordinated on behalf ofthe DPSA without any majorimpediments.Competency Assessment forSMSPartial participation by SMSmembersPoor participation incompetency assessments.Finalisation of SMSperformance contractsFinalised for 2008/2009 and2009/2010, some departmentshave not been finalisedLack of compliance bydepartments.Finalization of the integratedGPG HR PlanApproved Integrated HR planfor the GPG submitted to DPSAThe Integrated GPG HR Planwas to be finalized by the 31March 2010An extension was requestedfrom the DPSA as somedepartments had not finalisedtheir HR plans due toreconfiguration processesAn extension was requested tocomply with this obligation by30 June 2010 as some GPGdepartments were unable tocomply with the 31 March2010 deadline as their HoDshad not signed off the neworganisational structure.Roll out of the SAS projectSAS Business Intelligenceproject rolled out to targetedGPG DepartmentsImplementation of the SASprojectNo progressThe process has been put inabeyance due to ongoingreprioritisation processes in theGDF: GSSC.Improved compliance withresolutionsImproved compliance withresolutionsTo ensure compliance with allresolutions of the Chamber,namely, the CCPGP, thePSCBC and the GPSSBCSeveral resolutions thathave been reached atthese chambers have beenimplemented and there iscontinuous monitoringNo variance as targetachieved.36

OutputsCreate an environ-mentthat supports the attraction,retention and develop-ment ofappropriate skills for the GPGOutput performance measures/servicedelivery indicatorsPercentage of required humanresource management policyframework in place for theGPGExistence of Integrated HumanResource Development Strategyfor the GPGActual Performance Against TargetReasons for Major VariancesTargetActual90% of GPG departments haveHRM policy framework in placeSeveral HRM policies andstrategies have been developedand most of them are stillin a draft form and will beimplemented as soon as theyhave been adopted by theHoD Forum , the relevant subcommitteesand ExCo.The process of reviewingpolicies will be done along sidethe reconfiguration of the GPGdepartments.Strategy in place Strategy drafted Delayed by reconfigurationprocesses.3.3.1.2 Sub-Sub Programme: Internal Human ResourcesPurposeProviding efficient and effective Corporate Services related toInternal human resource management and administration.Measurable objectiveEnhancing corporate services to support delivery on core mandatesby:• Intensifying the learnership and internship programme• Developing standard operating procedures (SOPs)• Finalising the internal HR plan• Fighting against crime through 100% compliance with financialdisclosures and regulations as outlined in the Public ServiceRegulations (PSR)• Aligning HR processes to the reconfiguration project (placingand matching, writing job descriptions, job evaluation, skillsaudit, etc.)• Improving better healthcare for Office of the Premier employeesthrough the implementation and facilitation of the EmployeeHealth and Wellness and Programme (EWP)• Continuous engagement on organisational development (OD)processes which include SAP Human Capital ManagementHCM/SAP system implementation, development of HR policiesand strategies, including culture change and general changemanagement• Developing and implementing strategies that improveemployment equity (EE) internally.Service delivery objectives and indicatorsThe Internal Human Resources unit comprises two sub-subprogrammes, namely, Human Resources Management andEmployee Relations. In the year under review the policy environmentin the Office was strengthened by:• Identifying policies for review and policy gaps• Developing and consulting on a Draft Succession Plan and anInduction Programme.In compliance with the relevant legislation, the following planshave been drafted:• An Employment Equity Plan was drafted and a consultativeforum was established.• A report on employment equity was provided to the Departmentof Labour. The Office of the Premier has achieved the following:--People with Disability = 2% (target met)--Women at SMS level = 48% (target not met)The Office continues to implement its Employee Health andWellness Programme and also training and development tosupport all staff. In this regard 34 bursaries were awarded toqualifying staff members, of whom 68% were women and 59%were young people. Training and development opportunities werefacilitated for 156 staff members, of whom 19% were youth and46% were women.37

Service delivery achievements:OutputsOutput performance measures/serviceActual Performance Against TargetReasons for Major Variancesdelivery indicatorsTargetActualImproved succession andretentionReduce turnover due toresignation by 35%Reduce turnover by 35% Not achieved. High turnover in managementpositions in this unit resulting ina leadership gap.Submission of the Workplace WSP and Training Plan 100% 100%No variance as target achievedSkills Plan (WSP) and AnnualTraining ReportimplementedAchievedImplementation of Internship/Learnership ProgrammeA minimum of 5% of totalstaff establishment should beachieved16 12 Internship programmeplaced on hold due to wasput on hold due to the reconfigurationprocess in theOffice of the Premier.Standard Operating Procedures Approved SOPS 100% Not achieved Delayed by the late approvaldevelopedof the Provincial StandardOperating Procedures project.Meeting EE targets as perEE Plan submitted to theDepartment of Labour (DOL)Meeting targets in line with theSkills Development Act100% 2% target for employment ofpeople with disabilities wasachieved48% employment of womanMoratorium placed on fillingof vacant posts due to thereconfiguration process in theOffice of the Premier.in SMS positions, 2% short ofprovincial target of 50%Implementation of the 100% implementation of the 100% 100% No variance as target achieved.Employee Wellness Programmein the Office of the PremierHIV/AIDS PlanProvide HRM support to theOffice of the PremierDegree of compliance with theHRM policy framework100% compliance with thepublic service HRM policyframework91 % Compliance with PublicService HRM Policy Framework8 Policies are under reviewHigh turnover in managementpositions in this unit resulting ina leadership gap.38

3.3.2 Sub-Programme: Information and CommunicationTechnologyPurposeTo enhance corporate services to support delivery on core mandatesby enhancing productivity and efficiencies through informationtechnology, institutional knowledge and facilities management.Measurable objective:The IT and e-Governance sub-programme in 2009/10 aimed to:• Manage information and communications technologyinfrastructure and systems in the Office of the Premier andupgrade identified infrastructure• Manage buildings and other fixed structures• Implement business continuity and disaster recovery processes• Save on telecommunications costs in the Office of the Premier• Reconfigure office space to ensure adequate accommodationfor all staff• Manage records in accordance with the National Archives andRecords Service of South Africa Act, 1996 (Act No 43 of 1996)as amended.Service delivery objectives and indicators:Information technology is provided by the Sub-Sub-Programmewithin the Office as well as through offsite services provided bythe GSSC Branch within the Gauteng Department of Finance.The rendering of information technology services in the Office isessentially to support the user base with a reliable IT infrastructureand support services for the implementation of the electoralmandate. To this end the Sub-Sub Programme provides technicalsupport for hardware related problems as well as assistance withsoftware applications. To support this process the directorateacquired and implemented a call centre management tool toassist with logging and monitoring of IT technical incidents.To ensure that all hardware is at optimum functionality in the yearunder review an audit of IT hardware was conducted to ascertainits functionality and to advise on replacement. This process isintended to recommend bulk procurement of IT hardware as acost saving measure. Similarly an application was installed toassist with the auditing of software applications on users’ profiles.This process is aimed at reducing license costs and usage ofunauthorised software. To further support the drive for cost savingsin the Office of the Premier, a least cost routing system is beingimplemented to support cost containment measures related totelecommunications. This system facilitates telephone calls fromlandline to cellular telephone at significantly reduced costs. Toimprove the functionality of reception services and to providethe necessary backup system, a second switchboard has beeninstalled.In ensuring that the Office performs optimally the directorate hasembarked on a local area network (LAN) upgrade. The projecthas been scoped for the duration of three years and commencedin the 2009/10 financial year. The first phase of the project washampered by the possible relocation of the Office of the Premierto alternate premises. In June 2009 the relocation processes wascancelled and the project was revived. To date two floors havebeen upgraded, facilitating significantly faster LAN connections forstaff on these floors.Business continuity planning is critical in an organisation to ensurethat critical business processes are able to continue in the eventof small service disruptions such as individual hardware loss or inthe case of a disaster such as a fire which could destroy offices,equipment etc. Given budget constraints in the 2009/10 financialyear, the Office of the Premier developed internal capacity to draftthe business continuity plan. In January 2009, 19 officials from allprogrammes attended a training session. Subsequently a BusinessContinuity Framework for the Office has been drafted which putsin place strategies to engage with business continuity in a holisticand integrated manner.The Office of the Premier maintains a registry in terms of the ArchivesAct of 1996. The registry is a critical component of knowledgemanagement processes. As part of a larger provincial initiative,the digitisation of critical archival material has been initiated. Inthe 2009/10 financial year all human resource files have beendigitised to improve archiving efficiencies and to allow for disasterrecovery. The closing of the Gauteng Youth Commission (GYC) in2009 led to the integration of the staff and other resources intothe Office of the Premier. All material from the GYC has beenarchived within the registry system and the staff accommodated byreconfiguring existing office space.39

In collaboration with the Department of Infrastructure Development, the Office has upgraded the liftsat No. 30 Simmonds Street. Initially it was anticipated that only one lift would be upgraded, howeverduring the period under review three lifts were upgraded.OutputsExistence of Master SystemsPlanICT policy environmentupdatedICT disaster recovery plan(DRP)Compliance with InformationSecurity StandardsCost savings through ITmanagementBusiness continuityImproving productivity throughLAN UpgradeOutput performance measures/serviceActual Performance Against TargetReasons for Major Variancesdelivery indicatorsTargetActualMaster Systems Plan complete 1 1 No variance as target achieved.80% of IT policies developedand up-to-dateICT disaster recovery plancompleteLevel of compliance withinformation security standardsAnnual decrease in IT costs inthe OOPExistence of approved BusinessContinuity Plan (BCP)First 3 phases completed inEast wing80% 50% Transversal policies are thedomain of the GDF-GSSC andare updated in conjunctionwith CIOs of all departments.Only the provincial ICT SecurityPolicy was updated in theperiod under review. Thisindicator was not included inthe revised APP for 2009/10.1 0 Due to the possible relocationof the Office the DRP wasput on hold until relocation,however relocation wascancelled in late 2009. Thisaspect is currently incorporatedinto the Business ContinuityFramework.95% 95% No variance as target achieved.10% year on year cost 10% year on year cost No variance as target achieved.reductionreductionBCP approved BCP Framework approved. No variance as target achieved.Implementation of LAN Only one phase completed (2 Project commenced late due toupgrade in 10 phases. First floors)possible relocation of the OOP.2 phases (East wing) to becompleted in 2009/1040

OutputsOutput performance measures/serviceActual Performance Against TargetReasons for Major Variancesdelivery indicatorsTargetActualUpgrading of lifts Certification of lifts for usage One lift to be completed 4 lifts have been completed The initial plan was todecommission individual liftsand upgrade one at a time.However, a decision wastaken to decommission lifts inpairs which would allow theservice provider to upgradesimultaneously; therefore 4 liftswere completed in the periodunder review.Management of the spatialrequirements of the OOPReconfigure existing officesand convert to open planworkstationsImproving telecom-municationby upgrading Private AutomaticBranch Exchange (PABX)Finalisation of new buildingplan80% finalisation of the plan 80% of plan finalised The plan to relocate the OOPwas cancelled in mid-2009as such plans were drafted tocompletion but not signed off.80% success in coordinating All current OOP staff have AchievedNo variance as target achieved.office movementsserviced work stationsUpgraded PABX system PABX upgraded Second switchboard procured No variance as target achieved.and installedImplementation of the LeastCost Routing (LCR) to cuttelephone costs.Records management incompliance with NationalArchivesTelephone costs reduced by43% annually100% Implementation ofRecords management policyand system.Costs reduced by 43% LCR Implemented No variance as target achieved.100% implementtation 100% of records received have No variance as target achieved.been archived in accordancewith National Archivesrequirements3.3.3 Sub-Programme: Legal ServicesPurpose:To provide strategic legal support to the Premier and the Executive Council to ensure that the Officeof the Premier excels in fulfilling its mandate.Measurable objective• Certification of legislation (Bills, Regulations, Proclamations and Notices)• Provide legislative drafting support and certification service to EXCO and the Leader of GovernmentBusiness (LGB)• Support in identifying and preparing departmental legislative proposals41

• Enhanced legislative drafting capacity• Definitive legal advice and opinions furnished• Strategic legal support provided• All legal opinions requested adequately responded to• Enhanced compliance• Vetting of all types of agreements• All litigation against the GPG attended to• Continuous communication with departments on legal issues.Service delivery objectives and indicatorsThe Chief Directorate: Legal Services provides strategic legalsupport to the Gauteng Provincial Government. This includescoordinating and compiling the legislative agenda, analysing andmonitoring the quality of legislative submissions to EXCO andcertifying legislation (primary and subordinate) before tablingin the Legislature. Support is also provided to the Leader ofGovernment Business, EXCO and the Legislature to facilitate theintroduction and passage of legislation. The Chief Directorate isfurther responsible for providing qualitative and definitive legaladvice and opinions to the Executive, Heads of Department(HODs) and departments, and for managing litigation against thePremier. An integral part of the vetting of agreements is to ensurethat the agreements advance the interests and objectives of theprovince. A great deal of emphasis is also placed on promotingand ensuring the implementation of constitutionally mandatedpieces of legislation such as the Promotion of Access to InformationAct, 2000 (Act No. 2 of 2000) and the Promotion of AdministrativeJustice Act, 2000 (Act No. 3 of 2000). The Chief Directorate isresponsible for the monitoring of litigation in the GPG.Effective LegislationIn order to foster uniformity and certainty in the legislative processthe Chief Directorate has introduced a process map called the“Path to Legislation”. The purpose of the Path to Legislation isto provide clear guidelines on the process to be followed whendrafting legislation and it emphasises the clear distinction betweenthe policy cycle and drafting of Bills. During the current reportingperiod the EXCO system was reviewed as part of the era ofrenewal in Gauteng. This revision requires amendments to thePath to Legislation to ensure alignment with the revised system.The amendment of the Path to Legislation will be addressed in thenext reporting period.The reporting period coincided with an election year. As inprevious election years, not many Bills, other than money Billswere adopted by the Legislature during the reporting period. Thiscreated an ideal opportunity for the Executive to call for legislativeproposals in order to plan for and prioritise proposed legislationfor the legislative years 2010, 2011 and beyond. EXCO approvedthe legislative programme for 2010 on 27 January 2010.The State Law Advisors draft in plain English ensures that the rightsand obligations stipulated in legislation are easy to understand.The following Bills and subordinate legislation were certified in thereporting period:42

Bills Regulations Notices ProclamationsProvincial Adjustment Appropriation Gauteng Liquor AmendmentBill, 2009Regulations, 2009Provincial Appropriation Bill, 2009. Eighth Amendment of Road TrafficRegulations 2009Provincial Adjustment Appropriation Hospitals Ordinance (14/1958):Bill, 2010Amendment: Regulations and Tariffsrelating to Ambulances, 2009Provincial Appropriation Bill, 2010. Hospitals Ordinance (14/1958):Amendment: Regulations: Classificationof and Fees Payable by Patients atProvincial Hospitals, 2009Gauteng Youth Commission Repeal Bill, Hospitals Ordinance (14/1958):2009Hospital Mortuary AmendmentRegulations, 2009.Gauteng Liquor AmendmentRegulations, 2010- for regulating thetrading hours for the World CupNotice for the determination of Postoffices as Motor Vehicle RegisteringAuthorities.Gauteng Liquor Act, 2003 (Act No.2of 2003) extension notice for theconversion period of licenses issuedin terms of the Liquor Act, 1989 to alicense under the Gauteng Liquor Act,2003.Correction Notice for Determination ofSalaries of Public Office Bearers.General Notice for Determination ofAdditional Post Offices.Withdrawal Notice for determination oflicense mark and license number platessystem.Commencement of Gauteng YouthCommission Repeal Act, Proclamation.The Traditional Leadership and Governance Bill and the Gauteng Inclusionary Housing Bill are inthe process of pre-certification. The responses of the Department of Local Government and Housingon issues raised regarding these Bills are awaited. Bills will be certified in the next reporting period.The determination of Post Offices as motor vehicle Licensing Authorities is a welcome innovation thatserves to enhance service delivery.Litigation MonitoringThe review of the electronic Litigation Management System has been completed in the Province.Departments are currently uploading information on litigious matters. The system will be able togenerate a number of report including:• Department specific reports and comprehensive GPG report• Progress reports• Reports on the number of civil, constitutional, contractual, criminal, damages, environmental,fraud, labour, land management, medical, and vehicle accident cases.43

It is anticipated that through the analysis of the reports litigationtrends in the Province will be established thus informing the courseof action that needs to be pursued to ameliorate areas that arecommon cause for litigation thereby reducing litigation costs.Legal Advice and OpinionsDuring the course of this financial year the Chief Directorateprovided legal advice and opinions on a wide spectrum of issues.The issues ranged from Local Government issues pertaining tothe validity of transfers of councillors from one municipal districtto another, and the competency to assign functions delegated toMembers of the Executive Council by National Government. Otheradvice included issues pertaining to the development of a foodbank, remuneration issues regarding special advisors, repaymentof bursaries, copyright issues and access to information issues.Service Level AgreementsAn integral part of vetting agreements is ensuring that theyadvance the Gauteng City Region objectives of the GPG, that theyare legally sound, comply with existing policies and protect theinterests of the Office of the Premier. Agreements ranging fromdeveloping a 2014 strategy and reviewing the alignment of GPGdepartments to branding Gauteng, employment contracts fortemporary staff, and a telecom and plant maintenance monitoringand evaluation framework were vetted.Training and Advocacy IssuesThe Legal Forum in the Province is becoming an effective networkfor deliberating on legal issues. It is serving as an integral platformfor discussing new legal issues and developments affecting theProvince. Attendance of forum meetings by heads of legal unitswithin departments requires attention to ensure that discussionsremain of strategic importance. Some pertinent issues discussedwere the Nyathi judgment, contract management, the ConsumerProtection Act, Regulatory Impact Assessment and the PersonalInformation Bill and its implications for access to information.Training on the Promotion of Administrative Justice Act, 2000(Act No. 3 of 2000) and the Promotion of Access to InformationAct, 2000 (Act No. 2 of 2000) are ongoing. All departments areaware of the compliance requirements. The Office has publishedan Access to information Manual and submitted its reports to theSouth African Human Rights Commission and the Departmentof Justice in terms of section 32 and section 15 of the two Actsrespectively.44

Service delivery achievements:OutputsOutput performance measures/servicedelivery indicatorsDevelopment andProgramme in placeImplementation of an effectiveannual legislative programmeStrategic legal advice andsupport offered to the Premier,EXCO and Departments whenrequired.Quality of legislativesubmissions to EXCO analyzedwhen required.Legislation (Bills andsubordinate legislation) certifiedwhen required and beforetabling in the Legislature.Strategic and technicallegal support providedwhen required to theGovernance & Legislation(G & L) Subcommittee andLGB in relation to the Pathto Legislation, proposedprovincial legislation, proposednational legislation impactingon the Province and supportto provincial structures of theNational Council of Provinces(NCOP).Actual Performance Against TargetReasons for Major VariancesTargetActualLegislative programme for Programme approved by EXCO No variance as target achieved.2009/10 developed by on 27 January 2010.November 2009.Strategic Legal Advice and 100%No variance as target achieved.support offered to the Premier, Legal Advice and supportEXCO and departments when providedrequiredQuality of Legislative100% as required. No variance as target achieved.submissions to EXCO analysedwhen requiredLegislation (Bills and100% legislation certified. No variance as target achieved.subordinate legislation) certifiedwhen required and beforetabling in the Legislature.Strategic and technical legal 100% as required. No variance as target achieved.support provided when requiredto the G & L Subcommitteeand LGB in relation to thePath to Legislation, proposedprovincial legislation, proposednational legislation impactingon the Province and support toprovincial structures of NCOP.45

OutputsEnsure that legislation iseffective, user friendly andcomplies with the Constitutionand laws of the Republic ofSouth Africa.Provide qualitative anddefinitive legal advice andopinions to the OOP andGPG on questions of law andinterpretation of legislation.Output performance measures/servicedelivery indicatorsIssue a certificate ofConstitutional complianceand effectiveness within 60working days of final receipt oflegislative instrumentCommittee amendments areconstitutionally compliant.Cabinet memos Legallycompliant and accurate.Amendments adopted byLegisco (now G & L Subcommittee)and EXCO areconstitutionally compliant.Citizens aware of legislationwithin 5 days of assent byPremierComprehensive legislativeproposalsFacilitation of annual legislativedrafting courseWell-researched and motivatedlegal advice and opinionsfurnished within 15 workingdays of receipt of requestEXCO briefed on developmentsin law within one month of theirexistenceActual Performance Against TargetReasons for Major VariancesTargetActual100% of certificates ofcompliance issued within timeframe100%Constitutionally compliant90% of memosScrutinised.100% Constitutionallycompliant100% of certificates of No variance as target achieved.compliance issued within timeframe0% No Committee amendmentsreceived.30% of memo’s scrutinised Variance attributed toImplementation of the newe-cabinet system and theappointment of sub-committeeco-ordinators for the differentsub-committees of EXCO. Onlymemos of the G & L Subcommitteescrutinised as it is theonly sub-committee that the StateLaw Advisers attend.0% No committee amendmentswere received.100% within time frame 100% within time frame No variance as target achieved.5 proposals 19 proposals No variance as targetexceeded.1 course presented 1 course presented No variance as target achieved.100% of advice provided asrequested within time frame80% of briefings within timeframe100% of advice provided as No variance as target achieved.requested within time frame80% of briefings within time No variance as target achieved.frame46

OutputsContinue creatingawareness on, and facilitateimplementation of, theconstitutionally mandatedlegislation (Promotion of Accessto Information Act, Promotionof Administrative Justice Actand Promotion of Equalityand Prevention of UnfairDiscrimination Act) and otherkey legislation.Ensure that all agreements,including internationalinstruments, are legally sound,comply with existing policiesand protect the interests ofGauteng.Monitor all litigation againstthe GPG and ensure that it isattended to appropriately.Effective liaison between legalunits in Government throughthe co-ordination of the LegalForum.Output performance measures/servicedelivery indicatorsAnnual compliance auditundertaken.Agreements not challenged onlegal groundsAgreements within policyobjectives, procurement andlegal frameworks furnishedwithin 10 working daysAgreements advance GlobalCity Region (GCR) objectives ofthe GPG.Monitoring mechanism put inplace.Improved quality of informationshared across departments andthrough quarterly Legal Forummeetings.Actual Performance Against TargetReasons for Major VariancesTargetActualCompliance audit undertaken 95% compliance, audit stillproceeding.98% Legally sound agreementsin place100% Legally soundagreements in placeAwaiting information fromDepartments.No variance as target achieved.90% 90% No variance as target achieved.90% 90% No variance as target achieved.100% 100% No variance as target achieved.4 Meetings 4 Meetings No variance as target achieved.3.3.4 Sub-Programme: Government Communication and Information Services (GCIS)The sub-programme comprises four sub-sub programmes as follows:• Development Communications• Corporate Communications• Strategy and Media Liaison• Branding and Marketing.The role of Government Communication and Information Services in the Office of the Premier is toensure that the Gauteng Provincial Government fulfils its commitment to communicate effectively withthe people of Gauteng.47

Its strategic goal is to promote effective government communicationthrough:• Formulating a government communication strategy frameworkand programme• Managing and coordinating government communicationprogrammes• Building and maintaining working relations between governmentand the media• Conducting communication research including daily mediamonitoring and analysis• Promoting and facilitating direct communication betweengovernment and the people• Promoting access to government information and services• Managing and promoting the GPG’s corporate identity• Raising public awareness of the government programme ofaction through multi-media products• Profiling the work of government and services throughcommunications and marketing campaigns• Providing media production services to government departments• Promoting Gauteng as a preferred destination for investmentand trade, tourism and competitive sport.A central aspect of the sub-programmes’s work in the year underreview was communication linked to key GPG delivery milestonesand initiatives arising from the GPG’s five year POA. This workincluded communication strategies, messaging and contentdevelopment, media liaison, marketing campaigns, the productionof media products and event management services.Key activities included organising public participation eventsincluding Izimbizo, the Women’s Expo, Economic OpportunitiesRoad-shows (EOR), Public Service Week, events linked to the Stateof the Province address and exhibitions. As the year under reviewwas the beginning of a new term of office, communication activitiesfocused significantly on popularising the new five-year programmeof government based on the new electoral mandate. There wasalso greater focus on highlighting progress on the preparationsfor the 2010 FIFA World Cup including the launch of the GautengGateway 2010 Campaign, which aims to actively encourage thepeople to play their role as hosts and to promote and marketGauteng as a preferred destination for trade, investment, tourismand competitive sport.3.3.4.1 Sub-Sub Programmes: Development CommunicationsService Delivery Objectives and IndicatorsThe unit provided event management services on key GautengProvincial Government activities including the inauguration of thePremier in May 2009, international and national days and publicparticipation events such as Izimbizo and government servicesexhibitions and road-shows.Public participation events created the possibility for the peopleto interact directly with the government and participate in variousgovernment initiatives. Through programmes such as EconomicOpportunities Road-shows (EOR) and government servicesexhibitions and roadshows many people were able to accessvaluable government information that enabled them to take stepsto improve their own lives.The promotion of one-stop government services centres throughthe Thusong Services Centres continued with the addition of morecentres at identified areas of great need.48

Service delivery achievements:OutputsOutput performance measures/servicedelivery indicatorsPublic meetings (Izimbizo, Number of public participationPresidential public meetings meetingsand mass participation events).Actual Performance Against TargetReasons for Major VariancesTargetActual22 31 In accordance with the POA,additional public events wererequired.Economic Opportunities Roadshows(EOR)Interactive sessions with varioussectors on the GPG Programmeof Action as part of stakeholdermanagement.Number of EOR meetings 10 8 EORs were not held in Apriland May 2009 due to electionsand the transitional period forthe new goverment.Number of stakeholdermeetingsPublic and corporate events.35517The number of sectors coveredby the Premier was increasedby linking them with existingprogrammes, such as izimbizo.Opening of the legislature 2 events held 2 events 2 events Due to the elections in April2010, 2 events were held in the2009/10 financial year.Promotion of access togovernment information andservices through ThusongServices CentreInternational Day of Peoplewith DisabilitiesNumber of Thusong ServicesCentres launched6 3 Lack of infrastructure fundingfor identified centre atKatlehong.Delays in stakeholderconsultations and refurbishmentof offices at Maponya UrbanMall.Destruction of existing municipalbuilding due civil unrest atRefilwe.1 event held 1 1 No variance as target achieved.3.3.4.2 Sub-Sub Programmes: Corporate CommunicationsService Delivery Objectives and IndicatorsA range of communication and marketing campaigns contributed to the further enhancement ofthe Gauteng Provincial Government’s visibility, corporate identity and branding. These initiatives,which included the production of a variety of media products, have served as vehicles for provincialgovernment messages popularising government policies, programmes and services and providingimportant government information to the public.49

With the introduction of the new government following the April2009 election an extensive campaign was undertaken to introducethe new EXCO and the programme of action to the people. In thelast quarter of the financial year under review, a communicationand marketing campaign was undertaken to popularise keymessages and the programme of action for the year ahead wasoutlined by the Premier during the 2010 State of the ProvinceAddress (SOPA).A number of media campaigns were conducted and posters,banners, print and radio advertisements, exhibitions, brochuresand booklets were produced to support provincial governmentpublic activities. These campaigns included:• The introduction of the new Gauteng government led by PremierMokonyane following the April 2009–2014 Programme ofAction• Key messages and programmes in line with the June 2009 Stateof the Province Address• Mandela Day encouraging Gauteng residents to work for aminimum of 67 minutes for the good of humanity• Merafong Peace and Reconciliation Campaign• Campaign on Human Rights and Social Cohesion• Progress on GPG work for people living with disabilities• Gauteng Football Friday for public servants.A range of products was produced to support government’sprogrammes aimed at promoting human rights and empoweringwomen, children, people with disabilities and youth. Theseincluded booklets, directories, posters, banners and leaflets.Various booklets and pamphlets on policies, services, and reportswere produced. A number of products were produced in a varietyof Gauteng languages, in Braille and as audio tapes, to broadenaccess to government information.The Gauteng internet portal remained a source of valuableinformation to the public as it provided a universal entry point tothe GPG. There was ongoing updating of government informationon the portal, with news stories being regularly placed togetherwith photographs. All forms, publications, reports, contact detailsand links to departmental websites, as well as regular news itemsare maintained on a daily basis.As part of the provincial government’s efforts to expand access toinformation about government services and how to access them,the services database on the GPG portal was updated regularlyand a consolidated GPG services directory was produced anddistributed.The Office of the Premier continued to provide professionalproduction services in the form of desk top publishing (DTP),photography and video services to provincial governmentdepartments and agencies. Much of the design and layout ofmedia products of GPG departments as well as video footage andphotographs used for GPG publications and videos was developedby the Office of the Premier’s production services unit. The DTPunit undertook more than 335 assignments, designing andproducing posters, banners, leaflets, booklets and advertisementson government programmes and policies. Over 240 photographicassignments were undertaken translating into thousands of picturesused for the website and a variety of GPG media products. Picturesin the digital photographic archive we upgraded on an ongoingbasis. The video unit carried out about 40 assignments in the yearunder review, including filming of the Heritage Day celebrations,the State of the Province Address, EXCO Lekgotla media briefingsand Thusong Services Centre launches. In addition, various videoswere produced for Gauteng government departments.50

Service delivery achievementsOutputsOutput performance measures/servicedelivery indicatorsGauteng NewsProduction of Gauteng Newsand distribution throughoutGauteng.Effective Communications and Undertake marketingMarketing Campaigns campaigns linked to the GPGPOA.GPG Services Directory Production and distribution ofa consolidated GPG ServicesDirectory.Actual Performance Against TargetReasons for Major VariancesTargetActual8 Three editions were producedand distributed in Gauteng.This included a special editionfocusing on the key messagesand plans of the State ofthe Province Address of 22February 2010.11 Sixteen communication andmarketing campaigns wereundertaken to communicateprogress towards implementingthe Gauteng government’sPOA.Serious capacity constraints inthe sub programme impactednegatively on the productionand distribution of thepublication. Other publicationsincluding GPG News and GPGE-Zine were discontinued.New mandate requiredadditional campaigns asidentified in the POA1 1 No variance as target achieved.Professional Production Servicesfor the GPGProviding timeous and qualityprofessional media productionservices for the GPG and itsagencies.As per need and requests fromgovernment departments.Professional production serviceswere provided on an ongoingbasis.No variance as target achieved.Professional Production Servicesfor the GPGProviding timeous and qualityprofessional production mediaservices for the GPG andAgencies.As per need and requests pergovernment departmentProfessional production serviceswere provided on an ongoingbasis.No variance as target achieved.Branding the GPGFinalise the review process ofthe current GPG CorporateIdentity (CI) manual andmonitoring compliance to GPGCI guidelines.Ongoing servicesReview process completedand process underway tofurther develop GPG brandstrategy taking cognisance ofthe launch of Brand Gauteng.There was ongoing monitoringof compliance to GPG CIguidelines as well as adviceto departments on the use ofcurrent guidelines.No variance as target achieved.51

OutputsGPG Multi Media StreamingServiceInternal CommunicationsOutput performance measures/servicedelivery indicatorsDevelop a plan towards theestablishment of a fully fledgednews agency providing print,pictures and audio-visualmaterial to Gauteng MediaFinalise plans for afully functional internalcommunications systemActual Performance Against TargetReasons for Major VariancesTargetActual1 Plan developed Project developed but could notbe implemented due to lack offundsOngoing servicesPlan developed for aNo variance as target achievedstrengthened internalcommunications.Other GPG Media Products(secondary publications)Production of various mediaproducts supporting the GPGPOA as per information andneed.Ongoing servicesA range of media productswere produced to support thegovernment’s programmeof action and policies aimedat promoting human rights,the empowerment of women,the youth and people withdisabilities, economicopportunities in Gauteng,health care services and manyother programmes intended tomake Gauteng a better placefor all. These included booklets,pamphlets, banners, directoriesand posters.No variance as target achievedPortalRegular publishing of qualitygovernment information.Continuous improvement of theportal.Advising GPG departments onminimum standards.As and when new informationarisesThe Gauteng portal remained a No variance as target achievedsource of valuable informationto locals and visitors as itprovided a universal entry pointto the GPG. There was ongoingupdating of governmentinformation on the portal, withnews stories and photographsregularly placed. All forms,publications, reports, contactdetails, links to departmentalwebsites and regular newsitems are maintained on adaily basis.52

OutputsOutput performance measures/servicedelivery indicatorsActual Performance Against TargetTargetActualReasons for Major VariancesServices DatabaseRegular publishing of qualityinformation on GPG serviceson the internet.Ongoing servicesThe Services Database wasregularly updated with newinformation.No variance as target achievedPublic Service HotlineHelp establish the GautengPublic Service Hotline, includingthe provision of properinfrastructure (platform, IT,seats and equipment).Liaise with The Presidency,national governmentdepartments, SITA andGauteng municipalities aroundsynergies.Facilitate establishment ofpublic liaison hotline.Concept document approvedby EXCO.No variance as target achieved.3.3.4.3 Sub-Sub Programmes: Strategy & Media LiaisonService Delivery Objectives and IndicatorsA five-year communication strategy framework (2009–2014) was developed based on the governmentprogramme of action. It serves as a guide for the government communication programme in thenext five years of the current government. Subsidiary strategies were also formulated based on keymilestones of the government programme of action and specific issues requiring communicationmanagement.Regular briefings to the media by the Premier and other members of EXCO were organised includingquarterly MEC media briefing sessions on the implementation of the government programme ofaction. Media networking sessions were organised as part of the ongoing process of building andsustaining good working relations between government and the media.Media monitoring and analysis services were conducted throughout the year and regular reportswere distributed to departments and public entities, and media issues requiring government attentionwere responded to in a coordinated manner through the rapid response system led by the Office ofthe Premier.The Annual Perception Survey was also undertaken during the 2009/10 financial year. Its findingsshow that the priorities of the people of Gauteng are still jobs, housing and the provision of basicservices. Moreover, because of the recession and resultant job losses the public feels that governmentshould step in to meet their basic needs. The broadcast media (radio 66% and television 42%) arestill the main mediums through which the public access information about the GPG and its services.53

Service delivery achievementsOutputsOutput performance measures/servicedelivery indicatorsAnnual FrameworkAnnual frameworkCommunication Strategy communication strategydeveloped in alignment withGPG priorities.Targeted Communication Targeted communicationStrategiesstrategies developed andimplemented.Key Messages / Speakers Notes Key messages/ Speakers notesdeveloped and used.Actual Performance Against TargetReasons for Major VariancesTargetActual1 1 No variance as target achievedAs and when required –dependent on the government’sPOA.21 No variance as target achievedAs and when required 18 No variance as target achievedWeekly DiariesThree-Month Rolling CalendarsGauteng Inter-GovernmentalCommunication ForumWeekly diaries developed anddistributedThree-months rolling calendarsdeveloped and distributed.Gauteng IntergovernmentalCommunication Forummeetings held.46 46 No variance as target achieved11 11 No variance as target achieved3 3 No variance as target achievedCabinet Media Briefings ExCo media briefings held. 10 22 Additional briefings required asper Cabinet’s requirements.Quarterly MECs Media BriefingSessionsQuarterly MEC’s mediabriefings.3 3 No variance as target achieved.Building Media Relations Building media relations. 4 3 No formal media networkingsession took place duringthe Third Quarter as therewas no IntergovernmentalCommunication Forum heldduring that period. The medianetworking sessions are linkedto the IntergovernmentalCommunication Forum.Monthly Media EnvironmentAnalysisMonthly media environmentanalysis conducted12 12 No variance as target achieved54

Service delivery achievementsOutputsOutput performance measures/servicedelivery indicatorsBranding and Marketing Develop annual branding andFrameworkmarketing programme alignedwith GPG communicationstrategy and other relevantstrategiesLinkages with local andnational campaignsActual Performance Against TargetTargetActualAnnual planBranding and Marketingimplementation plan developedand implementedOngoingNew brand used on alladvertising campaignsReasons for Major VariancesNo variance as target achievedNo variance as target achievedMarketing campaignsOngoing alignment withcountry brandImplementation ofbranding and marketingadvertising campaigns inGauteng, SA and abroadIdentify ad hoc branding andmarketing opportunities anddevelop proposalsOngoing Ongoing No variance as target achievedOngoingThe tender process for the The above-the-line advertisingmarketing and advertising campaign only started in thecampaign was finalised on middle of March, due to delays3 March 2010. The creatives in the tender and procurementwere completed, with certain process.media channels, space couldonly be obtained from 1 April2010.AnnuallyGauteng Motorshow (Kyalami), No variance as target achievedTourism Indaba (Durban),Superbike Champions,Joburg Easter Festival, Craftand Design Centre launch,Premier’s Golf Day, Blue IQCity to City Marathon, Soccerex2009 (Sandton), GautengTourism Agency tour operators(Cape Town), Meetings Africabreakfast hosted by GTA,FIFA LOC Media Tour, DesignIndaba (Cape Town), PuisanoGauteng books printed anddistributed at above eventsMedia packs with informationon Gauteng, host cities weregiven to 114 journalists on FIFAMedia tour.56

OutputsMarketing campaignsGauteng Branding andMarketing ForumIdentification and developmentof sub-brandsStrong internal and stakeholderpartnershipsOutput performance measures/servicedelivery indicatorsCalendar of key brandingand marketing opportunitiesdevelopedDevelop relevant marketingproductsActual Performance Against TargetReasons for Major VariancesTargetActualAs required None required No variance as target achievedAs required None required No variance as target achievedRegular website updates As required Updates completed No variance as target achievedEstablishment of forum. As identifiedForum meetings.Joint projects co-ordinated.The Gauteng Branding No variance as target achievedand Marketing Forum wasconstituted in July 2009.The terms of reference weredrafted and adopted byforum members. Three formalmeetings were held for theyear. Ad hoc meetings wereheld with specific partners onspecific projects for issues ofco-ordination.Number of sub-brandsidentified and developedAs identifiedThe sub-brand for the Craftand Design Centre was createdand launched. A lock-in designwas created for the GautengTourism Authority. Followingan EXCO decision, draftdesigns were created for alook and feel for Gautransie(Department of Roads andTransport).No variance as target achievedStrengthening of existingpartnershipsOngoingPartnerships with municipalitiesand metros established throughthe Branding and MarketingForumNo champions were identifiedNo variance as target achieved.Identify number of internal andexternal brand championsOngoingThe Gauteng BrandAmbassador strategy waspresented to the Branding andMarketing Forum. Changesneed to be made to thestrategy. The need for a policyto be developed was identifiedNo variance as target achieved.57

3.4 Programme 3: Policy and GovernanceThe Policy and Governance Programme supports the Premier andEXCO with policy advice, planning, monitoring and evaluationas well as the appropriate coordination of transversal issues andbuilding capacity within GPG departments.Within the reporting period, the Policy and GovernanceProgramme’s focus included the finalisation of preparatory workfor the new term of office, which was presented to the outgoingExecutive Council in April 2009. This work included:• The finalisation of the Gauteng Provincial Government’sConsolidated Political Handover Report, which formed part of areview of the provincial government’s performance in the 2004–2009 term of office and since 1994• A draft strategic framework and key outcomes for Gauteng forthe period 2009–2014, based on the review of governmentperformance, research and analysis of key socio-economictrends, long-term visioning, community concerns and issues,and priorities and policy resolutions at a political level.In the period under review, the Programme has undertaken a majorrenewal and reform of strategic planning in the province with theintention of ensuring better performance and accountability in theachievement of the political outcomes envisaged in the electoralmandate.Following the April 2009 elections, and based on the new electoralmandate and identified strategic priorities for the mandate period,the Programme’s focus was on the development of a MediumTerm Strategic Framework (MTSF) for Gauteng for the period2009–2014. This formed the basis for the development of theGauteng intergovernmental Programme of Action for 2009/10and a reprioritisation process within the provincial governmentand at local government level. A further significant shift in strategicplanning took place with the introduction of the national outcomesbasedapproach.Among the strategic shifts arising from the new strategic prioritieswhich impacted directly on the Programme were the following:• A stronger emphasis on centralised planning and improvinggovernment’s performance through more effective monitoringand evaluation• The renewal of the cabinet system in the province, with thePremier and the Executive Council as the engine of government• A commitment to forge partnerships between government andcivil society in advancing the strategic objectives of the province.A further development impacting on the Programme was theclosing of the Gauteng Youth Commission in the context of theNational Youth Development Agency Act, 2008 (Act No. 54 of2008).The Policy and Governance Programme consists of the followingBudget Sub-Programmes and Sub-Sub-Programmes:• Provincial Policy Management, including the Gauteng PlanningCommission, Monitoring and Evaluation, Cabinet Support,Targeted Groups and Partnerships.• Intergovernmental Relations, including IntergovernmentalRelations, International Relations and aspects of Service DeliveryRenewal.3.4.1 Sub-Programme: Gauteng Planning CommissionPurposeTo ensure effective and efficient short to long-term central planningof government work.Measurable Objectives• Establishment of the GPC• Establishment of the Advisory Council• Centralised strategic planning• Spatial planning• Short term planning (2009–2014)• Launch and completion of Vision 2055• Research and benchmarking• Policy development.Service Delivery Objectives and IndicatorsThe establishment of the Gauteng Planning Commission (GPC)arose from the previous term of office of government and theidentified need to ensure more effective integrated and centralisedplanning in Gauteng, within the provincial government, acrossspheres of government and in cooperation with key social sectors.58

In the period under review the functions of the GPC have beencarried out under the leadership of the newly appointed GPCofficials, working with the Policy and Governance Branch in theOffice of the Premier, together with other relevant componentswithin the GPG. A central focus has been on a province-widerealignment of government programmes and allocation ofresources in line with the 2009 electoral mandate and strategicpriorities.The achievements of the Sub-Programme including the following:• Establishment of the Gauteng Planning CommissionThe GPC has been established and is operational, with Phase1 of its establishment underway. Three key appointments havebeen made, namely, the Gauteng Planning Commissioner, theHead of Planning and the Head of Monitoring and Evaluation.The GPC had a budget allocation and work has been undertakento finalise the organisational form that it will take, as well as thestaff establishment, budgets etc. Much of the technical supportin the Commission’s work has been provided by the Policy andGovernance Branch of the OOP in relation to strategic planningand by DED with respect to spatial planning.• Establishment of the Advisory CouncilThe establishment of the GPC Advisory Council was intended tohelp ensure that the short to long-term planning undertaken bythe GPC as well as the resulting Gauteng Plan would represent theperspectives of a range of civil society sectors. The establishment ofthe Advisory Council has also taken cognisance of developments ata national level in relation to the National Planning Commission.Within the reporting period a proposal on the Advisory Councilwas completed for consideration.• Centralised strategic planningA wide range of provincial strategic planning work has beenundertaken in line with the government planning cycle and thenew outcomes based approach. This has been characterised by aperiod of transition from the previous term of office of governmentto the current term of office and has entailed shifts in both strategicposture and methodology. In preparation for the new term ofoffice of government, a draft Gauteng 2014 strategic plan wasdeveloped and presented to the Executive Council in April 2009.Following the April 2009 elections and based on the new electoralmandate and the strategic posture of the new government,strategic priorities for the five-year term of office were presentedto an Extended Executive Council Lekgotla in June 2009, whichwas attended by both the provincial Executive and the province’sExecutive Mayors. These deliberations formed the basis for thedevelopment of the Gauteng Medium Term Strategic Frameworkfor 2009–2014 and the Gauteng Intergovernmental Programmeof Action (POA) for 2009/10.This further formed the basis for a reprioritisation processthroughout the provincial government and municipalities, whichwas facilitated and coordinated by the Programme. By August2009, all GPG departments had presented their reprioritised plansto the Executive Council for consideration and adoption. A similarprocess was coordinated at a local government level, includingthrough the Premier’s Coordination Forum Technical Committee.In September 2009, in line with the planning cycle, anotherExtended Executive Council Lekgotla was held to further consolidateintergovernmental planning for 2009/10 in line with the strategicpriorities and to identify priorities for 2010/11. This Lekgotlaincluded critical presentations by the Minister in the Presidency,Collins Chabane, on the new approach to performance monitoringand evaluation and the outcomes-based approach, as well ason the draft Gauteng Employment Growth and DevelopmentStrategy, Gauteng’s response to the recession, the draft DecentWork Framework and local government priorities.In addition to being adopted by the Executive Council, the intergovernmentalpriorities emerging from the September 2009Lekgotla were presented to the decision-making structures of localgovernment by the GPC. The 2009/10 POA was further refinedbased on the outcomes of the Lekgotla.One of the most important shifts in strategic planning and themanagement of government’s performance has been theintroduction of the national outcomes-based approach withinthe province. Based on the refinement of the outcomes-basedapproach at a national level, the GPC began to introduce theapproach at a provincial level towards the end of 2009. Followingthe decisions of the January 2010 national Cabinet Lekgotla,59

a process was coordinated within the provincial governmentto develop “Outcomes Plans” in relation to the 5+2 countryoutcomes, which were discussed and adopted subject to furtherrefinement at a Special Exco Lekgotla in February 2010. TheseOutcomes Plans aimed to identify the province’s contributionto the achievement of each of the 5+2 national outcomes and,in particular, to identify the appropriate outputs, indicators and2014 targets, key activities and dependencies in the achievementof these outcomes. This process further enhanced the process ofdeveloping MTSF indicators and targets.The period under review also included preparations for the April2010 Extended Executive Council Lekgotla to initiate planning forthe 2011/12 period to the end of the current term of office ofnational and provincial government, a period which also marksthe end of the current term of office of local government and thecommencement of a new local government term in 2011.To further contribute to centralised planning, and to enhanceintegration and alignment across spheres of government in theprovince in pursuit of common developmental objectives andpriorities, the GPC has also worked on the alignment of the IDPprocess with the provincial planning cycle.Further, as part of improving centralised planning, support wasprovided for the provincial budgeting process, to assist in ensuringthat budgets are reprioritised and allocated in line with the strategicpriorities for the term and the POA.• Spatial planningThe Gauteng Integrated Development Plan (GIDP), Phases 1 and2 of the Gauteng Spatial Development Framework (GSDF) and thegeographic information systems model have been developed. TheGSDF includes the review of the Gauteng urban edge.• Short-term planningIn line with the new electoral mandate, a process was embarkedupon to develop the provincial Medium Term Strategic Framework(MTSF) that would give effect to the new mandate. A reprioritisationprocess was also undertaken to ensure that all provincialprogrammes and projects are aligned to the electoral mandateand the MTSF. Based on the MTSF, an Intergovernmental POA for2009/10 was developed and adopted by EXCO. The POA wasfurther revised to take into consideration emerging priorities andadopted by EXCO. In preparation for the 2010/11 financial year,a draft POA has also been developed.• Launch and completion of Vision 2055The draft of the Gauteng Vision 2055 document has beencompleted. The process included stakeholder participationfrom various sectors in the province. To kick-start the publicparticipation phase of the development of Vision 2055, a SchoolEssay Competition was held, titled G2055 “My Future, My Vision”.The competition targeted youth, in particular learners from variousGauteng public and private schools in Grades 6-12. The learnerswere requested to submit essays of their vision of Gauteng in2055. A Grade 6 Learner who won the competition was awardedwith a trophy.• Research and BenchmarkingA number of key initiatives have been undertaken to benchmarkGauteng against its own future progress, other provinces and cityregions globally. These include the setting of targets for the 2014outcomes as well as the completion of a major quality of life survey(QOL) through the Gauteng City Region Observatory. The surveyenables the benchmarking of key socio-economic indicators at alocalised and province-wide level and will enable a more effectiveevaluation of the impact of key programmes. It was presented tothe Gauteng Executive Council.A major research and benchmarking exercise has been initiatedin the form of an OECD Territorial Review, which provides afirm basis for the evaluation of key socio-economic indicatorsand comparisons with other metropolitan regions globally. TheExecutive Council has approved a proposal in this regard and thefirst mission of the OECD Secretariat responsible for the reviewwas undertaken in February 2010. The review will draw on bothlocal and international expertise.The report on the latest developments in relation to keyperformance indicators for the period 2004–2009 was developedand independently evaluated.60

• Policy DevelopmentPolicy review and development work has been undertaken on an ongoing basis in the periodunder review and has been integrally linked to strategic planning, the monitoring and evaluation ofgovernment performance and the new Cabinet system in the province.The review of government performance in the previous term of office and planning for Gauteng 2014and Gauteng 2055 entailed a broad policy review process. Similarly, the processes of preparing theMTSF, annual POAs and outcomes plans have involved policy analysis and development.Ongoing policy support has been provided as part of the Cabinet system in the form of policyanalysis and analysis of cabinet memoranda, as well as through participation in initiatives such asthe Gauteng Economic Recovery Summit.Service delivery achievements:OutputsOutput performance measures/serviceActual Performance Against Targetdelivery indicatorsTargetActualEstablishment of the GPC Phase 1 of GPC establishment Staffing and resource allocation GPC office set up andcompletedresources allocatedEstablishment of the Advisory Advisory Council in place Advisory Council in place A document on theCouncilestablishment of the GPCAdvisory Council has beencompletedCentralised Strategic Planning Planning alignment between Planning alignment between Reprioritisation at municipalprovince, local and national province, local and national and provincial levelundertaken.National outcomes basedapproach implemented.Outcomes plans for the 5 +2 priority areas developedand adopted by the ExecutiveCouncil.Spatial planningSpatial Development Plan for Spatial Development Plan for The GIDP, Phases 1 andGPG developedGPG developed2 of the Gauteng SpatialDevelopment Framework andthe geographic informationsystems model developedReasons for Major VariancesNo variance as target achievedConsideration was given toalignment with the nationalprocessNo variance as target achievedNo variance as target achieved61

OutputsOutput performance measures/serviceActual Performance Against Targetdelivery indicatorsTargetActualShort term planning Launch of POA Launch of POA Reprioritisation processundertaken.2009/10 POA developed andadopted by EXCO.2009/10 POA reviewed,revised and adopted by EXCO.Draft 2010/11 POA developed.Launch and completion ofVision 2055Finalisation of Vision 2055DocumentFinalisation of Vision 2055DocumentDraft Vision 2055 documentdeveloped for consideration byEXCOResearch and Benchmarking Research and benchmarking in Research and benchmarking in Quality of Life (QoL) surveykey areaskey areasconcludedOECD Territorial Reviewinitiated2004-2009 KPI reportdeveloped and reviewedPolicy DevelopmentPolicy reviewed and/or Policy reviewed and/or Ongoing coordination of policydeveloped in key areas developed in key areas review and development inkey areas in line with priorities,strategic planning and EXCOsystemReasons for Major VariancesNo variance as target achievedDelays due to need foralignment to national processesNo variance as target achievedNo variance as target achieved3.4.2 Sub-Programme: Monitoring and EvaluationPurposeTo establish and sustain a province-wide system of monitoring and evaluation of governmentperformance in implementing the Medium Term Strategic Framework and ensure achievement ofoutcomes envisaged in the electoral mandate.Measurable Objectives• Developing a Gauteng-wide monitoring and evaluation (M&E) framework and system• Developing MTSF targets and indicators• Undertaking impact studies• Building capacity, institutionalising and strengthening M&E in government• Monitoring the annual Programme of Action• Monitoring and evaluating special programmes• Developing a knowledge and information management system• Linkages with cabinet’s decision tracking system.62

Service Delivery Objectives and IndicatorsThe achievements of the Sub-programme include the following:• Gauteng-wide Monitoring and Evaluation (M&E) Frameworkand SystemIn the period under review, the Gauteng-wide Monitoringand Evaluation Policy Framework was revised in line with theoutcomes based approach and was adopted by the EXCO. Thishas paved the way for a more streamlined and coordinatedapproach to monitoring, evaluation and reporting on governmentperformance. This will further enhance the ability of the GPGto effectively monitor performance and expenditure in line withstrategic priorities and embed the government’s outcomes basedapproach within the provincial government. A draft M&E systemwas developed pending the finalisation and adoption of the M&Eframework.• Developing Medium Term Strategic Framework targets andindicatorsThe Gauteng MTSF 2009-14 was developed to ensure therealisation of the electoral mandate. Its development entailed theidentification of provincial priorities, programmes and activities thatwould be undertaken to ensure their achievement. In consultationwith GPG departments, targets and indicators to measure progresswere also identified and these are being monitored on an ongoingbasis.• Impact studiesThe evaluation of the impact of provincial programmes on thelives of the people of Gauteng is of vital importance. In this regard,a process to identify areas for analysis was embarked upon. Threeprogrammes, namely the FIFA World Cup, Expanded Public WorksProgramme and the War on Poverty were identified. Motivationson the impact studies to be conducted were developed. Terms ofreference for the impact study related to the FIFA World Cup weredeveloped. In addition, an independent technical assessment ofthe proposed G-Link programme, including its projected impact,was undertaken.training was conducted over a period of seven months andempowered officials with M&E knowledge ranging from basic toadvanced levels. Post training assessment gave positive feedbackon the training.• Monitoring the annual Programme of ActionSteadfast and consistent reporting on the progress the provincialgovernment is making in implementing the POA has ensured thatimplementation challenges are identified early to enable timelyintervention. Monthly reporting on the implementation of the2009/10 POA was done to keep EXCO abreast of progress.• Monitoring of annual Programme of Action and flagship projectsMonthly reporting on the implementation of the 2009/10 POA wasdone based on information provided by departments. The reportshave assisted in identifying implementation challenges to enabletimely interventions to be made. Compliance and the depth ofreporting on the implementation of GPG programs by departmentshas improved over the period under review. These reports, alongwith others, were used to monitor progress on implementing thePOA. In addition to monthly reports, an End of the Year Reportwas developed on implementation progress covering the periodbetween June and December 2009. A comprehensive M&E reportand analysis of the 2009/10 POA to the end of January 2010 wasprepared and presented at the February 2010 EXCO Lekgotla.• Monitoring and evaluation of special programmes in support ofyouth, women, people with disabilities and military veteransAs part of the revision and development of policy frameworks foryouth, women, people with disabilities and military veterans drafttargets and indicators were developed. An additional process wasinitiated to refine these in line with provincial outcomes plans.These achievements have contributed towards strengthening thedevelopmental state and good governance. Through efficiencyand effectiveness in monitoring and evaluation the GPG is wellpositioned to implement the new government-wide outcomesbased approach to monitoring government’s performance.• Building monitoring and evaluation capacityM&E capacity was built through high level training attended byM&E officials from all GPG departments. This comprehensive63

Service delivery achievementsOutputsOutput performance measures/serviceActual Performance Against TargetReasons for Major Variancesdelivery indicatorsTargetActualGauteng-wide Monitoring and Gauteng-wide M&E policy Gauteng-wide framework and Gauteng –wide M&E policy No variance as target achievedEvaluation Policy Framework(GWMEPF)framework and systemdeveloped and adoptedsystem developed, approvedand implementedframework developed andadopted by EXCO.MTSF (5-yr) Indicators and MTSF targets and indicators Targets and indicators Outcomes Plans with 2014 No variance as target achievedTargetsdeveloped, adopted andworkshoppeddevelopedtargets and indicators subject tofurther refinementImpact StudyProgrammes for impact studiesidentified1 Impact study Terms of Reference for 1impact study developedDelays due to alignment to newmandate1 impact study undertakenGPG M&E Training and GPG M&E Training conducted 25 officials trained 25 officials trained No variance as target achievedCapacity Building2 Departments supported in 2 departmental M&E strategies 1 department used to pilot the Delays in approval of GWMEPFdeveloping M&E Strategies developeddraft GWMEPFStrategy for validation of datasources through South AfricanStatistical Quality AssessmentStrategy for validation ofdata sources through SAQAFprocess adoptedValidation strategyApproach to the validation ofthe data sources dealt with inthe GWMEPFFramework (SASQAF) processadoptedM&E of Special Programmes in Indicators and targets for Indicators and targets for NoneMain focus of the unit during thesupport of youth, women, people youth, women, people with youth, women, people withperiod was the development andwith disabilities and militaryveteransdisabilities and militaryveterans monitoreddisabilities and militaryveterans monitoredworkshopping of indicators andtargetsLinkages with cabinet decisiontracking systemLinkages of InformationManagement System (IMS)Linkages of IMS with cabinetdecision tracking systemCabinet decision trackingsystem establishedPending finalisation ofe-cabinet system.with cabinet decision trackingsystemKnowledge and Information Conceptual Framework for the KIMA System Developed Draft GM&E systems document Delays in finalisation.Manage-ment system (KIMA) IMS developeddevelopedMonitoring the Annual2009/10 POA and flagshipprojectsMonthly reports developed Monthly reports developed 9 monthly POA reports Delays in finalising POAaligned to new mandate afterthe April 2009 elections.Support provided to GPGplanning cycle and monitoringof five year plan of actionHigh quality reports and inputsinto key speeches of Premier(Opening of Legislature,4 quarterly reports per annum 6 reports completed Additional reports required tosupport planning processesand alignment to new mandateBudget, Report Back)High quality report to EXCO onprogress in respect of KPIs1 report Draft KPI report completed No variance as target achieved64

3.4.3 Sub-Programme: Executive Council SupportPurposeTo provide strategic and policy support to the Executive Council.Measurable Objective:• Agenda setting and cabinet programmes• Strategic analysis and research related to cabinet memos• Strategic cluster support• Tracking of cabinet decisions• Development and implementation of an effective legislativeprogramme• Supporting effective legislative oversight• Support to the Leader of Government Business (LGB)• Developing a database of policy and legislation• Implementing the e-Cabinet system• Environmental analysis in support of priorities• External legal service• Logistics and administration.Service Delivery Objectives and IndicatorsThe sub-programme has achieved the following:• Agenda setting and cabinet programmeThe 2009/10 financial year coincided with the national andprovincial elections, which ushered in a new electoral mandate andthe new political leadership in government. The Sub-programme:Executive Council Support played a significant role in providingsupport to the new Executive Council under the leadership ofPremier Nomvula Mokonyane. This included supporting the reformand renewal of the Executive Council system to more effectivelyassert the political authority of the Executive Council in fulfilling theelectoral mandate and the strategic priorities of the GPG for theperiod 2009–2014. The Sub-programme also played a key role insetting the strategic agendas for the Executive Council and its Subcommitteein line with the 2009/10 Gauteng IntergovernmentalPOA and related strategic priorities. An annual programme ofmeetings was compiled and approved by the Executive Councilin March 2010. The Sub-programme developed an operationalmanual for the Executive Council.• Strategic analysis and research related to cabinet memosA framework on the analysis of Executive Council memorandawas developed and further support was provided to the ExecutiveCouncil through the analysis of memoranda. Briefing notes wereprepared for the Premier on strategic issues.• Strategic cluster supportSupport was provided to the Executive Council clusters through thedevelopment of terms of reference for them, agenda setting, liaisonwith the Offices of MECs and HODs on the cluster system, andthrough the analysis of memoranda submitted for consideration.Briefing notes were prepared for cluster chairpersons on key issues.Annual cluster programmes were developed and adopted by theExecutive Council clusters. Cluster meeting agendas, minutes andkey decisions were prepared and distributed.• Tracking of cabinet decisionsTo support the renewal and improved management of the EXCOsystem in line with strategic priorities, a new system was developedto monitor and report on the implementation of EXCO decisions.This EXCO tracking system has helped to strengthen the EXCOsystem and ensure that decisions are timeously implemented. Thesystem keeps the Premier and EXCO appraised of progress inimplementing decisions and provides a basis for EXCO to evaluateits own performance.A list of key decisions and resolutions are developed and circulatedto all Members of the Executive Council after every EXCO andEXCO Sub-Committee meeting. Members of the Executive Councilprovide feedback on the implementation of key decisions. Monthlystatus reports are prepared and presented to the Executive Council.• Development and implementation of an effective legislativeprogrammeA legislative programme for 2010/11 was developed andapproved by the Executive Council.65

• Supporting the Leader of Government Business and legislativeoversightThe Leader of Government Business is provided with support onan ongoing basis. The draft Leader of Government Business (LGB)model was developed and completed and will be submitted forconsideration and approval to the Executive Council. The modelputs the role of the LGB within the constitutional and provincialstrategic context. Its implementation will contribute to strategicworking relations between the Executive and the Legislature in theprovince. Memoranda relating to government’s business in thelegislature are tabled for consideration by the Executive Council ona regular basis. This includes matters relating to the Legislature’sprogramme and questions in the legislature.• Developing a database of policy and legislationA database of Executive Council decisions, key policy documentsapproved by the Executive Council and legislation has beendeveloped.• Implementing the e-Cabinet systemSignificant progress has been made in implementing the firstPhase of the e-cabinet system. Physical infrastructure to supportthe system is currently being developed and will be completed inthe next financial year.• Environmental analysis in support of prioritiesOngoing environmental analyses are undertaken through thepreparatory meetings for the Executive Council systems. These aretaken into consideration in the preparation of the briefing notes forthe chairpersons as well as in setting the agenda. Environmentalanalyses also inform the agenda setting and scene setting for theExecutive Council Makgotla.• Logistics and administrationLogistical and protocol services including site inspections wereprovided for 88 meetings during the period under review. Theseincluded Extended Executive Council Lekgotla in June 2009 andSeptember 2009, Executive Council Lekgotla in August 2009and February 2010, 21 Executive Council meetings, 29 ExecutiveCouncil Sub-committee meetings, six one-on-one meetings withHODs on outcomes based planning, two Joint HOD Forummeetings, one Joint Executive Council Sub-committee meeting, onePremier’s Coordination Forum and internal senior managementmeetings. Minutes and a record of decisions taken in each meetingwere also compiled for each meeting. About 2 500 documentswere processed in the Executive Council system comprising thereports that were considered. Meeting packs were also preparedand delivered to all participants in meetings.66

Service delivery achievements:OutputsOutput performance measures/serviceActual Performance Against TargetReasons for Major Variancesdelivery indicatorsTargetActualAgenda setting and cabinet 2009/10 GautengprogrammesIntergovernmental POAadopted and implementedStrategic analysis related to Analysis of EXCO memos forEXCO memosbi-weekly EXCO and its clustermeetings.Strategic cluster support Cluster POAs for 2009/10have been adopted andimplemented.2009/10 Gauteng Intergovernmental POA adoptedand implementedExecutive Council and CabinetCluster agendas developedbased on the 2009/10Gauteng Inter-governmentalPOA and adopted.Annual programme ofmeetings compiled andapproved by the ExecutiveCouncil in March 2010.Operational manual for theExecutive Council approvedwith amendments by theExecutive Council in July 2009.No variance as target achievedEXCO memos analysed Cabinet memos analysed No variance as target achievedCluster POAs for 2009/10 Cluster POAs developed No variance as target achievedadopted and implemented. adoptedCluster meeting agendas,minutes and key decisionsprepared and distributed.Tracking of EXCO decisions Compile key decisions for every Key decisions compiled. Key decisions compiled. No variance as target achievedEXCO meetingsCommunicate EXCO decisions EXCO decisions communicated EXCO decisions communicated No variance as target achievedImplement EXCO decisions EXCO decision monitoring and EXCO decision monitoring and No variance as target achievedmonitoring and tracking system tracking system implemented tracking system implementedDeveloping a database of Database developed Database developed Database under development No variance as target achievedpolicy and legislationEnvironmental analysis insupport of prioritiesRegular environmental scaninformation provided to EXCORegular environmental scansconductedEnvironmental scans conductedas part of briefing notesfor the Premier and clusterchairpersonsNo variance as target achievedEnvironmental scans conductedas part of scene setting for theEXCO Makgotla67

OutputsOutput performance measures/servicedelivery indicatorsAdministration and logistical 100% well developed annualServices to Cabinet and Cluster programme of meetings bymeetingsDecember each year80% development andimplementation of the Cabinetoperational manual80% logistical, administrationand protocol services rendered90% printing and circulationof agenda pack on Fridaypreceding the week of themeetings ( this is dependent ontimeous submission of Cabinetreports)100% compliance withcertification and safekeeping ofEXCO records in line with MISSafter each meetingImplementation of e-cabinet 80% e-cabinet systemsystemdeveloped and implementedProvision of protocol services at 50% provision of protocolEXCO meetings and Makgotla servicesLeader of Government Business Model for the Leader ofGovernment BusinessdevelopedExecutive/Legislatureprogramme implemented andmonitoredLegislative proceedingsmonitoredActual Performance Against TargetReasons for Major VariancesTargetActualAnnual programme ofmeetings developedCabinet operational manualdevelopedLogistical, administration andprotocol services renderedAgenda packs circulatedtimeouslyAnnual programme of No variance as target achievedmeetings developedCabinet operational model Ongoing refinements todevelopedCabinet systemLogistical, administration and No variance as target achievedprotocol services rendered for88 meetingsAgenda packs circulated No variance as target achievedCompliance with MISS MISS complied with No variance as target achievedE-cabinet system developed Supporting infrastructure No variance as target achieveddeveloped and phase 1implementedProtocol services provided Protocol services provided No variance as target achievedLeader of Government Business Leader of Government Business No variance as target achievedmodel developedmodel developedExecutive/LegislatureExecutive/LegislatureNo variance as target achievedprogramme developed and programme developed andimplementedimplementedLegislative proceedings Legislative proceedings No variance as target achievedmonitoredmonitored68

3.4.4 Sub-Programme: Targeted GroupsPurposeTo accelerate the advancement and empowerment of targeted groups in Gauteng.Measurable Objective• Development and implementation of policies and POAs for targeted groups• Coordinating institutional mechanism• Capacity building• Monitor targets and indicators for targeted groups• Formation of partnerships• Advocacy programme for promotion of human rights.Service Delivery Objectives and IndicatorsThe following are the achievements of the sub-programme:• Revision of gender and disability policies and plan of action for targeted groupsThe Gender and Disability frameworks and related five-year programmes were developed. Thisprocess involved the incorporation of inputs from internal and external stakeholders. Work was alsoundertaken to develop both gender and disability indicators. The policy frameworks were tabledat EXCO and inputs were provided that would ensure that they are enhanced and aligned with thenational outcomes. A revised Gauteng Integrated Youth Development Strategy was developed.• Coordinating Institutional MechanismSix Gender and Disability forum meetings were held with gender and disability focal points from GPGand municipalities to ensure that disability and gender are mainstreamed in the province.• Capacity buildingApproximately 120 managers in the GPG and municipalities were trained on gender mainstreamingand management by the PALAMA Institute. Disability focal points also received training on theguidelines for the United Nations Convention on the Rights of Persons with Disabilities.• Formation of partnershipsTwo consultative sessions were held with the Gauteng Disability Forum comprising representativesfrom the disability sector and disability focal points from GPG and municipalities. In addition twoconsultative sessions were held with gender organisations including the Progressive Women’sMovement.• Advocacy Programme for promotion of human rightsA series of engagements have been held with stakeholders in this sector. In addition, successfulevents were hosted for the International Day for Persons with Disabilities in Thokoza and the launchof Women’s Month in Ratanda. International Women’s Day was commemorated in solidarity with the69

women of Haiti. These events used a new approach that has been adopted by the province wherecommemorative events aim to leave a lasting legacy to promote development and improve the livesof vulnerable people, including through improved access to public services.• Support to the South African National Military Veterans Association (SANMVA)Support has been provided on an ongoing basis on issues related to military veterans, includingplanning for the South African National Military Veterans Association (SANMVA) launch and thedevelopment of a basket of services.Such achievements have contributed towards ensuring that the human rights of all, especially targetedand vulnerable groups, are promoted.Service delivery achievements:OutputsOutput performance measures/servicedelivery indicatorsGender and Disability Policy Gender and disability policyFrameworks and POA framework and 5 year POA ontargeted groups developed andapprovedCoordinating Institutional Integrated planning and serviceMechanismdelivery for targeted groupsfacilitatedMonitoring and Evaluation Indicators and targets for the5 year POA on women, youth,people with disabilities andmilitary veterans developedand approvedFormation of partnerships Consultative sessions with civilsociety organisations (CSOs) onthe implementation of the GPGgender and disability policyand the 5 year POA conductedActual Performance Against TargetTargetActualApproved gender and disability Draft policies tabled at EXCOpolicy framework and 5 yearPOA on targeted groups16 Gender, disability and youth 3 Gender, 3 Disability and 3forums heldYouth forum meetings heldTargets and indicators Gender and disabilitydevelopedindicators developed as part ofthe policy frameworks12 consultative meetings with 4 consultative meetings withgender, disability and military genderand disability CSOsveterans CSOs conducted and 6 with military veteransconductedReasons for Major VariancesPolicies withdrawn from EXCOfor further improvementDelays due to finalisation ofnew POAYouth indicators still underconsultation as part of theGauteng Youth DevelopmentIntegrated StrategyThe focus was on completingpolicy frameworks to formthe basis of discussions atconsultative meetings.70

OutputsOutput performance measures/servicedelivery indicatorsActual Performance Against TargetTargetActualReasons for Major VariancesAdvocacy Programme for thepromotion of human rightsCommemorative days foryouth, women, People withDisabilities and militaryveterans observed(focusing on direct servicedelivery)International Day for Personswith Disabilities programmedeveloped.Advice provided on the 16Days programme providedWomen’s Month programmedevelopedInternational Day for Personswith Disabilities programmedeveloped and commemoratedon 3 DecemberSupport provided on thedevelopment of the 16 DaysprogrammeWomen’s Month programmedevelopedNo variance as target achievedInternational Women’s daycommemoratedCapacity buildingSupport social development inGautengEnsure sound finance & supplychain management within theGYCGender and Disability focalpoints capacitatedSuccessful, quality women’sdialogues heldMonitoring disabilityprogramme of actionCo-ordination of internationalday of disabilityEnsure compliance with allapplicable financial legislationHuman Rights monthprogramme developedHuman Rights monthprogramme developed(focusing on military veterans)1 Training with 7 Contact 1 training with 7 contact No variance as target achievedSessions and a reportsessions done and report beingdrafted1 Consultative meetings held No variance as target achieved1 Draft Disability Rights Policy No variance as target achievedFramework including themonitoring and evaluationframework was tabled at EXCOfor consideration1 The International Day forPersons with Disabilitieswas successfully held andcommemorated in partnershipwith the Disability sector inThokoza on 3 December 2009.No variance as target achieved4 quarterly reports per annum N/A GYC was disestablished andoutstanding payments andother matters are beinghandled by the Office of thePremier71

OutputsProvide Human ResourcesManagement & Administrativesupport to the GYCEnsure effective and reliablecommunication, marketing andpublic relations within the GYCEstablish highly technicaldatabase of all youthorganisations and youngpeople in GautengDevelop a Monitoring &Evaluation tool/systemOutput performance measures/servicedelivery indicatorsImplement policies andprocedures to ensure effectiveand compliant HRM and HRDprocessesReliable communicationsinstruments to delay messagesRegistration of youthorganisations in the centraldatabaseM&E system to be adopted asan integral part of the youthdevelopment systemActual Performance Against TargetReasons for Major VariancesTargetActualAs required N/A GYC disestablished in the yearunder review.Branded materials and N/AGYC disestablished in the yearcampaigns through izimbizo &under review.exhibitions50,000 database forms N/AGYC disestablished in the yeardistributedunder review.Regularly updated and reliable N/AGYC disestablished in the yeardatabase existsunder review.3.4.5 Sub-Programme: Governance3.4.5.1 Intergovernmental RelationsPurposeTo ensure Intergovernmental Relations that effectively support thefive-year strategic priorities and programme of Gauteng ProvincialGovernment in the medium term.Measurable objective:The development & implementation of an IntergovernmentalRelations (IGR) framework• The development and implementation of an IntergovernmentalRelations (IGR) framework• Facilitating the establishment and functioning of Members of theMayoral Council and Members of the Executive Council (MMC-MEC) Forums and other Intergovernmental Forums• Tracking the allocation of powers and functions (throughlegislation and policies) to different spheres of government andtheir impact on Intergovernmental Relations and CooperativeGovernance• Providing Advisory services on the implementation of protocolsand intergovernmental disputes settlement to the Office of thePremier for guidance to different spheres of government andsector departments• Strategic inputs and advisory services on the activities of IGR andcooperative forums (President’s Coordination Council, Premier’sCoordinating Council and District- Municipal IGR Forums) andtheir impact on cooperative governance and intergovernmentalrelations• Formulation of provincial mandates for meetings of the Ministersand MECs (MINMECs).Service Delivery Objectives and IndicatorsThe achievements of the sub-programme include the following:• The development and implementation of an IntergovernmentalRelations frameworkThe draft Intergovernmental Relations (IGR) Framework thatis aimed at ensuring integrated provincial planning has beendeveloped. The framework was inter alia informed by the GautengIGR Conference held in November 2009. The framework will assistthe provincial government in achieving service delivery outcomesthrough shared responsibility amongst the spheres of government.• MMC-MEC ForumsInitiatives have been undertaken to facilitate the establishmentof MMC-MEC Forums, including a calendar of meetings andidentifying key areas of agreement. The issue has also beenelevated through the Executive Council.72

• Inter-governmental ForumsStrategic inputs and advisory services on the activities of IGR and cooperative forums (President’sCoordinating Council, Premiers Coordinating Forum and District- Municipal IGR Forums) and theirimpact on cooperative governance and intergovernmental relations were provided. A facilitating rolewas played in relation to the reincorporation of Merafong into Gauteng.Service delivery achievementsOutputsOutput performance measures/ servicedelivery indicatorsIGR Framework developed and IGR Framework developed andStructures and system reviewed structures and systems reviewedActual Performance Against TargetTargetActualIGR Framework developedDraft IGR FrameworkdevelopedReasons for Major VariancesDevelopments in national IGRprocessesIGR Forums establishedTracking guidelines on powersand functionsDisputes settlement andprotocol guidelinesPromotion of intergovernmentalrelationsIGR Forums identified andestablishedTracking guidelines developedand implementedDisputes settlement andprotocols guidelines identified/workshopped and implemented4 Premier’s CoordinatingForum meetings held2 Gauteng IntergovernmentalForums (GIGF) heldIGR Forums established Some IGR Forums established All IGR Forums will beconfirmed and established inline with the IGR FrameworkTracking guidelines developed Tracking guidelines addressedin line with Department ofLocal Government & HousinginitiativesNo variance as target achievedDisputes settlement andProtocols guidelines developed4 A PCF was held on 9 February2010Two intergovernmentalPlanning Lekgotla were heldin June 2009 and September2009.Disputes settlement and Awaiting approval of GautengProtocols guidelines are IGR Frameworkaddressed in line with theIGR Framework and the IGRFramework Act, 2005Delays due to development ofnew mandate2 0 GIGF discontinued subject torevised IGR structures73

3.4.5.2 International RelationsPurposeTo ensure International Relations (IR) that effectively support thefive-year strategic priorities and programme of Gauteng ProvincialGovernment in the medium term.Measurable objective• The development of an IR framework and system• Reviewing of sisterhood agreements• Developing and implementing an International relationsprogramme and a regulatory framework approved to manageengagements and partnerships• Implementation of the GPG’s commitments to the NewPartnership for Africa’s Development (NEPAD) mandateincluding commitments to the African Peer Review Mechanism(APRM).Service Delivery Objectives and IndicatorsThe following are the achievements of the sub-programme:• The development of an International Relations Framework andsystemAn International Relations Framework was developed andapproved by the Executive Council. The framework forms thestrategic basis for the GPG’s International strategic engagements.This includes ensuring that incoming and outgoing internationalengagements are managed through better strategic planning,coordination, reporting and monitoring and evaluation.• Reviewing of sisterhood agreementsA process to review sisterhood agreements has been undertaken.• Interternational Relations programmeA draft international relations programme was developed and aregulatory framework approved to manage engagements andpartnerships.74

Service delivery achievements:OutputsOutput performance measures/servicedelivery indicatorsIR framework & system IR Framework developed andstructures and systems reviewedActual Performance Against TargetTargetActualIR framework developed IR framework developed andadopted by EXCOReasons for Major VariancesNo variance as target achievedInternational Agreements andProgramme reviewedSisterhood agreementsAgreements reviewed andagreements proposedAgreements reviewed andadditional agreementsproposedAgreements reviewed andproposedNo variance as target achievedFunctional sisterhoodagreementsAll agreements maintainedGauteng International RelationsFramework approved.Review of sisterhood agreementscompleted.Draft International RelationsProgramme for 2010/11developed.Key agreements maintained andimplemented and preparatorywork on new agreements.No variance as target achievedNEPAD, APRM and othernational commitmentsNEPAD, APRM and othernational commitmentsidentified, implemented andmonitoredNEPAD, APRM and othernational commitmentsidentified, implemented andmonitoredNEPAD commitmentsaddressed in context of IRFramework;Proposal on APRM developed.Revision of approach to APRMin context of new priorities andstructures3.4.6 Sub-Programme: Service DeliveryPurposeTo improve service delivery across all portfolios in the Gauteng Provincial Government by:• Implementing and monitoring the provincial anti-corruption strategy• Implementing a quality service and integrated delivery programme.Measurable objective• Annual Batho Pele Work plan developed• Ethics Audit conducted• Anti-Corruption Strategy reviewed• Premier’s Service Excellence Award (PSEA) reviewed.75

Service delivery objectives and indicators• Anti-corruption strategyIn the year under review, a provincial Ethics Audit was completed and a Gauteng Anti-CorruptionStrategic Framework and implementation plan developed and submitted to the Executive Council forconsideration.• Service delivery programmeThe achievements in relation to service delivery included the development of an Annual Batho Pelework plan, the development of service delivery improvement plans and the development of a conceptdocument on the monitoring and the evaluation of service standards in line with service deliveryrenewal priorities, including onsite verification. A review of the Premier’s Service Excellence Awardswas undertaken and recommendations made on a proposed approach.Service delivery achievements:OutputsOutput performance measures/servicedelivery indicatorsImplementing and monitoring Ethics audit conducted.the provincial anti-corruptionstrategyAnti-corruption strategyreviewed.Anti-corruption strategyimplemen-tation planActual Performance Against TargetTargetActualEthics audit conducted.Anti -corruption strategyreviewed and implemen-tationplan.Ethics Audit completedNew Gauteng Anti-CorruptionStrategic Framework andimplementation plan tabled atEXCO for considerationReasons for Major VariancesNo variance as target achieved76

OutputsImplementing a quality serviceand integrated deliveryprogrammeOutput performance measures/servicedelivery indicatorsAnnual Batho Pele Work plandeveloped:• SDIPs & annual citizen’sreport developed• M&E of service standardsSupport given to departmentsquarterlyPremier’s Service ExcellenceAward (PSEA) heldActual Performance Against TargetReasons for Major VariancesTargetActualSDIPs and annual citizen’s SDIPs and annual citizen’s No variance as target achievedreport developedreport developedDraft M&E system for Service Concept document developedStandardsand M&E tool3 departments per quarter Hosted quarterly provincialservice delivery forums, gaveinput into the development ofSDIPs,Supported departments insetting service delivery forumsand conducted presentationon Batho PeleNo variance as target achievedPSEA heldThe PSEA was reviewed and a PSEA under reviewrevised approach developedBest practice report published November 2009 - PSEA under reviewImpact assessment report PSEA review report Document on a revisedapproach to the PSEAcompleted.No variance as target achieved.77

78SECTION FOUROUTLOOK

OUTLOOK FOR THE 2010/11The 2010/2011 financial year presents a unique opportunity forthe further consolidation of the new mandate and commitmentto the renewal mandate of the new term of office. Within thebroader strategic priorities of Gauteng, an organizational reviewprocess conducted in the Office of the Premier has provided a newopportunity for the organization to fulfill its mandate as a politicalnerve centre.With an increased focus on centralised planning and monitoringand evaluation through the GPC, as well as stakeholderand intergovernmental relations, building partnerships andstrengthening the cabinet system, it is expected that there willbe significant progress in meeting the targets established in the2009–2014 Gauteng Medium Term Strategic Framework. Thiswill be further underpinned by the province’s adoption of thenational government’s outcomes-based approach to improvinggovernment’s performance, which will form the basis for thedevelopment of the 2010/11 Gauteng Programme of Action.Building on the progress from the previous term and to ensurecontinuity moving forward, the following areas will continue to beprioritised in the 2010/2011 financial year:• Centralized Strategic & Spatial Planning through the GPC• Monitoring and evaluation of government performance throughthe GPC• Renewal and strengthening of the cabinet system• Coordination of programmes for targeted and vulnerablegroups including women, youth, People with Disabilities andmilitary veterans (MVs)• Successful implementation of the GPG reconfigurationframework and change management process• Developing strategic partnerships in line with provincial priorities• Development of intergovernmental relations• Developing international relations in line with provincial priorities• Service delivery renewal• Centralized coordination of government communications• Strengthening the government communication systemincluding public awareness of government informationand services, profiling the government programme ofaction and implementing a revised news service• Branding and Marketing Gauteng, including in the buildupto 2010The approval of a revised organizational structure for theOffice of the Premier will allow for the identification andretention of critical capacity in support of the prioritiesabove. As outlined in the figure below, the structure will beimplemented in phases to ensure that critical vacancies andfilled and capacity is created in support of:• Intergovernmental relations and strategic partnership• Cabinet office services• Government communicationsSince the completion of this report, the Office of the Premierhas achieved a range of critical milestones in implementingthe Annual Performance Plan for 2010/2011 as follows:• The Gender and Disability Policy Frameworks have beenapproved by EXCO.• Phase 1 of the e-Cabinet system has been completed andphase 2 has commenced.• The Gauteng Anti-corruption Strategic Framework has beenapproved by EXCO.• The 2010/2011 POA has been adopted and is consistentlymonitored.• The Intergovernmental Relations (IGR) Framework has beenapproved by EXCO.• Regular editions of Gauteng News have been produced.79

SECTION FIVEFINANCIALSReport of the Accounting OfficerAuditor- General’s ReportReport of the Audit CommitteeStatement of Financial PerformanceStatement of Financial PositionCashflow StatementNotes to the Annual Financial StatementDisclosure Notes80

GAUTENG OFFICE OF THE PREMIER - VOTE 1REPORT OF THE ACCOUNTING OFFICERfor the year ended 31 March 20101. IntroductionThe priorities, activities and outputs of the Office of the Premier, and the Gauteng Provincial Government as a whole were profoundlyinfluenced by the new term of office under the leadership of Premier Nomvula Mokonyane. The new service delivery ethos “kuyasheshwa”and recognition of the need to change the institutional landscape of provincial government led to:• The restructuring of the Gauteng Provincial Government and organisational review processes in all departments.• The development of a new Medium Term Strategic Framework (MTSF) and Intergovernmental Programme of Action (POA) for2009/10.• Reprioritisation of the 2009/10 budget allocations to make provision for new priorities and programmes.In line with these new imperatives, the Office of the Premier has the following mandate:• Centralised strategic and spatial planning to achieve the objectives of the new mandate.• Monitoring and evaluation to ensure improved service delivery and improved governance.• Strengthening the cabinet system to assert the political authority of the Premier and the Executive Council at the centre ofgovernment.• Improved policy research and advisory services to support governance and monitoring and evaluation.• Facilitation of intergovernmental relations to ensure greater collaboration and alignment across all spheres of government.• Co-ordinating service delivery in support of the new mandate.• Leading and facilitation efforts to prevent corruption and ensure state accountability and transparency.• Improving relations between government and its stakeholders at all levels and the development of partnerships in line withstrategic priorities.The Office of the Premier, as the political nerve centre of government was a driver of the change, particularly in respect to planningfor the new term of office and also facilitating a transversal reconfiguration and change management process across the GPG. AChange Management Project Team, under the leadership of the Office of the Premier developed and oversaw the implementationof a reconfiguration framework and the development of a consultative process with organised labour that lead to a Labour RelationsFramework to guide the management of labour relations matters in the reconfiguration process.In addition, the Gauteng Planning Commission (GPC) was established under the auspices of the Office to champion a new planningframework for the province which integrates spatial planning, strategic planning, monitoring and evaluation, research and policydevelopment. The Commissioner, Mr Ignatius Jacobs and the Heads of the Gauteng Planning Commission and Head of Monitoringand Evaluation were appointed to provide the necessary strategic leadership to develop the concept documents for the GPC whilesimultaneously developing the POA for 2010/2011 and embedding the outcomes-based approach to planning and monitoring whichwas approved by Cabinet early in 2010.81

A critical focus of the 2009/10 financial year was the renewal of the cabinet system and the development of capacity in the Office of thePremier to improve cabinet processes. A new organisational structure has been submitted to the Premier for consideration that encompassesadditional capacity for cabinet support services, intergovernmental relations and communication services. The structure was developed toensure that the Office of the Premier has the capacity to fulfil the following mandates:In concert with the increasing focus on monitoring and evaluation at national level, spearheaded by the new Ministry of Monitoring andEvaluation, the Office of the Premier drafted a new policy framework for monitoring and evaluation in the province and also continued tosubmit regular reports to the Executive Council documenting progress on the implementation of the new Programme of Action.Communication with the people of Gauteng has been a critical function of the Office of the Premier over the years and 2009/10 was nodifferent. The izimbizo campaigns, which have been a feature of the work of the Office for many years continued, providing opportunitiesfor direct face-to-face interactions between the Executive Council and communities. The events, along with numerous publications such asthe Annual Service Directory and regular updating of the GPG portal have ensured that the citizens of Gauteng remain empowered throughinformation and informed about government services. Numerous success campaigns were also held including the State of the ProvinceAddress in February 2010 and Mandela Day.The 2009/10 financial year also saw significant changes to the institutional landscape in support of targeted groups. The Gauteng YouthCommission that was transferred to the Office of the Premier from the Department of Sport, Arts, Culture and Recreation was disestablished in2009/10. To ensure greater attention to issues of gender, youth, people with disabilities and a new area of work, military veterans, Membersof the Executive Council were appointed as champions and staff and resources have been seconded to these office bearers. Notwithstandingthese changes, in 2009/10 the Office reviewed policies on gender, youth and people with disabilities for submission to the Executive Council.To enhance international relations, a review of sisterhood agreements was conducted and an International Relations Framework, specificallyaligned to the Programme of Action was developed and approved by ExCo. In addition, a framework for improving the monitoringand reporting of international trips was also approved. Intergovernmental Relations was also a focus in the year under review. A draftIntergovernmental Relations Framework has been developed in accordance with the outcomes of a summit on the matter.With regard to transversal human resource management in the GPG, a wide range of policies in support of improving human resourcedevelopment practice across the Gauteng Provincial Government have been developed:• Abscondment• Employment Equity• Succession and RetentionDetails of these projects are reported in the Annual Report under the programme performance.1.1 ExpenditureFinancial Year Final appropriation Actual Variance VarianceR’000 R’000 R’000 R’000 %2007/08 120,314 111,735 8,579 9.52008/09 206,417 216,941 (10,524) (105,1)2009/10 217,538 212,985 4,553 2.0982

For the year under review, the OoP has incurred an under spending of R4, 553 million or 2, 09%.Graph 1: Expenditure1.2 Analyses per programme and economic classificationThe programme format complies with the consultative process initiated by National Treasury for Premier’s Offices to give effect to theConstitutional obligations as outlined in Section 215 of the Constitution of the Republic of South Africa. In addition, the provisions inSection 27 of the Public Finance Management Act (Act No 1 of 1999) and part 7 of the Treasury Regulations prescribing the minimuminformation that should be included in the budget and annual report have also be factored into the analysis.Graph 2: Per Programme:83

- Breakdown of under/over spending under Programmes:Programme 1 under spent the appropriated budget with a net of 0.59% or R324 000 which is considered to be immaterial.Programme 2 under spent the appropriated budget with a net 5.35% or R3.699 million mainly in Current Expenditure with4.07% or R2.690 million while under spending in Capital with 34.2% or R1.009 million.Programme 3 under spent the appropriated budget with a net 0.57% or R530 000 which is considered to be immaterial.Detail per programme is provided in the Appropriation Statement and the Notes to the Appropriation Statement.Graph 3: Per Economic Classification- Reasons for under/over spending under Economic Classification:The under spending in current expenditure mainly relates to Goods and Services under Programme 2 in respect of accrualsand commitments at year end while an over spending incurred under Compensation mainly in respect of three HODstransferred to the Office of the Premier without funds.The under spending in Capital Assets classification mainly incurred in respect of projects under Programme 1 in respect ofthe upgrading of the e-cabinet and Programme 2 the upgrading of LAN, in progress.In terms par 43 (4)(C) of the PFMA, savings under capital may not be utilized (after the Adjustment Budget) to defray currentexpenditure.Detail per economic classification is provided in the Appropriation Statement and the Notes to the Appropriation Statement.- Discuss the impact on programmes and service deliveryThe under spending did not impact negatively on service delivery in 2009/10, however the outstanding accruals andcommitments included under the notes to the Annual Financial Statements will have an impact on 2010/11 budget allocation.84

- Actions taken or planned to avoid recurrenceA management decision taken for the relocation of funds in under spending programmes, through the internal BudgetCommittee process and approval of the Accounting Officer to other priorities / projects, still applies and will continue toenhance the management of allocated funds as per approved Annual Performance Plans.1.3 Virementsa) Treasury approval for financial year end virement was requested and received.1.4 RevenueFinancial Year Final appropriation for revenue Actual revenue received VarianceR’000 R’000 R’0002007/08 60 203 (143)2008/09 143 92 512009/10 631 773 142Reasons for under / (over) collecting:The OoP is not a revenue generating department and revenue received is mainly for parking, interest received and salary debtrecovered. The increase in revenue for year under review is mainly under transactions in financial assets and liabilities pertaining tooutstanding debt that was recovered.Graph 4: Revenue85

Detail of revenue per economic classificationEconomicalFinal appropriation for Actual revenue received VariancerevenueClassification R’000 R’000 R’000Sales of Goods and Services 49 34 (15)Interest. Dividends and rent on land 42 13 (29)Financial transactions 540 726 186Total 631 773 1421.5 Any other material matterThe Chart of Accounts amendments required by National Treasury in 2008/09 have been effected.Soccer World Cup clothing and tickets – no expenditure was incurred by the Office of the Premier in respect of flight tickets. Promotionalitems to the amount of R122 504.40 were however purchased towards Football Friday for GPG and this event was launched in October2009.2. Service rendered by the department2.1 The office does not render free services for which a tariff must be determined and / or charged as contemplated in Treasury Regulation7.3.2.2.2 InventoriesThe closing balance on 31 March 2010 is R1, 1m.3. Capacity constraintsAs part of the reconfiguration process of the broader GPG, the Office of the Premier conducted an organisational review that has resulted ina new organisational structure that has been submitted to Premier for approval. Additional funds for the filling of new posts in the structurehave been made available over the MTEF; however a phased approach to implementation will be taken.4. Utilisation of donor fundsNone.5. Trading entities and public entitiesNone.6. Organisations to whom transfer payments have been made• GCRO R8.800 million; refer Annexure 1A to the Annual Financial Statements.Payment of claims as per Memorandum of Agreement entered into between the GPG and the University of Witwatersrand and theUniversity of Johannesburg for the establishment of the GCRO.• Household Employee Social Benefits paid R498 000; refer Annexure 1C to the Annual Financial Statements.86

7. Public private partnerships (PPP)None8. Corporate governance arrangementsRisk ManagementThe Risk management Strategy and the Fraud Prevention Plan has been developed and approved during the financial year. An awarenesscampaign on the two documents was conducted for all staff members. A departmental risk profile has been updated during the financial yearwhile the Risk Register has been followed up on a monthly basis and updated with the emerging risks.Internal AuditsAll the internal audits planned for the year under review were completed. 51 of the audit findings have been followed up during the financialyear of which 50 of the findings have been fully implemented with one finding outstanding. The outstanding finding pertains to the highvacancy rate and it will be resolved as soon as the new structure is approved and the moratorium lifted.Audit CommitteeThe Audit Committee was fully functional during the year under review. The full report of the committee is part of this Annual Report.Conflict of InterestAll Senior Management Services’ members (SMS) have complied with disclosing their financial interest as required annually in terms of the HRRegulatory Framework for the financial year 2008/09. Information with regard to related party transactions is included in the disclosure notes.Departmental Acquisition Council (DAC)Members of the Departmental Acquisition Council (DAC) appointed as per the DAC Charter continued serving as members without anychange during the financial year under review.Code of ConductThe OoP has put in place mechanisms to ensure the code of conduct for the public service is adhered to by all staff employed in this office.The primary mechanisms in this regard are staff performance contracts as well as the Office Service Charter.Safety / health environmental issues facing the OoPThe Safety Committee is responsible for carrying out the function of health and safety as stipulated in the Occupational Health and Safety Act85 of 1993 (OH & SA). The programme is carried out in conjunction with all stakeholders in the office and staff members are also appointedto perform marshalling functions for first aid, fire and evacuation purposes. The office is compliant with the prescripts of the OH &SA, but anumber of challenges were experienced in relation to:1) Fire and evacuation systems being affected by renovations and construction work in the office. This caused a number of concerns interms of dust and sensing equipment. These necessitated contingency measures to counter these unintended consequences such asre-scheduling construction work and contingency measures to deal with affected sensing fire equipment.2) Response times of emergency medical services, in particular challenges around response times for ambulance services during peaktimes. The response is slow and outside of the set standards due to traffic congestion in and around Johannesburg. The directorateSecurity Risk Management & Services is pursuing alternate arrangements via the department of Health & Social Development to ensurea standby emergency medical service for the GPG precinct.87

No major incidents were recorded for the period under review and the directorate continues to provide leadership in occupational health &safety and maintains a state of preparedness for emergencies for the office.HIV / AidsThe OoP has approved HIV/AIDS action plan which it implements annually and a senior manager has been designated to champion theprogramme.The programme is financed through funds provided by the Department of Health via Gauteng Treasury to support the plan and is managedby the Chief Directorate: Human Resource Service, through a component dealing with employee wellness and change management.On an annual basis, all GPG departments are required to submit action plans for their HIV/AIDS workplace programmes, to the departmentof Health Multi Sectoral AIDS Unit.The purpose of the HIV/AIDS action is to determine the main programmes and interventions that the Office of the Premier intends to embarkupon in the coming financial year and also to motivate for the allocation of funds from the provincial HIV/AIDS budget.9. Discontinued activities/activities to be discontinuedThe Gauteng Youth Commission Act was repealed during the year under review, function was phased out and the officials absorbed or placedin the OoP.10. New/proposed activitiesGauteng Planning Commission (GPC) was established during the year under review in synergy with the National Planning Commission. TheGPC will be doing late range planning in line with the NPC. The White Paper on Strategic Planning process of each province will contribute it’splans to the National Planning Commission to ensure synergy and as Gauteng’s contribution to the National Strategic Plan.11. Asset ManagementDuring the year under review, the Office of the Premier entered into a maintenance contract for the Assetware system with the supplierTat I-Chain to ensure that the system will work without any hindrance. This step was taken as a measure to reinforce the dependablesystems already established and implemented in this important function.The dependability of the systems was further proven when the now-defunct Gauteng Youth Commission (GYC) was dissolved and allits assets were transferred to the Office of the Premier. The integration of these assets and their reallocation for use by the Office of thePremier went on smoothly and was all successfully recorded in the Asset register. This exercise proved that the systems adopted in theunit were both reliable and dependable.12. Events after the reporting dateClaims amounting to R10.638 million not reflected in the trial balance as on 31 March 2010 noted in Annexure 4.13. Performance informationThe implementation of the PFMA was continuously monitored and reported on to the Provincial Treasury during the financial year underreview to ensure compliance. New policies on performance information management and strategic planning were drafted in response88

to audit findings that pointed to gaps in the existing modus operandi. In addition, the Annual Performance Plan for 2009/10 wasreviewed to ensure alignment with the priorities of the new mandate and also to ensure that targets set were measurable and verifiable.14. SCOPA resolutionsReference to previous audit report and SCOPA resolutions Subject Findings on progressSCOPA Report on the Auditor-General Report on the Financial Statements andperformance information of Vote 1: Office of the Premier (OoP) for the year ended 31March 2009 dated 23 November 2009 (has not yet been published in the Gazette).The report was unanimously adoptedby the Standing Committee on PublicAccounts (SCOPA).None.15. Prior modifications to audit reportsNone16. OtherNone17. ApprovalThe Annual Financial Statements set out on pages 94 to 132 have been approved by the Accounting Officer.………………………………Margaret-Ann DiedricksActing Director GeneralDate:89

GAUTENG OFFICE OF THE PREMIER - VOTE 1REPORT OF THE AUDITOR-GENERALTO THE GAUTENG PROVINCIAL LEGISLATURE ON THE FINANCIAL STATEMENTS OF VOTE 1: GAUTENG OFFICE OF THE PREMIERFOR THE YEAR ENDED 31 MARCH 2010REPORT ON THE FINANCIAL STATEMENTSIntroductionI have audited the accompanying financial statements of the Office of the Premier, which comprise the appropriation statement, the statementof financial position as at 31 March 2010, and the statement of financial performance, statement of changes in net assets and cash flowstatement for the year then ended, and a summary of significant accounting policies and other explanatory information as set out on pages94 to 132.Accounting Officer’s responsibility for the financial statementsThe accounting officer is responsible for the preparation and fair presentation of these financial statements in accordance with the modifiedcash basis of accounting determined by the National Treasury, as set out in accounting policy note 1.1 and in the manner required by thePublic Finance Management Act, 1999 (Act No. 1 of 1999) (PFMA). This responsibility includes: designing, implementing and maintaininginternal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whetherdue to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in thecircumstances.Auditor-General’s responsibilityAs required by section 188 of the Constitution of South Africa and section 4 of the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004)(PAA), my responsibility is to express an opinion on these financial statements based on my audit.I conducted my audit in accordance with International Standards on Auditing and General Notice 1570 of 2009 issued in GovernmentGazette 32758 of 27 November 2009. Those standards require that I comply with ethical requirements and plan and perform the audit toobtain reasonable assurance about whether the financial statements are free from material misstatement.An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. Theprocedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financialstatements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’spreparation and fair presentation of the financial statements 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 entity’s internal control. An audit also includes evaluating theappropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluatingthe overall presentation of the financial statements.I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.90

OpinionIn my opinion, the financial statements present fairly, in all material respects, the financial position of the Office of the Premier as at 31 March2010, and its financial performance and its cash flows for the year then ended in accordance with the modified cash basis of accounting asdetermined by National Treasury, as set out in accounting policy note 1.1 and in the manner required by the PFMA.Emphasis of matterI draw attention to the matter below. My opinion is not modified in respect of the matter:Basis of accountingThe Office of the Premier’s policy is to prepare financial statements on the modified cash basis of accounting, as described in accountingpolicy note 1.1.Additional mattersI draw attention to the matter below. My opinion is not modified in respect of this matter:Unaudited supplementary schedulesThe supplementary information set out on pages 128 to 132 does not form part of the financial statements and is presented as additionalinformation. I have not audited these schedules and accordingly I do not express an opinion thereon.REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTSIn terms of the PAA of South Africa and General notice 1570 of 2009, issued in Government Gazette No. 32758 of 27 November 2009 Iinclude below my findings on the report on predetermined objectives, compliance with the PFMA and financial management (internal control).FindingsPredetermined objectivesNo matters to report.Compliance with laws and regulationsNo matters to report.INTERNAL CONTROLI considered internal control relevant to my audit of the financial statements and the report on predetermined objectives and compliance withthe PFMA but not for the purposes of expressing an opinion on the effectiveness of internal control. The matters reported below are limited tothe deficiencies identified during the audit.No matters to report.Johannesburg29 July 201091

The Accounting Officer briefed the committee on the status of the Risk Management function withinthe Department and on the drive within Gauteng Province to formalize the various risk managementfunctions. One-on-one discussions with the Accounting Officer did not reveal any matters of concern.THE INTERNAL AUDIT FUNCTION:From the various reports issued by the internal audit function the committee noted that no materialbreak down in key internal financial controls has been reported. The committee also noted that theinternal audit function in all material respects has completed all planned audits in accordance withthe approved audit plan for the 2009/2010 reporting period.The committee also approved the internal audit plans for the 2010/2011 reporting period. Thecommittee was also given the assurance that every effort will be made by the Chief Audit Executiveto have all the resources available to properly execute the audit plan. The committee was also giventhe assurance by the Chief Audit Executive that no Ad Hoc special investigations will be undertakenby the internal audit function without the prior approval of the Audit committee.One-on-one discussions with the Chief Audit Executive did not reveal any matters of concern.THE FORENSIC UNIT:The committee noted that no forensic reports were issued for the period under review. One-on- onediscussionswith the head of the unit did not reveal any other matters of concern.THE AUDITOR-GENERAL:The committee noted the Letter of engagement and the Audit strategy memorandum for the2009/2010 reporting periodOne-on-one discussions with the representatives of the Auditor-General did not reveal any mattersof concern.APPRECIATION:In conclusion the committee expresses its appreciation towards the Accounting Officer and all otherrole players for the constructive meetings the Audit committee had.93

APPROPRIATION STATEMENTfor the year ended 31 March 2010AdjustedAppropriation per programme2009/2010 2008/09Shifting of Funds Virement Final Appropriation ActualVariance Expenditure as % of Final Appropriation Actual PaymentAppropriationExpenditurefinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Programme 1ADMINISTRATION 53,796 - 1,080 54,876 54,552 324 99.41 37,175 37,175Current payment 52,871 (481) - 52,390 53,623 (1,233) 102.35 35,746 35,746Transfers and subsidies 2 481 - 483 483 - 100.00 322 322Payment for capital assests 923 - 1,080 2,003 446 1,557 22.27 1,107 1,107Programme 2INSTITUIONAL DEVELOPMENT 74,113 - (5,027) 69,086 65,387 3,699 94.65 69,814 75,638Current payment 70,082 (1) (3,947) 66,134 63,444 2,690 95.93 65,616 74,039Transfers and subsidies - 1 - 1 1 - 100.00 200 200Payment for capital assests 4,031 - (1,080) 2,951 1,942 1,009 65.81 3,998 1,399Programme 3POLICY & GOVERNANCE 89,629 - 3,947 93,576 93,046 530 99.43 99,428 104,128Current payment 79,937 (17) 3,947 83,867 83,427 440 99.48 85,052 90,987Transfers and subsidies 8,800 17 - 8,817 8,814 3 99.97 11,844 11,844Payment for capital assests 892 - - 892 805 87 90.25 2,532 1,297Sub-Total 217,538 - - 217,538 212,985 4,553 97.91 206,417 216,941Statutory Appropriation 1,623 - - 1,623 1,550 73 95.50 1,191 1,286Current payment 1,623 - - 1,623 1,550 73 95.50 1,191 1,286Transfers and subsidies - - - - - - - - -Payment for capital assests - - - - - - - - -TOTAL 219,161 - - 219,161 214,535 4,626 97.89 207,608 218,227TOTAL(brought forward)Reconcilation with Statement of Financial PerformanceAdd:Departmental receipts 773 92Local assistance received - -Actual amounts per Statements of Financial Performance (Total Revenue) 219,934 214,535 207,700 218,227Add:Local assistance sponsorship - -Prior year unauthorised expenditure approved with funding - -Actual amounts per Statements of Financial performance(Total expenditure)214,535 218,22794

AdjustedAppropriation per economic classification2009/2010 2008/09Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual expenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 202,890 (499) - 202,391 200,494 1,897 99.06 186,414 200,772Compensation of employees 82,311 - 1,248 83,559 85,252 (1,693) 102.03 61,766 61,766Goods and service 120,579 (504) (1,248) 118,827 115,237 3,590 96.98 124,621 138,979Financial transactions in assets and- 5 - 5 5 - 100.00 27 27liabilitiesTransfer and subsidies to: 8,802 499 - 9,301 9,298 3 99.97 12,366 12,366Provinces and municipalities - - - - - - - - -Departmental agencies account - - - - - - - - -Universities & Technikons 8,800 - - 8,800 8,800 - 100.00 8,065 8,065Foreign governments & international- - - - - - - 3,591 3,591organisationNon-profit institution - - - - - - - - -Households 2 499 - 501 498 3 99.40 322 322Gifts and Donations - - - - - - - 388 388Payment of capital assets 5,846 - - 5,846 3,193 2,653 54.62 7,637 3,803Machinery and equipment 5,846 - - 5,846 3,193 2,653 54.62 7,460 3,626Software and other intangible assets - - - - - - - 177 177Total 217,538 - - 217,538 212,985 4,553 97.91 206,417 216,941Statutory AppropriationDetails of direct changes against the Provincial2009/2010 2008/09Revenue FundAdjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual expenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Member of Executive Committee 1,623 - - 1,623 1,550 73 95.50 1,191 1,286Total 1,623 - - 1,623 1,550 73 95.50 1,191 1,286Statutory Appropriation2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual expenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current Payment 1,623 - - 1,623 1,550 73 95.50 1,191 1,286Compensation Of Employees 1,623 - - 1,623 1,550 73 95.50 1,191 1,286Total 1,623 - - 1,623 1,550 73 95.50 1,191 1,28695

DETAIL PER PROGRAMME 1 - ADMINISTRATIONfor the year ended 31 March 2010Programme per subprogramme 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Premiers Support 20,520 (2,083) - 18,437 19,791 (1,354) 107.34 10,594 10,594Current payment 20,257 (2,541) - 17,716 19,217 (1,501) 108.47 10,505 10,505Transfers and subsidies - 458 - 458 458 - 100.00 - -Payment for capital assets 263 - - 263 116 147 44.11 89 89Executive Council Support 3,670 125 1,080 4,875 3,604 1,271 73.93 2,461 2,461Current payment 3,649 125 - 3,774 3,584 190 94.97 2,432 2,432Transfers and subsidies - - - - - - - 13 13Payment for capital assets 21 - 1,080 1,101 20 1,081 1.82 16 16Director General 15,723 542 - 16,265 16,138 127 99.22 11,833 11,833Current payment 15,479 519 - 15,998 15,991 7 99.96 10,851 10,851Transfers and subsidies 2 23 - 25 25 - 100.00 179 179Payment for capital assets 242 - - 242 122 120 50.41 765 765Software & other intangible assets - - - - - - - 38 38Financial Management 12,590 942 - 13,532 13,374 158 98.83 12,287 12,287Current payment 12,246 942 - 13,188 13,186 2 99.98 11,958 11,958Transfers and subsidies - - - - - - - 130 130Payment for capital assets 344 - - 344 188 156 54.65 199 199Programme Support 1,293 474 - 1,767 1,645 122 93.10 - -Current payment 1,240 474 - 1,714 1,645 69 95.97 - -Transfers and subsidies - - - - - - - - -Payment for capital assets 53 - - 53 - 53 - - -Total 53,796 - 1,080 54,876 54,552 324 99.41 37,175 37,175Economic Classification 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 52,871 (481) - 52,390 53,623 (1,233) 102.35 35,746 35,746Compensation of employees 31,828 - - 31,828 33,606 (1,778) 105.59 20,129 20,129Goods and servies 21,043 (486) - 20,557 20,012 545 97.35 15,590 15,590Interest and rent on land - - - - - - - - -Financial transactions in assets and- 5 - 5 5 - 100.00 27 27liabilities96

Economic Classification 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Transfer and subsidies to: 2 481 - 483 483 - 483 322 322Provinces and municipalities - - - - - - - - -Departmental agencies account - - - - - - - - -Universities & Technikons - - - - - - - - -Foreign governments & international- - - - - - - - -organisationNon-profit institution - - - - - - - - -Households 2 481 - 483 483 - 100.00 322 322Gifts and donations - - - - - - - - -Payment of capital assets 923 - 1,080 2,003 446 1,557 22.27 1,107 1,107Machinery and equipment 923 - 1,080 2,003 446 1,557 22.27 1,069 1,069Software & other intangible assets - - - - - - - 38 38Total 53,796 - 1,080 54,876 54,552 324 99.41 37,175 37,175DETAIL PER PROGRAMME 2 - INSTITUTIONAL DEVELOPMENTfor the year ended 31 March 2010Programme per subprogramme 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Strategic Human Resources 15,289 (1,535) - 13,754 13,378 376 97.27 14,676 14,740Current payment 14,986 (1,515) - 13,471 13,234 237 98.24 13,807 14,503Transfers and subsidies - - - - - - - 100 100Payment for capital assets 303 (20) - 283 144 139 50.88 769 137Information Communication Technology 2,928 3,360 (1,000) 5,288 5,112 176 96.67 2,110 969Current payment 252 3,360 - 3,612 3,606 6 99.83 76 389Transfers and subsidies - - - - - - - - -Payment for capital assets 2,676 - (1,000) 1,676 1,506 170 89.86 2,034 580Legal /Advice Services 5,985 (465) (512) 5,008 4,417 591 88.20 4,234 3,826Current payment 5,905 (485) (432) 4,988 4,399 589 88.19 4,158 3,758Transfers and subsidies - - - - - - - - -Payment for capital assets 80 20 (80) 20 18 2 90.00 76 6897

Programme per subprogramme 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Communication Services 48,618 (1,536) (3,265) 43,817 41,269 2,548 94.18 47,705 55,044Current payment 47,699 (1,531) (3,265) 42,903 41,052 1,851 95.69 46,536 54,330Transfers and subsidies - 1 - 1 1 - 100.00 100 100Payment for capital assets 919 (6) - 913 216 697 23.66 1,069 614Programme Support 1,293 176 (250) 1,219 1,211 8 99.34 1,089 1,059Current payment 1,240 170 (250) 1,160 1,153 7 99.40 1,039 1,059Transfers and subsidies - - - - - - - - -Payment for capital assets 53 6 - 59 58 1 98.31 50 -Total 74,113 - (5,027) 69,086 65,387 3,699 94.65 69,814 75,638Economic Classification 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 70,082 (1) (3,947) 66,134 63,444 2,690 95.93 65,616 74,039Compensation of employees 29,836 - (2,699) 27,137 27,120 17 99.94 24,558 24,558Goods and services 40,246 (1) (1,248) 38,997 36,324 2,673 93.15 41,058 49,481Financial transactions in assets and- - - - - - - - -liabilitiesTransfer and subsidies to: - 1 - 1 1 - 100.00 200 200Provinces and municipalities - - - - - - - - -Departmental agencies account - - - - - - - - -Universities & Technikons - - - - - - - - -Foreign governments & international- - - - - - - - -organisationNon-profit institution - - - - - - - - -Households - 1 - 1 1 - 100.00 - -Gifts and donations - - - - - - - 200 200Payment of capital assets 4,031 - (1,080) 2,951 1,942 1,009 65.81 3,998 1,399Machinery and equipment 4,031 - (1,080) 2,951 1,942 1,009 65.81 3,859 1,260Software & other intangible assets - - - - - - - 139 139Total 74,113 - (5,027) 69,086 65,387 3,699 94.65 69,814 75,63898

DETAIL PER PROGRAMME 3 - POLICY & GOVERNANCEfor the year ended 31 March 2010Programme per subprogramme 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Intergovernmental RelationsServices 6,538 (1,847) 1,264 5,955 5,653 302 94.93 7,524 7,740Current payment 6,476 (1,817) 1,264 5,923 5,622 301 94.92 7,418 7,646Transfers and subsidies - - - - - - - - -Payment for capital assets 62 (30) - 32 31 1 96.88 106 94Provincial Policy Management 81,590 1,871 2,645 86,106 85,951 155 99.82 90,921 95,003Current payment 72,221 1,800 2,645 76,666 76,598 68 99.91 76,701 81,956Transfers and subsidies 8,800 17 - 8,817 8,814 3 99.97 11,844 11,844Payment for capital assets 569 54 - 623 539 84 86.52 2,376 1,203Programme Support 1,501 (24) 38 1,515 1,442 73 95.18 983 1,385Current payment 1,240 - 38 1,278 1,207 71 94.44 933 1,385Transfers and subsidies - - - - - - - - -Payment for capital assets 261 (24) - 237 235 2 99.16 50 -Total 89,629 - 3,947 93,576 93,046 530 99.43 99,428 104,128Economic Classification 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 79,937 - 3,947 83,867 83,427 440 99.48 85,052 90,987Compensation of employees 20,647 - 3,947 24,594 24,526 68 99.72 17,079 17,079Goods and services 59,290 (17) - 59,273 58,901 372 99.37 67,973 73,908Financial transactions in assets and- - - - - - - - -liabilitiesTransfer and subsidies to: 8,800 - - 8,817 8,814 3 99.97 11,844 11,844Provinces & municipalities - - - - - - - - -Departmental agencies account - - - - - - - - -Universities & Technikons 8,800 - - 8,800 8,800 - 100.00 8,065 8,065Foreign governments & international- - - - - - - 3,591 3,591organisationNon-profit institution - - - - - - - - -Households - 17 - 17 14 3 82.35 - -Gifts and Donations - - - - - - - 188 18899

Economic Classification 2009/2010 2008/09Adjusted Shifting of Funds Virement Final Appropriation Actual Expenditure Variance Expenditure as % of Final Appropriation Actual ExpenditureAppropriationfinal appropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Payment of capital assets 892 - - 892 805 87 90.25 2,532 1,297Machinery and equipment 892 - - 892 805 87 90.25 2,532 1,297Software and other intangible assets - - - - - - - - -Total 89,629 - 3,947 93,576 93,046 530 99.43 99,428 104,128100

NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 20101. Detail of transfers and subsidies as per Appropriation Act (after Virement)Detail of these transactions can be viewed in Note 7 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 to the Annual Financial Statements.3. Detail on Financial Transactions in Assets and liabilitiesDetail of these transactions can be viewed in Note 6 to the Annual Financial Statements.4. Explanations of material variances from Amounts Voted (after virement):4.1 Per programme:Programme 1: AdministrationExplanation of varianceNot ApplicableFinal AppropriationActualExpenditureVarianceVariance as a % ofFinal AppropR’000 R’000 R’000 R’00054,876 54,552 324 0.59Programme 2 : Institutional Development69,086 65,387 3,699 5.35Explanation of varianceUnder spending is in Goods and Services attributed to outstanding accruals and commitments because of the delay in implementation of projects. Payment could not be processed as a result of thenon receipt of the invoices on time.Programme 3 : Policy & GovernanceExplanation of varianceNot Applicable93,576 93,046 530 0.574.2 Per Economic classificationCurrent payment: 202,391 200,494 1,897 0.94Compensation of employees : 83,559 85,252 (1,693) (-2.03)Goods and services : 118,827 115,237 3,590 3.02Financial transactions in assets and liabilities 5 5 - -Unauthorised expenditure approvedTransfers and subsidies: 9,301 9,298 3 0.03Provinces and municipalities101

Departmental agencies and accountsUniversities and Technikons 8,800 8,800 - -Foreign government and international orgnisation - - -Households 501 498 3 0.06Gifts and Donations - - - -Payments for capital assets: 5,846 3,193 2,653 45.38Machinery and equipment 5,846 3,193 2,653 45.38Software - - -Explanation of varianceUnder spending under current expenditure relates to Goods and Services due to the accruals and commitments. Outstanding payments could not be processed because of non receipt of the invoiceson time. Delay in implementation of projects is also due to the reprioritization in line with new mandate and priorities.Under spending in capital is due to delay in implementation of LAN upgrade project and streamlining of the capital purchases.A Roll over will be requested102

STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2010Note 2009/10 2008/09R’000 R’000REVENUE 219,934 207,700Annual appropriation 1 217,538 206,417Statutory Appropriation 2 1,623 1,191Departmental revenue 3 773 92Local and foreign aid assistance - -TOTAL REVENUE 219,934 207,700EXPENDITURECurrent ExpenditureCompensation of employees 4 86,802 63,052Goods and services 5 115,237 138,979Financial transactions in assets and liabilities 6 5 27Local and foreign aid assistance - -Total current expenditure 202,044 202,058Transfers and subsidies 7 9,298 12,366Expenditure for capital assetsMachinery and equipment 8 3,193 3,626Software and other intangble assets 8 - 177Total expenditure for capital assets 3,193 3,803TOTAL EXPENDITURE 214,535 218,227SURPLUS FOR THE YEAR 5,399 (10,527)Add back unauthorised expenditure - -SURPLUS FOR THE YEAR 5,399 (10,527)Reconciliation of Net Surplus for the yearVoted Funds 4,626 (10,619)Departmental Revenue 13 773 92SURPLUS FOR THE YEAR 5,399 (10,527)103

STATEMENT OF FINANCIAL POSITIONfor the year ended 31 March 2010Note 2009/10 2008/09ASSET R’000 R’000Current assets 19,492 364Unauthorised expenditure 9 15,765 15,765Cash and cash equivalents 10 (18,184)Receivables 11 3,727 2,783Departmental revenue to be surrendered to the Revenue Fund - -TOTAL ASSETS 19,492 364LIABILITIESCurrent liabilities 19,492 364Voted funds to be surrendered to the Revenue Fund 12 4,626 -Departmental revenue to be surrendered to the Revenue Fund 13 10 (7)Bank Overdraft 14 14,599 371Payables 15 257 -TOTAL LIABILITIES 19,492 364NET ASSETS - -104

STATEMENT OF CHANGE IN NET ASSESTSfor the year ended 31 March 2010Capitalisation ReserveNote 2009/10 2008/09R’000 R’000Opening balance - -Transfers - -Closing balance - -Recoverable revenueOpening balance - -Irrecoverable amount written off - -Debts recovered (included in departmental revenue) - -Debts revised - -Closing balance - -TOTAL - -105

CASH FLOW STATEMENTfor the year ended 31 March 20102009/10 2008/09Note R’000 R’000CASH FLOWS FROM OPERATING ACTIVITIESReceipts 219,934 207,700Annual appropriate funds received 1.1 217,538 206,417Statutory appropriate funds received 2 1,623 1,191Departmental revenue received 3 773 92Local and foreign aid assistance received - -Net (increase)/ decrease in working capital (1,058) (11,690)Surrendered to Revenue Fund (756) (8,713)Current payments (202,044) (191,439)Transfers and subsidies paid 7 (9,298) (12,366)Net cash flow available from operating activities 16 6,778 (16,508)CASH FLOWS FROM INVESTING ACTIVITIESPayments for capital assets 8 (3,193) (3,803)Net cash flows from investing activities (3,193) (3,803)Net increase in cash and cash equivalents 3,585 (20,311)Cash and cash equivalents at the beginning of the period (18,184) 2,127Cash and cash equivalents at end of period 17 (14,599) (18,184)106

accounting policiesfor the year ended 31 March 2010The Financial Statements have been prepared in accordance with the following policies, which have been applied consistently in all material aspects, unless otherwise indicated. However, where appropriateand 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, Act 1 of1999 ( as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the Act and the Division of Revenue Act, Act 2 of 2006.1 Presentation of the Financial Statements1.1 Basis of preparationThe Financial Statements have ben prepared on a modified cash basis of accounting, except where stated otherwise. The modified cash basis constitues the cash basis of accounting supplemented withadditional disclosure items. Under the cash basis of accounting transactions and other events are recognised when cash is received or paid.1.2 Presentation currencyAll amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department.1.3 RoundingUnless otherwise stated all financial figures have been rounded to the nearest one thousand Rand (R’000).1.4 Comparative figuresPrior 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 toensure that the format in which the information is presented is consistent with the format of the current year’s financial statements.1.5 Comparative figures - Appropriation StatementA comparison between actual amounts and final appropriation per major classification of expenditure is included in the appropriation statement.2 Revenue2.1 Appropriated fundsAppropriated funds comprises of departmental allocations as well as direct charges against revenue fund (i.e. statutory appropriation)Appropriated funds are recognised in the financial records on the date the appropriation becomes effective. Adjustments made in terms of the adjustments budget process are recognised in thefinancial reccords on the date the adjustments become effective.The total appropriated funds received during the year are presented in the Statement of Financial Performance.Unexpended appropriated funds are surrendered to the Provincial Revenue Fund. Any amounts owing to the Provincial Revenue Fund at the end of the financial year are recognised as payable in theStatement of Financial Position.2.2 Departmental revenueAll departmental revenue is recognised in the Statement of Financial Performance when received and is subsequently paid into the Provincial Revenue Fund, unless stated otherwise.107

Any amount owing to the Provincial Revenue Fund is recognised as a payable in the Statement of Financial Position.No accrual is made for the amount receivable from the last receipt date to the end of the reporting period. These amounts are however disclosed in the disclosure note to the Annual FinancialStatements.3 Expenditure3.1 Compensation of employees3.1.1 Short-term employee benefitsThe cost of short term employee benefits are expensed in the Statement of Financial Performance when financial authorisation for payment is effected on the system (by no later than 31 March each year)Short-term employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements. These amounts must not be recognised in theStatement of Financial Performance or Position.3.1.2 Post retirement benefitsEmployer contribution (i.e. social contributions) are expensed in the Statement of Financial Performance when the final authorisation for payment is effected on the system (by no later than 31 March each year)No provision is made for the retirement benefits in the financial statements of the department. Any potential liabilities are disclosed in the Financial Statements of the Provincial Revenue Funds and notin the financial statements of the employer department.Social contribution (such as medical benefits) made by the department for certain of its ex-employees are classified as transfers to households in the Statement of Financial Performance.3.1.3 Termination benefitsTermination benefits such as severance packages are recognised as an expense in the Statement of Financial Performance as a transfer (to households) when the final authorisation for payment iseffected on the system (by no later than 31 March of each year).3.1.4 Other long-term employee benefitsOther long-term employee benefits (such as capped leave) are recognised as an expense in the Statement of Financial Performance as a transfer (to households) when the final authorisation forpayment is effected on the system (by no later than 31 March of each year)Long-term employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements.3.2 Goods and servicesPayments made for goods and/or services are recognised as an expense in the Statement of Financial Performance when the final authorisation for payment is effected on the system (by no later than31 March of each year).The expense is classified as capital if the goods and/or services were acquired for a capital project or if the total purchase price exceeds the capitalisation threshold (currency R5,000). All otherexpenditures are classified as current.108

3.3 Financial transactions in assets and liabilitiesDebts are written off when identified as irrecoverable. Debts written-off are limited to the amount of savings and/or underspending of appropriated funds. The write off occurs at year-end or whenfunds are available. No provision is made for irrecoverable amounts but amounts are disclosed as a disclosure note.All other losses are recognised when authorisation has been granted for the recognition thereof.3.4 Transfers and subsidiesTransfers and subsidies are recognised as an expense when the final authorisation for payment is effected on the system (by no later than 31 March of each year).3.5 Unauthorised expenditureWhen confirmed unauthorised expenditure is recognised as an asset in the Statement of Financial Position until such time as the expenditure is either approved by the relevant authority, recovered fromthe responsible person or written off as irrecoverable in the Statement of Financial Performance.Unauthorised expenditure approved with funding is derecognised from the Statement of Financial Position when the unauthorised expenditure is approved and the related funds are received.Where the amount is approved without funding it is recognised as expenditure in the Statement of Financial Performance on the date of approval.4 Assets4.1 Cash and cash equivalentsCash and cash equivalents are carried in the Statement of Financial Position at cost.Bank overdrafts are shown separately on the face of the Statement of Financial Position.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.4.2 ReceivablesReceivables included in the Statement of Financial Position arise from cash payments made that are recoverable from another party or from the sale of goods/rendering of services.Receivables outstanding at year-end are carried in the Statement of Financial Position at cost plus any accrued interest.4.3 InventoryInventories that qualify for recognition must be initially reflected at cost. Where inventories are acquired at no cost, or for nominal consideration, their cost shall be their fair value at the date ofacquisition.All inventory items at year-end are reflected using the weighted average cost or FIFO cost formula.4.4 Capital assets4.4.1 Movable assetsInitial recognitionA capital asset is recorded on receipt of the item at cost. Cost of an asset is defined as the total cost of acquisition. Where the cost cannot be determined accurately, the movable capital asset is stated atfair value. Where fair value cannot be determined, the capital asset is included in the asset register at R1.109

All assets acquired prior to 1 April 2002 are included in the register R1.5 Liabilities5.1 PayablesRecognised payables mainly comprise of amounts owing to other governmental entities. These payables are carried at cost in the Statement of Financial Position.5.2 Contingent liabilitiesContingent liabilities are included in the disclosure notes to the financial statements when it is possible that economic benefit will flow from the department, or when an outflow of economic benefits orservice potential is probable but cannot be measured reliably.5.3 CommitmentsCommitments are not recognised in the Statement of Financial Position as a liability or as expenditure in the Statement of Financial Performance but are included in the disclosure notes.5.4 AccrualsAccruals are not recognised in the Statement of Financial Position as a liability or as expenditure in the Statement of Financial Performance but are included in the disclosure notes.5.5 Employee benefitsShort-term employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements. These amounts are not recognised in theStatement of Financial Performance or the Statement of Financial Position.5.6 Lease commitmentsFinance leaseFinance leases are not recognised as assets and liabilities in the Statement of Financial Position. Finance lease payments are recognised as an expense in the Statement of Financial Performance andare apportioned between the capital and interest portions. The finance lease liability is disclosed in the disclosure notes to the financial statements.Operating leaseOperating lease payments are recognised as an expense in the Statement of Financial Performance. The operating lease commitments are disclosed in the disclosure notes to the financial statements.6 Net assets6.1 Recoverable revenueAmounts 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 tothe Provincial Revenue Fund when recovered or are transferred to the Statement of Financial Performance when written-off.7 Related party transactionsSpecific information with regards to related party transactions is included in the disclosure notes.8 Key management personnelCompensation paid to key management personnel including their family members where relevant, is included in the disclosure notes.110

Note 2009/10 2008/093.2 Interest, dividends and rent on land 3 R’000 R’000Interest 13 2313 23Note 2009/10 2008/093.3 Financial transactions in assets and liabilities 3 R’000 R’000Stale cheques written back - -Other Receipts including Recoverable Revenue 726 39Total 726 394 Compensation of employees Note 2009/10 2008/094.1 Salaries and wages R’000 R’000Basic salary 56,628 41,740Performance award 1,030 1,086Service Based 261 132Compensative/circumstantial 1,873 1,241Periodic Payments 246 413Other non-pensionable allowances 17,297 11,370Total 77,335 55,9824.2 Social contributionsNote 2009/10 2008/09Employee Contributions R’000 R’000Pension 6,569 4,980Medical 2,891 2,084UIF - -Bargaining council 7 6Insurance - -9,467 7,070Total compensation of employees 86,802 63,052Average number of employees 264 2505 Goods and services 2009/10 2008/09Note R’000 R’000Administrative Fees 728 2,052Advertising 25,397 39,831Assets less than R5,000 5.1 371 330Bursaries (employees) 235 91Catering 757 1,494Communication 3,241 2,463Computer services 5.2 1,610 12Consultants, contractors and agency/outsourced services 5.3 18,406 17,002112

Entertainment 174 388Audit cost- external 5.4 1,536 981Government motor transport - -Inventory 5.5 12,884 20,916Housing - -Maintenance, repairs and running cost - 416Operating leases 975 1,373Owned and leasehold property expenditure 5.6 2,605 957Transport provided as part of the departmental activities 1,489 450Travel and subsistence 5.7 8,977 14,573Venues and facilities 35,005 32,217Training & staff development 800 3,345Other operating expenditure 5.8 47 88Total 115,237 138,9795.1 Assets less than R5,000Tangible assets 5 371 330Biological assets - -Machinery and equipment 371 330Intangible assets - -Total 371 3302009/10 2008/09Note R’000 R’0005.2 Computer services 5 1,610 12SITA computer servicesExternal computer service providers - -1,610 125.3 Consultants, contractors and agency/outsourced services 2009/10 2008/09Note R’000 R’000Business and advisory services 5 17,518 6,701Infrastructure and planning - -Laboratory services - -Legal costs 250 33Contractors 638 9,704Agency and support/outsourced services - 564Total 18,406 17,0022009/10 2008/095.4 Audit cost-external R’000 R’000Regularity audits 5 1,536 981Performance audits - -113

Forensic audits - -Environmental audits - -Other audits - -Total 1,536 9812009/10 2008/095.5 Inventory Note R’000 R’000Medsas inventory interface 5 - -Learning and teaching support material - -Food and food supplies 121 5Fuel, oil and gas 78 82Other consumable materials 22 1,105Maintenance material - 6Stationery and printing 12,663 19,718Medical supplies - -Military stores - -Total 12,884 20,9162009/10 2008/095.6 Owned and leasehold property expenditure R’000 R’000Municipal services 5 2,375 -Property management fees - -Property maintenance and repairs - 416Other 230 957Total 2,605 1,3732009/10 2008/095.7 Travel and subsistence R’000 R’000Local 5 7,003 10,221Foreign 1,974 4,352Total 8,977 14,5732009/10 2008/095.8 Other operating expenditure Note R’000 R’000Leanerships 5 - -Professional bodies, membership and subscription fees - -Resettlement costs 47 88Other - -Total 47 886 Financial Transaction in Assets and Liabilities1142009/10 2008/09Note R’000 R’000Material losses through criminal conduct - -Theft - -Other material losses - -

Other material losses written off - -Debts written off 6.1 5 27Forex losses - -Total 5 272009/10 2008/096.1 Debts written off Note R’000 R’000Nature of debts written offTransfer to debts written off(Group major categories, but list material items one of which must be debt written off relating to irregular expenditure)State guarantee - -Bursary 6 1 -Salary debt 6 4 23Disallowance Fraud Cheque - -Other-Tax Debt/ Subsidised Transport - 2Housing Debt - 2Total 5 272009/10 2008/097 Transfers and Subsidies Note R’000 R’000Provinces and municipalities - -Departmental agencies and accounts - -Universities and technikons Annex 1A 8,800 8,065Foreign governments and international organisations Annex 1B - 3,591Public corporation and private enterprises - -Non-profit institutions - -Household Annex 1C 498 322Gifts, donations and sponsorships made Annex 1D - 388Total 9,298 12,366Unspent funds transferred to the above beneficiaries2009/10 2008/098 Expenditure for capital assets Note R’000 R’000Tangible assets 3,193 3,626Buildings and other fixed structures - -Heritage assets - -Machinery and equipment 25.1 3,193 3,626Land and subsoil assets - -Investment property - -Biological assets - -115

Software and other intangible assets Note - 177Capitalised development costs - -Computer software 26 - 177Mastheads and publishing titles - -Patents, licences, copyright, brand names, trademarks - -Recipes, formulae, prototypes, designs, models - -Services and operating rights - -Other intangibles - -Total 3,193 3,8038.1 Analysis of funds utilised to acquire capital assets-2009/10Expenditure for capital assetsTangible assets 3,193 - 3,193Buildings and other fixed structures -- --Heritage assets - - -Machinery and equipment 3,193 - 3,193Land and subsoil assets - - -Investment property - - -Biological assets - - -Software and other intangible assets - - -Capitalised development costs -- --Computer software - - -Mastheads and publishing titles - - -Patents, licences, copyright, brand names, trademarks - - -Recipes, formulae, prototypes, designs, models - - -Services and operating rights - - -Other intangibles - - -Total 3,193 - 3,193Analysis of funds utilised to acquire capital assets-2008/09Voted Aid AssistanceFundsR’000 R’000TotalMachinery &Equipment 3,626 - 3,626Computer Software 177 - 177Total assets acquired 3,803 - 3,8032009/10 2008/09Note R’000 R’0009 Unauthorised Expenditure 15,765 15,765116

9.1 Reconciliation of unauthorised expenditure 9 - -Opening balance 15,765 5,146Unauthorised expenditure-discovered in the current year - 10,619Less: Amounts approved by Parliament/Legislature with funding- -Less: Amounts approved by Parliament/Legislature without fundingand funding and written off in the Statement of Financial Performance - - - -Current - -Capital - -Transfers and subsidies - -Less: Amounts transferred to receivables for recovery - -Unauthorised expenditure awaiting authorisation 15,765 15,765NoteAnalysis of awaiting authorisation per economic classificationCurrent 9 15,765 15,765Capital - -Transfers and subsidies - -Total 15,765 15,7652009/10 2008/0910 Cash and Cash Equivalent R’000 R’000Consolidated Paymaster General Account (18,184)Cash receipts - -Disbursements - -Cash on hand - -Cash with commercial banks (Local) - -Cash with commercial banks (Foreign) - -Total - (18,184)11 ReceivablesLess than one year One to three years Older than three years Total 2008/09Note R’000 R’000 R’000 R’000 R’000Claims recoverables 11.1 & Ann3 1,402 1,725 111 3,238 2,100Trade receivables - - - - -Recoverable expenditure - - - - -Staff debt 11.2 21 - - 21 178Other debtors 11.3 288 180 - 468 5051,711 1,905 111 3,727 2,7832009/10 2008/09Note R’000 R’00011.1 Claims recoverables - -National departments 11 3,238 2,100Provincial departments - -117

Foreign governments - -Public entities - -Private enterprises - -Universities and technikons - -Households and non-profit institutions - -Local governments - -Total 3,238 2,1002009/10 2008/09Note R’000 R’00011.2 Staff debt 11 21 178PERSAL - -Total 21 1782009/10 2008/0911.3 Other debtors Note R’000 R’000(Group major categories, but list material items) 11Tax Debt - 2Bursary 7 -Salary 401 406T & S Advance 1 -Bonus - 18Allowance - 14Other debtors 59 65Total 468 50511.3.1 OtherTravel and Subsistance - 55Disallowance cheque Fraud - -Telephone a/c - 10- 652009/10 2008/0912 Voted Funds to be Surrendered to the Revenue Fund R’000 R’000Opening balance - 8,590Transfer from Statement of Financial Performance 4,626 (10,619)Add: Unauthorised expenditure for current year - 10,619Voted funds not requested/not received - -Transferred to retained revenue to defray excess expenditure - -(Parliament/Legislatures ONLY) - -Paid during the year - (8,590)Closing balance 4,626 -118

2009/10 2008/0913 Departmental revenue to be surrendered to the Revenue Fund R’000 R’000Opening balance (7) 24Transfer from Statement of Financial Performance 773 92Own revenue included in appropriation - -Transfer from aid assistance - -Transfer to voted funds to defray expenditure - -(Parliament/Legislatures ONLY) - -Paid during the year (756) (123)Closing balance 10 (7)2009/10 2008/0914 Bank Overdraft R’000 R’000Consolidated Payment General Account 14,599 -14,599 -The office does not have an overdraft facility. The overdraft is made up of the outstanding Electronic Funds Transfer (EFT) that hasn’t gone through the bankaccount and interfaced between BAS and SAP systems as at 31 March 2010.2009/10 2008/09R’000 R’00015 Payables-current Note 30 Days 30+ Days Total TotalAmounts owing to other entities - -Advances received - -Clearing accounts - -Other payables 15.1 257 - 257 371Total - - 257 3712009/10 2008/0915.1 Other payables Note R’000 R’000(Identify major categories, but list material amounts)PERSAL 15.2 8 319Other payables 15.2 249 52Total 257 3712009/10 2008/0915.2 PERSAL R’000 R’000Salary Reversal Control - 79Salary Income Tax CL 4 103Salary ACB Recall 4 41Salary Tax Debt - -Debt Rept Control - 52Salary Pension Fund - 448 319119

OTHER PAYABLESReceivable income 17 8Receivable interest 53 34Telephone Control/T&S Advance 179 10Total 249 522009/10 2008/0916 Net cash flow available from operating activities R’000 R’000Net surplus/(deficit)as per Statement of Financial Performance 5,399 (10,527)Add back non cash/cash movements not deemed operating activities 1,379 (5,981)(Increase)/decrease in receivables-current (944) (1,275)(Increase)/decrease in prepayments and advances - -(Increase)/decrease in other current assets - 10,619(Increase)/decrease in payables-current (114) 204Proceeds from sale of capital assets - -Proceeds from sale of investments - -(Increase)/decrease in other financial assets - -Expenditure on capital assets 3,193 3,803Surrenders to Revenue Fund (756) (8,713)Voted funds not requested/not received - (10,619)Own revenue included in appropriation - -Other non-cash items - -Net cash flow generated by operating activities 6,778 (16,508)2009/10 2008/0917 Reconciliation of cash and cash equivalents for cash flow purposes R’000 R’000Consolidated Paymaster General account (14,599) (18,184)Closing balance (14,599) (18,184)120

DISCLOSURE NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2010These amounts are not recognised in the Annual Financial Statements and are disclosed to enhance the usefulness of the Annual Financial Statements2009/10 2008/0918 Contigent liabilities R’000 R’000Liable to Nature NoteMotor vehicle guarantees Employees - -Housng loan guarantees Employees Annex 2A 32 409Other guarantees - -Claims against the department Annex 2B 135Other departments(interdepartmental unconfirmed balances) - -Environmental rehabilitation liability - -Other - -Total 32 54419 CommitmentsCurrent expenditure 3,010 26,605Approved and contracted - -Approved but not yet contracted 3,010 26,605Capital ExpenditureApproved and contracted 308 797Approved but not yet contracted - -308 797Total Commitments 3,318 27,40220 AccrualsListed by economic classification 30 days 30+ days Total TotalCompesation of employees - - -Goods and services 5,585 2,555 8,140 31,341Interest and rent on land - - - -Transfers and subsidies - - - -Building and other fixed structures - - - -Machinery and equipment - - - 1,955Land and subsoil assets - - - -Investment property - - - -Biological assets - - - -Software and other intangible assets - - - -Other - - - -Total 5,585 2,555 8,140 33,296121

2009/10 2008/09Listed by programme level R’000 R’000Administration 2,841 2,286Institutional Development 4,392 4,894Policy and Governance 907 26,116Total 8,140 33,29621 Employee benefitsLeave entitlement 3,746 3,105Service bonus (Thirteen cheque) 2,061 1,819Performance awards 3,222 554Capped leave commitments 2,009 1,965Total 11,038 7,44322 Lease commitments22.1 Operating leases expenditure Building and other fixed Machinery and equipmentTotalstructures2009/2010 Land R’000 R’000Not later than 1 year ` 2,385 2,385Later than 1 year and not later than 5 years 1,590 1,590Later than five years - -Total present value of lease liabilities 3,975 3,9752008/2009 Land R’000 R’000Not later than 1 year 2,385 2,385Later than 1 year and not later than 5 years 4,175 4,175Later than five years - -Total present value of lease liabilities 6,560 6,56022.2 Finance leases expenditure2009/2010 Land R’000 R’000Not later than 1 year ` 1,548 1,548Later than 1 year and not later than 5 years 407 407Later than five years - -Total lease commitments 1,955 1,955LESS: finance costs - -Total present value of lease liabilities 1,955 1,955122

Building and other fixedMachinery and equipmentstructures2008/2009 Land R’000 R’000Not later than 1 year 556 556Later than 1 year and not later than 5 years 260 260Later than five years - -Total lease commitments 816 816LESS: finance costs - -Total present value of lease liabilities 816 816Total23 Related party transactions Note 2009/10 2008/09Revenue Received/(paid) R’000 R’000Tax revenue/User charges - -Sales of goods and services other than capital assets - (13,438)Fines, penalties and forfeits - -Interest, dividends and rent on land - -Sales of capital assets - -Financial transactions in assets and liabilites - -Transfers - -Total - (13,438)Movement of funds between department and related partyInvestment - -Non-interest bearing loeans to/(from) - -Interest bearing loans to/(From) - -Debtor balances - -Creditor balances - (13,438)Sales of assets - -Guarantess provided - -Total - (13,438)Balances between department and related party Note 2009/10 2008/09R’000 R’000Investment - -Non-interest bearing loeans to/(from) - -Interest bearing loans to/(From) - -Debtor balances - -Creditor balances - -Sales of assets - -Guarantess provided - -Total - -123

24 Key management personnel No of individuals 2009/10R’000R’000Political Office Bearers (Statutory Appropriation) 1 1,550 1,286Officials:Levels 15 to16 14 10,426 3,016Level 14 (incl CFO) 11 5,212 3,575Family members of key management personnel - - -Total 26 17,188 7,8772008/0925 Movable Tangible Capital AssetsTreatment and audit approach for Fair Value of assetsSection 38 (1)(d) read in conjuction with Treasury Regulations 10.1.2 requires that the Accounting Officer should have processes and procedures in place for the effective and efficient management ofassets.In terms of the asset management reforms implementation plan, asset register complying with minimum requirements had to be in place by 31 March 2006 although the milestone for accuratevaluation of all assets have to be achieved by 31 March 2008.Gauteng Treasury in consultation with National Treasury agreed that valuation of all assets will be finalised on 31 March 2008 in accordance with the implementation plans. Consequently, the audit ofassets was conducted in accordance with the approved asset management implementation plans.MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010Opening Balance Current Year Adjustments to priorAdditions Disposals Closing Balanceyear balancesR’000 R’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 15,758 - 2,013 865 16,906Transport, assets 784 - - 293 491Specialised military assets - - - - -Computer equipment 7,265 - 1,630 257 8,638Furniture and office equipment 5,797 - 136 219 5,714Other machinery and equipment 1,912 - 247 96 2,063TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 15,758 - 2,013 865 16,906Accordng to the department’s assets register the total value of the minor assets R5 689.This represents 33.65 % of the department’s total assets.1. (173) - telephone equipment not reflected in the asset register.2. No purchase of software during the year.25.1 ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSET PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010Cash Non-cash (Capital work in progress-current Received current year, not paid (PaidTotalcosts and finance lease payments) current year, received prior year)R’000 R’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 3,193 - - (1,180) 2,013Transport, assets - - - - -Specialised military assets - - - - -124

Computer equipment 2,638 - - (1,008) 1,630Furniture and office equipment 297 - - (161) 136Other machinery and equipment 258 - - (11) 247TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS 3,193 - - (1,180) 2,01325.2 DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010MACHINERY AND EQUIPMENTSold for cashTransfer out or destroyed orTotal disposalsCash Received ActualscrappedR’000 R’000 R’000 R’000Transport, assets - 293 293 -Specialised military assets - - - -Computer equipment - 257 257 -Furniture and office equipment - 219 219 -Other machinery and equipment - 96 96TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS - 865 865 -25.3 MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2009Opening Balance Additions Disposals Closing BalanceR’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 9,543 6,215 - 15,758Transport, assets 784 - - 784Specialised military assets - - - -Computer equipment 3,752 3,513 - 7,265Furniture and office equipment 3,883 1,914 - 5,797Other machinery and equipment 1,124 788 - 1,912TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 9,543 6,215 - 15,75825.4 Minor assetsMINOR ASSETS OF THE DEPARTMENT FOR 31 MARCH 2010Intangible assets Heritage assets Machinery and equipment Biological assets TotalR’000 R’000 R’000 R’000 R’000Minor Assets - - 5,689 - 5,689TOTAL - - 5,689 - 5,689Intangible assets Heritage assets Machinery and equipment Biological assets TotalR’000 R’000 R’000 R’000 R’000Number of Minor Assets - - 5,635 - 5,635TOTAL - - 5,635 - 5,635125

MINOR ASSETS OF THE DEPARTMENT FOR 31 MARCH 2009Intangible assets Heritage assets Machinery and equipment Biological assets TotalR’000 R’000 R’000 R’000 R’000Minor Assets - - 5,555 - 5,555TOTAL - - 5,555 - 5,555Intangible assets Heritage assets Machinery and equipment Biological assets TotalR’000 R’000 R’000 R’000 R’000Number of Minor Assets - - 622 - 622TOTAL - - 622 - 622Intangible Capital Assets26 MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010Opening balanceCurr year adjustmentsAdditions Disposals Closing balanceto prior year balancesR’000 R’000 R’000 R’000 R’000COMPUTER SOFTWARE 352 - - - 352TOTAL 352 - - - 352Additions26.1 ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010Cash Non-cash (Development work in progress-current costs)Received current year, not paid(Paid current year,received prior year)R’000 R’000 R’000 R’000 R’000COMPUTER SOFTWARE - - - - -TOTAL - - - - -TotalDisposals26.2 DISPOSALS OF INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010126Sold for cashTransfer out orTotal disposalsCash Received Actualdestroyed or scrappedCost Fair Value Cost CostR’000 R’000 R’000 R’000COMPUTER SOFTWARE - - - -TOTAL NIL NIL NIL NIL26.3 MOVEMENT FOR 2008/09MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2009Opening Balance Additions Disposals Closing BalanceR’000 R’000 R’000 R’000COMPUTER SOFTWARE 175 177 352175 177 - 352

27 STATEMENT OF CONDITIONAL GRANT RECEIVEDNAME OF DEPARTMENT GRANT ALLOCATION SPENT 2008/09Division of Revenue Roll Overs DORA Adjustments Total Available Amount received by Amount spent by Available Fund spent Division of Revenue Amount spent byActdepartment department by departmentAct departmentR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Department of Health, Gauteng 193 - - 193 - 218 0.00% 184 200(through Provincial Treasury)TOTAL 193 - - 193 - 218 0.00% 184 200127

annexure TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2010ANNEXURE 1ASTATEMENT OF TRANSFERS TO UNIVERSITIES AND TECHNIKONSDEPARTMENTS/AGENCY/ACCOUNT TRANSFERS ALLOCATION TRANSFER 2008/2009Adjusted AppropriationRoll Overs Adjustments Total Available Actual Transfer % of Available Funds Appropriation ActActTransferredR’000 R’000 R’000 R’000 R’000 % R’000UNIVERSITY/TECHNIKON(WITS) 8,800 - - 8,800 8,800 0.0% 8,065Total 8,800 - - 8,800 8,800 0.0% 8,065ANNEXURE 1BSTATEMENT OF TRANSFERS TO FOREIGN GVERNMENT AND INTERNATIONAL ORGANISATIONSFOREIGN GOVRNMENT/INTERNATIONALTRANSFERS ALLOCATION EXPENDITURE 2008/09ORGANISATIONSAdjusted Appropriation Act Roll Overs Adjustments Total Available Actual Transfer % of Available Transferred Final Appropriation ActR’000 R’000 R’000 R’000 R’000 % R’000TransfersUNITED CITIES AND LOCAL GOVERNMENTS- - - - - - 3,591OF AFRICA(UCLGA)TOTAL - - - - - 0% 3,591ANNEXURE 1CSTATEMENT OF TRANSFERES/SUBSIDIES TO HOUSEHOLDSHOUSEHOLD TRANSFERS ALLOCATION EXPENDITURE 2008/09Adjusted Appropriation Act Roll Overs Adjustments Total Available Actual Transfer % of Available Transferred Final Appropriation ActR’000 R’000 R’000 R’000 R’000 % R’000TransfersH/H EMPL Social Benefits 501 - - 501 498 99.00% 322Total 501 - - 501 498 322128

ANNEXURE 1DSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS RECEIVED FOR THE YEAR ENDED 31 MARCH 2010NAME OF ORGANISATION NATURE OF GIFT, DONATION OR SPONSORSHIP 2009/10 2008/09R’000 R’000Received in cashStandard Bank Gauteng Premier Service Excellence Awards - -- -Received in kindStandard Bank Gauteng Premier Service Excellence Awards - -Audi SA Use of vehicle by Premier - -BMW Use of vehicle by Premier - -GSSC Brief case for the Conference - -ABSA Complimentary tickets for concert - -Standard Bank Complimentary tickets for the Show - -Vodacom Complimentary ticket for Durabn July - -ABSA Complimentary ticket for the Theatre - -SAIL Silver Letter Opener on Birth Day - -Cheadle Thomson Xmas Hamper on Christmas - -- -ANNEXURE ESTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS MADE AND REMISSIONS, REFUNDS AND PAYMENTS MADE AS AN ACT OF GRACENATURE OF GIFT, DONATION OR SPONSORSHIP 2009/10 2008/09(Group major categories but list material items including name of organisation) R’000 R’000Paid in cashFederations Of Unions Of South Africa - 100National Council Of Trade Unions - 100Progressive Women’s Movement SA - 95Gauteng Disability Alliance - 48Gauteng Disability Alliance - 45Total - 388129

ANNEXURE : 2ASTATEMENT OF FINANCIAL GUARANTEES AS AT 31 MARCH 2010 - LOCALGuarantor InstitutionGuarantee in respectSTANDARD BANKofHousingGuaranteeOriginal Guaranteedcapital amountOpening balance asat 01 April 2009Guaranteedrawdowns duringthe yearGuaranteesrepayments /cancelled/reduced/released during theRevaluationsClosing balance31 March 2010Guaranteed interestfor the year ended recoverable i.e claims31 March 2010Realised losses notyearR’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000- 70 - 70 - - - -NEDBANK LTD “ - 115 - 83 - 32 - -FIRST RAND BANK FNB “ - 55 - 55 - - - -ABSA “ - 126 - 126 - - - -UNIQUE FIN BANK “ “ - - - - - - - -OLD MUTUAL FIN LTD “ “ - 16 - 16 - - - -OLD MUT (NED/PERM) “ “ - 16 - 16 - - - -NEDBANK LTD(NBS) “ “ - 11 - 11 - - - -PEOPLE’S BANK FBD FLD “ “ - - - - - - - -TOTAL - 409 - 377 - 32 - -paid outANNEXURE:2BSTATEMENT OF CONTIGENT LIABILITIES AS AT 31 MARCH 2010Nature of Liability Opening Balance 01/04/2009 Liabilities incurred during the year Liabilities paid/cancelled/reduced Liabilities recoverable (Provide Closing balance 31/03/2010during the yeardetails hereunder)R’000 R’000 R’000 R’000 R’000Claims against the department 135 - 135 - -TOTAL 135 - 135 - -ANNEXURE : 3INTER-GOVERNMENT RECEIVABLESConfirmed balance outstanding Unconfirmed balance outstanding TotalGovernment Entity 31/03/2010 31/03/2009 31/03/2010 31/03/2009 31/03/2010 31/03/2009R’000 R’000 R’000 R’000 R’000 R’000Claim: Recoverable: Salary ClaimsDepartment Of Community Safety - - (3) - (3) -Department Of Housing - - 3 - 3 -Department Of Health - - - 1 - 1Gauteng Treasury - - - 3 - 3130

Gauteng GG Transport - - - 3 - 3Gauteng Shared Services Centre - - - 32 - 32Office of the Presidency 576 - - - 576 -South African Police Service 29 - - - 29 -National Department Of Health - - - 16 - 16Office of the Premier - - 1 - 1 -Subtotal 605 - 1 55 606 55Claims Recover: Gauteng CADepartment of Economic Development - 153 - - - 153Department of Sports, Recreation, Arts & Culture 1,630 - - 1,630 1,630 1,630Gauteng Legislature - - 93 - 93 -Gauteng GG Transport - - 2 2 2 2Department of Social Services - - - (38) - (38)Gauteng Public Works & Transport Precinct - - - 230 - 230Department of Health 29 - - - 29 -Department of Community Safety 10 - - - 10 -Tshwane Metropolitan - - 68 68 68 68Office of the Presidency 29 - - - 29 -Department of Transport, Road and Works (Precinct) 771 - - - 771 -Subtotal 2,469 153 163 1,892 2,632 2,045TOTAL 3,074 153 164 1,947 3,238 2,100ANNEXURE : 4INTER-DEPARTMENTAL PAYABLESConfirmed balance outstanding Unconfirmed balance outstanding TotalGovernment Entity 31/03/2010 31/03/2009 31/03/2010 31/03/2009 31/03/2010 31/03/2009R’000 R’000 R’000 R’000 R’000 R’000DepartmentsCurrent - - - - - -- - - - - -Subtotal - - - - - -Non-Current- - - - - -Subtotal - - - - - -TOTAL - - - - - -131

Claims amounting to R 10,638,000 not disclosed in this annexure because it is not reflected in the trial balance as on 31 March 2010.The details are as under:R’000Department of Public Transport, Roads and Works 2,142Department of Sports, Arts, Culture and Recreation 7,129GSSC 331Department of Sports, Arts, Culture and Recreation 1,03610,638ANNEXURE 5INVENTORY 2009/10Note Quantity R’000Invento ryOpening balance - -Add/(Less): Adjustments to prior year balances - -Add: Additions/Purchases - Cash - 12,884Add: Additions - Non-cash - -(Less): Disposals - -(Less): Issues - (11,784)Add/(Less): Adjustments - -Closing balance - 1,100132

133

SECTION SIXOTHER INFORMATIONOversight ReportAccess to Information134

HR OVERSIGHT REPORTApril 2009 to March 20106. Oversight - Human ResourcesService delivery6.1. Service DeliveryAs per the guidelines in the Treasury Regulations of 2001, the strategic planning process includeda Service Delivery Improvement Plan was developed in terms of the Public Service Regulations andupdated for the MTEF. This included the identification of key standards for the main services deliveredby the Office, an identification of our customers as well as the quantity and quality of service standardsto be delivered by the Office of the Premier.Table1.1. Service Delivery provided and standardsKey services were developed for the main services in the Office of the Premier and are reported onin detail in the performance report section of this report. The successes of those that are key to ourexternal services are reflected below:Main services Actual customers Potential customers Standard of service Actual achievement against standardsPublic Liaison Gauteng citizens International visitors, international Widely publicized public participation Achievedmedia and investorsevents including izimbizo, mediabriefings and GPG publications, AnnualGPG services director published, publicliaison hotline concept documentapproved.Improved policy & decision-making Executive Council members and GPG Local governmentDevelopment and tracking ofAchieveddepartmentsProgramme of action, development ofsystem for tracking ExCo decisions andrefurbishment of cabinet boardroom.Strategy & policy development insupport of employment equityDesignated groups Private sector & educational sector Policies for women and people withdisabilities reviewedSome progress made135

Table1.2. Consultation arrangements for customersKey internal services were consulted on with our internal customersand as the need arose. With respect to our external customers,the GPG Imbizo programme ensures regular consultation andfeedback to citizens.Table1.3. Service Delivery Access StrategyAs part of our access to service delivery strategy, the Office ofthe Premier ensures that adequate signage is available to directvisitors to the correct office and also ensures that facilities toaccommodate people living with disabilities are in place. We havealso attempted to assist customers in the South African languageof their choice where this was required.Instruments designed to maximise Gauteng residents’ access toinformation about the provincial government’s services, projectsand programmes are facilitated within available resources andthrough a range of mechanisms including radio and other media,publications, Imbizo and other interactive community meetings,public exhibitions, Thusong Service centres, the Gautenggovernment website and the Gauteng government call centre.The Gauteng News is publication on government’s services thatis widely distributed to citizens. A special edition, focusing onthe State of the Premier Address by the Premier Mokonyane wasproduced and distributed. The GPG portal also has daily updatesof GPG activities and a quarterly report of progress within GPG,which may be accessed by citizens. A concept document for thePublic Service Hot Line was approved by the EXCO.Table1.4. Service Information ToolA consolidated service directory on government services, includingHIV and Aids, Economic Opportunities, Women, Children, Peoplewith Disabilities and Victim Empowerment Resources was publishedand distributed to the public. A services database is also availableon the Portal (website) and is regularly updated.Table1.5. Complaints mechanismService delivery complaints are invited in person, in writing, bytelephoning or by emailing us. Plans are in place for the Batho PeleChampion in the Office of the Premier to ensure that complaintsare investigated and resolved as quickly as possible. We have alsodeveloped response times and mechanisms to communicate theoutcome of complaints.Complaints in relation to corruption and fraud by any of ouremployees can be reported on the following number: 0800 701701, general enquiries on our services can be directed to theGauteng Provincial Government call centre on 0860GAUTENG(0860 428 8364) and are also available on the GPG Website:www.gautengonline.org.za.TABLE 2.1 - Personnel costs by ProgrammeProgrammeTotal Voted Compensation Training Expenditure Professional and Compensation ofAverage EmploymentExpenditure (R’000) of EmployeesExpenditure (R’000)(R’000) Special Services(R’000)Employees as percentof Total ExpenditureCompensation ofEmployees Cost perEmployee (R’000)Pr.1:Administration 54,552 33,606 0 6560 61.6 391 86Pr.2:Institutional Development 65,387 27,120 737 2485 41.5 266 102Pr.3:Policy & Governance 93,046 24,526 63 8723 26.4 323 76Z=Total as on Financial Systems (BAS) 212,985 85,252 800 17,768 40 323 264136

TABLE 2.2 - Personnel costs by Salary bandSalary BandsCompensation ofEmployees Cost(R’000)Percentage of TotalPersonnel Cost forDepartmentAverageCompensation Costper Employee (R)Total Personnel Costfor Departmentincluding Goods andNumber of EmployeesTransfers (R’000)Skilled (Levels 3-5) 4,816 5.6 114,667 85,252 42Highly skilled production (Levels 6-8) 15,364 18 210,466 85,252 73Highly skilled supervision (Levels 9-12) 28,871 33.9 418,420 85,252 69Senior management (Levels 13-16) 20,582 24.1 709,724 85,252 29Contract (Levels 3-5) 148 0.2 148,000 85,252 1Contract (Levels 6-8) 1,816 2.1 227,000 85,252 8Contract (Levels 9-12) 1,533 1.8 511,000 85,252 3Contract (Levels 13-16) 11,379 13.3 948,250 85,252 12Periodical Remuneration 216 0.3 72,000 85,252 3Abnormal Appointment 527 0.6 21,958 85,252 24TOTAL 85,252 100 322,924 85,252 264TABLE 2.3 - Salaries, Overtime, Home Owners Allowance and Medical Aid by ProgrammeProgramme Salaries (R’000) Salaries as % of Overtime (R’000) Overtime as % ofPersonnel CostPersonnel CostHOA (R’000)HOA as % ofPersonnel CostMedical Ass. (R’000)Medical Ass. as % ofPersonnel CostTotal Personnel Costper Programme(R’000)Pr.1:Administration 21,029 62.6 217 0.6 474 1.41 1,054 3.14 33,606Pr.2:Institutional Development 18,061 66.6 196 0.7 460 1.7 1,184 4.37 27,120Pr.3:Policy & Governance 15,988 65.2 57 0.2 587 2.4 653 2.66 24,526TOTAL 55,078 64.61 470 0.55 1521 1.78 2,891 3.39 85,252TABLE 2.4 - Salaries, Overtime, Home Owners Allowance and Medical Aid by Salary BandSalary bands Salaries (R’000) Salaries as % of Overtime (R’000) Overtime as % ofPersonnel CostPersonnel CostHOA (R’000)HOA as % ofPersonnel CostMedical Ass. (R’000)Medical Ass. as % ofPersonnel CostTotal Personnel Costper Salary Band(R’000)Skilled (Levels 3-5) 3,244 67.4 18 0.4 232 4.8 523 10.9 4,816Highly skilled production (Levels 6-8) 9,006 58.5 179 1.2 350 2.3 947 6.2 15,388Highly skilled supervision (Levels17,622 61.4 183 0.6 343 1.2 957 3.3 28,6899-12)Senior management (Levels 13-16) 13,517 65.5 0 0 419 2 362 1.8 20,639Contract (Levels 3-5) 145 98 0 0 1 0.7 1 0.7 148Contract (Levels 6-8) 1,727 95.1 84 4.6 7 0.4 11 0.6 1,816Contract (Levels 9-12) 1,395 90.5 6 0.4 0 0 9 0.6 1,541Contract (Levels 13-16) 7,905 68.9 0 0 169 1.5 81 0.7 11,472Periodical Remuneration 0 0 0 0 0 0 0 0 216Abnormal Appointment 517 98.1 0 0 0 0 0 0 527TOTAL 55,078 64.61 470 0.6 1,521 1.8 2,891 3.4 85,252137

TABLE 3.1 - Employment and Vacancies by Programme at end of periodProgramme Number of Posts Number of Posts Filled Vacancy Rate Number of Posts FilledAdditional to theEstablishmentPr.1:Administration 134 86 35.8 18Pr.2:Institutional Development 109 102 6.4 4Pr.3:Policy & Governance 104 76 26.9 2TOTAL 347 264 23.9 24TABLE 3.2 - Employment and Vacancies by Salary Band at end of periodSalary Band Number of Posts Number of Posts Filled Vacancy Rate Number of Posts FilledAdditional to theEstablishmentLower skilled (Levels 1-2), Permanent 1 0 100 0Skilled (Levels 3-5), Permanent 50 45 10 0Highly skilled production (Levels 6-8), Permanent 106 86 18.9 0Highly skilled supervision (Levels 9-12), Permanent 128 80 37.5 1Senior management (Levels 13-16), Permanent 38 29 23.7 0Contract (Levels 3-5), Permanent 1 1 0 1Contract (Levels 6-8), Permanent 8 8 0 8Contract (Levels 9-12), Permanent 3 3 0 3Contract (Levels 13-16), Permanent 12 12 0 11TOTAL 347 264 23.9 24138

TABLE 3.3 - Employment and Vacancies by Critical Occupation at end of periodCritical Occupations Number of Posts Number of Posts Filled Vacancy Rate Number of Posts FilledAdditional to theEstablishmentAdministrative related, Permanent 50 35 30 4Advocates, Permanent 1 0 100 0Cleaners in offices workshops hospitals etc., Permanent 1 1 0 1Client inform clerks(switchb recept inform clerks), Permanent 1 1 0 0Communication and information related, Permanent 30 17 43.3 0Finance and economics related, Permanent 15 9 40 0Financial and related professionals, Permanent 14 10 28.6 0Financial clerks and credit controllers, Permanent 3 2 33.3 1Food services aids and waiters, Permanent 2 2 0 1General legal administration & rel. professionals, Permanent 6 2 66.7 0Head of department/chief executive officer, Permanent 10 7 30 4Human resources & organisat developm & relate prof, Permanent 17 12 29.4 0Human resources clerks, Permanent 21 19 9.5 0Human resources related, Permanent 5 5 0 0Information technology related, Permanent 1 1 0 0Language practitioners interpreters & other commun, Permanent 17 15 11.8 1Library mail and related clerks, Permanent 8 7 12.5 0Logistical support personnel, Permanent 9 7 22.2 2Material-recording and transport clerks, Permanent 2 2 0 0Messengers porters and deliverers, Permanent 13 11 15.4 0Other administrat & related clerks and organisers, Permanent 8 6 25 1Other administrative policy and related officers, Permanent 3 2 33.3 0Other information technology personnel., Permanent 5 5 0 0Other occupations, Permanent 1 1 0 0Risk management and security services, Permanent 1 1 0 0Secretaries & other keyboard operating clerks, Permanent 39 30 23.1 2Security officers, Permanent 20 19 5 0Senior managers, Permanent 44 35 20.5 7TOTAL 347 264 23.9 24139

TABLE 4.1 - Job EvaluationSalary Band Number of Posts Number of Jobs Evaluated % of Posts Evaluated Number of Posts Upgraded % of Upgraded PostsNumber of Posts% of Downgraded PostsEvaluatedDowngradedEvaluatedLower skilled (Levels 1-2) 1 0 0 0 0 0 0Contract (Levels 3-5) 1 0 0 0 0 0 0Contract (Levels 6-8) 8 0 0 0 0 0 0Contract (Levels 9-12) 3 0 0 0 0 0 0Contract (Band A) 2 0 0 0 0 0 0Contract (Band B) 3 0 0 0 0 0 0Contract (Band C) 2 0 0 0 0 0 0Contract (Band D) 5 0 0 0 0 0 0Skilled (Levels 3-5) 50 0 0 0 0 0 0Highly skilled production (Levels 6-8) 106 0 0 0 0 0 0Highly skilled supervision (Levels 9-12) 128 1 0.8 0 0 0 0Senior Management Service Band A 25 0 0 0 0 0 0Senior Management Service Band B 8 0 0 0 0 0 0Senior Management Service Band C 3 0 0 0 0 0 0Senior Management Service Band D 2 0 0 0 0 0 0TOTAL 347 1 0.3 0 0 0 0TABLE 4.2 - Profile of employees whose positions were upgraded due to their posts being upgradedBeneficiaries African Asian Coloured White TotalFemale 0 0 0 0 0Male 0 0 0 0 0Total 0 0 0 0 0Employees with a Disability 0 0 0 0 0TABLE 4.3 - Employees whose salary level exceed the grade determined by Job Evaluation [i.t.o PSR 1.V.C.3]Occupation Number of Employees Job Evaluation Level Remuneration Level Reason for Deviation No of Employees in DeptNoneTotal 0Percentage of Total Employment 0 0TABLE 4.4 - Profile of employees whose salary level exceeded the grade determined by job evaluation [i.t.o. PSR 1.V.C.3]Beneficiaries African Asian Coloured White TotalFemale 0 0 0 0 0Male 0 0 0 0 0Total 0 0 0 0 0Employees with a Disability 0 0 0 0 0140

TABLE 5.1 - Annual Turnover Rates by Salary BandSalary BandEmployment at Beginning of PeriodAppointments Terminations Turnover Rate(April 2009)Skilled (Levels 3-5), Permanent 42 1 0 0Highly skilled production (Levels 6-8), Permanent 81 2 1 1.2Highly skilled supervision (Levels 9-12), Permanent 78 1 6 7.7Senior Management Service Band A, Permanent 19 0 0 0Senior Management Service Band B, Permanent 5 0 0 0Senior Management Service Band C, Permanent 3 0 1 33.3Senior Management Service Band D, Permanent 1 0 1 100Other, Permanent 1 0 0 0Contract (Levels 3-5), Permanent 1 1 2 200Contract (Levels 6-8), Permanent 6 19 13 216.7Contract (Levels 9-12), Permanent 5 9 9 180Contract (Band A), Permanent 3 5 5 166.7Contract (Band B), Permanent 3 5 4 133.3Contract (Band C), Permanent 2 8 4 200Contract (Band D), Permanent 1 10 2 200TOTAL 251 61 48 19.1TABLE 5.2 - Annual Turnover Rates by Critical OccupationOccupationEmployment at Beginning of PeriodAppointments Terminations Turnover Rate(April 2009)Administrative related, Permanent 33 6 11 33.3Attorneys, Permanent 1 0 0 0Cleaners in offices workshops hospitals etc., Permanent 0 1 0 0Client inform clerks(switchb recept inform clerks), Permanent 2 0 0 0Communication and information related, Permanent 16 0 2 12.5Finance and economics related, Permanent 5 1 0 0Financial and related professionals, Permanent 10 2 4 40Financial clerks and credit controllers, Permanent 0 1 1 0Food services aids and waiters, Permanent 5 1 0 0Head of department/chief executive officer, Permanent 3 3 1 33.3Health sciences related, Permanent 1 0 0 0Human resources & organisat developm & relate prof, Permanent 14 0 0 0Human resources clerks, Permanent16 0 0 0Human resources related, Permanent5 0 0 0Language practitioners interpreters & other commun, Permanent 14 3 3 21.4Legal related, Permanent 4 0 2 50Library mail and related clerks, Permanent 7 0 0 0Light vehicle drivers, Permanent 3 0 0 0Logistical support personnel, Permanent 6 0 0 0141

OccupationEmployment at Beginning of PeriodAppointments Terminations Turnover Rate(April 2009)Material-recording and transport clerks, Permanent 1 0 0 0Messengers porters and deliverers, Permanent 3 0 0 0Other administrat & related clerks and organisers, Permanent 8 13 1 12.5Other administrative policy and related officers, Permanent 8 0 0 0Other information technology personnel., Permanent 4 0 0 0Other occupations, Permanent 13 3 6 46.2Rank: Unknown, Permanent 1 0 0 0Risk management and security services, Permanent 2 0 1 50Secretaries & other keyboard operating clerks, Permanent 24 5 5 20.8Security officers, Permanent 20 0 0 0Senior managers, Permanent 22 22 11 50TOTAL 251 61 48 19.1TABLE 5.3 - Reasons why staff are leaving the departmentTermination Type Number Percentage of Total Resignations Percentage of Total Employment Total Total EmploymentDeath, Permanent 2 4.2 0.8 48 264Resignation, Permanent 8 16.7 3 48 264Expiry of contract, Permanent 37 77.1 14 48 264Discharged due to ill health, Permanent 1 2.1 0.4 48 264TOTAL 48 100 18.2 48 264Resignations as % of Employment 19.1Note: Percentage resignations is inclusive of all terminations142

TABLE 5.4 - Promotions by Critical OccupationOccupationEmployment at Beginning of PeriodPromotions to another Salary LevelSalary Level Promotions as a % ofProgressions to another NotchNotch progressions as a % of(April 2009)Employmentwithin Salary LevelEmploymentAdministrative related 33 6 18.2 20 60.6Attorneys 1 0 0 1 100Client inform clerks(switchb recept inform clerks) 2 0 0 2 100Communication and information related 16 0 0 5 31.3Finance and economics related 5 0 0 2 40Financial and related professionals 10 0 0 1 10Food services aids and waiters 5 0 0 0 0Head of department/chief executive officer 3 0 0 1 33.3Health sciences related 1 0 0 1 100Human resources & organisat developm & relate prof 14 0 0 3 21.4Human resources clerks 16 0 0 6 37.5Human resources related 5 1 20 4 80Language practitioners interpreters & other commun 14 1 7.1 6 42.9Legal related 4 0 0 2 50Library mail and related clerks 7 0 0 2 28.6Light vehicle drivers 3 0 0 0 0Logistical support personnel 6 2 33.3 3 50Material-recording and transport clerks 1 0 0 0 0Messengers porters and deliverers 3 0 0 0 0Other administrat & related clerks and organisers 8 0 0 4 50Other administrative policy and related officers 8 0 0 5 62.5Other information technology personnel. 4 0 0 0 0Other occupations 13 1 7.7 3 23.1Rank: Unknown 1 0 0 0 0Risk management and security services 2 0 0 0 0Secretaries & other keyboard operating clerks 24 0 0 10 41.7Security officers 20 0 0 9 45Senior managers 22 2 9.1 8 36.4TOTAL 251 13 5.2 98 39143

TABLE 5.5 - Promotions by Salary BandSalary BandEmployment at Beginning of PeriodPromotions to another Salary LevelSalary Level Promotions as a % ofProgressions to another NotchNotch progressions as a % of(April 2009)Employmentwithin Salary LevelEmploymentSkilled (Levels 3-5), Permanent 42 0 0 14 33.3Highly skilled production (Levels 6-8), Permanent 81 2 2.5 31 38.3Highly skilled supervision (Levels 9-12), Permanent 78 5 6.4 37 47.4Senior management (Levels 13-16), Permanent 28 2 7.1 13 46.4Other, Permanent 1 0 0 0 0Contract (Levels 3-5), Permanent 1 0 0 0 0Contract (Levels 6-8), Permanent 6 0 0 0 0Contract (Levels 9-12), Permanent 5 2 40 1 20Contract (Levels 13-16), Permanent 9 2 22.2 2 22.2TOTAL 251 13 5.2 98 39TABLE 6.1 - Total number of Employees (incl. Employees with disabilities) per Occupational Category (SASCO)Occupational Categories Male, African Male, Coloured Male, Indian Male, Total Male, White Female, African Female,Female, IndianFemale, TotalFemale, WhiteBlacksColouredBlacksLegislators, senior officials and managers, Permanent 12 3 1 16 0 11 1 2 14 1 31Professionals, Permanent 23 1 1 25 3 36 4 3 38 2 73Technicians and associate professionals, Permanent 15 0 2 17 3 22 2 5 25 5 54Clerks, Permanent 20 0 0 20 0 36 3 2 36 3 64Service and sales workers, Permanent 12 0 0 12 0 8 0 0 8 1 21Plant and machine operators and assemblers,1 0 0 1 0 0 0 0 0 0 1PermanentElementary occupations, Permanent 7 0 0 7 0 13 0 0 13 0 20TOTAL 90 4 4 98 6 126 10 12 134 12 264TotalMale, African Male, Coloured Male, Indian Male, TotalBlacksMale, White Female, African Female,ColouredFemale, Indian Female, TotalBlacksFemale, WhiteEmployees with disabilities 1 0 1 2 1 2 0 0 2 0 5TotalTABLE 6.2 - Total number of Employees (incl. Employees with disabilities) per Occupational BandsOccupational Bands Male, African Male, Coloured Male, Indian Male, Total Male, White Female, African Female, Female, Indian Female, Total Female, White TotalBlacksColouredBlacksTop Management, Permanent 1 0 0 1 0 2 0 0 2 1 4Senior Management, Permanent 9 2 1 12 2 6 0 3 9 2 25Professionally qualified and experienced specialists and26 1 2 29 4 35 3 5 39 3 79mid-management, PermanentSkilled technical and academically qualified workers,junior management, supervisors, foremen, Permanent20 0 0 20 0 53 5 3 54 6 87144

Occupational Bands Male, African Male, Coloured Male, Indian Male, TotalSemi-skilled and discretionary decision making,PermanentMale, White Female, African Female,Female, IndianFemale, TotalFemale, WhiteBlacksColouredBlacks21 0 0 21 0 24 0 0 21 0 45Contract (Top Management), Permanent 4 1 0 5 0 1 1 0 2 0 7Contract (Senior Management), Permanent 3 0 0 3 0 2 0 0 2 0 5Contract (Professionally qualified), Permanent 0 0 1 1 0 0 1 1 2 0 3Contract (Skilled technical), Permanent 6 0 0 6 0 2 0 0 2 0 8Contract (Semi-skilled), Permanent 0 0 0 0 0 1 0 0 1 0 1TOTAL 90 4 4 98 6 126 10 12 134 12 264TotalTABLE 6.3 - RecruitmentOccupational Bands Male, African Male, Coloured Male, Indian Male, Total Male, White Female, African Female, Female, Indian Female, Total Female, White TotalBlacksColouredBlacksProfessionally qualified and experienced specialists and7 0 1 1 0 2 2 1 0 0 13mid-management, PermanentSkilled technical and academically qualified workers,5 0 0 1 0 2 1 0 1 0 8junior management, supervisors, foremen, PermanentSemi-skilled and discretionary decision making,0 0 0 0 0 1 2 0 1 0 1PermanentContract (Top Management), Permanent 9 1 0 5 0 2 0 0 2 0 14Contract (Senior Management), Permanent 4 0 0 4 0 3 0 0 1 0 7Contract (Professionally qualified), Permanent 0 1 2 2 0 2 0 0 3 0 5Contract (Skilled technical), Permanent 8 0 0 8 0 4 0 0 4 0 12Contract (Semi-skilled), Permanent 0 0 0 0 0 1 0 0 1 0 1TOTAL 33 2 3 21 0 17 5 1 13 0 61TABLE 6.4 - PromotionsOccupational Bands Male, African Male, Coloured Male, Indian Male, Total Male, White Female, African Female, Female, Indian Female, Total Female, White TotalBlacksColouredBlacksTop Management, Permanent 1 0 0 1 0 1 0 0 1 1 3Senior Management, Permanent 3 2 1 6 2 2 0 1 3 1 12Professionally qualified and experienced specialists and9 0 1 10 2 22 0 4 26 4 42mid-management, PermanentSkilled technical and academically qualified workers,3 0 0 3 0 23 3 1 27 3 33junior management, supervisors, foremen, PermanentSemi-skilled and discretionary decision making,10 0 0 10 0 4 0 0 4 0 14PermanentContract (Top Management), Permanent 1 0 0 1 0 0 0 0 0 0 1145

Occupational Bands Male, African Male, Coloured Male, Indian Male, TotalMale, White Female, African Female,Female, IndianFemale, TotalFemale, WhiteBlacksColouredBlacksContract (Senior Management), Permanent 2 0 0 2 0 1 0 0 1 0 3Contract (Professionally qualified), Permanent 0 0 1 1 0 0 1 1 2 0 3TOTAL 29 2 3 34 4 53 4 7 64 9 111Male, African Male, Coloured Male, Indian Male, TotalMale, White Female, African Female,Female, IndianFemale, TotalFemale, WhiteBlacksColouredBlacksEmployees with disabilities 0 0 0 0 0 0 0 0 0 0 0TotalTotalTABLE 6.5 - TerminationsOccupational Bands Male, African Male, Coloured Male, Indian Male, TotalMale, White Female, African Female,Female, IndianFemale, TotalFemale, WhiteBlacksColouredBlacksTop Management, Permanent 1 1 0 2 0 0 0 0 0 0 2Professionally qualified and experienced specialists and4 0 0 4 0 1 0 1 2 0 6mid-management, PermanentSkilled technical and academically qualified workers,0 0 0 0 1 0 0 0 0 0 1junior management, supervisors, foremen, PermanentContract (Top Management), Permanent 5 0 0 5 0 1 0 0 1 0 6Contract (Senior Management), Permanent 7 0 0 7 0 2 0 0 2 0 9Contract (Professionally qualified), Permanent 0 2 1 3 0 4 0 2 6 0 9Contract (Skilled technical), Permanent 6 1 0 7 0 6 0 0 6 0 13Contract (Semi-skilled), Permanent 1 0 0 1 0 1 0 0 1 0 2TOTAL 24 4 1 29 1 15 0 3 18 0 48TotalTABLE 6.6 - Disciplinary ActionDisciplinary action Male, African Male, Coloured Male, Indian Male, Total Male, White Female, African Female, Female, Indian Female, Total Female, White TotalBlacksColouredBlacksTOTAL 0 0 0 0 0 0 0 0 0 0 0146

TABLE 6.7 - Skills DevelopmentOccupational Categories Male, African Male, Coloured Male, Indian Male, TotalMale, White Female, African Female,Female, IndianFemale, TotalFemale, WhiteBlacksColouredBlacksLegislators, Senior Officials and Managers 3 0 1 4 0 4 0 0 4 0 8Professionals 8 0 2 10 6 13 1 8 22 0 38Technicians and Associate Professionals 6 0 0 6 1 10 2 1 13 0 20Clerks 8 0 0 8 0 10 1 1 12 3 23Service and Sales Workers 21 0 0 21 1 10 0 0 10 0 32Skilled Agriculture and Fishery Workers 0 0 0 0 0 0 0 0 0 0 0Craft and related Trades Workers 0 0 0 0 0 0 0 0 0 0 0Plant and Machine Operators and Assemblers 1 0 0 1 0 0 0 0 0 0 1Elementary Occupations 9 0 0 9 0 17 0 0 17 0 26TOTAL 56 0 3 59 8 64 4 10 78 3 148Employees with disabilities 2 0 2 4 0 0 0 0 0 0 4TotalTABLE 7.1 - Performance Rewards by Race, Gender and DisabilityDemographics Number of Beneficiaries Total Employment Percentage of TotalEmployment(R)African, Female 36 110 32.7 435 12,083African, Male 14 89 15.7 171 12.214Asian, Female 5 12 41.7 63 12,600Asian, Male 2 3 66.7 49 24,500Coloured, Female 5 10 50.0 46 9,200Coloured, Male 1 4 25.0 26 26,000Total Blacks, Female 46 140 34.8 544 33,883Total Blacks, Male 17 102 17.7 246 62,714White, Female 7 12 58.3 82 11,714White, Male 1 5 20.0 33 33,000Employees with a disability 0 5 0 0 0TOTAL 71 264 28.4 905 141,311Cost (R’000)Average Cost per BeneficiaryTABLE 7.2 - Performance Rewards by Salary Band for Personnel below Senior Management ServiceSalary Band Number of Beneficiaries Total Employment Percentage of TotalEmployment(R)Skilled (Levels 3-5) 3 47 6.4 16 5,333Highly skilled production (Levels 6-8) 32 90 35.6 264 8,250Highly skilled supervision (Levels 9-12) 25 85 29.4 287 11,480Contract (Levels 3-5) 0 1 0 0 0Contract (Levels 6-8) 2 8 25 6 3,000Contract (Levels 9-12) 1 3 33.3 6 6,000Periodical Remuneration 0 3 0 0 0Abnormal Appointment 0 27 0 0 0TOTAL 63 264 23.9 579 9,190Cost (R’000)Average Cost per Beneficiary147

TABLE 7.3 - Performance Rewards by Critical OccupationCritical Occupations Number of Beneficiaries Total Employment Percentage of TotalEmploymentCost (R’000)Average Cost per Beneficiary(R)Administrative related 13 33 39.4 184 14,154Attorneys 0 1 0 0 0Cleaners in offices workshops hospitals etc. 0 1 0 0 0Client inform clerks(switchb recept inform clerks) 2 2 100 13 6,500Communication and information related 4 12 33.3 53 13,250Finance and economics related 2 6 33.3 30 15,000Financial and related professionals 1 7 14.3 7 7,000Financial clerks and credit controllers 0 1 0 0 0Food services aids and waiters 0 6 0 0 0Head of department/chief executive officer 1 6 16.7 67 67,000Health sciences related 1 1 100 7 7,000Human resources & organisat developm & relate prof 3 15 20 32 10,667Human resources clerks 6 16 37.5 42 7,000Human resources related 3 5 60 36 12,000Language practitioners interpreters & other commun 5 14 35.7 40 8,000Legal related 0 2 0 0 0Library mail and related clerks 2 7 28.6 15 7,500Light vehicle drivers 0 1 0 0 0Logistical support personnel 6 9 66.7 41 6,833Material-recording and transport clerks 0 1 0 0 0Messengers porters and deliverers 0 4 0 0 0Other administrat & related clerks and organisers 2 7 28.6 15 7,500Other administrative policy and related officers 4 7 57.1 42 10,500Other information technology personnel. 0 4 0 0 0Other occupations 3 11 27.3 29 9,667Professional nurse 0 1 0 0 0Risk management and security services 0 1 0 0 0Secretaries & other keyboard operating clerks 7 30 23.3 57 8,143Security officers 0 24 0 0 0Senior managers 6 29 20.7 264 44,000TOTAL 71 264 26.9 974 13,718148

TABLE 7.4 - Performance Related Rewards (Cash Bonus) by Salary Band for Senior Management ServiceSMS Band Number of Beneficiaries Total Employment Percentage of TotalCost (R’000)Average Cost per Beneficiary% of SMS Wage Bill Personnel Cost SMS (R’000)Employment(R)Band A 7 21 33,3 302 43,143 0,95 4,510Band B 0 9 0 0 0 0 0Band C 1 4 25,0 67 67,419 7,29 ,929Band D 0 1 0 0 0 0 0TOTAL 8 35 22,9 370 369,399 6,79 5,439TABLE 8.1 - Foreign Workers by Salary BandSalary BandEmployment atBeginning PeriodPercentage of TotalEmployment at Endof PeriodPercentage of TotalChange inEmploymentPercentage of TotalTotal Employmentat Beginning ofPeriodTotal Employmentat End of PeriodTOTAL 0 0 0 0 0 0 0 0 0Total Change inEmploymentTABLE 8.2 - Foreign Workers by Major OccupationMajor OccupationEmployment atBeginning PeriodPercentage of TotalEmployment at Endof PeriodPercentage of TotalChange inEmploymentPercentage of TotalTotal Employmentat Beginning ofPeriodTotal Employmentat End of PeriodTOTAL 0 0 0 0 0 0 0 0 0Total Change inEmploymentTABLE 9.1 - Sick Leave for Jan 2009 to Dec 2009Salary Band Total Days % Days with MedicalCertificationNumber of Employeesusing Sick Leave% of Total Employeesusing Sick LeaveAverage Days perEmployeeEstimated Cost (R’000)Total number ofEmployees using SickTotal number ofdays with medicalLeavecertificationSkilled (Levels 3-5) 160 78.8 28 15.7 6 42 178 126Highly skilled production (Levels 6-8) 534 78.7 67 37.6 8 262 178 420Highly skilled supervision (Levels 9-12) 382 68.8 61 34.3 6 416 178 263Senior management (Levels 13-16) 75 70.7 16 9 5 188 178 53Contract (Levels 6-8) 15 53.3 4 2.2 4 8 178 8Contract (Levels 9-12) 12 75 1 0.6 12 8 178 9Contract (Levels 13-16) 2 0 1 0.6 2 6 178 0TOTAL 1,180 74.5 178 100 7 930 178 879149

TABLE 9.2 - Disability Leave (Temporary and Permanent) for Jan 2009 to Dec 2009Salary Band Total Days % Days with Medical Number of EmployeesCertificationusing Disability Leave% of Total Employeesusing Disability LeaveAverage Days perEmployeeEstimated Cost (R’000)Total number ofdays with medicalTotal number ofEmployees usingcertification Disability LeaveTOTAL 0 0 0 0 0 0 0 0TABLE 9.3 - Annual Leave for Jan 2009 to Dec 2009Salary Band Total Days Taken Average days per Employee Number of Employees who took leaveSkilled (Levels 3-5) 720 18 40Highly skilled production (Levels 6-8) 1,621 20 83Highly skilled supervision (Levels 9-12) 1,571 19 81Senior management (Levels 13-16) 579 20 29Contract (Levels 3-5) 1 1 1Contract (Levels 6-8) 108 8 14Contract (Levels 9-12) 24 8 3Contract (Levels 13-16) 72 9 8TOTAL 4,696 18 259TABLE 9.4 - Capped Leave for Jan 2009 to Dec 2009Total days of cappedleave takenAverage number of daystaken per employeeAverage capped leaveper employee as at 31Number of Employeeswho took Capped leaveTotal number of cappedleave available at 31Number of Employeesas at 31 December 2009December 2009December 2009Skilled (Levels 3-5) 11 3 28 4 424 15Highly skilled production (Levels 6-8) 2 2 14 1 464 33Highly skilled supervision (Levels 9-12) 16 5 28 3 729 26Senior management (Levels 13-16) 7 4 41 2 447 11TOTAL 36 4 24 10 2,064 85TABLE 9.5 - Leave PayoutsReason Total Amount (R’000) Number of Employees Average Payment perEmployee (R)Leave payout for 2009/10 due to non-utilisation of leave for the previous cycle 0 0 0Capped leave payouts on termination of service for 2009/10 21 1 21,000Current leave payout on termination of service for 2009/10 197 7 28,143TOTAL 218 8 27,250TABLE 10.1 - Steps taken to reduce the risk of occupational exposureUnits/categories of employees identified to be at high risk of contracting HIV & related diseases (if any)Youth both females and malesTotal of youth (below 35) 87Key steps taken to reduce the risk• HIV/Aids awareness training• World Aids Day programme• Condom Week150

TABLE 10.2 - Details of Health Promotion and HIV/AIDS Programmes [tick Yes/No and provide required information]Question Yes No Details, if yes1. Has the department designated a member of the SMS to implement theX Acting Director Internal HRprovisions contained in Part VI E of Chapter 1 of the Public Service Regulations,2001? If so, provide her/his name and position.2. Does the department have a dedicated unit or have you designated specificX Assistant Director Employee Health and Wellness Programmestaff members to promote health and well being of your employees? If so,indicate the number of employees who are involved in this task and the annualbudget that is available for this purpose.3. Has the department introduced an Employee Assistance or Health PromotionX Provide employees and their dependents with Therapeutic telephone counselingProgramme for your employees? If so, indicate the key elements/services of theservice and life skills service. Health Screening and Lifestyle Managementprogramme.Programme: Health and Wellness Days, Stress awareness and ManagementProgramme. HIV/AIDS Management, Health and Productivity Magement andWellness Management4. Has the department established (a) committee(s) as contemplated in Part VI E.5X(e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide thenames of the members of the committee and the stakeholder(s) that they represent.5. Has the department reviewed the employment policies and practices of yourX HIV/AIDS policy is in place. Employment equity Policy and Affirmative Action Policydepartment to ensure that these do not unfairly discriminate against employees onthe basis of their HIV status? If so, list the employment policies/practices so reviewed.6. Has the department introduced measures to protect HIV-positive employeesor those perceived to be HIV-positive from discrimination? If so, list the keyelements of these measures.X Employees infected have the same rights and priviledges in terms of employmentadvancement. Employment policies are in place. Disciplinary processes andprocedures are in place.7. Does the department encourage its employees to undergo VoluntaryCounselling and Testing? If so, list the results that you have achieved.X Voluntary Counselling and testing (VCT) Results conducted during Wellness DaysCampaignDATE: 30 July 2009Total number of clients counseled and tested:22Total number of clients counseled only: 0Individual Males: 10Individual Females: 12Positive Males: 0Positive Females: 1Referred: 1Grand Total: 22DATE: 31 July 2009Total number of clients counseled and tested: 30Total number of clients counseled only: 0Individual Males: 8151

Question Yes No Details, if yesIndividual Females: 22Positive Males: 0Positive Females: 1Referred: 1Grand Total: 308. Has the department developed measures/indicators to monitor & evaluatethe impact of your health promotion programme?f\If so, list these measures/indictorsXEAP referrals, Disciplinary cases, absenteesim managementTABLE 11.1 - Collective AgreementsSubject MatterDateResolution Number 1 of 2010 (signed) 4/03/2010- -TABLE 11.2 - Misconduct and Discipline Hearings FinalisedOutcomes of disciplinary hearings Number Percentage of Total TotalTOTAL 1 0.38 1TABLE 11.3 - Types of Misconduct Addressed and Disciplinary HearingsType of misconduct Number Percentage of Total TotalTOTAL 1 0.38 1TABLE 11.4 - Grievances LodgedNumber of grievances addressed Number Percentage of Total TotalTOTAL 11 4.17 11TABLE 11.5 - Disputes LodgedNumber of disputes addressed Number % of totalUpheld 0 0Dismissed 2 0.76Total 2TABLE 11.6 - Strike ActionsStrike Actions 0Total number of person working days lost 0Total cost(R’000) of working days lost 0Amount (R’000) recovered as a result of no work no pay 0152

TABLE 11.7 - Precautionary SuspensionsPrecautionary Suspensions 1Number of people suspended 1Number of people whose suspension exceeded 30 days 1Average number of days suspended 69Cost (R’000) of suspensions R49,635TABLE 12.1 - Training Needs identifiedOccupational Categories Gender Employment Learnerships Skills Programmes &Other forms of trainingother short coursesLegislators, senior officials and managers Female 0 0 13 0 13Male 0 0 14 0 14Professionals Female 0 0 14 0 14Male 0 0 9 0 9Technicians and associate professionals Female 0 0 11 0 11Male 0 0 5 0 5Clerks Female 0 0 16 0 16Male 0 0 6 0 6Service and sales workers Female 0 0 0 0 0Male 0 0 0 0 0Skilled agriculture and fishery workers Female 0 0 0 0 0Male 0 0 0 0 0Craft and related trades workers Female 0 0 0 0 0Male 0 0 0 0 0Plant and machine operators and assemblers Female 0 0 0 0 0Male 0 0 0 0 0Elementary occupations Female 0 0 8 0 8Male 0 0 5 0 5Gender sub totals Female 0 0 62 0 62Male 0 0 39 0 39Total 0 0 101 0 101Total153

TABLE 12.2 - Training ProvidedOccupational Categories Gender Employment Learnerships Skills Programmes &Other forms of trainingother short coursesLegislators, senior officials and managers Female 0 0 5 0 5Male 0 0 4 0 4Professionals Female 0 0 22 0 22Male 0 0 17 0 17Technicians and associate professionals Female 0 0 16 0 16Male 0 0 7 0 7Clerks Female 0 0 17 5 22Male 0 0 8 7 15Service and sales workers Female 0 0 10 0 10Male 0 0 21 0 21Skilled agriculture and fishery workers Female 0 0 0 0 0Male 0 0 0 0 0Craft and related trades workers Female 0 0 0 0 0Male 0 0 0 0 0Plant and machine operators and assemblers Female 0 0 0 0 0Male 0 0 0 0 0Elementary occupations Female 0 0 16 0 16Male 0 0 9 0 9Gender sub totals Female 0 0 86 5 91Male 0 0 66 7 73Total 0 0 152 12 164TotalTABLE 13.1 - Injury on DutyNature of injury on duty Number % of totalRequired basic medical attention only 0 0Temporary Total Disablement 0 0Permanent Disablement 0 0Fatal 0 0Total 0 0154

TABLE 14.1 Report on consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals(HDIs)TABLE 14.2 Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals(HDIs)Project TitleTotal Number of Consultantsthat worked on projectDuration Work days Contract value inRand R ‘ 000Percentage ownership by HDIgroupsPercentage managementby HDI groupsNumber of consultants fromHDI groups that work on theprojectGauteng 2014 (5 Year Development Strategy) 10 80 778 90% 50% 4Youth Mainstreaming Strategy Development 2 120 496 100% 100% 1Professional support services for the Review &Implementation of the GCR innovation strategyDevelop a GPG Province, wide monitoring &evaluation policy4 120 36 0% 0% 02 243 80 100% 100% 1Organisational Ethics Indicator -GPG 9 105 32 38% 25% 7Develop a GPG Province, wide monitoring &2 243 88 100% 100% 1evaluation policyPhase 3Sign language Interpreter services for Heritage daycelebrations2 1 7 100% 100% 0GPG Organisational Ethics indicator 9 105 57 38% 25% 7Organisational Ethics Assessment - projectestablishment9 105 6 38% 25% 7GPG Organisational Ethics indicator 9 105 57 38% 25% 7Monitoring and Evaluation 2 243 35 100% 100% 1Consulting & Specialised service 2 3 16 100% 75% 1Policy development, drafting of Bill and explanatoryMemoThe GPG International Relations & Co operationFramework1 92 24 0% 0% 02 10 3 100% 100% 0155

Project TitleTotal Number of Consultantsthat worked on projectDuration Work days Contract value inRand R ‘ 000Percentage ownership by HDIgroupsPercentage managementby HDI groupsNumber of consultants fromHDI groups that work on theprojectCompetency Assessment HOD posts 1 1 19 62.50% 50% 1Sub Total 1,734OTHER ADVISORY SERVICES 0TOTAL 1,734Access to informationAccess to information - (Information Office)Office of the Information Officer 011 355-6201Office of the Deputy Information Officer 011 355-6107Office Telephones numbers:Switchboard 011 355-6000Office of the Director General 011 355-6200Institutional Support Services Branch 011 355-6198Policy and Governance Branch 011 355-6859Government Communications and Information Services Branch 011 355-6878Chief Directorate of State Law Advice 011 355-6107Chief Directorate of Financial Management 011 355-6834Directorate of Financial Management 011 355-6826Chief Directorate of Human Resource Services 011 355-6865Office of the Spokesperson of the Premier 011 355-6036Directorate of Security and Risk Management 011 355-6220156

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KUYASHESHWA: Gauteng Working Betterwww.gautengonline.gov.za • Call centre: 0860 42 88 364PR280/2010ISBN: 978-0-621-39660-7