AnnuAl RepoRt office of the pRemieR - Gauteng Online

PREMIER’S FOREWORDThis past financial year has seen the provincial governmentseeking to accelerate the pace of service delivery to ensurefulfillment of the electoral mandate of job creation and povertyalleviation.Premier Nomvula MokonyaneDuring this term of government, the Gauteng Provincial Government(GPG) created an estimated 200 000 short to long-term jobsin infrastructure development, property management, creativeindustries, tourism, safety and security, community developmentand healthcare. These include:• The implementation of the EPWP created over 128 000 short-termjobs, of which 1200 were for people with disabilities. A further 30430 people with disabilities are employed in protective workshopsrun by government;• The GPG’s road construction and maintenance programmescreated over 6 000 jobs and social infrastructure developmentprojects created approximately 10 000 jobs;• A total of 3 474 jobs were created in performing propertymanagement functions, of which 494 were women, 1 011 youthand 139 people with disabilities;• Jobs were also created in the cultural industries, safety andsecurity, food security, agriculture and conservation, housing andhealth sectorsDespite the recent global economic meltdown, Gauteng continuesto be a dominant player in the economic development with varioussurveys showing areas of resilience. The recession has howeverreversed some of the gains made in the fight against joblessnesssince 1994. For example, the recent statistics by Stats SA show thatthe unemployment rate in Gauteng increased from 20.7% in 2008to 21.7% in the first quarter of 2009.The provincial government made strong efforts to tackle crime in amulti-disciplinary manner and inculcated a culture of none toleranceto crime amongst citizens.7

Our continued support for Crime Line and otherprivate anti-crime initiatives have paid off. We haveobserved that the quality of information from thepublic is starting to improve and this is a good signthat as a nation we are becoming intolerant of crimeand criminals. Since the campaign started in June2007, the police have been able to arrest hundredsof perpetratorsand recovered millions of rands worthof stolen goods, drugs and counterfeit property.Significant strides have indeed been registered overthe past year particularly regarding widening accessto social services and enhanced public participation.Going forward, as we enter the new era ofgovernance, the period of renewal, the period ofhope, the period of accelerated change, and theperiod of heightened service delivery, we shall beguided in all our acts by the mandate given to us bythe people. Kuyasheshwa!I wish to acknowledge the leadership of mypredecessor, Mr Paul Mashatile, for the sterlingleadership of the department, the provincialadministration and for his service to the people ofGauteng.We have ensured universal access to education.Already 60% of public schools in Gauteng are no feeschools. We will continue to intervene to ensure thatno child is excluded because parents are unable topay school fees.About 300 000 people are currently on antiretroviraltreatment as part of our comprehensive response toHIV and AIDS. We are also winning the fight againstTB. The TB cure rate in Gauteng has improved from58% in 2004 to 72.9% in 2008, which is the highestin the country. We continue to encourage our peopleto live healthy lifestyles.PREMIER NOMVULA MOKONYANE8

INTRODUCTION BY THEDIRECTOR GENERAL1.3.1 OverviewThe Office of the Premier fulfils a range of critical functions in the GautengProvincial Government:• It acts as nerve-centre providing information to all points of the GPG andfeeding information back to the centre.• It facilitates a wide range of functions, from gender empowerment toexecutive council processes.• It communicates continuously with the broader GPG community,constituencies and stakeholder using a wide range of communicationmethods, from print media to face-to-face interactions.MaLlele PeTjeDirector GeneralIn doing so, it seeks to achieve one primary aim, which is to support thePremier in her role as head of the Province.1.3.2 Outputs and OutcomesBased on the 2004 electoral mandate, the GPG developed a Five YearStrategic Programme with the aim of halving poverty and unemploymentwhich was based on 5 key pillars:• Enabling faster economic growth and job creation• Fighting poverty and building, safe, secure and sustainable communities• Developing healthy, skilled and productive people• Deepening democracy and realizing the constitutional rights of our people• Building an effective and caring governmentWith regard to the 2008/09 financial year, we are proud to report on somesignificant achievements again this year. Most notably these include:• The launch of key institutions in support of the Gauteng City Region; theGlobal City Region Academy and the Global City Region Observatory.• The development of strategic frameworks for innovation and servicerevolution which have been duly handed over to the relevant linedepartment for further action.• Continued efforts to co-ordinate GPG functions with regard to theempowerment of women, youth and people with disabilities. In addition,through the transfer of the Gauteng Youth Commission to the Office, thisyear we have trained a large number of young people in accordancewith the nationally identified scarce and critical skills and also conductedvast voter education to young people to ensure that democratic rights areentrenched in our society.• We have drafted a comprehensive End of Term Report which outlines ourachievements over the last five years and the foundation that we have laidfor the development of the new five year programme of action.Given the changing nature of the role, which by definition is dependenton the prevailing environment; the Office of the Premier is often subject9

to a great deal of change. In 2008/09 the Officeexperienced a change in both political andadministrative leadership and has begun the processof shifting to meet the challenges of a new mandateand five year plan of action.Through the 2008/09 financial year, all spheresof government began intensive processes of reviewand reflection with the aim of improving policy,systems, institutions and operations in preparationfor the 2009/10 year and beyond. The Officeof the Premier (OOP) began its process with amanagement committee workshop that criticallyreflected on achievements, functions and the future.The discussions have been taken forward through anorganisational review process that began in February2009.1.3.3 Expenditure ReviewThe Office of the Premier received total budgetallocation through the adjustment budget ofR206,417 million. In spite of a general trend overthe last few years of under expenditure, due to theunforeseen cost for the inauguration of the newPremier on 7 October 2008 and claims receivedfrom the Department of Sports, Arts, Recreation andCulture pertaining to the activities of the GautengYouth Commission (GYC), the Office overspent itsbudget allocation for 2009/10. To ensure that thissituation does not arise in the 2009/10 financial year,management has improved day-to-day financialreporting processes through an electronic reportingtool and the addressing of matters at a managementlevel at the GYC.1.3.4 Organisational Transformation & DevelopmentThe Office of the Premier approved a neworganisational structure in January 2008 and for theperiod under review, the focus was to ensure thatthe strategic management and leadership capacitywas developed in terms of this new structure. Themost significant implication of the new structure wasthe creation of three branches to ensure improvedco-ordination and most critically, a focus on coremandates such as communication, policy andgovernance. The transfer of the Gauteng YouthCommission (GYC) from the Department of Sports,Arts, Culture and Recreation in the middle of 2008required significant engagement to ensure alignmentof logistical and administrative functions and also toensure integration into the Office of the Premier’score structure.1.3.5 ConclusionI would like to take this opportunity to thank theformer Premier, Paul Mashatile for the leadership andguidance in the 2008/09 financial year and all staffat the Office of the Premier for their commitment andeffort in achieving the mandate over the last 5 years.We look forward with great enthusiasm to meetingthe mandate of the new term under the leadership ofPremier Nomvula Mokonyane.MALLELE PETJEDIRECTOR GENERALOFFICE OF THE PREMIERGAUTENG10

1.4 Mission StatementVisionTo be innovative, responsive and dynamic in providingstrategic support to the Premier and the ExecutiveCouncil.MissionTo serve as a political nerves centre to ensuregovernment excels in fulfilling its mandate.Mandate• Providing strategic leadership and central coordination.• Providing policy briefings and advice to the Premierand the Executive Council.• Liaising with other spheres of government, namely,national government and local government, topromote the spirit of co-operative governance.• Co-ordinating transversal and corporate GPGactivities such as government communication, policyanalysis and monitoring and evaluation.• Tracking and monitoring the implementation of GPGpolicy to inform service delivery.• Building human capital and skills• Developing and managing stakeholder relations andpartnerships• Monitoring, coordinating and supporting servicedelivery improvement initiatives. 1.5 LegislativeMandateThe Office of the Premier (OoP) derives its mandateprimarily from the constitution, the Public ServiceAct (PSA) and its regulations, the Public FinanceManagement Act (PFMA), policy directives and theoverall mandate of government. The most importantprovisions are:• The Premier has executive, policy, legislative,intergovernmental and ceremonial functions andresponsibilities as defined in Chapter 6 of theConstitution of the Republic of South Africa.• The Premier, as the political head of theProvincial Government, is also responsible for theimplementation of Chapter 3 of the Constitution.Section 41(1) defines the relationship and principlesunderlying co-operation between the various spheresof government.• Section 125(2) of the Constitution determines thatthe Premier exercises the executive authority of theprovince together with other members of the ExecutiveCouncil (EXCO). The Premier appoints these membersand assigns their functions and responsibilities anddelegate powers to them.• The Premier with the EXCO exercises Executive powerby:- Implementing provincial legislation in the province;- Implementing all applicable national legislation;- Administering national legislation in the province(if assigned by Parliament);- Developing and implementing provincial policy;- Coordinating the functions of the provincialadministration and its departments and- Performing any other function assigned to theProvincial Executive in terms of the Constitution oran Act of Parliament.The EXCO is the fulcrum upon which the provincialgovernment revolves. The Premier and all members ofEXCO are accountable to the Provincial Legislature forthe exercise of powers and the performance of functionsallocated to them and the Director General, as theHead of the Provincial Administration, is also mandatedto manage the Public Service. This entails administrativeleadership, planning, monitoring, coordination anddelivery in accordance with the Public Service Act, 1994as amended together with the regulations.The Gauteng Youth Commission Act 2, 2005 gives effectto the establishment of the Gauteng Youth Commissionas a statutory body, which will ensure that youth policiesand strategies are implemented by all role players.As a government department, the Office of the Premieris also expected to comply with the following:• South African National Policy Framework for WomenEmpowerment and Gender Equality: December2000;• White Paper on Transforming Public Service Delivery(Batho Pele White Paper);• National Development Strategy;• White Paper on the National Youth ServiceProgramme;• National Youth Policy Development Framework:2002 – 2008;• National Programme of Action for ChildrenFramework (NPA): Launched in 1996• Public Service Act, 1994, as amended;• Public Finance Management Act (PFMA), 1999;• Promotion of Access to Information Act, 2000;• Promotion of Administrative Justice Act, 2000;• Promotion of Equality and Prevention of Unfairdiscrimination Act, 2000;• Skills Development Act, 1998;• South African Qualifications Authority Act, 1995;• Public Service Regulations, 2001, as amended;• Labour Relations Act, 1995, as amended;• Basic Conditions of Employment Act, 1997;• Employment Equity Act, 1998;• Occupational Health and Safety Act, 1993;• Preferential Procurement Policy Framework, 2000;• Broad Based Black Economic Empowerment Act,2003; and• Intergovernmental Relations Framework Act, 2005(Act No. 13 of 2005).11

SECTION TWOOVERVIEW OF THE OFFICE OF THE PREMIER12

2. OVERVIEW OF THE OFFICE OF THE PREMIER2.1 Voted FundsAppropriationMain AppropriationR’000Adjusted AppropriationR’000Actual SpentR’000Over/Under ExpenditureR’000Vote 1 135,318 206,417 216,941 10,524Responsible Office BearerPremier of GautengAdministering DepartmentOffice of the PremierAccounting OfficerDirector General of the Office of the Premier2.2 Aim of the VoteThe primary aim of the Office of the Premier is to support the Premier of Gauteng in fulfilling the constitutionalmandate of this office.2.3 Key Measurable Objectives, programmes and achievements2.3.1 ProgrammesThere are three programmes comprising the Office of the Premier as follows:• Administration which provides administrative support to the core programmes in the form of human resourceservices, financial management, security and risk management services, auxiliary services and secretariatservices to the Premier, Director General and the Executive Council.• Institutional support which provides legal, human resource s, information and communication services.• Policy and Governance which assists the Premier in the role as the head of the province through research, policydevelopment, monitoring and evaluation and advancement of the needs of target groups including women,youth and people with disabilities. The programme also fulfils governance and service delivery facilitationservices to the broader GPG community.2.3.2 AchievementsThe OoP has continued to support the Executive Council in monitoring implementation by agenda setting,policy advice, planning, monitoring and evaluation and the coordination of transversal issues including supportto intergovernmental forums. The OoP has furnished legal advice and opinions on the interpretation andimplementation of legislation and contractual issues, certified bills and regulations and developed a tool tomonitor litigation in the GPG. In particular, the foundations of the GCR, as agreed in the 2007 Executive CouncilRetreat have been significantly strengthened by the implementation of the GCR Roadmap. Highlights of theseactivities included:• Establishing key institutions in support of the GCR; the Global City Region Academy and the Global City RegionObservatory.• Completion and handover of the first phases of innovation and service revolution strategies.In its efforts to continue building relations with civil society within the framework of the people’s contract, the OoPhosted 6 regional Women’s Dialogue and continued implementation of the Gauteng Izimbizo programme whichensures direct interaction between office bearers and the community. A critical aspect meeting the obligations ofthe people’s contract and fulfilling the provincial mandate is facilitating service delivery which the OoP continuesto do through the launch of the Thusong Centres. In the 2008/09 financial year, three centres have beenlaunched to date. To ensure that all government programmes incorporate the needs of women, existing genderfocal points were further capacitated with the development of training tools for gender mainstreaming for boththe GPG and local government.To ensure that the citizens of Gauteng are aware of government services and programmes, numerousmedia campaigns and products were designed and implemented including, amongst others the Economic13

Opportunities Road shows, Education Izimbizo;Community Awareness Days; Youth Day, PublicService Week, Transport Month, Social DevelopmentMonth – 16 days campaign; International day forthe Disabled, the launch and maintenance of theGPG portal and the publication of the GPG servicedirectories. An Annual perception survey provides ameans for tracking levels of awareness with regardto the messages and programmes of the GPG toensure appropriate targeting of communications, the2008/09 version of the study was completed towardsthe end of 2008. A Gauteng Branding Frameworkwas developed and a new brand for Gauteng wasalso launched.In the 2008/09 financial year, progress has beenmade in ensuring that the Gauteng Provincemaintains its high international profile with the signingof agreements of Cooperation with Moscow and Illde France. In addition, to improve intergovernmentalco-operation, a draft Intergovernmental RelationsFramework has been completed.In support of the broader GPG programme tobuild the capacity of the state in 2008/09, the OoPsuccessfully hosted the 6th annual Premier’s ServiceExcellence Awards and launched a GPG widepublic service charter during Public Service Week.Various capacity building programmes were alsoimplemented for senior managers across the GPG.The Gauteng Youth Commission (GYC) newlyincorporated into the OoP embarked on severalsuccessful projects in 2008/09. These include fillingkey vacancies in the organisation to ensure that theCommission has the necessary capacity to fulfil itsmandate, conducting training for young people andinitiating voter education programmes ahead of the2009 elections.2.3.3 Overview of the Service Delivery EnvironmentElection years always present the potential for policyshifts, a transition that the Office of the Premier will berequired to manage to ensure that the short, mediumand long term plans of the GPG are aligned to thesenew mandates. The 2008/09 financial year has beencharacterized by massive efforts to complete andfinalise the Gauteng Five Year Strategic Programmeof Action.As such, a great deal of reporting has been requiredto draft the End of Term Report and also to makecontributions to national review processes. Longterm plans, such as the Gauteng City Region havecontinued to inform interventions and planningprocess for the short and long term.Planning was also initiated on a large scale in theprovince with the initiation of the G2055 processthrough the Department of Economic Development,and on a small scale, the process of drafting the nextfive year plan of action. The planning frameworksfor the short and long term provide the core guidingframework for the province and as such, a greatdeal of time has been dedicated to the completionof these processes.The Office of the Premier has also seen theinclusion of new mandates. The Gauteng YouthCommission (GYC) joined the office late in 2008and the proposed Gauteng Planning Commission isexpected to fall within the vote. The inclusion of theGYC saw a significant change to the vote as it wasexpanded to accommodate the transfer of the GYCbudget from the Department of Sport, Arts, Cultureand Recreation.2.3.4 Overall performanceAs the nerve centre of the Gauteng ProvincialGovernment, the mandate of the Office is to providestrategic leadership, co-ordination and overseethe overall activities of GPG. Therefore, the Officemust ensure that it remains abreast of developmentsrelated to departmental activities, whilst providingguidance on strategies, policies, programmes andprojects carried out by various departments. In themain, the OoP will continue to provide knowledgebased guidance to various departments, monitorand evaluate progress made and take the leadin communicating government work to Gautengresidents.The OoP has continued to provide policy advice andstrategic support to the Executive Council and hasmade significant progress in the development of thefive year programme of action for 2009 - 2014. Insupport of the GCR, a number of core strategies havebeen developed, and in some cases handed over toline departments for implementation. These includethe provincial innovation strategy and the servicesrevolution strategy. A draft IntergovernmentalRelations Framework has been submitted to therequired governance structures for review andcomment. In addition, a transition managementplan was drafted to ensure that the transition processover the 2009/10 financial year could be guided toensure minimal service disruption.14

Communication forms a large part of the functionsof the OoP and as such, a variety of communicationservices were provided to members of the public, tothe Executive Council and the provincial governmentas a whole. This includes communication and mediastrategies, a news service, communication research,a wide range of publications, media productionservices, public events, community liaison andbranding and marketing.The Gauteng Imbizo programme for the yearprovided valuable opportunities for Gautengresidents to participate in governance. As partof making government information available tocitizens, directories of services for women, youth,people with disabilities, people infected with HIV andAIDS, victims of abuse and economic opportunitieswere produced and made available electronicallyon the GPG website and also in printed hard copyformat.As part of securing a uniform strategy to ensurethat the GPG conducts its business in a safe andsecure environment, the Office of the Premier hasfacilitated, coordinated, monitored and evaluatedthe effectiveness of security measures and standardswithin the GPG.2.3.5 Overview of the Organisational EnvironmentIn January 2008 the Office of the Premier approveda revised structure comprising 271 posts organisedinto three branches. The revised structure expandsthe employment base of the office to 271. The figurebelow provides an outline of the current structure:15

MaLlele PeTjeDirectorGeneralThabo MasebeDeputy DirectorGeneral:GovernmentCommunicationand InformationServicesKhulu RadebeDeputy DirectorGeneral:InstitutionalSupport ServicesAnnetteGresselDeputy DirectorGeneral:Policy andGovernanceSifiso MkhizeChiefFinancialOfficerThele MoemaPremier’sSpecialAdvisor:PoliticsBasetsanaThokoanePremier’sSpecial Advisor:PartnershipsColin De VosDirector:Security and RiskManagementMatsie SeritsaneDirector:Economic SectorPolicySimon ZwaneActing ChiefDirector:GovernmentCommunicationsand InformationServicesGeert KuitChief Director:State LawAdviceMphahleNkadimengDirector:Socio-EconomicIntelligenceGirishMaganDirector: ITHennie MalanDirector:Financial andManagementAccountingAnisa AriefdienDirector: Officeof the DirectorGeneralPatrickNetshandamaDirector:GovernanceKhanyisaNevhutaluDirector: ServiceDeliveryNikelwaTengimfeneDirector:DevelopmentCommunicationand PublicLiaisonSipho MokoenaDirector:Strategy andMedia LiaisonIsrael MogaleDirector:CorporateCommunicationServicesSaras NaidooDirector:Marketingand BrandingGautengMonica NewtonChief Director:Strategic andOperationalServicesShirley MisserDirector: StateLaw AdviceRamoshidiRamogayaneDirector: SocialDevelopmentSthenjwaNgcoboActing Director:PerformanceMonitoring andEvaluationCollin PitsoChief of Staff:Premier’s PrivateOffice16

Wilson MphetsoDirector:Supply ChainManagementIsabellaLetlhakeDirector:AdministrationKankiNgcongwaneDirector:TransversalHumanResourcesNot presentDumisani ZuluPremier’s SpokespersonThe objectives of each branch are as follows:Programme Units ObjectivePolicy & GovernanceBranchInstitutional SupportServices BranchGovernmentCommunication &Information Branch(GCIS)Chief Directorate ProvincialPolicy & ResearchChief Directorate LegalServicesDirectorate GovernanceDirectorate Service DeliveryDirectorate Socio-EconomicIntelligenceDirectorate Economic SectorPolicySub-Directorate CabinetSecretariat ServicesChief Directorate HumanResource ServicesChief Directorate FinancialServices (CFO)Chief Directorate Strategy andOperational SupportDirectorate Security and RiskManagementDirectorate CorporateCommunication ServicesDirectorate Strategy & MediaLiaison ServicesDirectorate Branding andMarketing• Strategically manage the development of provincialpolicies and research• Manage legal services.• Ensure co-ordination of the Premier’s Intergovernmentalforum, advice and plan provincialand international relations.• Ensure the institutional of ethics and service deliveryprogrammes in the province.• Ensure the institutionalisation of ethics and servicedelivery programmes in the province.• Ensure the provision of analytical and researchsupport, advice and strategic support on social andeconomic matters.• Manage the provision of executive secretariatmatters.Provide internal and strategic transversal Hr Services.Strategically manage the financial matters of theOffice of the Premier.Manage the rendering of strategic services within theDepartment.Manage the rendering of security and riskmanagement services.Executive support to the Premier and Director GeneralManage, co-ordinate and monitor corporatecommunications.Manage strategic and media liaison services.Manage development communication and publicinformation services.To develop, implement and monitor the branding andmarketing of Gauteng.The latter part of the 2008/09 financial year was characterised by significant changes in administrative andpolitical leadership. The relinquishment of office by former Premier Mbhazima Shilowa ushered in a new Premier,Paul Mashatile, former MEC for Finance and Economic Affairs in Gauteng. In addition, the contract of the formerDirector General, Mogopodi Mokoena ended and MaLlele PeTje, former head of the Gauteng Department ofEducation joined the Office of the Premier.2.3.6 Overview of Policy Developments for 2008/09The 2008/09 financial year also gave rise to two new functional areas for the Office of the Premier:• The incorporation of the Gauteng Youth Commission (GYC) until such time as it is established as separateinstitution.17

• The development and implementation of the Gauteng Planning Commission as an agency falling under theambit of the Office of the Premier.It is important to note that while the functions have been transferred with a budget, the budgetary implications ofthe Gauteng Planning Commission remain unclear.With regards to subordinate legislation (Regulations) an important development is the coming into effect of theScrutiny of Subordinate Legislation Act, 2008 (Act No. 5 of 2008). In terms of this Act regulations made by theExecutive and as authorised by principal legislation (Acts) have to be submitted to the Legislature for scrutiny,bring a further level of administration and accountability to bear.2.3.7 Departmental Revenue & Expenditure• Collection of Revenue2005/06 ActualR’0002006/07 ActualR’0002007/08 ActualR’0002008/09 TargetR’0002008/09 ActualR’000% deviation fromtargetR’000Tax revenue 34 34 27 45 30 33.3(Specify)Non-tax revenue 164 69 48 38 23 39.5(Specify)Financial transactions185 155 128 60 39 35.9(recovery of loans &advances)TOTAL DEPARTMENTALRECEIPTS383 258 203 143 92 35.7• Departmental ExpenditureProgrammes Voted for 2008/09R’000Roll-overs &adjustmentsR’000VirementR’000Total VotedR’000Actual ExpenditureR’000Variance%Programme 1 35,382 - 1,793 37,175 37,175 -Programme 2 71,255 - (1,441) 69,814 75,638 (8.34)Programme 3 99,780 - (352) 99,428 104,128 (4.73)TOTAL 206,417 - - 206,417 216,941 (5,1)• Transfer PaymentsName of InstitutionAmount TransferredR’000Estimate ExpenditureR’000Global City Region Academy 8,065 8,065United Cities & Local Governments of Africa (UCGLA) 3,591 3,591• Conditional Grants and earmarked fundsNot applicable.• Capital InvestmentThe Office of the Premier does not invest substantially in its own capital projects. The Department of PublicTransport, Roads and Works acts as an implementation agency for all departmental capital works budgets. Aspart of the Kopanong Precinct Project the Office is currently working with the Department of Public Transport,Roads and Works on the design of a new office which will be based on Sauer Street.18

• MaintenanceNo major maintenance was carried out during the year under review. Auxiliary services continued to be facilitatedby the Office of the Premier but carried out by contractors of the Department of Public Transport, Roads andWorks.• Asset ManagementThe department does not own any fixed property, as all land and buildings currently occupied by the departmentare owned by government. All assets have been fair valued as required by GRAP and the fixed asset registerhave been updated accordingly. These valuations were performed in terms of the IFRS accounting statementswhich prescribe the methodology that must be adhered to.Standard procurement processes in line with broader frameworks are in place to ensure transparency and equityin the development and awarding of tenders which are managed in collaboration with the GSSC.19

20SECTION THREEPROGRAMME PERFORMANCE

3. PROGRAMME PERFORMANCE3.1 Summary of ProgrammesThere are three programmes that comprise the Office of the Premier:Programme 1Programme 2Programme 3Administration is comprised of the Premier’s Support office, the Office for ExecutiveCouncil Support, the Office of the Director General, Financial Management andSecurity and Risk Management. The programme is responsible for the overall strategicmanagement of the province and supporting the Premier and Executive Council and theDirector General in fulfilling their statutory and political responsibilities.This programme is comprised of Strategic Human Resources, Legal Services andGovernment Communication and Information Services (GCIS). Services under thisprogramme promotes effective government communication with high levels of publicparticipation, awareness and access to government information and positive perceptionsof government; provide Human Resource Management and Auxiliary Services supportto the Office of the Premier and strategic transversal support on Human ResourcesManagement to the Gauteng Provincial Government and provide strategic Legal &advisory support to the Premier and the Executive Council.To support the Premier and Executive Council with policy advice, planning, monitoringand evaluation as well as the appropriate co-ordination of transversal issues andbuilding capacity within Gauteng Provincial Government departments.3.2 Programme 1: AdministrationThe objective of the programme is to provideadministrative support to the Premier, the ExecutiveCouncil and the Director General in fulfilling theirlegislative and oversight functions and to promotegood corporate governance The following servicedelivery highlights have characterised the 2008/09financial year:• Logistical, administrative and advisory support tothe Premier in executing constitutional mandateand statutory duties.The Private Office of the Premier provides a logistical,administrative and advisory service to the Premierin support of the execution of the office bearer’sconstitutional mandate. This office manages thediaries, engagements, accommodations and medialiaison functions which support the Premier. In theyear under review the Private Office has continuedto manage correspondence, provide seamlessadministrative support and refer and follow up onqueries and problems reported directly to the Premier.On behalf of the Premier, a range of targetedstakeholder engagements were facilitated with targetgroups including faith-based communities.• Rendering secretariat support services to theExecutive Council, clusters and key provincialcommittees.The secretariat service in the Office of the Premierfacilitates the Executive Council and relatedgovernance structure meetings such as the Premier’sCo-ordinating Forum (PCF), the Executive CouncilSub-Committees and the Heads of DepartmentForum. Documentation packs are prepared a weekin advance, minutes are taken and decisions arerecorded and communicated to approved officials.In the 2008/09 financial year, over 30 such meetingswere held.• Providing operational support to the Director-General in strategically managing the province.The Office of the Director General provides alogistical and administrative service to the DirectorGeneral in fulfilling the role of Cabinet Secretariat.In the year under review, documentation andcorrespondence has been managed and logisticaland administrative arrangements made. The Officehas also participated in key processes includingthe Premier’s Service Excellence Awards and thetransition management process.21

• Providing financial management support andadvisory services.In accordance with the PFMA, budget control andmonitoring includes the following functions:- Budgeting,- Monitoring and reconciliation of commitments- Management of expenditure- Internal and external reporting- The compilation of mid-term and year-end annualfinancial statements- The handling of internal and external audit matters- Salary reconciliations- Rendering of secretariat services to the BudgetCommittee.These functions, together with financial controlsincluding the monitoring of debtor and creditorfunctions executed by the GSSC, the compilationof payments to be captured and authorised by theGSSC, monthly reconciliation of creditor accounts,monitoring of bank reconciliation compiled by theGSSC, petty cash administration and the preparationof subsistence and transport claims have led toconsecutive unqualified audits for the last 5 years.• Providing security services to the Office of thePremier and the broader GPG.Security services at the Office of the Premier facilitatemonitor and co-ordinate security within the GPG andthe Office of the Premier. The aim of the functionis to ensure that the GPG implements optimalarrangements for the management and provisionof security services to ensure the protection of thepeople, assets, information and other resources thatcomprise the GPG. The Office also manages it owninternal Occupational Health and Safety Act (OHSA)compliance through this function and has facilitatedworkshops on emergency procedures for the office.The table below outlines the service deliveryachievements of Programme 1: AdministrationSub Programme Outputs Output performancemeasures/service deliveryindicatorsSecurity & RiskManagementFinancial managementSecurity risk andthreat managementfor GPGImplementationof MISS / InformationsecurityRegulationsEnsure accurateand crediblemanagement ofthe budgetEnsure effectivereporting on thefinances beingexecuted by theOfficeEffective, efficient,economic andtimely procurementservicesrenderedMonthly reconciliationof asset ledgeraccounts to theasset registerEstablished ElectronicSecurityIncident Monitoringand TrackingSystemMISS InfoSecTraining modulescompletedand rolled withinGPG.Timely submissionand accuratereporting ona monthly basisAudit opinionService deliverywithin stipulatedtimelinesActual Performance Against TargetTargetActual5 GPG sites permonth50% GPG regionalsitesReports submittedpunctuallyboth monthlyand quarterlyUnqualifiedaudit opinion100% all of procurementservicesrenderedwithin stipulatedtimelines100%All GPG sitesand on theintranetSome roll outof informationsecurity trainingin collaborationwith GSSCCompliedUnqualifiedaudit opinionReasons for MajorVariancesImplementationof simple systemto allow 100%coverageLack of capacityfor MISS implementation22

3.3 Programme 2: Institutional DevelopmentAll efforts in the programme are directed to improving service delivery through institutional capacity building andtransformation management. To fulfil this objective, the programme offers the following services:• Human resource management, leadership and support.The Office of the Premier services its own human resources through an internally focused support service andalso the broader GPG in collaboration with the GCRA and the GSSC. From an internal perspective, the Officehas an internship programme which in 2008/09 provided opportunities for 16 interns to receive workplaceexperience. As a result of this programme, some interns have developed the necessary skills to join the OoP onshort term contracts or to find work in the broader GPG or private sector. Linked to this, members of staff haveundergone coaching and mentorship training to facilitate the learning experiences of interns.The OOP has been actively involved in the development and roll-out of the provincial Employee AssistanceProgramme (EAP) framework developed by the GSSC. In addition to ad hoc counselling provided, the followingevents were successfully hosted by the Employee Wellness Programme:• Take a Girl Child to Work Campaign (Cell-C)• Wellness Clinic for Staff in the OOP• Women’s Month Celebration and• HIV/AIDS awareness programme• The establishment of an in house gym at 30 Simmonds StreetWorkshops on pre-retirement, wellness, e-care, trauma management and counselling, financial management,stress resilience, and building emotional intelligence have been conducted in the OOP as part of the broaderGPG Employee Wellness Programme.Implementing employment equity in the organization has been a key focus of human resource management andas a result, the OOP has consistently maintained high levels of employment equity as outline in the table below:2004/05 2005/06 2006/07 2007/08 2008/09Women 57% 62% 64% 67% 59%Black South Africans 82% 87% 88% 87% 93%People with Disabilities 1% 2% 1% 2% 2%From the perspective of Transversal Human Resource Services for the GPG, the Office of the Premier maintains astrong presence on all provincial and national bargaining council structures. The Office is the convener of the GPG HRManagers Forum which provides opportunities for HR managers across the province to be informed of developmentsand to discuss issues impacting on human resource matters in the province. A range of policies and strategies havebeen drafted in the year under review for submission to the necessary governance structures:• A GPG Abscondment Policy• A strategy to prevent over-indebtedness in for public servants• A GPG HRD Strategy• Information technology management, leadership and support.Information technology services are offered by a small unit in the Office and through the offsite services provided bythe GSSC. To improve co-ordination of ICT infrastructure in the province, all departments were required to completea Systems Master Plan facilitated by the GSSC. The plan was finalised in March 2009. In keeping with the GPGcommitment to being a “smart” province, the office has automated its internal leave management system as part ofa broader GPG roll out process and installed software to track and monitor service calls at its computer help deskservice. In addition, on the introduction of the GPG Information Security Policy information and training sessionshave been held with staff to ensure compliance with this framework. A back up strategy, as the first stage of thedevelopment of a larger disaster recovery strategy has been developed.23

• Legal advisory and legislative drafting support services.The role of legislation is to stipulate rights and obligations. It is therefore essential that the legislation is understoodand implemented correctly and efficiently. Consequently legislation must be drawn up in an intelligible and consistentmanner, in accordance with the uniform principles of drafting and presentation, so that people can identify theirrights and obligations. Legislative drafting is not just a technical exercise. It requires the drafter to work in closecollaboration with the instructing department and to ensure that legislation is based on sound legal principles, giveseffect to policy and is clear and understandable as well as practicable. In keeping with the latter and in order to fosteruniformity and certainty in the legislative process, the Office introduced a process map called the “Path to Legislation”in 2008 to provide clear guidelines on the process to be followed when drafting legislation and emphasises the cleardistinction between the policy cycle and drafting of Bills. The Path also includes drafting guidelines which outlines thebasic drafting principles to enhance the standard of legislation drafted in the Province and to ensure that there is nounnecessary delays in the certification process.The following Bills and Regulations were certified during the year under review:BillsRegulations• Transport Framework Revision Amendment Bill,2008• Gautrain Management Agency Amendment Bill,2008• Gauteng Shared Services Agency Bill, 2008• Scrutiny of Subordinate Legislation Bill, 2008• Enterprise Propeller Amendment Bill, 2009• Gambling Amendment Bill, 2009• Consumer Affairs (Unfair Business Practices)Validation Bill, 2008• Appropriation Bill, 2009• Unauthorised Expenditure Bill, 2008• Adjustment Appropriation Bill, 2009• Liquor Amendment Regulations to provide for extensionof validity of shebeen permits;• Second Liquor Amendment Regulations to provide for theconversion of old liquor licenses to Gauteng licenses. Alsocertified the Notice by MEC determining the conversionperiod;• Metered Taxi Regulations;• Regulations on the new vehicle registration numbersystem for Gauteng; and• 8th Amendment of the Road Traffic Regulations, 2009A number of other Bills could not be concluded by the Executive before the end of the previous term of office. Thereasons for this circumstance range from delays in finalising departmental drafting processes to late submissionsof legislative proposals. In an attempt to avoid the recurrence of this, Departments would be required to submitlegislative proposals at the beginning of each legislative year.An electronic Litigation Management System has been introduced in the Province. The departments have beentrained on the system and are now uploading their respective litigation cases. A few technical challenges havebeen experienced with the system and these are in the process of being rectified. It is anticipated that the firstreports will be generated by end July 2009. The review phase that will follow will address any challengesexperienced with the initial implementation. The Legal Forum in the Province is up and running and meetsquarterly. It provides an excellent opportunity for the legal advisors in the Province to network. It is also envisagedthat the Forum provide an opportunity for new legal issues and developments to be addressed. The ChiefDirectorate envisages that the Forum progress to a learning platform wherein legal advisors in the Provinceproactively participate and submit areas of contention and development to the Forum for noting and discussion.Both academics and legal experts will be invited to address the Forum from time to time as part of the initiativeto create an enabling learning environment.The legal services unit is constantly called upon to render legal advice and opinions on a range of issuesby both its internal clients and its external clients. Some of the issues advised on range from due processwith regards to declaring inter-provincial disputes, the legislative competency of the Province to regulate publicpassenger liability insurance, the transfer and integration of the Gauteng Youth Commission into the NationalYouth Development Agency, ceding of existing agreements from National to Provincial government, terminationof agreements, allegations of bribery, and access to information issues. The unit also continues to ensure that allagreements entered into by the Office of the Premier are legally sound, comply with existing policies and protectsthe interest of the Office of the Premier.24

The Office, in consultation with GPG departmentshas implemented a provincial strategy for theimplementation of the Promotion of AdministrativeJustice Act, 2000 (Act No. 3 of 2000). Trainers ineach department have been trained and have begunwith the awareness training within their respectivedepartments. The awareness training in the Officeof the Premier has been completed. Training of thelegal advisors on how to conduct workflow analysis ofthe decision making process to check for compliancewith the Act has also been conducted.The Office has updated its access manual and is inthe process of printing it. Reports to the South AfricanHuman Rights Commission and the Departmentof Justice in terms of section 32 and section 15respectively have been complied with.• Strategic communication leadership and supportand public information services.Given its role as a political nerve centre andseat of the head of provincial government, theOffice of the Premier plays a central role ingovernment communications, setting the broadthemes, developing strategies, hosting events,developing publications, organizing public eventsand consultations and acting as the custodian ofthe Gauteng brand. These roles and functions arehighlighted through this report.The role that the OOP has played in the developmentof a sustainable and sustained communicationsystem in the province has allowed the GPG tocommunicate effectively with citizens about keypriorities and services. The focus has also been onbroadening people’s access to information theycan use improve access to services and to worktogether with government in bringing about changefor the better in their own lives and in the provinceas a whole. The various media products, such asGauteng News, and communication platformssuch as the GPG portal remain the backbone of thecommunication system in the province.Complimenting the communication system hasbeen a sustained programme to foster two-waycommunication, interaction and dialogue to givecitizens the opportunity to speak directly to decisionmakersand to have their issues heard. The “LetsTalk” programme has allowed communities all overGauteng opportunities to meet and speak directly tothe Premier and Executive Council. Focused dialoguesinvolving the business sector, trade unions, religiousleaders, academics, parastatals, the media, womenand other sectors have also taken place to facilitateconsultation and information sharing. Over andabove these, Economic Opportunity Roadshows, incollaboration with a range of line departments wereheld in, amongst others:• Kagiso• Ratanda• Etwatwa• Randfontein• Ennerdale• KwaThemba• Ironside• Mohlakeng• Chiawelo• Wattville• RefilweMultipurpose Community Centres have been launchedacross the province that act as one-stop integratedcommunity development and service centres wherelocal, provincial and national departments, as wellas other service providers, offer co-ordinated servicedelivery. In the 2008/09 financial year six additionalcentres have been launched, thus meeting the targetof in the Five Year Programme of Action. The centresare located as follows:• Evaton• Hekpoort• Hammanskraal• Sicelo Shiceka informal settlement, Meyerton• Munsieville, Krugersdorp• Bophelong, Vanderbiljpark• Rethabiseng, BronkhorstspruitAn addition six youth focussed economicopportunities road shows were held as part of YouthMonth commemorations in:• Atteridgeville• Refilwe• Alexandra• Toekomsrus• Katlehong• BophelongIn addition to the Office of the Premier’s website,marketing and branding of the provincial corporateidentity is achieved through focuses mediacampaigns, the production of a various mediaproducts, exhibitions and events. Some of theseevents which occur annually are:• 16 Days of Activism events.• Premier’s Service Excellence Awards.• Women’s Dialogues.Government communication and information is acore service of the OOP. In line with the strategic26

programme of action, the OOP:• Develops communication strategies on keystrategies and programmes such as the openingof the provincial legislature and the State ofthe Province Address, the five year strategicprogramme of action and annual communicationstrategies for the GPG as a whole.• Develops a 3 month rolling calendar of plannedGPG events and activities.• Builds the government communication systemby facilitating the setting of minimum standardsand promoting best practice.In order to strengthen communication capacity andensure alignment with the broader communicationstrategy the OOP hosts the GPG CommunicationForum which meets monthly. The fora are aplatform for joint planning and developing commonstrategies, synergies and common approaches tocommunication issues among GPG communicators.The forum also provides a valuable learningexperience for communicators and plays a usefulrole as a strategic and peer review mechanism. Aninduction manual for briefing and inducting newcommunicators was developed to ensure continuityin the system. A Gauteng IntergovernmentalCommunicators Forum (GIGCF) was establishedto promote intergovernmental communication andensure coherence in the messaging between localand provincial government.A wide range of media products are produced andfacilitated by the OOP. These include booklets,pamphlets, service directories, posters, bannersand backdrops. This service is provided to all GPGdepartments to ensure alignment to the messagingand branding of the GPG. Publications released bythe OOP include:• Gauteng News, nine editions of which are producedannually for wide circulation as inserts in majornews publications and through all governmentservice points. Over 5 million copies are producedreaching an estimated 16 million people.• The GPG End of Term Report.• The PSEA Best Practice Report.• A service directory, now incorporating informationthat was previously published in six servicedirectories; the Children’s Directory, Women’sDirectory, Youth Directory, General ServicesDirectory, People with Disabilities Directory andEconomic Opportunities Directory, was produced.In collaboration with the GSSC, the OOP developsand maintains the GPG portal, a website that is auniversal entry point to the GPG. The GPG newsservice produces regular news stories which are placedon the GPG website together with photographs. Allforms, publications, reports, contact details and linksto departmental websites, as well as regular newsitems are maintained on a daily basis.The OOP provides a comprehensive mediamonitoring service for the GPG, including daily andweekly media summaries, a rapid response service,daily media alerts and weekly media analyses.Electronic media monitoring, weekly analysis of mediaenvironment and storage of GPG-related sound bitesare also services provided. This helps strengthenthe province’s communication and messagingby identifying and responding to communicationchallenges as they arose and taking advantage ofmedia opportunities. In addition, the OOP offersmedia liaison assistance to MEC, a media planningservice to GPG departments and assists in thedevelopment and distribution of media statements.The primary distribution mechanism is bulk SMSmessages and e-mails through a subscriber-basedpress list that is regularly maintained and updated.The OOP offers DTP, video and photographicservices to the GPG as well.Regular exhibitions, at major events such as the RandEaster Show and commemorative events such as theHuman Rights Day Celebrations, are organized bythe OOP to provide further access to governmentinformation for the citizens in Gauteng.The success of the communication strategy beganto be assessed with the introduction of the annualperception survey. This survey, conducted withthe citizens of Gauteng aims to identify strengthsand weaknesses in the communication system andalso to keep track of communication trends in theGauteng environment. Over and above the annualperception survey conducted, the Office of thePremier also secures other surveys conducted byindependent research companies. These surveys helpto identify communication needs and perceptions inpreparation for the development of the frameworkcommunication strategy.27

The table below outlines the service delivery achievements of the programme:Sub Programme Outputs Output performance measures/servicedelivery indicatorsStrategic HumanResourcesCreate an environment that supports theattraction, retention and development ofappropriate skills for the GPGFacilitate strategic HR planning andmonitoring for GPGProvide Human Resources Managementsupport to the OOPStrategic Human Resources Managementsupport for the Gauteng Provincial Government(GPG), with the aim of ensuringattraction, development and retention ofthe Human Resources capacity requiredfor delivery on the 2014 visionLegal Services Ensure that legislation is effective, userfriendly and complies with the Constitutionand laws of South AfricaProvide legal advice and opinion to thePremier, the Executive Council and theGPGEnsure that all agreements are legallysound, comply with existing policies andprotect the interests of the OOPMonitor all litigation against the GPGand ensure that it is attended to properly% of required HRM policy frameworkin place for the GPGExistence of an up-to-date HR plan forthe GPG annuallyDegree of compliance with the PublicService HRM policy frameworkExistence of an Integrated HumanResources Management Strategy forGauteng Provincial Government,aligned to the Provincial objectives atall timesIssuing of compliance certificate within60 working days of final receipt of thelegal instrumentLegal advice furnished within 20 workingdays of receipt of requestAgreements not challenged on legalgroundsActual PerformanceAgainst TargetTarget ActualReasons for Major Variances90% 80% Lack of capacity in humanresources1 1100% 80% Lack of capacity in internalhuman resourcesStrategycompletedDraftstrategypreparedCapacity constraintswithin the designateddirectorate.100% 90% Some regulations notfinalised within 60 workingdays100% 100%98% 100% No agreements of OoPchallenged during the FYMonitoring mechanism in place 100% 95% Litigation Monitoring Systemdeveloped, pilotedand fully implemented.Persistent technical problemsand slow uploadingby Departments causeddelay in production of litigationmonitoring report.28

Sub Programme Outputs Output performance measures/servicedelivery indicatorsGCIS GPG media products and vehicles thatpromote public access to governmentinformation and awareness of GPG policies,programmes and servicesInformation andCommunicationTechnologyEffective GPG communication and marketingcampaignsPublic participation in governance anddirect interaction between GPG andGauteng residents promotedUniversal access to government informationand services promotedConsistent and coherent GPG communicationstrategies and common messagingand strategic communication adviceto the Premier and Executive CouncilExistence of an updated Master SystemsPlan for the Office of the PremierProduction of service directories forwomen, youth, people with disabilities,people living with HIV/Aids, economicopportunities and victims of abuse.Number of copies of Gauteng Newspublished and circulatedNumber of success campaigns conductedActual PerformanceAgainst TargetTarget Actual6 directories500,000copiesof 10monthlyeditionscirculated6 directoriesproduced10 editionswereproducedReasons for Major Variances11 14 Increase levels of activityrelated to the end of termreporting processesNumber of Gauteng Izimbizo hosted 30 37 Increased drive to speakto communities as part ofthe end of term feedbackprocessesNumber of multi-purpose communitycentres launchedCompletion of strategy and alignmentwith GPG priorities6 6AnnualframeworkcommunicationstrategydevelopedExistence of master systems plan Plan completedDevelopment of ICT policies % of ICT policies that have been developedand are up to date at all timesAnnualcommunicationstrategydeveloped& implementedPlan completedGPG widepolicieshavebeenimplemented29

Sub Programme Outputs Output performance measures/servicedelivery indicatorsExistence of a functional ICT Disaster RecoveryPlan of the Office of the PremierLevel of compliance with InformationSecurity StandardsDevelopment of plan Plan developedImproved compliance with policyframeworkActual PerformanceAgainst TargetTarget ActualFirststage, abackupstrategyhas beendeveloped100% Somecomplianceasper auditresultsReasons for Major VariancesProcesses to develop theplan as part of a largerbusiness continuity processNeed for improved managementof GSSC basedservices30

3.4 Programme 3: Policy and GovernanceAll functions within the Policy & GovernanceProgramme aim to initiate the development andimplementation of policies and strategies to achievea co-ordinated approach towards sustainableprovincial growth and development. In doing so, thefollowing service delivery objectives are achieved:• To co-ordinate and facilitate social developmentissues.The Office of the Premier provided support tothe Gauteng Department of Local Governmentin planning regional women’s dialogues whichwere held during 2008/2009 financial year in theMetropolitan and District Municipalities in Gauteng.The women’s dialogues are the Office of thePremier’s flagship programme to empower womenin the province. These dialogues provide a platformfor the provincial government to report to women onprogress in implementing programmes for womenempowerment in the province. More importantly,women’s dialogues provide a platform for theprovincial government to consult with women fromdifferent civil society organizations in the developmentof programme of action for the empowermentand development of women in the province. Theprogrammes of action from these dialogues areused to inform government programme of action onwomen empowerment.In November 2008, The Office of the Premier hostedan event celebrating the International Day for Peoplewith Disabilities which was attended by peoplewith disabilities from different communities in theprovince. The event was preceded by the launch ofGauteng Disability Alliance, which the Office of thePremier also supported. Gauteng Disability Allianceis an organized formation of disabled people’sorganizations in Gauteng whose aim, amongothers, is to promote the collaboration and commonpositions on issues that affect the disability sector inthe province.The Office of the Premier commissioned the reviewof both the Gender and Disability policy frameworks.The review process was undertaken to ensure thatthese policies are in line with provincial priorities.Various stakeholders including Disabled People’sOrganization and the Progressive Women’sMovement consulted and participated in the processto ensure participatory governance. The revisedpolicies will be implemented in line with the newpriorities and the programme of action on themainstreaming of gender and disability.In the 2008/09 financial year, the Office organizedtraining sessions for all provincial and municipalgender, youth and disability focal points onmainstreaming. The aim of the training sessionswas to ensure that Departments through the focalpoints can coordinate and implement gender, youthand disability programmes in an improved manner.The gender focal points further benefited from the5 day Gender Mainstreaming training organized byPALAMA and assessed through Portfolios of evidence.The capacity building sessions are at ensuringenhanced strategic development of Gender, Youthand Disability programmes across departments andmunicipalities in order that the lives of women, youngperson and persons with disabilities in the Provincesare improved.From an institutional perspective, the OOP facilitatesco-ordination through a range of structures in theprovince. The Office of the Premier facilitated theestablishment of the Gauteng Disability Forumwhich comprises of representatives from governmentdepartments; regions and disabled people’sorganizations affiliated to the Gauteng DisabilityAlliance (GDA). The forum is a critical vehicle thatwill ensure the realization of the Gauteng ProvincialGovernment commitment to people centred andpeople driven development. The forum furtherserves as a form of participatory democraticgovernance since it is about broad based publicparticipation in public policy processes and servicedelivery programmes of government. The forumwas launched where the terms of reference wereagreed upon and the POA on the implementation ofdisability programmes was developed.Over the period under review, youth developmentin the province has been facilitated under theauspices of the Gauteng Youth Commission throughthe development of a five year youth developmentprogramme. In support of this programme, a rangeof activities have been undertaken, including thedevelopment of a database of youth volunteers hasbeen established to facilitate the development of areliable group of youth volunteers. A status report onyouth in the province was completed, along with aperception audit, and a variety of local youth forawere established in support of youth developmentobjectives. A variety of capacity building programmeswere implemented, including training and HIV/Aidsprevention workshops in each region and a backto-schoolcampaign was conducted in 30 schoolsaround the province.32

• To coordinate and facilitate growth anddevelopment issues.The Gauteng City Region Observatory (GCRO) hasbeen established to collect and collate informationabout the GCR to inform policy and programmingdecisions. This institution is a partnership between theGauteng government, business, research institutionsand higher learning institutions, with the Universityof Johannesburg (UJ) and the University of theWitwatersrand as “anchor” institutions. The GCROwas launched on 11 September 2008 by PremierShilowa together with Professors Rensburg andNongxa form UJ and Wits respectively. The launchalso included a colloquium and participants includedmembers of the provincial executive, legislature,mayors, heads of GPG departments, city managers,business representatives, senior officials from GPG andlocal government. The GCRO will benchmark the GCRagainst other city regions, and develop indicators tomeasure and monitor the progress made in this regard.Another institution that has been established under theauspices of Gauteng Department of Education throughthe integration of a range of GPG programmes aimedat skills development in the Department of Education,the Gauteng Shared Services Centre and the Office ofthe Premier, is the Gauteng City Region Academy (GCRAcademy). The Academy is tasked with the provisionof quality skills for key economic and social sectors;promoting shared growth through building socialcapital and expanding opportunities to the poor withinthe city region. The GCR Academy was launched onin May 2008 during a two-day conference for seniormanagers from the provincial and local governmentsthat was held on 15 and 16 May 2008. The themeof the conference was “Integrated and coordinatedmanagement in the context of the Gauteng GloballyCompetitive City Region – the role of senior managers”.A Gauteng Innovation Strategy, incorporating notionsof the services revolution was drafted. The draft strategyoutlines support initiatives, policies and interventionswith which to grow and enhance Gauteng’s knowledgeeconomy. The strategy takes into account the diversityof economic activity across the provincial geography.It identified appropriate innovation activators for thediverse localities with in Gauteng.• To promote intergovernmental and internationalrelations; promote service delivery improvementsand good governance.Ethics is at the heart of the province’s fight againstcorruption, and as such the aim is to ensure thateach provincial department has an ethics officerand the relevant training is provided. The provincialethics officers were identified and trained on EthicalRisk Management which enabled them to deal withethical challenges in their departments.The intergovernmental Anti-corruption Frameworkwas approved by the PCF Technical Committeeto ensure alignment and collaboration of anticorruptionwork between the provincial departmentsand municipalities. An anti-corruption scorecardwas developed which aim to provide an advancedreporting template for both the provincial departmentsand municipalities. The National Anti-corruptionHotline workshop for the province took place and itaimed to provide a platform for the Anti-corruptionforum members to engage the PSC on issues aroundthe hotline. Four provincial quarterly Anti-corruptionForum meetings were held and the province alsotook part in the national anti-corruption coordinatingcommittee meetings. The province participated onthe 3rd National Anti-corruption Summit.The 7 th annual Premier’s Service Excellence Awardswere hosted on 20 November 2008 at GallagherEstate. The process, which begins with road-showsto departments and the announcement of the 2008PSEA, assessment and adjudication done by a panelof independent judges and the eventual ceremonyresulted in the following awards:• Face of Government Gold Award: CommunityDevelopment Workers Programme: Department ofLocal Government• Service Delivery & Innovation Gold Award:• Platinum Award Winner: Community DevelopmentWorkers Programme: Department of LocalGovernment• Contribution to the GPG Five Year Strategic Planof Action: Gold: Department of Housing; Silver:Gauteng Shared Service Centre and Bronze:Department of EducationThe 2008 PSEA was attended by approximately600 guests, including the nominated teams. At theconclusion of the 2008 PSEA, a Best Practice reportwas developed and circulated among departmentsand to winning groups and teams including specialguests. A close-up report was also prepared andcirculated to all Heads of Departments for theirinformation regarding the entire 2008 PSEA process.The Office of the Premier facilitates service delivery inGPG departments with a focus on the implementationof Batho Pele. Quarterly service delivery forums wereheld to guide departments on service delivery issues33

and guidelines were developed on the compilation ofthe Annual Citizens Report. In addition, departmentswere supported in the development of ServiceDelivery Improvement Plans and input was giveninto the technical aspects of plans produced by theDepartment, with a view to Departments meeting theexpectation of DPSA. Department service deliverychampions were trained in the Batho Pele ChangeManagement Engagement Programme.As part of the Provincial Africa Public Service Dayand Public Service Week programmes the Officefacilitated the participation of local and provincialgovernment departments. The cascading of BathoPele to local government has been facilitated incollaboration with the Department of Public Serviceand Administration. A tool for the evaluation ofthe promotion of the spirit of Batho Pele, to beimplemented in 2009 was developed in consultationwas done with the Heads of Department Forum andGPG departments.The Gauteng Provincial Government (GPG)maintains a wide range of formal and informalrelations with international counterparts on thecontinent and further afield. With regard to formalagreements, sisterhood and twinning programmesare in place with Ontario in Canada, Bavaria inGermany, Katanga in the Democratic Republic ofCongo (DRC) and Ille de France, facilitating sharingof learning and best practice between the provinces.Beyond these agreements, as part of the Premier’srole in the fostering of economic and diplomaticrelations the following countries were visited andhosted in 2008/09:VisitedHostedPlaceSingaporeIlle de FranceSao PauloBrazilKatanga, DRCMalawiKhomas, NamibiaTo further streamline and facilitate Inter-Governmental Relations, the OoP has drafted anIGR framework and the Implementation Strategy/Plan which has been submitted to the PCF TechnicalCommittee and will be submitted to the PCF forapproval in 2009.A NEPAD framework was developed has beenimplemented in the 2008/09 financial yearthrough the strengthening of economic relationsand exchanges in building state capacity with otherglobal city regions in Africa as highlighted above.An international relations formwork has beendeveloped and together with the Gauteng EconomicDevelopment Agency (GEDA) a Gauteng NEPADSummit was hosted from 3 - 5 March 2009. TheSummit focused on promoting regional integrationon the continent at a time when the need for suchinitiatives is more pressing than ever and saw thecoming together for the first time ever of a wide rangeof African business leaders from Trade, Investmentand Economic Development organisations. Topics ofdiscussion included infrastructure, energy, ICT, Agroprocessing,mining and mining equipment, planningand coordination. Discussions at the Summitculminated in the establishment of the first everAfrican Economic Development Agencies SecretariatOffice. This office will not only enhance African tradeand investment opportunities but will also promoteforeign direct investment into Africa on a scale notpreviously seen on the continent.• To facilitate the monitoring and evaluation ofGPG strategic priorities.A number of reports to Exco in respect of progresswith regard to monitoring the Programme of Actionhave been developed. These reports include the KeyPerformance Indicators Report and the QuarterlyCommitments Reports. The report on the 51 KeyPerformance Indicators for the GPG Five YearStrategic Programme assisted the Executive Councilto establish the progress made by the GPG inimplementing the Strategic Programme. In addition,the EXCO was provided with regular QuarterlyCommitments Reports on the progress GPG hasmade with regards to the fulfilment of the Premier’sand Exco commitments to the Gauteng public andthe implementation of the GPG Programme ofAction. The Information Management System whichis the central repository for data collected duringthe monitoring of the GPG programme of actionand other provincial has made reporting and dataanalysis easier thus contributing to the high qualityreports produced.The GPG Monitoring and Evaluation Forum,comprising of M&E officials from GPG Departmentsand coordinated by the Office of the Premier,provides a useful platform to understand andimprove departmental monitoring and improvementin strategic planning. The meetings of the GPG M&E34

Forum took place on quarterly basis thus providingconsistent support and timeous interventions. AnM&E Skills Audit was conducted to assist in theconceptualization of high level M&E training neededto improve monitoring and evaluation skills in theprovince.Thirty-seven Environmental Scans for Izimbizo wereproduced. The Environmental Scans provide highlevel information to inform the Executive Council onissues, programmes and projects to ensure effectiveengagement at the Izimbizo held in communitiesaround the province.35

The table below outlines the service delivery achievements of the programme:Sub Programme Outputs Output performancemeasures/servicedelivery indicatorsIntergovernmentalrelationsProvincial PolicyManagementPromotion of intergovernmentalrelationsManagement andfacilitation of the Premier’sService ExcellenceAwards (PSEA)Support provided toGPG planning cycleand monitoring of 5Year Programme ofActionEnabling system developedfor monitoring,policy analysis andsupport to the PremierFacilitate enhancedeconomic growth inGautengFunctional sisterhoodagreementsHosting of the Premier’sCo-ordinatingForum (PCF)Hosting of the GautengIntergovernmentalForum (GIGF)Annual event heldand best practicereport publishedReports & inputs intothe speeches of thePremierHigh quality reportto Exeo in respect ofprogress with regardto PoA KPIsHigh quality trainingprovided to improvestrategic plans anddepartmental monitoringTimeous informationprovided to advisethe Premier andExCo; environmentalscans conductedImplementationof the Global CityregionActual Performance Against Target Reasons for Major VariancesTarget ActualAll agreementsmaintained4 4All agreements maintained2 0 Decision by the Executive Council.Annual event held Event held on 20 November20094 quarterly reportsper annum4 quarterly reports developedand submitted1 report per annum KPI Report presented on22 May 2008100 officials perannum30 officials undergoingtrainingAs required 37 Environmental scanreportsSOPA inputEstablishment of theUrban ObservatoryGCRO launched on 11September 2008High staff turnover contributed toreduced capacity to manage andachieve the target36

Sub Programme Outputs Output performancemeasures/servicedelivery indicatorsDevelopment of aninnovation strategyDevelop servicesrevolution strategyGPG outputs andcommitments monitoredEstablishment ofGCRADevelop long termplan, benchmarksand indicators for theGlobal City RegionSupport provided toGPG planning cycleand monitoring of 5Year PoAEnsure service deliveryimprovements in theGPGSupport social developmentin GautengSupport given todepartmentsSuccessful women’sdialogues heldMonitoring disabilityprogramme of actionCo-ordination ofInternational DisabilityDayActual Performance Against Target Reasons for Major VariancesTarget ActualInnovation strategydevelopedService RevolutionStrategy developedas part of the InnovationStrategyDraft Innovation Strategypresented to the PCFTechnical Committee on27 February 2009Phases 0 and 1 of thedevelopment of the ServiceRevolution Strategy finalizedGCRA established GCRA launched in March2009Plan, benchmarksand indicators developedThe development of indicatorsnot undertaken.Project and completed phaseshanded over to Department ofEconomic Development.Project and completed phaseshanded over to Department ofEconomic Development.Function handed over to theGCRO.1 report per annum End of Term Report produced.Draft POA for 2009-2014 presented to ExCoin April 2009.QuarterlyThe function for the developmentof the long term plan –Vision2055- is now with the Departmentof Economic Development.Benchmarks and indicators notdeveloped since the GCRO onlybecame operational in December2008. It was staffed by onlythe Executive director during theperiod under review1 regional dialogue 6 regional dialogues held1 report per annum Report drafted1 event Event held on 30 November2009.37

The table below outlines the service delivery achievements of the Gauteng Youth Commission:Sub Programme Outputs Output performance measures/service delivery indicatorsActual Performance Against Target Reasons for MajorVariancesTarget ActualAdvising theGauteng ProvincialGovernment onYouth DevelopmentmattersStrengthening thepartnership betweenGPG and theyouth of Gautengon governance andservice deliveryissuesDeveloping a reliableyouth databasein GautengSound advice provided to variousGPG departments and agencies onyouth development issuesEnhanced youth participation onprovincial government and municipalactivitiesComprehensive and reliable Gautengyouth database developedAttendance of departments’and agencies service deliveryplanning sessionsProviding an analysis towardsdepartments’ and agencies’budgets, annual reports, etcAttending GEYODI meetingswhere departments accountregularlyHosting of youth izimbizo, inpartnership with GPG departmentsand municipalitiesAll departmentsandagenciesstrategic planningAll departmentalandagencies’budgetsand annualreportsAll GEYODImeetingsAt least 1 Imbizoin eachregion ofthe GautengProvinceYouth database developed andshared with various stakeholdersComprehensivedatabaseof youngpeople inGautengOnly 3 attended No invitations from otherdepartments and agenciesOnly the Premier’sBudgetSpeech wasanalysedOnly the Budgetmeetings wereattended1 Imbizo and 1Economic OpportunitiesRoadshow in eachRegionDatabase Formshave been filledby young peopleand ready to becapturedLack of researchersCommunication breakdownbetween GEYODIand GYC with regards tomeetingsPartnership with theOffice of the Premierhelped to supplementthe GYC programmewith the Economic OpportunitiesRoadshowsLack of a proper databasesystem to capturethe collected information.38

Sub Programme Outputs Output performance measures/service delivery indicatorsEnsuring youthinformation disseminationCreating platforms of disseminatinginformation to the youth of GautengPartnership with various mediagroups to disseminate youthdevelopment informationPromoting youthvolunteerism aspart of the NationalYouth Service ProgrammeDeveloping a reliable cadet of youthvolunteers in all the regions of Gauteng,for community developmentpurposesPartnership with various otherstakeholders, both in the privateand public sector, to helpdisseminate youth developmentinformationDatabase of youth volunteersdeveloped to cover all theregions of GautengYouth volunteers getting involvedin community developmentprojectsStrengthening theyouth civil society tobecome a reliablelobby group foryoung people.Building a strong youth civic societymovement capable of engagingwith democracy building processesProviding both material andmoral support to the strengtheningof the South AfricanYouth Council-GautengChapterBuilding the capacity of variousyouth organizations in GautengActual Performance Against Target Reasons for MajorVariancesTarget ActualGood relationswith bigmedia groupsand communitymediaGood relationswith big mediahouses, butstill developingrelations withthe communitymediaLack of organizedchannels for communitymedia groupsVolunteerDatabaseMassiveinvolvement ofvolunteers invarious GYCactivitiesProvidingoffice spacefor SAYC andassist withhosting theirConferenceHost trainingfor youthorganizationsDatabase ofvolunteers fromvarious regionsVolunteer participationachievedas anticipatedNo office spaceprovided and theConference washeldDatabase of volunteersdeveloped as plannedVolunteer participationachieved as plannedThere was no sufficientoffice space to accommodatethem within theGYC premisesNo training held There was no sufficientfunding to coordinatetrainings39

Sub Programme Outputs Output performance measures/service delivery indicatorsRe-modelling of localyouth forumsLocal youth forums being modelledin a coherent and uniform mannerto achieve effective youth developmentlobbying and advocacyDeveloping a concept document,in consultation withvarious stakeholders, for theremodelling of local youthforums towards achieving effectiveyouth developmentAssist in launching the localyouth forums in various municipalareasConduct an Auditof the Status ofYoung People inGautengComprehensive and reliable GautengStatus of Youth Report, whichwill be used in addressing the needsand interests of youth in GautengStatus of Youth Report developedYouth volunteersfor FIFA SoccerWorld Cup 2010Providing the young people of Gautengwith an opportunity to offertheir voluntary services prior to andduring the FIFA Soccer World Cup2010Register of youth volunteers for2010 developedTraining of youth 2010 volunteersconductedYouth, Democracyand Civic EducationConducting massive youth trainingon democracy and civic educationTraining workshops conductedin various regions of GautengActual Performance Against Target Reasons for MajorVariancesTarget ActualConceptdocumentdevelopedAssist withthe launch ofyouth forumsin all localitiesStatus ofYouth ReportCompiledConcept documentwas developedand partneredwith theDept. Of LocalGovernment onthe conferenceheld in February2008Tshwane, Vaaland JohannesburglaunchedReport completedTarget achievedOther localities still busywith the preparationsTarget achievedRegister developedTraining ofvolunteersconducted1 workshop ineach region ofthe GautengProvince and1 ProvincialworkshopConsultationwith variousstakeholdersheldVolunteer mobilization,phase 1of training wasonly completedin the 2009/10financial yearAll workshopsconducted asplannedDelay in clarifying therole of GYC in this processAwaiting finalization ofthe volunteer registerTarget achieved asplanned40

Sub Programme Outputs Output performance measures/service delivery indicatorsActual Performance Against Target Reasons for MajorVariancesTarget ActualBack-to-SchoolCampaignSouth African YouthFestivalLaunching theYoung Women’sNetworkDeveloping a YouthEconomic OpportunitiesBookletConducting a massive back-toschoolcampaign in various schoolsof GautengHosting of a massive youth arts andcultural festivalLaunching a viable platform foradvocacy and lobbying for youngwomen’s needs and interestsReliable booklet of youth economicopportunities developed and distributedSchools clean-up campaignsand awareness raising campaignsconductedYouth arts and cultural festivalheldHosting the young women’snetworkLaunching the Young Women’sNetwork/ForumDeveloping an economic opportunitiesbookletDistribution of the bookletamongst the youth of GautengCleaning in atleast 5 schoolsin eachregion, andmotivationaltalksLaunch of theConcept andHosting of theeventHosting theConferenceLaunch theYWNBooklet developedBooklet distributedCleaning andmotivationaltalks took placein all the schoolsas plannedLaunch tookplace, but theevent never happenedConference heldas plannedThe structurewas neverlaunchedBooklet developedDistribution hasnot happenedTarget achieved beyondexpectations with the totalof 30 schools visitedSome of the key partnerspulled-out of the programmeTarget achievedLack of consensusamongst delegates onthe nature and characterof the structureTarget achievedProduction of copies willbe done in the 2009/10financial year.Conducting YouthPerception andReputation Audit ofthe GYCReport on the GYC youth perceptionaudit developed to inform the GYCprogrammes and activitiesPerception Audit developed Audit undertakenand ReportreleasedAudit ReportCompiledTarget achieved41

Sub Programme Outputs Output performance measures/service delivery indicatorsActual Performance Against Target Reasons for MajorVariancesTarget ActualConducting anAssessment of theImpact of YouthEntrepreneurialCooperatives onYouth EconomicEmpowermentBuilding the Capacityof Youth toEngage with theGCR ProcessesDeveloping theGauteng YouthService DeliveryProgramme ofActionDeveloping Monitoringand EvaluationSystem forYouth Developmentin GautengDeveloping theYouth DevelopmentMainstreamingModelCompiling a report detailing animpact of the entrepreneurial cooperativestowards youth economicdevelopmentAnalysing the Impact of the GCRconcept on youth developmentmainstreaming in GautengYouth Service Delivery Programmeof Action developed, detailing howshould the GPG go about addressingthe needs of young people inGautengDeveloping Youth M&E systemwhich will be used by all implementingagencies to monitor and evaluatethe implementation of youthdevelopment mainstreamingDeveloping a youth developmentmainstreaming modelAssessment Report compiled Report compiledAssist in the coordinationtowards launching of youthcooperatives in various regionsof Gauteng provinceConducting an analysis ofthe Impact of GCR concepton youth development mainstreamingConducting training on theengagement of the Gautengyouth with the GCR processesYouth Service delivery actionplan developedMonitoring and EvaluationSystem developedImplementing agencies, particularlyGPG departments andagencies, familiarized with thesystemMainstreaming model developedYouth cooperativeslaunched inall the regionsof the GautengprovinceReport compiledTraining conducted5 Year YouthDevelopmentProgrammedevelopedM&E SystemdevelopedM&E Systemintroduced toGPG DepartmentsandagenciesYouth DevelopmentmainstreamingmodeldevelopedReport still beingcompiledNo cooperativeslaunched as yetReport has beencompiledTraining willtake place in the2009/10 financialyearProgrammedeveloped andsubmitted to theOoPReport completedIntroduction willtake place in the2009/10 financialyearReport completedDelay in the researchcoordinationAwaiting for the conclusionof the researchreportTarget achieved asplannedTight time-framesTarget achievedTarget achievedTarget achieved42

Sub Programme Outputs Output performance measures/service delivery indicatorsActual Performance Against Target Reasons for MajorVariancesTarget ActualRaising awarenessagainst HIV/AIDSamongst the youthof GautengCommemoratingJune Month, in celebrationof youthactivism for societaldevelopmentHIV/AIDS Workshops held in all the6 regions of GautengJune month commemoration activitiesheld for the entire of June 2008HIV/AIDS Workshops held HIV/AIDSworkshopsheld in all theregionsYouth Month commemorationactivities held, with focus onSports, Economic Empowerment,Cultural Diversity, SocialCohesionJune monthcommemorationsheldWorkshops heldin all the regionsCommemorationactivities wereheldTarget achieved asplannedTarget achieved asplanned43

44SECTION FOUROUTLOOK

4. OUTLOOK FOR 2009/10The 2009/10 financial year will bring with it many changes. A new term of office will mean a new mandate andnew priorities. One of the critical focal points will be the finalisation of the organisational review initiated in thelatter part of 2008, to ensure that the Office has the necessary capacity to support Premier Mokonyane in herterm.In support the province to implement its new mandate, the Office will focus on:• ExCo Support functions.• Planning and oversight functions.• Political compliance including legal, financial and service delivery.• Supporting the establishment of the Gauteng Planning Commission.• Government relations and service delivery renewal.• Communication functions.• Initiatives to improve administrative functions for cost efficiencies.A critical part of the early stages of the new term has been the reprioritisation of the functions and resourcesof the Office to ensure that the new mandates and priorities are met and that the Office is integrated into thebroader reconfiguration of the Gauteng Provincial Government.45

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 Notes46

Office of the Premier, Gautent - Vote1REPORT OF THE ACCOUNTING OFFICERfor the year ended 31 March 20091. IntroductionAs the political nerve centre of the Gauteng Provincial Government (GPG), the Office of the Premier (OoP)plays a vital role in facilitating policy and decision-making in the GPG as well as fulfilling key roles such ascommunication and stakeholder liaison. On an annual basis, numerous izimbizo, roadshows and targetedstakeholder relations programmes are initiated, complementing efforts to inform the public of the actions of theGPG through traditional media such as newspapers, customised communication modalities such as GautengNews and the GPG portal.The focus of operations in the 2008/09 financial year, in line with the mandate was accelerating growth anddevelopment, social service delivery and building the capacity and organisation of the state.The Gauteng City Region (GCR) is one of the foundations of Gauteng’s long range development planningorientation and significant progress was made this year in this regard, including:• Strengthening the foundations of the GCR by implementation of GCR Roadmap focussing on:- presenting scenarios for a cost efficient governance;- mapping economic linkages;- benchmarking and indicator study undertaken; and- developing terms of reference for the development of a long-term planning.• Launching of critical institutions including the Global City Region Academy (GCRA) and the Global City RegionObservatory (GCRO).• Initiating strategy development processes focused on the service sector and fostering innovation in the province.The OoP continues to co-ordinate mainstreaming efforts for youth, women and people with disabilities. Throughthe management of structures within the province to facilitate integration and a cohesive approach, the OoP hascontinued to fulfil its mandate in this regard. In the 2008/09 financial year, regional Women’s Dialogues wereheld in support of the development of a provincial Programme of Action on Gender and the issues faced byPeople with Disabilities were highlighted through the annual International Day of the Disabled Programme. TheGauteng Youth Commission (GYC) has embarked on a range of programmes to develop the skills of youth inGauteng and also to empower youth to participate in the 2009 elections through voter education programmes.Unfortunately despite an additional budget allocation for voter education programmes, this programme provedto be underfunded, hence the over expenditure experienced in the 2008/09 financial year. These efforts aresupported by the annual publication of targeted service directories which provide valuable information onservices for youth, women, children and people with disabilities in the province.Efforts to improve service delivery and build the capacity of the state have focused on recognising serviceexcellence through the 7th annual Premier’s Service Excellence Awards (PSEA), the introduction of the ProvincialAnti-corruption Policy Framework and the training of ethics officers in each department. In addition, servicedelivery has been bolstered by the development of a Provincial Service Charter which was made public duringAfrica Public Service Week. The launch of additional Thusong Service Centres across the province has continuedthe roll out of the programme to ensure one-stop service centres to provide communities with direct and efficientservices close to where they live.One of the major focal points of the year under review was the finalisation of the GPG Strategic Plan for Actionfor 2004 to 2009. All departments were involved in national, provincial and local review processes to reflect on47

Graph 2: Per Programme:12010080604020Final appropriationActual Expenditure0Pr1AdministrationPr 2 InstitutionalDevelopmentPr 3 Policy andGovernanceBreakdown of under/over spending under Programmes:Programme 2 over spend the appropriated budget with a net 8% or R5.824 million mainly in Current Expenditurewith 13% or R8.423 million while an under spending incurred in Capital of 35% or R2.599 million.Programme 3 over spent the appropriated budget with a net 5% or R4.700 million mainly in Current Expenditure7% or R5.935 million while an under spending incurred in Capital of 51% or R1.235 million.Detail per programme is provided in the Appropriation Statement and the Notes to the Appropriation Statement.Graph 3: Per Economic Classification25020015010050Final appropriationActual expenditure0Current paymentsTransfers &SubsidiesCapital AssetsReasons for under/over spending under Economic Classification:Over spending under current expenditure mainly relates to Goods and Services under Programme 2 and 3 inrespect of unforeseen cost for the inauguration of the new Premier on 7 October 2008 with related communicationcost, and claims received from the Department of Sports, Arts, Recreation and Culture pertaining to the activitiesof the GYC and additional projects executed in the 2008/09 financial year including youth voter education andtraining being in excess of the allocated budget transferred.Under spending in Capital Assets classification incurred under Programme 2 and 3 mainly in respect of theupgrading projects cancelled as a result of the OoP’s relocation to transitional offices until the new offices arecompleted, and the purchase of computer equipment delivered late will be paid in 2009/10.In terms par 43 (4)(C) of the PFMA, savings under capital may not be utilized (after the Adjustment Budget) todefray current expenditure.Detail per economic classification is provided in the Appropriation Statement and the Notes to the AppropriationStatement.49

Discuss the impact on programmes and service deliveryThe over spending in Programme 2 and 3 did not impact negatively on service delivery in 2008/09. Theoutstanding accruals and commitments included under the notes however will have an impact on 2009/10budget allocation.Actions taken or planned to avoid recurrenceIn the main, actions taken have related to financial reporting mechanisms such as eMAPPP which allows managersto draw current financial reports from the BAS system. The OoP recognises that there is room for improvement.A management decision taken for the relocation of funds in under spending programmes, through the BudgetCommittee process and with the approval of the Accounting Officer to other priorities / projects, still applies.The over spending of the total budget allocation of 2008/09 and specifically the allocation to Programme 3 dueto the activities of the Gauteng Youth Commission will be addressed at management level in 2009/10 to ensurethat this situation does not recur.1.3 Virementsa) Treasury approval was obtained for funding the short term needs of the United Cities and Local Governmentsof Africa (UCLGA) to the amount of R3.591 million. Funds were shifted from Compensation of Employeesunder Programme 2 and 3 to Transfer Payments under Programme 3. Please refer Annexure 1D for moredetail.b) Virement approvals for all requests were obtained from Gauteng Provincial Treasury.1.4 RevenueFinancial Year Final appropriation for revenue Actual revenue received VarianceR’000 R’000 R’0002006/07 60 258 (198)2007/08 60 203 (143)2008/09 143 92 51Reasons for under / (over) collecting:The OoP is not a revenue generating department and revenue received is mainly for parking, interest receivedand salary debt recovered.Graph 4: Revenue300250200150100Revenue appropriationActual revenue received5002006/07 2007/08 2008/0950

Detail of revenue per economic classificationEconomical Final appropriation for revenue Actual revenue received VarianceClassification R’000 R’000 R’000Sales of Goods and Services 45 30 15Interest. Dividends and rent on38 23 15landFinancial transactions 60 39 21Total 143 92 511.5 Any other material matterThe Chart of Accounts amendments required by National Treasury in 2008/09 have been effected.2. Service rendered by the departmentThe office does not render free services for which a tariff must be determined and / or charged as contemplatedin Treasury Regulation 7.3.2.3. Capacity constraintsThe OoP is currently conducting an organisational review to address the structure, capacity and systemschallenges. The review will be finalised in mid-2009.4. Utilisation of donor fundsNone.5. Trading entities and public entitiesNone.6. Organisations to whom transfer payments have been made• GCRO R8.065 million refer Annexure 1C to the Annual Financial Statements.Payment of claims as per Memorandum of Agreement entered into between the GPG and the University ofWitwatersrand and the University of Johannesburg for the establishment of the GCRO.• UCLGA R3.591 million refer Annexure 1D to the Annual Financial Statements.Treasury approval was obtained for funding the short term needs.• Household Employee Social Benefits paid R322 000 refer Annexure 1E to the Annual Financial Statements.• Statement of Gifts, Donations and Sponsorships made and Remissions and Payments made as an act of graceR388 000 refer Annexure F to the Annual Financial Statements.7. Public private partnerships (PPP)None8. Corporate governance arrangementsRisk ManagementThe department has conducted a global risk assessment during the financial year. A Risk Register which includesrisks identified by Gauteng Audit Services (GAS) through their audits has been compiled. Implementation of theaction plans is followed up by the Risk Management Sub Directorate on a monthly basis and reported to theDepartmental Audit Steering Committee for evaluation.51

Internal AuditsThere were five audits planned as per the approved audit plan of GAS. Four audits were completed and onecancelled. The Office of the Chief Financial Officer is following up on the implementation of the recommendationsand action plans.Audit CommitteeThe Audit Committee was fully functional during the year under review. The full report of the committee is partof this Annual Report.Conflict of InterestAll Senior Management Services’ members (SMS) have complied with disclosing their financial interest as requiredannually in terms of the HR Regulatory Framework for the financial year 2007/08. Information with regard torelated party transactions is included in the disclosure notes.Departmental Acquisition CouncilMembers of the Departmental Acquisition Council (DAC) were appointed by the Accounting Officer.Code of ConductThe OoP has put in place mechanisms to ensure the code of conduct for the public service is adhered to by allstaff employed in this office. The primary mechanisms in this regard are staff performance contracts as well asthe Office Service Charter.Safety / health environmental issues facing the OoPSafety issues in the Office of the Premier were handled by the Safety Committee as regulated by the OccupationalHealth and Safety Act, Act 85 of 1993 as amended and regulations. Compliance inspections were carried outregularly and various recommendations were implemented to ensure the maintaining of safety in the building.HIV / AidsThe OoP has approved HIV/AIDS action plan which it implements annually and a senior manager has beendesignated to champion the programme.The programme is financed through funds provided by the Department of Health to support the plan and ismanaged by the Chief Directorate: Human Resource Service, through a component dealing with employeewellness and change management.9. Discontinued activities/activities to be discontinuedNone10. New/proposed activitiesThe function of the Gauteng Youth Commission (GYC) was transferred from the Department of Sports, Arts, Cultureand Recreation to the OoP in June 2008, including the structure, budget and assets which were incorporatedunder Programme 3: Policy and Governance under the Sub Programme Provincial Policy Management.11. Asset ManagementFor the financial year under review, the Oop improved on its system of capturing assets in the asset register bysuccessfully implementing the SAP Asset Management module as complementary system to the Assetware systemintroduced in the previous financial year. The new system has significantly overhauled the asset managementsystem of the Oop, ensuring that asset master records are captured and created at the requisition stage of theasset and automatically updating asset records in the General Ledger accounts.Positive developments in the Asset Management unit included the successful filling of one of the two permanentposts in 2008/09 and one early in 2009/10 thereby ensuring that the unit is operating at full capacity. All theofficials in this unit have received training on the use of the new SAP Asset Management module.52

The OoP is now fully compliant with the Asset Management Reforms (AMR) milestones. The Asset ManagementPolicy has been duly signed off and will be reviewed on an annual basis to ensure conformity and progress withthe reforms as they continue to be implemented.12. Events after the reporting dateClaims amounting to R4.067 million were received as payables after the closure of the year and are reflected inAnnexure 4.13. Performance informationThe implementation of the PFMA was continuously monitored and reported on to the Provincial Treasury duringthe financial year under review to ensure compliance.14. SCOPA resolutionsReference to previous audit report and SCOPAresolutionsThe Public Accounts Committee Report onthe Report of the Auditor General on theFinancial Statements for the Office of thePremier for the financial year 2007/08[PR165/2008] has not yet been published inthe Gazette.SubjectThe report was unanimously adopted bythe Standing Committee on Public Accounts(SCOPA)Findings on progressNone.15. Prior modifications to audit reportsNone16. Other16.1 A civil claim was instated by a service provider in 2004/05 in respect of payment for services rendered.The OoP cancelled the contract due to non-performance by the service provider and instituted a counterclaim for the additional costs to have the work performed by a different service provider. In the 2008/09financial year the matter had not reached trial stage.16.2 A civil claim instituted by a service provider for additional costs in managing the 2006 PSEA was settledand paid in 2007/08. A follow up claim for interest from date of service of summons to final date ofpayment (as noted in Disclosure Note No 18 of the 2007/08 Annual Report) was received. Interest tothe value of R8 957.20 was paid in 2008/09 by the OoP. A claim from the State Attorney to refund R12501.35 paid as cost is awaited. The total amount paid in 2008/09 was thus R21 458.55.16.3 No new claims were received or instated in 2008/09.ApprovalThe Annual Financial Statements set out on pages 60 to 99 have been approved by the Accounting Officer.MaLlele PeTjeDirector GeneralDate:53

REPORT OF THE AUDITOR - GENERALTo the Provincial Legislature on the Financial Statements andPerformance Information of Vote No. 1: Gauteng Office of the Premierfor the Year Ended 31 March 2009REPORT ON THE FINANCIAL STATEMENTSIntroduction1. I have audited the accompanying financial statements of the Office of the Premier which comprise the appropriationstatement, the statement of financial position as at 31 March 2009, and the statement of financial performance,the statement of changes in net assets and the cash flow statement for the year then ended, and a summary ofsignificant accounting policies and other explanatory notes, as set out on pages 60 to 99.The accounting officer’s responsibility for the financial statements2. The accounting officer is responsible for the preparation and fair presentation of these financial statementsin accordance with the modified cash basis of accounting determined by the National Treasury, as set out inaccounting policy note 1.1 and in the manner required by the Public Finance Management Act, 1999 (Act No.1 of 1999) (PFMA) and for such internal control as the accounting officer determines is necessary to enable thepreparation of financial statements that are free from material misstatement, whether due to fraud or error.The Auditor-General’s responsibility3. As required by section 188 of the Constitution of the Republic of South Africa, 1996 read with section 4 of thePublic Audit Act, 2004 (Act No. 25 of 2004) (PAA), my responsibility is to express an opinion on these financialstatements based on my audit.4. I conducted my audit in accordance with the International Standards on Auditing read with General Notice 616of 2008, issued in Government Gazette No. 31057 of 15 May 2008. Those standards require that I comply withethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financialstatements are free from material misstatement.5. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in thefinancial statements. The procedures selected depend on the auditor’s judgement, including the assessment ofthe risks of material misstatement of the financial statements, whether due to fraud or error. In making those riskassessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation ofthe financial statements in order to design audit procedures that are appropriate in the circumstances, but not forthe purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includesevaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates madeby management, as well as evaluating the overall presentation of the financial statements.6. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my auditopinion.Opinion7. In my opinion the financial statements present fairly, in all material respects, the financial position of the Officeof the Premier as at 31 March 2009 and its financial performance and its cash flows for the year then ended,in accordance with the modified cash basis of accounting determined by the National Treasury, as set out inaccounting policy note 1.1 and in the manner required by the PFMA.Emphasis of mattersWithout qualifying my opinion, I draw attention to the following matters:54

Basis of accounting8. The Office of the Premier’s policy is to prepare financial statements on the modified cash basis of accountingdetermined by the National Treasury, as set out in accounting policy note 1.1.Unauthorised expenditure9. As disclosed in note 9 to the financial statements, unauthorised expenditure to the amount of R10 619 000was incurred. This was due to the overspending in the payment of goods and services for the Gauteng YouthCommission which was transferred to the Office of the Premier during the year under review and the inaugurationof the new Premier of Gauteng.Other mattersWithout qualifying my opinion, I draw attention to the following matters that relate to my responsibility in the auditof the financial statements:Governance framework10. The governance principles that impact the auditor’s opinion on the financial statements are related to theresponsibilities and practices exercised by the accounting officer and executive management and are reflected inthe key governance responsibilities addressed below:Key governance responsibilities11. The PFMA tasks the accounting officer with a number of responsibilities concerning financial and risk managementand internal control. Fundamental to achieving this is the implementation of key governance responsibilities,which I have assessed as follows:No. Matter Y NClear trail of supporting documentation that is easily available and provided in a timely manner1. No significant difficulties were experienced during the audit concerning delays or the 4availability of requested information.Quality of financial statements and related management information2. The financial statements were not subject to any material amendments resulting from the 4audit.3. The annual report was submitted for consideration prior to the tabling of the auditor’s 4report.Timeliness of financial statements and management information4. The annual financial statements were submitted for auditing as per the legislated deadlines 4[section 40 of the PFMA].Availability of key officials during audit5. Key officials were available throughout the audit process. 4Development and compliance with risk management, effective internal control and governance practices6. Audit committee• The department had an audit committee in operation throughout the financial year. 4• The audit committee operates in accordance with approved, written terms of reference. 4• The audit committee substantially fulfilled its responsibilities for the year, as set out in 4section 77 of the PFMA and Treasury Regulation 3.1.10.7. Internal audit• The Office of the Premier had an internal audit function in operation throughout the 4financial year.• The internal audit function operates in terms of an approved internal audit plan. 4• The internal audit function substantially fulfilled its responsibilities for the year, as set out in 4Treasury Regulation 3.2.55

8. There are no significant deficiencies in the design and implementation of internal control in 4respect of financial and risk management.9. There are no significant deficiencies in the design and implementation of internal control in 4respect of compliance with applicable laws and regulations.10. The information systems were appropriate to facilitate the preparation of the financial 4statements.11. A risk assessment was conducted on a regular basis and a risk management strategy, which 4includes a fraud prevention plan, is documented and used as set out in Treasury Regulation3.2.12. Powers and duties assigned are in place, as set out in section 44 of the PFMA. 4Follow-up of audit findings13. The prior year audit findings have been substantially addressed. 414. SCOPA resolutions have been substantially implemented. n/aIssues relating to the reporting of performance information15. The information systems were appropriate to facilitate the preparation of a performance 4report that is accurate and complete.16. Adequate control processes and procedures are designed and implemented to ensure theaccuracy and completeness of reported performance information.17. A strategic plan was prepared and approved for the financial year under review for purposes 4of monitoring the performance in relation to the budget and delivery by the departmentagainst its mandate, predetermined objectives, outputs, indicators and targets [TreasuryRegulations 5.1, 5.2 and 6.1].18. There is a functioning performance management system and performance bonuses are only 4paid after proper assessment and approval by those charged with governance.4REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTSReport on performance information12. I have reviewed the performance information as set out on pages 21 to 43.The accounting officer’s responsibility for the performance information13. The accounting officer has additional responsibilities as required by section 40(3)(a) of the PFMA to ensure that theannual report and audited financial statements fairly present the performance against predetermined objectives ofthe Office of the Premier.The Auditor-General’s responsibility14. I conducted my engagement in accordance with section 13 of the PAA read with General Notice 616 of 2008,issued in Government Gazette No. 31057 of 15 May 2008.15. In terms of the foregoing my engagement included performing procedures of an audit nature to obtain sufficientappropriate evidence about the performance information and related systems, processes and procedures. Theprocedures selected depend on the auditor’s judgement.16. I believe that the evidence I have obtained is sufficient and appropriate to provide a basis for the findings reportedbelow.Findings on performance informationUsefulness and reliability of reported performance information17. The following criteria were used to assess the usefulness and reliability of the information on the Office of the56

Premier’s performance with respect to the objectives in its annual performance plan:• Consistency: Has the department reported on its performance with regard to its objectives, indicators and targetsin its approved annual performance plan?• Relevance: Is the performance information as reflected in the indicators and targets clearly linked to thepredetermined objectives and mandate. Is this specific and measurable, and is the time period or deadline fordelivery specified?• Reliability: Can the reported performance information be traced back to the source data or documentation andis the reported performance information accurate and complete in relation to the source data or documentation?The following audit findings relate to the above criteria:Inconsistently reported performance information18. The Office of the Premier did not report on its performance with regard to its objectives as per the approved annualperformance plan for programme 2: Institutional development, sub-programme – Strategic Human Resource,retention of staff.Reported performance information not relevant19. The target with regard to the programme 2: Institutional development, sub-program, Strategic Human Resourceswas not measurable in identifying the required performance.Reported performance information not reliableLack of source documents20. Sufficient appropriate audit evidence in relation to the reported performance information of programme 2:Institutional development and programme 3: Policy and Governance could not be obtained as the relevant sourcedocumentation was not provided for audit purposes.APPRECIATION21. The assistance rendered by the staff of the Office of the Premier during the audit is sincerely appreciated.Pretoria29 July 200957

REPORT OF THE AUDIT COMMITTEEReport of the Audit CommitteeWe are please to present our report for the financial year ended 31 March 2009.Audit Committee Members and Attendance:The audit committee consists of the members listed hereunder and should meet at least four times per annum asper its approved terms of reference. During the current year six (6) meetings were held.Name of Member Date appointed Number of MeetingsAttendedMohammed Dukander AC: Chairperson (Appointed: 01/09/2008) 3/6Antoinette Ngwenya AC Member 5/6Mohammed Sacoor AC Member 5/6Zienzile Musamirapamwe AC: Chairperson (Resigned: 25/08/2008) 3/6Mogopodi Mokoena Director General: Office of the Premier 0/6Mike Maile CEO: Gauteng Shared Service Centre 0/6Audit Committee ResponsibilityWe report that we have adopted appropriate formal terms of reference in our charter in line with the requirementsof Section 28(1) (a) of the Public Finance Management Act, No. 1 of 1999 and Treasury Regulation 3.1. Wefurther report that we conducted our affairs in compliance with this charter. The Accounting officer (AO), ChiefFinancial Officer (CFO), Auditor-General South Africa and internal audit are permanent invitees and haveunrestricted access to bring any matter within their scope and responsibility to the attention of the committee.The effectiveness of internal controlThe system of controls is designed to provide cost effective assurance that assets are safeguarded and thatliabilities and working capital are efficiently managed. In line with the PFMA requirements, Internal Audit providesthe Audit Committee and management with assurance that the internal controls are appropriate and effective.This is achieved by means of the risk management process, as well as the identification of corrective actions andsuggested enhancements to the controls and processes.The system of internal control was not entirely effective for the year under review. During the year under review,several deficiencies in the system of internal control and/or deviations were reported by the internal auditors andthe Auditor-General South Africa. In certain instances, the matters reported previously have not been fully andsatisfactorily addressed. Although these did not necessarily result in any significant financial loss, the committeeviews the non-compliance with the internal procedures as an area for receiving improvement going forward.Management has acknowledged that these issues must be addressed urgently and has assured the committeethat measures are being introduced. It must however be noted that attention needs to be paid to ensuring thatperformance information is relevant and measurable in compliance with the PFMA. We have also raised the lackof senior management attendance at committee meetings as a concern. The Audit Committee will continue tomonitor progress of these and related issues.We are generally satisfied with the content and quality of monthly and quarterly reports prepared and issued byAO of the Department during the year under review.Evaluation of Financial StatementsWe have:• Reviewed and discussed the audited annual financial statements to be included in the annual report, with theAuditor- General South Africa and the Accounting Officer.58

• Reviewed the Auditor-General South Africa’s management report and management’s response thereto;• Reviewed the department’s compliance with legal and regulatory provisions• Reviewed significant adjustments resulting from the audit.We concur with and accept the Auditor-General South Africa’s report on the annual financial statements, andare of the opinion that the audited annual financial statements should be accepted read together with the reportof the Auditor-General South Africa.Internal auditWe are satisfied that the internal audit function is operating effectively and that it has addressed the riskspertinent to the department in its audits.Auditor-General South AfricaWe have met with the Auditor-General South Africa to ensure that there are no unresolved issues.ConclusionThe Audit Committee wishes to thank the AO, and the relevant staff of the Premiers Office for their continuedcommitment to the good governance of the Department. The Audit Committee also congratulates thedepartment for the unqualified audit report for the year under review and the improvement in the internal controlenvironment. Our appreciation is extended to the Chief Financial Officer and the finance team for their effortsregarding the financial statements for the year under review and to the team from the Auditor-General SouthAfrica for the value they continue to add to the Department.Chairperson of the Audit CommitteeDate: 18/08/2009.59

APPROPRIATION STATEMENTfor the year ended 31 March 2009Appropriation per Programme2008/2009 2007/08AdjustedAppropriationShifting ofFundsVirement Final AppropriationActualExpenditureVariance Expenditureas % of finalFinal AppropriationActual PaymentappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Programme 1ADMINISTRATION 35,382 - 1,793 37,175 37,175 - 100 32,495 31,529Current payment 34,483 (203) 1,466 35,746 35,746 - 100 31,448 31,259Transfers and119 203 - 322 322 - 100 8 7subsidiesPayment for capital 780 - 327 1,107 1,107 - 100 1,039 263assestsProgramme 2INSTITUIONAL71,255 - (1,441) 69,814 75,638 (5,824) 108 69,896 65,839DEVELOPMENTCurrent payment 67,257 (200) (1,441) 65,616 74,039 (8,423) 113 67,735 64,370Transfers and- 200 - 200 200 - 100 37 35subsidiesPayment for capital 3,998 - - 3,998 1,399 2,599 35 2,124 1,434assestsProgramme 3POLICY & GOVERN- 99,780 - (352) 99,428 104,128 (4,700) 105 17,923 14,367ANCECurrent payment 83,356 1,696 - 85,052 90,987 (5,935) 107 17,565 14,185Transfers and13,565 (1,696) (25) 11,844 11,844 - 100 - -subsidiesPayment for capital 2,859 - (327) 2,532 1,297 1,235 51 358 182assestsSub-Total 206,417 - - 206,417 216,941 (10,524) 105 120,314 111,735Statutory1,191 - - 1,191 1,286 (95) 108 1,092 1,081AppropriationCurrent payment 1,191 - - 1,191 1,286 (95) 108 1,092 1,081Transfers and- - - - - - - - -subsidiesPayment for capital- - - - - - - - -assestsTOTAL 207,608 - - 207,608 218,227 (10,619) 105 121,406 112,816Reconcilation with Statement of Financial PerformanceAdd:Prior year unauthorised expenditure approved with fundingDepartmental receipts 92 203Local assistance received - -Actual amounts per Statements of Financial Performance 207,700 218,227 121,609 112,816(Total Revenue)Add:Local assistance sponsorship - -Actual amounts per Statements of Financial performance (Total expenditure) 218,227 112,81660

Appropriation per economic classification2008/2009 2007/08Adjusted Shifting of Virement Final AppropriationActual Variance Expenditure Final Ap-ActualAppropriation FundsExpenditureas % of final propriation expenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 185,096 1,293 25 186,414 200,772 (14,358) 108 116,748 109,814Compensation of 71,851 (8,456) (1,629) 61,766 61,766 - 100 49,449 46,225employeesGoods and service 113,245 9,722 1,654 124,621 138,979 (14,358) 112 67,217 63,509Financial transactions- 27 - 27 27 - 100 82 80in assets andliabilitiesTransfer and13,684 (1,293) (25) 12,366 12,366 - 100 45 42subsidies to:Provinces and- - - - - - - - -municipalitiesDepartmental- - - - - - - - -agencies accountUniversities & Technikons13,565 (3,846) (1,654) 8,065 8,065 - 100 - -Foreign governments- 2,150 1,441 3,591 3,591 - 100 8 7& interna-tional organisationNon-profit institution- - - - - - - - -Households 119 203 - 322 322 - 100 37 35Gifts and Donations - 200 188 388 388 - 100 - -Payment of capital 7,637 - - 7,637 3,803 3,834 50 3,521 1,879assetsMachinery and7,637 (177) - 7,460 3,626 3,834 49 3,485 1,844equipmentSoftware and other- 177 - 177 177 - 100 36 35intangible assetsTotal 206,417 - - 206,417 216,941 (10,524) 105 120,314 111,735Statutory AppropriationDetails of direct changes2008/2009 2007/08against the ProvincialRevenue FundMember of ExecutiveCommitteeAdjusted Shifting of Virement Final AppropriationActual VarianceAppropriation FundsExpenditureExpenditure Final AppropriationActualas % of finalexpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’0001,191 - - 1,191 1,286 (95) 108 1,092 1,081Total 1,191 - - 1,191 1,286 (95) 108 1,092 1,08161

Statutory Appropriation2008/2009 2007/08AdjustedAppropriationShifting ofFundsVirement FinalAppropriationActualExpenditureVariance Expenditureas % of finalFinalAppropriationActualexpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current Payment 1,191 - - 1,191 1,286 (95) 108 1,092 1,081Compensation Of 1,191 - - 1,191 1,286 (95) 108 1,092 1,081EmployeesTotal 1,191 - - 1,191 1,286 (95) 108 1,092 1,081DETAIL PER PROGRAMME 1 - ADMINISTRATIONfor the year ended 31 March 2009Programme persubprogramme Adjusted Shifting of VirementAppropriation Funds2008/2009 2007/08Final Actual Variance Expenditure Final ActualAppropriation Expenditureas % of final Appropriation ExpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Premiers Support 7,172 3,422 - 10,594 10,594 - 100 7,417 7,358Current payment 7,061 3,444 - 10,505 10,505 - 100 7,321 7,316Transfers and- - - - - - - - -subsidiesPayment for capital 111 (22) - 89 89 - 100 96 42assetsExecutive Council3,038 (577) - 2,461 2,461 - 100 3,154 3,040SupportCurrent payment 3,005 (573) - 2,432 2,432 - 100 3,125 3,017Transfers and13 - - 13 13 - 100 - -subsidiesPayment for capital 20 (4) - 16 16 - 100 29 23assetsDirector General 13,569 (2,063) 327 11,833 11,833 - 100 9,478 9,290Current payment 13,245 (2,394) - 10,851 10,851 - 100 9,173 9,130Transfers and- 179 - 179 179 - 100 8 7subsidiesPayment for capital 324 114 327 765 765 - 100 297 153assetsSoftware & other- 38 - 38 38 - - - -intangible assetsFinancial11,603 (782) 1,466 12,287 12,287 - 100 12,446 11,841ManagementCurrent payment 11,172 (680) 1,466 11,958 11,958 - 100 11,829 11,796Transfers and106 24 - 130 130 - 100 - -subsidiesPayment for capital 325 (126) - 199 199 - 100 617 45assetsTotal 35,382 - 1,793 37,175 37,175 - 100 32,495 31,52962

Economic Classification 2008/2009 2007/2008AdjustedAppropriationShifting ofFundsVirement FinalAppropriationActualExpenditureVariance Expenditureas % of finalFinalAppropriationActualExpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 34,483 (203) 1,466 35,746 35,746 - 100 31,448 31,259Compensation of 22,979 (2,662) (188) 20,129 20,129 - 100 16,866 16,695employeesGoods and servies 11,504 2,432 1,654 15,590 15,590 - 100 14,500 14,484Financial transactions- 27 - 27 27 - 100 82 80in assets andliabilitiesTransfer and119 203 - 322 322 - 100 8 7subsidies to:Provinces and- - - - - - - - -municipalitiesDepartmental- - - - - - - - -agencies accountUniversities & Technikons- - - - - - - - -Foreign governments- - - - - - - 8 7& interna-tional organisationNon-profit institution- - - - - - - - -Households 119 203 - 322 322 - 100 - -Gifts and donations - - - - - - - - -Payment of capital780 - 327 1,107 1,107 - 100 1,039 263assetsMachinery and780 (38) 327 1,069 1,069 - 100 1,039 263equipmentSoftware & other- 38 - 38 38 - 100 - -intangible assetsTotal 35,382 - 1,793 37,175 37,175 - 100 32,495 31,529DETAIL PER PROGRAMME 2 - INSTITUTIONAL DEVELOPMENTfor the year ended 31 March 2009Programme persubprogramme Adjusted Shifting of VirementAppropriation Funds2008/2009 2007/08Final Actual Variance Expenditure Final ActualAppropriation Expenditureas % of final Appropriation ExpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Strategic Human 14,710 656 (690) 14,676 14,740 (64) 100 22,371 21,203ResourcesCurrent payment 13,941 556 (690) 13,807 14,503 (696) 105 21,174 20,240Transfers and- 100 - 100 100 - 100 - -subsidiesPayment for capitalassets769 - - 769 137 632 18 1,197 96363

Economic Classification 2008/2009 2007/08AdjustedAppropriationShifting ofFundsVirement FinalAppropriationActualExpenditureVariance Expenditureas % of finalFinalAppropriationActualExpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Provinces and- - - - - - - - -municipalitiesDepartmental- - - - - - - - -agencies accountUniversities & Technikons- - - - - - - - -Foreign governments- - - - - - - - -& interna-tional organisationNon-profit institution- - - - - - - - -Households - - - - - - - 37 35Gifts and donations - 200 200 200 - 100 - -Payment of capital 3,998 - - 3,998 1,399 2,599 35 2,124 1,434assetsMachinery and3,998 (139) - 3,859 1,260 2,599 33 2,088 1,399equipmentSoftware & other- 139 - 139 139 - 100 36 35intangible assetsTotal 71,255 - (1,441) 69,814 75,638 (5,824) 108 69,896 65,839DETAIL PER PROGRAMME 3 - POLICY & GOVERNANCEfor the year ended 31 March 2009Programme persubprogramme Adjusted Shifting of VirementAppropriation Funds2008/2009 2007/08Final Actual Variance Expenditure Final ActualAppropriation Expenditureas % of final Appropriation ExpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000IntergovernmentalRelationsServices 7,684 (160) - 7,524 7,740 (216) 103 3,972 2,591Current payment 7,578 (160) - 7,418 7,646 (228) 103 3,856 2,539Transfers and- - - - - - - - -subsidiesPayment for capital 106 - - 106 94 12 89 116 52assetsProvincial Policy90,915 358 (352) 90,921 95,003 (4,082) 104 13,951 11,776ManagementCurrent payment 74,647 2,054 - 76,701 81,956 (5,255) 107 13,709 11,646Transfers and13,565 (1,696) (25) 11,844 11,844 - 100 - -subsidiesPayment for capital 2,703 - (327) 2,376 1,203 1,173 51 242 130assetsProgramme Support 1,181 (198) - 983 1,385 (402) 141 - -Current payment 1,131 (198) - 933 1,385 (452) 148 - -65

Programme persubprogramme Adjusted Shifting of VirementAppropriation Funds2008/2009 2007/08Final Actual Variance Expenditure Final ActualAppropriation Expenditureas % of final Appropriation ExpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Transfers and- - - - - - - - -subsidiesPayment for capital 50 - 50 - 50 - - -assetsTotal 99,780 - (352) 99,428 104,128 (4,700) 105 17,923 14,367Economic Classification 2008/2009 2007/08AdjustedAppropriationShifting ofFundsVirement FinalAppropriationActualExpenditureVariance Expenditureas % of finalFinalAppropriationActualExpenditureappropriationR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 83,356 - - 85,052 90,987 (5,935) 107 17,565 14,185Compensation of 19,229 (2,150) - 17,079 17,079 - 100 9,232 7,862employeesGoods and services 64,127 3,846 - 67,973 73,908 (5,935) 109 8,333 6,323Financial transactions- - - - - - - - -in assets andliabilitiesTransfer and13,565 - (25) 11,844 11,844 - 100 - -subsidies to:Provinces & municipalities- - - - - - - - -Departmental- - - - - - - - -agencies accountUniversities & Technikons13,565 (3,846) (1,654) 8,065 8,065 - 100 - -Foreign governments- 2,150 1,441 3,591 3,591 - 100 - -& interna-tional organisationNon-profit institution- - - - - - - - -Households - - - - - - - - -Gifts and Donations- - 188 188 188 - 100 - -Payment of capital 2,859 - (327) 2,532 1,297 1,235 51 358 182assetsMachinery and2,859 - (327) 2,532 1,297 1,235 51 358 182equipmentSoftware and other- - - - - - - - -intangible assetsTotal 99,780 - (352) 99,428 104,128 (4,700) 105 17,923 14,36766

NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 20091. 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 Appropriation Actual Expenditure Variance Variance as a % ofFinal AppropR’000 R’000 R’000 R’00037,175 37,175 - -Programme 2 : Institutional Development69,814 75,638 (5,824) (8.34)Explanation of varianceOver spending is in Communication Services attributed to the Opening of Legislature and the inauguration of the new Premier.Programme 3 : Policy & Governance99,428 104,128 (4,700) (4.73)Explanation of varianceOver spending relates to the claims received from the Department of Sports, Arts, Culture and Recreation and projects executedin respect of the Gauteng Youth Commission that was transferred in June 2008.4.2 Per Economic classificationCurrent payment: 186,414 200,772 (14,358) (8)Compensation of employees : 61,766 61,766 - -Goods and services : 124,621 138,979 (14,358) (11.52)Financial transactions in assets and liabilities 27 27 - -Transfers and subsidies: 12,366 12,366 - -Provinces and municipalitiesUniversities and Technikons 8,065 8,065 - -Foreign government and international orgnisation 3,591 3,591 - -Households 322 322 - -Gifts and Donations 388 388 - -67

Final Appropriation Actual Expenditure Variance Variance as a % ofFinal AppropR’000 R’000 R’000 R’000Payments for capital assets: 7,637 3,803 3,834 50Machinery and equipment 7,460 3,626 3,834 51Software 177 177 - -Explanation of varianceOver spending under current expenditure relates to Goods and Services in respect of the claims received from the formerdepartment of Gauteng Youth Commission together with the remaining projects executed by Gauteng Youth Commission suchas Youth Voter’s Education and Training before the elections being in excess of the budget transferred and inauguration of newPremier.Under spending in capital is due the relocation of Office of the Premier.68

STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2009Note 2008/09 2007/08R’000 R’000REVENUE 207,700 121,609Annual appropriation 1 206,417 120,314Statutory Appropriation 2 1,191 1,092Departmental revenue 3 92 203Local and foreign aid assistance - -TOTAL REVENUE 207,700 121,609EXPENDITURECurrent ExpenditureCompensation of employees 4 63,052 47,306Goods and services 5 138,979 63,509Financial transactions in assets and liabilities 6 27 80Local and foreign aid assistance - -Total current expenditure 202,058 110,895Transfers and subsidies 7 12,366 42Expenditure for capital assetsMachinery and equipment 8 3,626 1,844Software and other intangble assets 8 177 35Total expenditure for capital assets 3,803 1,879TOTAL EXPENDITURE 218,227 112,816DEFICIT FOR THE YEAR (10,527) 8,793Add back unauthorised expenditure 9 10,619 -DEFICIT FOR THE YEAR (10,527) 8,793Reconciliation of Net Surplus for the yearVoted Funds (10,619) 8,590Departmental Revenue 13 92 203DEFICIT FOR THE YEAR (10,527) 8,79369

STATEMENT OF FINANCIAL POSITIONfor the year ended 31 March 2009ASSETS Note 2008/09 2007/08R’000 R’000Current assets 364 8,781Unauthorised expenditure 9 15,765 5,146Cash and cash equivalents 10 (18,184) 2,127Receivables 11 2,783 1,508Departmental revenue to be surrendered to the Revenue Fund - -TOTAL ASSETS 364 8,781LIABILITIESCurrent liabilities 364 8,781Voted funds to be surrendered to the Revenue Fund 12 - 8,590Departmental revenue to be surrendered to the Revenue Fund 13 (7) 24Payables 14 371 167TOTAL LIABILITIES 364 8,781NET ASSETS - -70

STATEMENT OF CHANGE IN NET ASSETSfor the year ended 31 March 2009Note 2008/09 2007/08R’000 R’000Capitalisation ReserveOpening balance - -Transfers - -Closing balance - -Recoverable revenueOpening balance - -Irrecoverable amount written off - -Debts recovered (included in departmental revenue) - -Debts revised - -Closing balance - -TOTAL - -71

CASH FLOW STATEMENTfor the year ended 31 March 2009Note 2008/09 2007/08R’000 R’000CASH FLOWS FROM OPERATING ACTIVITIESReceipts 207,700 121,609Annual appropriate funds received 1.1 206,417 120,314Statutory appropriate funds received 2 1,191 1,092Departmental revenue received 3 92 203Local and foreign aid assistance received - -Net (increase)/ decrease in working capital (11,690) (184)Surrendered to Revenue Fund (8,713) (10,794)Current payments (191,439) (110,895)Transfers and subsidies paid 7 (12,366) (42)Net cash flow available from operating activities 15 (16,508) (306)CASH FLOWS FROM INVESTING ACTIVITIESPayments for capital assets 8 (3,803) (1,879)Net cash flows from investing activities (3,803) (1,879)Net increase in cash and cash equivalents (20,311) (2,185)Cash and cash equivalents at the beginning of the period 2,127 4,312Cash and cash equivalents at end of period 16 (18,184) 2,12772

ACCOUNTING POLICIESfor the year ended 31 March 2009The Financial Statements have been prepared in accordance with the following policies, which have been applied consistently in all materialaspects, unless otherwise indicated. However, where appropriate and meaningful, additional information has been disclosed to enhance theusefulness of the Financial Statements and to comply with the statutory requirements of the Public Finance Manangement Act, Act 1 of 1999(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 2008.1 Presentation of the Financial Statements1.1 Basis of preparationThe Financial Statements have been prepared on a modified cash baseis of accounting, except where stated otherwise. Themodified cash basis constitues the cash basis of accounting supplemented with additional disclosure items. Under the cashbasis of accounting transactions and other events are recognised when casheis 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 office.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 necessaryfigures included in the prior period financial statements have been reclassified to ensure that the format in which theinformation 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 theappropriation statement.2 Revenue2.1 Appropriated fundsAppropriated funds are recognised in the financial records on the date the appropriation becomes effective. Adjustments tothe appropriated funds made in terms of the adjustments budget process are recognised in the financial records on the datethe adjustments become effective.Total appropriated funds are presented in the Statement of Financial Performance.Unexpended appropriated funds are surrendered to the Provincal Revenue Fund. Amounts owing to the Provincial RevenueFund at the end of the financial year are recognised in the Statement of Financial Position.2.2 Statutory AppropriationStatutory appropriations are recognised in the financial records on the date the appropriation becomes effective.Adjustments to the statutory appropriations made in terms of the adjustments budget process are recognised in the financialrecords on the date the adjustments become effective.Total statutory appropriations are presented in the Statement of Financial Performance.Unexpected statutory appropriations are surrendered to the Provincial Revenue Fund. Amounts owing to the ProvincialRevenue Fund. Amounts owing to the Provincial Revenue Fund at the end of the financial year are recognised in theStatement of Financial Position.2.3 Departmental revenueAll departmental revenue is paid into the Provincial Revenue Fund when received, unless otherwise stated. Amounts owing tothe Provincial Revenue Fund at the end of the financial year are recognised in the Statement of Financial Position. Amountsreceivable at the reporting date are disclosed in the disclosure notes to the Annual Financial Statements.73

2.3.1 Sales of goods and services other than capital assetsThe proceeds received from the sale of goods and/or the provision of services is recognised in the Statement of FinancialPerformance when the cash is received.2.3.2 Interest, dividends and rent on landInterest, dividends and rent on land is recognised in the Statement of Financial Performance when the cash is received.2.3.3 Financial transactions in assets and liabilitiesRepayments of loans and advances previously extended to employees and public corporations for policy purposes arerecognised as revenue in the Statement of Financial Performance on receipt of the funds.Cheques issued in previous accounting periods that expire before being banked are recognised as revenue in the Statementof Financial Performance when the cheque becomes stale. When the cheque is reissued the payment is made fromRevenue.2.3.4 Transfers received (including gifts, donations and sponsorships)All cash gifts, donations and sponsorship are paid into the Provincial Revenue Fund and recorded as revenue in theStatement of Financial Performance when received. Amounts receivable at the reporting date are disclosed in the disclosurenotes to the financial statements.All in-kind gifts, donations and sponsorships are disclosed at fair value in the annexure to the financial statements.2.4 Local and foreign aid assistanceLocal and foreign aid assistance is recognised as revenue when notification of the assistance is received from the NationalTreasury or when the department directly receives the cash from the donor(s).All in-kind local and foreign aid assistance are disclosed at fair value in the annexures to the Annual Financial Statements.The cash payments made during the year relating to local and foreign aid assistance projects are recognised as expenditurein the Statement of Financial Performance. The value of the assistance expensed prior to the receipt of the funds isrecognised as a receivable in the Statement of Financial Position.Inappropriately expensed amounts using local and foreign aid assistance and any unutilised amounts are recognised aspayables in the Statement of Financial Position.3 Expenditure3.1 Compensation of employeesSalaries and wages comprise payments to employees. Salaries and wages are recognised as an expense in the Statementof Financial Performance when final authorisation for payment is effected on the system (by no later than 31 March of eachyear). Capitalised compensation forms part of the expenditure for capital assets in the Statement of Financial Performance.All other payments are classified as current expense.Social contribution include the employer’s contribution to social insurance schemes paid on behalf of the employee. Socialcontributions are recognised as an expense in the Statement of Financial Performance when the final authorisation forpayment is effected on the system (by no later than 31 March of each year).3.1.1 Short-term employee benefitsShort-term employee benefits comprise of leave entitlements (including capped leave), thirteenth cheques and performancebonuses. The cost of short-term emplyee benefits is expensed as salaries and wages in the Statement of FinancialPerformance when the final authorisation for payment is effected on the system (by no later than 31 March of each year.Short-term employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notesto the financial statements. These amounts are not recongnised in the Statement of Financial Performance or Position.3.1.2 Long-term employee benefits74

3.1.2.1 Termination benefitsTermination benefits such as severance packages are recognised as an expense in the Statement of Finacial Performanceas a transfer (to households) when the final authorisation for payment is effected on the system (by no later than 31 Marchof each year).3.1.2.2 Post employement retirement benefitsThe department provides retirement benefits (pension benefits) for certain of its employees through a defined benefitplan for govenement employees. These benefits are funded by both employer and employee contributions. Employercontributions to the fund are expensed when the final authorisation for payment to the fund is effected on the system (byno later than 31 March of each year). No provision is made for retirement benefits in the financial statements of thedepartment. Any potential liabilities are disclosed in the financial statements of the Provincial Revenue Fund and not in thefinancial statements of the employer department.The department provides medical benefits for certain of its employees. Employer contributions to the medical funds areexpensed when the final authorisation for the payment to the fund is effected on the system (by no later than 31 March ofeach year).3.2 Goods and servicesPayments made for goods and/or services are recognised as an expense in the Statement of Financial Performance whenthe final authorisation for payment is effected on the system (by no later than 31 March of each year). The expense isclassified as capital if the goods and services were used for a capital project or an asset of R5000 or more is purchased. Allassets costing less than R5000 will also be reflected under goods and services3.3 Financial transactions in assets and liabilitiesDebts are written off when identified as irrecoverable. Debts written-off are limited to the amount of savings and/orunderspending of appropriated funds. The write off occurs at year-end or when funds are available. No provision is madefor 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 Unauthorised expenditureWhen discovered unauthorised expenditure is recognised as an asset in the Statement of Financial Position until such timeas the expediture is either approved by the relevant authority, recovered from the responsible person or written off asirrecoverable in the Statement of Financial Performance.Unauthorised expenditure approved with funding is recognised in the Statement of Financial Performance when theunauthorised expenditure is approved and the related funds are received. Where the amount is approved without fundingit is recognised as expenditure, subject to availability of savings, in the Statement of Financial Performance on the date ofapproval.3.5 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).3.6 Expenditure for capital assetsPayments made for capital assets are recognised as an expense in the Statement of Financial Performance when the finalauthorisation for payment is effected on the system (by no later than 31 March of each year).4 Assets4.1 Cash and cash equivalentsCash and cash equivalents are carried in the Statement of Financial Position at cost.75

For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other shorttermhighly liquid investments and bank overdrafts.4.2 ReceivablesReceivables included in the Statement of Financial Position arise from cash payments made that are recoverable fromanother party.Receivables outstanding at year end are carried in the Statement of Financial Position at cost plus any accrued interest.4.3 InventoryInventories purchased during the financial year are disclosed at cost in the notes.4.4 Capital assetsA capital asset is recorded on receipt of the item at cost. Cost of an asset is defined as the total cost of acquisition. Wherethe cost cannot be determined accurately, the capital asset should be stated at fair value. Where fair value cannot bedetermined the capital asset is included in the asset register at R1.Disclosure Notes 24 and 25 reflect the total movement in the asset register for the current financial year.5 Liabilities5.1 PayablesRecognised payables mainly comprise of amounts owing to other governmental entities. These payables are recognised athistorical cost in the Statement of Financial Position.5.2 Lease commitmentsFinance leasesFinance leases are not recognised as assets and liabilities in the statement of financial position. Finance lease payments arerecognised as expense in the statement of financial performance and are apportioned between the capital and the interestportions. The finance lease liability is disclosed in the disclosure notes to the financial statements.Operating leasesOperating lease payments are recognised as an expense in the statement of financial performance. The operating leasecommitments are disclosed in the disclosure notes to the financial statements.5.3 AccrualsAccruals represent goods/services that have been received, but where no invoice has been received from the supplier atthe reporting date, or where an invoice has been received but final authorisation for payment has not been effected on thesystem.Accruals are not recognised in the Statement of Financial Position as a liability or as expenditure in the Statement ofFinancial Performance but are included in the disclosure notes.5.4 Contingent liabilitiesA contingent liability is a possible obligation that arises from past events and whose existence will be confirmed only by theoccurrence of one or more uncertain future events not wholly within the contrlol of the department; orA contingent liability is a present obligation that arises from past events but is not recognised because:- It is not probable that an outflow of resources embodying economic benefits or service potential will be required to settlethe obligation; or- The amount of the obligation cannot be measured with sufficient reliability.Contingent liabilities are included in the disclosure notes.76

5.5 CommitmentsCommitments represent goods/services that have been approved and/or contracted, but where no delivery has taken placeat the reporting date.Commitments are not recognised in the Statement of Financial Position as a liability or as expenditure in the Statement ofFinancial Performance but are included in the disclosure notes.6 Net assets6.1 Recoverable revenueAmounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverablefrom a debtor in the current financial year.7 Related party transactionsSpecific information with regards to related party transactions is included in the disclosure notes.8 Key management personnelKey management personnel are those persons having the authority and responsibility for planning, directing and controllingthe activities of the department.Compensation paid to key management personnel including their family members where relevant, is included in thedisclosure notes.77

NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 20091. Annual Appropriation1.1 Annual AppropriationProgrammesFinalAppropriationActual FundsReceivedFunds notrequested notreceivedAppropriationreceived2007/08R’000 R’000 R’000 R’0001 ADMINISTRATION 37,175 37,175 - 32,4952 INSTITUTIONAL DEVELOPMENT 69,814 69,814 - 69,8963 POLICY & GOVERNANCE 99,428 99,428 - 17,923TOTAL 206,417 206,417 - 120,3141.2 Conditional Grants Notes 2008/09 2007/08R’000 R’000Total grants received included in Programme 2 Annex 1A 184 175184 175Provincial grants included in Total Grants received 184 1752 Statutory Appropriation 2008/09 2007/08R’000 R’000Member of Executive Committee 1,191 1,092Actual Statutory Appropriation received 1,191 1,0923 Departmental Revenue to be surrendered to revenue fundDescription Note 2008/09 2007/08R’000 R’000Sales of goods and services other than capital assets 3.1 30 27Interests, dividends and rent on land 3.3 23 48Financial transaction in assets and liabilities 3.5 39 128Total revenue collected 92 203Less: Own revenue included in appropriationDepartmental revenue collected 92 203Note 2008/09 2007/083.1 Sales of goods and services other than capital assets 3 R’000 R’000Other sales 30 2730 27Note 2008/09 2007/083.2 Interest, dividends and rent on land 3 R’000 R’000Interest 23 4823 4878

Note 2008/09 2007/083.3Finacial transactions in assets and liabilities 3 R’000 R’000Cheques written back - 1Other receipts including recoverable revenue 39 127Total 39 1284 Compensation of employees Note 2008/09 2007/084.1 Salaries and wages R’000 R’000Basic salary 41,740 30,356Performance award 1,086 946Service Based 132 108Compensative/circumstantial 1,241 950Periodic Payments 413 2,362Other non-pensionable allowances 11,370 7,374Total 55,982 42,0964.2 Social contributionsEmployee ContributionsPension 4,980 3,557Medical 2,084 1,649Bargaining council 6 4Insurance - -7,070 5,210Total compensation of employees 63,052 47,306Average number of employees 250 1585 Goods and Services 2008/09 2007/08Note R’000 R’000Administrative Fees 2,052 206Advertising 39,831 8,994Assets less than R5,000 5.1 330 135Bursaries (employees) 91 221Catering 1,494 428Communication 2,463 1,711Computer services 5.2 12 2,090Consultants, contractors and agency/outaourced services 5.3 17,002 9,299Entertainment 388 256Audit cost- external 5.4 981 948Government motor transport - -Inventory 5.5 20,916 13,934Housing - -Maintenance, repairs and running cost 416 115Operating leases 1,373 2,340Owned and leasehold property expenditure 5.6 957 255Transport provided as part of the departmental activities 450 120Travel and subsistence 5.7 14,573 5,562Venues and facilities 32,217 15,72679

Training & staff development 3,345 700Other operating exepnditure 5.8 88 469138,979 63,5095.1 Assets less than R5,000 Note 2008/09 2007/08R’000 R’000Tangible assets 5 135Biological assets - -Machinery and equipment 330 135Intangible assets - -Total 330 1352008/09 2007/08Note R’000 R’0005.2 Computer services 5SITA computer services 12 2,090External computer service providers - -12 2,0902008/09 2007/085.3 Consultants, contractors and agency/outsourced services Note R’000 R’000Business and advisory services 5 6,701 9,157Infrastructure and planning - -Laboratory services - -Legal costs 33 142Contractors 9,704 -Agency and support/outsourced services 564 -Total 17,002 9,299Note 2008/09 2007/085 R’000 R’0005.4 Audit cost-externalRegularity audits 981 948Performance audits - -Forensic audits - -Environmental audits - -Other audits - -Total 981 9485.5 InventoryMedsas inventory interface - -Learning and teaching support material - -Food and food supplies 5 -Fuel,oil and gas 82 87Other consumable materials 1,105 217Maintanance material 6 380

Stationery and printing 19,718 13,627Medical supplies - -Military stores - -Total 20,916 13,934Note 2008/09 2007/08R’000 R’0005.6 Owned and leasehold property expenditure 5Municipal services - -Property management fees - -Other 957 255Total 957 2552008/09 2007/08R’000 R’0005.7 Travel and subsistenceLocal Note 5 10,221 3,460Foreign Note 5 4,352 2,102Total 14,573 5,5622008/09 2007/085.8 Other operating expenditure R’000 R’000Leanerships - -Professional bodies,membership and subscription fees Note 5 - 397Resettlement costs 88 49Other - 23Total 88 4692008/09 2007/08R’000 R’0006 Financial Transaction in Assets and LiabilitiesMaterial losses through criminal conduct - -Theft - -Other material losses - -Other material losses written off - -Debts written off 27 80Forex losses - -Total 27 80Note 2008/09 2007/086.1 Debts written off R’000 R’000Nature of debts written off(Group major categories, but list material itemsone of which must be debt written off relating toirregular expenditure)State guarantee - 22Bursary - 7Salary debt 6 23 4381

Disallowance Fraud Cheque - 3Other-Tax Debt/ Subsidised Transport 2 5Housing Debt 2 -Total 27 802008/09 2007/087 Transfers and Subsidies Note R’000 R’000Provinces and municipalities - -Deparmental agencies and accounts Annex 1B - 7Universities and technikons Annex 1C 8,065 -Foreign governments and international organisations Annex 1D 3,591 -Public corporation and private enterprises - -Non-profit institutions - -Household Annex 1E 322 35Gifts, donations and sposorships made Annex 1F 388 -Total 12,366 422008/09 2007/088 Expenditure for capital assets R’000 R’000Tangible assets Note 3,626 1,844Buildings and other fixed structures - -Heritage assets - -Machinery and equipment 24 3,626 1,844Land and subsoil assets - -Investment property - -Biological assets - -Software and other intangible assets 177 35Capitalised development costs - -Computer software 25 177 35Mastheads and publishing titles - -Patents, licences, copyright, brand names, trademarks - -Recipes, formulae, prototypes, designs, models - -Services and operating rights - -Other intangibles - -Total 3,803 1,8798.1 Analysis of funds utilised to acquire capital assets-2008/09 Voted Funds Aid Assistance TotalR’000 R’000 R’000Expenditure for capital assetsTangible assets 3,626 - 3,626Buildings and other fixed structures - -Heritage assets - -Machinery and equipment 3,626 - 3,626Land and subsoil assets - -Investment property - -Biological assets - -82

Less than one One to three Older than Total 2007/08year years three yearsNote R’000 R’000 R’000 R’000 R’00011 ReceivablesClaims recoverables11.1 &1,834 198 68 2,100 919Ann3Trade receivables - - - - -Recoverable expediture - - - - -Staff debt 11.2 178 - - 178 115Other debtors 11.3 426 65 14 505 4742,438 263 82 2,783 1,5082008/09 2007/08Note R’000 R’00011.1 Claims recoverables - -National departments 11 2,100 919Provincial departments - -Foreign governments - -Public entities - -Private enterprises - -Universities and technikons - -Households and non-profit institutions - -Local governments - -Total 2,100 9192008/09 2007/08Note R’000 R’00011.2 Staff debt 11 178 115PERSAL - -Total 178 1152008/09 2007/0811.3 Other debtors Note R’000 R’000(Group major categories, ut list material items) 11Tax Debt 2 -Bursary - 13Salary 406 396State Guaratee - 10Bonus 18 -Allowance 14 -Other debtors - 55Total 440 4742008/09 2007/08R’000 R’00011.3.1 OtherTravel and Subsistance 55 34Disallowance cheque Fraud - 21Telephone a/c 10 -65 5584

2008/09 2007/0812 Voted Funds to be Surrendered to the Revenue Fund R’000 R’000Opening balance 8,590 10,568Transfer from statement of financial performance (10,619) 8,590Add: Unauthorised expenditure for current year - -- -Voted funds not requested/not received 10,619 -Transferred to retained revenue to defray excess expenditure - -(Parliament/Legislatures ONLY) - -Paid during the year (8,590) (10,568)Closing balance - 8,5902008/09 2007/0813 Departmental revenue to be surrendered to the Revenue Fund R’000 R’000Opening balance 24 47Transfer from Statement of Financial Performance 92 203Own revenue included in appropriation - -Transfer from aid assistance - -Transfer to voted funds to defray expenditure - -(Parliament/Legislatures ONLY) - -Paid during the year (123) (226)Closing balance (7) 242008/09 2007/0814 Payables-current Note 30 Days 30+ Days Total TotalAmounts owing to other entities - -Advances received - -Clearing accounts - -Other payables 14.1 319 52 371 167Total 319 52 371 1672008/09 2007/0814.1 Other payables Note R’000 R’000(Identify major categories, but list material amonts)PERSAL 14.2 319 121Other payables 14.2 52 46Total 371 1672008/09 2007/0814.2 PERSAL R’000 R’000Salary Reversal Control 79 49Salary Income Tax CL 103 8Salary ACB Recall 41 33Salary Tax Debt - 18Sal Deduction- 7DisallowanceDebt Rept Control 52 6Salary Pension Fund 44 -319 12185

OTHER PAYABLESReceivable income 8 13Receivable interest 34 23T&S Advance 10 1052 462008/09 2007/0815 Net cash flow available from operating activities R’000 R’000Net surplus/(deficit)as per Statement of Financial Performance (10,527) 8,793Add back non cash/cash movements not deemed operating activities (5,981) (9,099)(Increase)/decrease in receivables-current (1,275) (165)(Increase)/decrease in prepayments and advances(Increase)/decrease in other current assets 10,619(Increase)/decrease in payables-current 204 (19)Proceeds from sale of capital assetsProceeds from sale of investments - -(Increase)/decrease in other financial assetsExependiture on capital assets 3,803 1,879Surrenders to Revenue Fund (8,713) (10,794)Voted funds not requested/not received (10,619)Own revenue included in appropriation - -Other non-cash items - -Net cash flow generated by operating activities (16,508) (306)2008/09 2007/0816 Reconciliation of cash and cash equivalents for cash flow purposes R’000 R’000Consolidated Paymaster General account (18,184) 2,127Closing balance (18,184) 2,12786

DISCLOSURE NOTES TO THEANNUAL FINANCIAL STATEMENTfor the year ended 31 March 20092008/09 2007/08R’000 R’00017 Contigent liabilitiesLiable to Nature NoteMotor vehicle guarantees Employees - -Housng loan guarantees Employees Annex 2A 409 274Other guarantees - -Claims against the department Annex 2B 135 22Other departments(interdepartmental unconfirmed balances) - -Environmental rehabilitation liability - -Other - -Closing balance 544 2962008/09 2007/0818 Commitments R’000 R’000Current expenditure 26,605 5,141Approved and contracted - -Approved but not yet contracted 26,605 5,141Capital ExpenditureApproved and contracted 797 458Approved but not yet contracted - -797 458Total Commitments 27,402 5,5992008/09 2007/0819 Accruals R’000 R’000Listed by economic classification 30 days 30+ days Total TotalCompesation of employees - - -Goods and services - 31,341 31,341 3,862Interest and rent on land - - - -Transfers and subsidies - - - -Building and other fixed structures - - - -Machinery and equipment - 1,955 1,955 174Land and subsoil assets - - - -Investment property - - - -Biological assets - - - -Software and other intangible assets - - - -Other - - - -Total - 33,296 33,296 4,03687

2008/09 2007/08R’000 R’000Listed by programme levelAdministration 2,286 1,099Institutional Development 4,894 2,589Policy and Governance 26,116 348Total 33,296 4,0362008/09 2007/0820 Employee benefits R’000 R’000Leave entitlement 3,105 1,384Thirteen cheque 1,819 1,170Performance awards 554 -Capped leave commitments 1,965 1,671Total 7,443 4,22521 Lease commitmentsBuilding and Machinery and Totalother fixedstructuresequipment21.1 Operating leases expenditure Land R’000 R’0002008/2009Not 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 6,560Building and Machinery and Totalother fixedstructuresequipment2007/2008 Land R’000 R’000Not later than 1 year 597 597Later than 1 year and not later19 19than 5 yearsLater than five years - -Total present value of lease liabilities 616 616Building and Machinery and Totalother fixedstructuresequipment21.2 Finance leases expenditure Land R’000 R’0002008/2009Not 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 81688

Building and Machinery and Totalother fixedstructuresequipment2007/2008 Land R’000 R’000Not later than 1 year 185 185Later than 1 year and not later than 5 years 25 25Later than five years - -Total lease commitments 210 210LESS: finance costs - -Total present value of lease liabilities 210 2102008/09 2007/0822 Irregular expenditure R’000 R’00022.1 Reconciliation of irregular expenditure - -Opening balance - -Add: Irregular expenditure-relating to prior year - -Add: Irregular expenditure-relating to current year - 693Less amounts condoned - (693)Less amounts recoverable (not condoned) - -Cash with commercial banks (Foreign) - -Closing balance - -23 Related party transactionsRevenue Received/(paid) Note 2008/09 2007/08R’000 R’000Tax revenue/User charges - -Sales of goods and services other than capital assets Annex 5 (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 party Note 2008/09 2007/08R’000 R’000Investment - -Non-interest bearing loeans to/(from) - -Interest bearing loans to/(From) - -Debtor balances - -Creditor balances Annex 5 (13,438) -Sales of assets - -Guarantess provided - -Total (13,438) -Balances between department and related party Note 2008/09 2007/08R’000 R’000Investment - -Non-interest bearing loeans to/(from) - -89

Interest bearing loans to/(From) - -Debtor balances - -Creditor balances - -Sales of assets - -Guarantess provided - -Total - -24 Key management personnel No ofR’000 R’000individualsPolitical Office Bearers (Statutory Appropriation) 1 1,286 1,081Officials: - - -Levels 15 to16 4 3,016 2,021Level 14 (incl CFO) 9 3,575 4,192Family members of key management personnel - - -Total 14 7,877 7,29425 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 processesand procedures in place for the effective and efficient management of assets.In terms of the asset management reforms implementation plan, asset register complying with minimum requirements had to bein place by 31 March 2006 although the milestone for accurate valuation 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 2008in accordance with the implementation plans. Consequently, the audit of assets was conducted in accordance with the approvedasset management implementation plans.MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2009OpeningBalanceCurrent YearAdjustmentsAdditions Disposals ClosingBalanceto prior yearbalancesR’000 R’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 9,209 334 6,215 - 15,758Transport, assets 784 - - - 784Specialised military assets - - - - -Computer equipment 3,560 192 3,513 - 7,265Furniture and office equipment 3,357 526 1,914 - 5,797Other machinery and equipment 1,508 (384) 788 - 1,912TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 9,209 334 6,215 - 15,758Accordng to the department’s assets register the total value of the minor assets R5 555.This represents 35.25 % of thedepartment’s total assets.1. (487) - opening balance is rectified due to error in take on balances .2. (173) - telephone equipment not reflected in the asset register.3. 192 - reflected in the register in the prior year but not shown in the assets column.4. 526 - old assets taken on to the assets register.5. 276 - the difference includes the transfers.90

25.1 ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSET PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2009Cash Non-cash (Capital workin progresscurrentcosts andfinance leasepayments)Received Totalcurrentyear, notpaid (Paidcurrent year,receivedprior year)R’000 R’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 3,626 - - 2,589 6,215Transport, assets - - - - -Specialised military assets - - - - -Computer equipment 2,262 - - 1,251 3,513Furniture and office equipment 576 - - 1,338 1,914Other machinery and equipment 788 - - - 788TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS 3,626 - - 2,589 6,21525.2 DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2009Sold for cash Transfer outor destroyedor scrappedTotal disposalsCashReceivedActualR’000 R’000 R’000 R’000MACHINERY AND EQUIPMENTTransport, assets - - - -Specialised military assets - - - -Computer equipment - - - -Furniture and office equipment - - - -Other machinery and equipment - - - -TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS - - - -25.3 MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2008OpeningBalanceAdditions Disposals ClosingBalanceR’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 7,366 1,844 (1) 9,209Transport, assets 784 - - 784Specialised military assets - - - -Computer equipment 2,764 797 (1) 3,560Furniture and office equipment 2,558 799 - 3,357Other machinery and equipment 1,260 248 - 1,508TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 7,366 1,844 (1) 9,20991

25.4 Minor assetsMINOR ASSETS OF THE DEPARTMENT FOR 31 MARCH 2009Intangible Heritage Machinery and Biological Totalassets assets equipment assetsR’000 R’000 R’000 R’000 R’000Minor Assets - - 5,555 - 5,555TOTAL - - 5,555 - 5,555Intangible Heritage Machinery and Biological Totalassets assets equipment assetsR’000 R’000 R’000 R’000 R’000Number of Minor Assets 622 - - - 622TOTAL 622 - - - 62226 MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2009OpeningbalanceCurr yearadjustmentsAdditions Disposals Closingbalanceto prior yearbalancesR’000 R’000 R’000 R’000 R’000COMPUTER SOFTWARE 175 - 177 - 352TOTAL 175 - 177 - 35226.1 ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2009Cash Non-cash (Development Received Totalwork inprogresscurrentcosts)currentyear, notpaid (Paidcurrent year,receivedprior year)R’000 R’000 R’000 R’000 R’000COMPUTER SOFTWARE 177 - - - 177TOTAL 177 - - - 17726.2 DISPOSALS OF INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2009Sold for cash Transfer out ordestroyed orscrappedTotaldisposalsCashReceivedActualCost Fair Value Cost CostR’000 R’000 R’000 R’000COMPUTER SOFTWARE - - - -TOTAL NIL NIL NIL NIL92

26.3 MOVEMENT FOR 2007/08MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2008OpeningBalanceAdditions Disposals ClosingBalanceR’000 R’000 R’000 R’000COMPUTER SOFTWARE 140 35 175140 35 - 17593

ANNEXURE TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2009ANNEXURE 1ASTATEMENT OF CONDITIONAL GRANT RECEIVEDNAME OF DEPARTMENT GRANT ALLOCATION SPENT 2007/08Division ofRevenue ActRoll Overs DORAAdjustmentsTotalAvailableAmountreceived bydepartmentAmountspent bydepartmentAvailableFundspent byDivision ofRevenue ActAmountspent bydepartmentdepartmentR’000 R’000 R’000 R’000 R’000 % R’000 R’000Department of Health, 184 - - 184 200 0.00% 175 141Gauteng(through ProvincialTreasury)TOTAL 184 - - 184 - 200 0.00% 175 141ANNEXURE 1BSTATEMENT OF TRANSFERS TO DEPARTMENTAL AGENCIES AND ACCOUNTSDEPARTMENTS/AGENCY/ACCOUNT TRANSFERS ALLOCATION EXPENDITURE 2007/08AdjustedAppropriationRoll Overs Adjustments Total Available Actual Transfer % of AvailableFundsAppropriationActActTransferredR’000 R’000 R’000 R’000 R’000 % R’000Compensation Commissioner (W/Men)- - - - - 0.0% 7Total - - - - - 0.0% 7ANNEXURE 1CSTATEMENT OF TRANSFERS TO UNIVERSITIES AND TECHNIKONSDEPARTMENTS/AGENCY/ACCOUNTUNIVERSITY/TECHNIKON(WITS)TRANSFERS ALLOCATION TRANSFER 2007/08Adjusted Roll Overs Adjustments Total Available Actual Transfer % of Available Appropriation ActAppropriationActFunds TransferredR’000 R’000 R’000 R’000 R’000 % R’0008,065 - - 8,065 8,065 0.0% -Total 8,065 - - 8,065 8,065 0.0% -94

ANNEXURE 1DSTATEMENT OF TRANSFERS TO FOREIGN GVERNMENT AND INTERNATIONAL ORGANISATIONSFOREIGN GOVRNMENT/INTERNATIONAL ORGANISATIONSTRANSFERS ALLOCATION EXPENDITURE 2007/08AdjustedAppropriationActRoll Overs Adjustments Total Available Actual Transfer % of AvailableTransferredFinalAppropriationActR’000 R’000 R’000 R’000 R’000 % R’000TransfersUNITED CITIES ANDLOCAL GOVERNMENTSOF AFRICA(UCLGA)3,591 - - 3,591 3,591 100% -.TOTAL 3,591 - - 3,591 3,591 100% -ANNEXURE 1ESTATEMENT OF TRANSFERES/SUBSIDIES TO HOUSEHOLDSHOUSEHOLD TRANSFERS ALLOCATION EXPENDITURE 2007/08AdjustedAppropriationActRoll Overs Adjustments Total Available Actual Transfer % of AvailableTransferredFinalAppropriationActR’000 R’000 R’000 R’000 R’000 % R’000H/H EMPL Social Benefits - - 322 322 322 0.00% 35Total - - 322 322 322 0.00% 35ANNEXURE FSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS MADE AND REMISSIONS, REFUNDS AND PAYMENTS MADE AS AN ACT OF GRACENATURE OF GIFT, DONATION OR SPONSORSHIP 2008/09 2007/08(Group major categories but list material items including name of organisation) R’000 R’000Paid in cashFederations Of Unions Of South Africa 100 -National Council Of Trade Unions 100 -Progressive Women’s Movement SA 95 -Gauteng Disability Alliance 48 -Gauteng Disability Alliance 45 -Total 388 -Made in kindSubtotal - -Remissions, refunds and payments as an act of graceSubtotal - -TOTAL - -95

ANNEXURE 1GSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS RECEIVED FOR THE YEAR ENDED 31 MARCH 2009NAME OF ORGANISATION NATURE OF GIFT, DONATION OR SPONSORSHIP 2008/09 2007/08R’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 : 2ASTATEMENT OF FINANCIAL GUARANTEES AS AT 31 MARCH 2009 - LOCALGuarantor Institution Guarantee inrespect ofOriginalGuaranteedcapitalamountOpeningbalance asat 01 April2008Guaranteedrawdownsduring theyearGuaranteesrepayments/cancelled/reduced/releasedRevaluations Closingbalance31 March2009Guaranteedinterest forthe yearended 31March 2009Realisedlosses notrecoverablei.e claimspaid outduring theyearR’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000STANDARD BANK Housing - 70 - - - 70 - -GuaranteeNEDBANK LTD “ - 115 - - - 115 - -FIRST RAND BANK FNB “ - 55 - - - 55 - -ABSA “ - 55 71 - - 126 - -UNIQUE FIN BANK “ - 13 - 13 - - - -OLD MUTUAL FIN LTD “ - 16 - - - 16 - -OLD MUT (NED/PERM) “ - 16 16 16 - 16 - -NEDBANK LTD(NBS) “ - 11 - - - 11 - -PEOPLE’S BANK FBDFLD“ - - - - - - - -TOTAL - 351 87 29 - 409 - -96

ANNEXURE:2BSTATEMENT OF CONTIGENT LIABILITIES AS AT 31 MARCH 2009Nature of LiabilityClaims against thedepartmentOpening Balance01/04/2008Liabilities incurred duringthe yearLiabilities paid/cancelled/reduced duringLiabilities recoverable(Provide detailsClosing balance31/03/2009the yearhereunder)R’000 R’000 R’000 R’000 R’00022 135 22 - 135TOTAL 22 135 22 - 135ANNEXURE : 3INTER-GOVERNMENT RECEIVABLESGovernment Entity Confirmed balance outstanding Unconfirmed balance outstanding Total31/03/2009 31/03/2008 31/03/2009 31/03/2008 31/03/2009 31/03/2008R’000 R’000 R’000 R’000 R’000 R’000Claim: Recoverable: Salary ClaimsDepartment Of- - - - - -Community SafetyDepartment of- - - 14 - 14AgricultureDepartment Of- - 1 - 1 -HealthGauteng Treasury - - 3 - 3 -Gauteng GG- - 3 - 3 -TransportDepartment of- 1 - - - 1Public Transport,Roads and WorksGauteng Shared- - 32 - 32 -Services CentreNational- - 16 - 16 -Department OfHealthSA Management- - - - - -& DevelopmentInstituteNational Housing - - - - - -DepartmentNational Foreign- - - - - -AffairsSouth African- 29 - - - 29Social ServiceAgencyNational- 32 - 1 - 33ProsecutingAuthoritySubtotal - 62 55 15 55 7797

Government Entity Confirmed balance outstanding Unconfirmed balance outstanding Total31/03/2009 31/03/2008 31/03/2009 31/03/2008 31/03/2009 31/03/2008R’000 R’000 R’000 R’000 R’000 R’000Claims Recover:Gauteng CADepartment- 382 - 22 - 404of EconomicDevelopment(Precinct)Department153 (83) - 153 153 70of EconomicDevelopmentDepartment- 172 - - - 172of Sports,Recreation, Arts &CultureGauteng- - - - - -LegislatureGauteng GG- - 2 - 2 -TransportDepartment of- - (38) (38) (38) (38)Social ServicesGauteng Youth- - 1,630 - 1,630 -CommissionGauteng- - 230 - 230 -Public Works &Transport PrecinctDepartment of- - - - - -HealthDepartment of- - - - - -EducationDepartment of- - - - - -Community SafetyCity of- - - - - -JohannesburgMetropolitanTshwane- - 68 68 68 68MetropolitanGauteng- 72 - - - 72Economic DevepAgencyMetro Police - - - - - -Department- - - 105 - 105of Transport,Road and Works(Precinct)Government- - - 2 - 2Garage VehicleSubtotal 153 543 1,892 312 2,045 855TOTAL 153 605 1,947 327 2,100 93298

ANNEXURE : 4INTER-DEPARTMENTAL PAYABLESConfirmed balance outstanding Unconfirmed balance outstanding TotalGovernment Entity 31/03/2009 31/03/2008 31/03/2009 31/03/2008 31/03/2009 31/03/2008R’000 R’000 R’000 R’000 R’000 R’000DepartmentsCurrent - - - - - -- - - - - -Subtotal - - - - - -Non-Current- - - - - -Subtotal - - - - - -TOTAL - - - - - -Claims amounting to R4,067 000 not disclosed in this annexure because it is not reflected in the trial balance as on 31 March 2009. Thedetails are as under:R’000Department Of Public Transport, Roads and Works 2,142South African Police 46Government Fleet 1,547Public Administration, Leadership & Management Academy 332Total 4,067ANNEXURE 5RELATED PARTY TRANSACTIONSNAME OF RELATED PARTY NATURE OF TRANSACTION 2008/09R’0002007/08R’000Revenue Received/ (paid)Department of Sports, Recreation, Arts and Culture Claims paid (13,438) -Total (13,438) -Movement of funds between department and related partyFrom Office of theTo Department of Sports, Recreation, Arts and (13,438) -PremierCultureTotal (13,438) -Balances between department and related party- -Total - -Note:1 The Gauteng Youth Commission function was transferred from the Department of Sports, Recreation, Artsand Culture in 2008/09 and the transactions incurred deemed to be related party transactions.2 No related party transactions realised between the Office of the Premier or Senior Management (SMSmembers).99

SECTION SIXOTHER INFORMATIONOversight ReportAccess to Information100

HR OVERSIGHT REPORTApril 2008 to March 20096. Oversight - Human ResourcesService delivery6.1. Service DeliveryAs per the guidelines in the Treasury Regulations of 2001, the strategic planning process that the Officeengaged with in 2005/06, a Service Delivery Improvement Plan was developed for the 2006/07 and 2007/08and updated Medium Term Expenditure Framework. This included the identification of key standards for themain services delivered by the Office, an identification of our customers as well as the quantity and quality ofservice standards to be delivered by the Office of the Premier.• Service Delivery provided and standardsKey services were developed for the main services in the Office of the Premier and are reported on in detail inthe performance report section of this report. The successes of those that are key to our external services arereflected below:TABLE 1.1 - Service Delivery provided and standardsMain services Actual customers Potential customers Standard of service Actual achievement againststandardsProgress made onthe implementationof Gauteng ProvincialGovernment’s five yearcommitmentsGauteng citizens,government departments,visitors to the GPGWebsiteProduce quarterly reportsof progress within GPGto be published on thewebsite which may beaccessed by citizensDirectories of GPGservicesAll Gauteng residents,in particular women,children and care givers,people with disabilities,people infected andaffected by HIV andAids, youth and peoplelooking for economicopportunitiesProduce and distribute6 directories of servicesfor children, women,youth, people withdisabilities, peopleinfected and affectedby HIV/Aids, victims ofabuse and on economicopportunities as partof our commitment toensure universal access togovernment informationby Gauteng residentsto improve their lives.Ensure monthly updatesof this information on theservices database on theGPG portalObjective met101

Main services Actual customers Potential customers Standard of service Actual achievement againststandardsGauteng ImbizoPoor and disadvantaged33 Gauteng Imbizo to The objective was metcommunitiesinteract directly withresidents and givethem an opportunity toparticipate in governanceand raise their concernsand suggestions with thePremier and Members ofthe Executive CouncilMulti-Purpose Community Poor and disadvantagedCoordinate theSix MPCCs wereCentrescommunitiesestablishment of six established for theMulti-Purpose Community 2008/09 financial yearCentres to improveGauteng residents’ accessto comprehensive servicesand information providedby local, provincial andnational government,parastatals, NGOs andthe private sector.Certify Bills andRegulationsAll role players inlegislative path frominception to finalAll role players inlegislative path frominception to finalScrutinize all intendedlegislation (Bills andsubordinate legislation)All legislativerequirements wereachievedpromulgationpromulgationto ensure that it complieswith the Constitution,other legislation(including Nationallegislation) and policies,that it is effective andthat it complies with theprinciples of drafting oflegislationSupport Socialdevelopment in GautengGauteng citizensSuccessful, qualitywomen’s dialogueheld. Co-ordination ofInternational DisabilityDay. Monitoring ofdisability programme ofactionRegional dialogue andevent held.• Consultation arrangements for customersKey internal services were consulted on with our internal customers and as the need arose. With respect toour external customers, the GPG Imbizo programme ensures regular consultation and feedback to citizens.Commitments made at the annual Public Service Week also invite feedback on our services from the public.• Service Delivery Access StrategyAs part of our access to service delivery strategy, the Office of the Premier ensures that adequate signage isavailable to direct visitors to the correct office and also ensures that facilities to accommodate people living with102

disabilities are in place. We have also attempted to assist customers in the South African language of their choicewhere this was required.Instruments designed to maximise Gauteng residents’ access to information about the provincial government’sservices, projects and programmes are facilitated within available resources and through a range of mechanismsincluding radio and other media, publications, Imbizo and other interactive community meetings, publicexhibitions, Thusong Service centres, the Gauteng government website and the Gauteng government call centre.The Gauteng News is a monthly publication on government’s services that is widely distributed to citizens on amonthly basis. Ten editions were produced with 500 000 copies in each edition. The GPG portal also has dailyupdates of GPG activities and a quarterly report of progress within GPG, which may be accessed by citizens.• Service Information ToolService directories on government services, including HIV and Aids, Economic Opportunities, Women,Children, People with Disabilities and Victim Empowerment Resources were published and distributed to thepublic. A services database is also available on the Portal (website) and is regularly updated.• Complaints mechanismService delivery complaints are invited in person, in writing, by telephoning or by emailing us. Plans are in placefor the Batho Pele Champion in the Office of the Premier to ensure that complaints are investigated and resolvedas quickly as possible. We have also developed response times and mechanisms to communicate the outcomeof complaints.Complaints in relation to corruption and fraud by any of our employees can be reported on the following number:0800 701 701, general enquiries on our services can be directed to the Gauteng Provincial Government callcentre on 0860GAUTENG (0860 428 8364) and are also available on the GPG Website: www.gautengonline.gov.za.TABLE 2.1 - Personnel costs by ProgrammeProgrammeTotal VotedExpenditure(R’000)Compensationof EmployeesExpenditure(R’000)TrainingExpenditure(R’000)Professionaland SpecialServices(R’000)Compensationof Employeesas percentof TotalExpenditureAverageCompensationof EmployeesCost perEmployee(R’000)EmploymentPr1::Administration 37,175 20,129 224 1,111 54.2 240 84Pr2:Institutional Development 75,638 24,558 477 2,335 32.5 250 98Pr3:Policy & Governance 104,128 17,079 2,644 3,288 16.4 251 68Z=Total as on Financial Systems(BAS)216,941 61,766 3,345 6,734 28.5 248 250103

TABLE 2.2 - Personnel costs by Salary bandSalary BandsCompensation of Percentage of Total Average Compensation Total Personnel Cost Number of EmployeesEmployees Cost(R’000)Personnel Cost forDepartmentCost per Employee (R) for Departmentincluding Goods andTransfers (R’000)Lower skilled (Levels 1-2) 417 100 0 417 0Skilled (Levels 3-5) 3,239 100 75,326 3,239 43Highly skilled production (Levels10,949 100 142,195 10,949 776-8)Highly skilled supervision (Levels20,949 100 275,645 20,949 769-12)Senior management (Levels 13-17,788 100 613,379 17,788 2916)Contract (Levels 6-8) 323 100 46,143 323 7Contract (Levels 9-12) 1,774 100 354,800 1,774 5Contract (Levels 13-16) 5,387 100 598,556 5,387 9Periodical Remuneration 368 100 92,000 368 4Abnormal Appointment 572 100 0 572TOTAL 61,766 100 247,064 61,766 250TABLE 2.3 - Salaries, Overtime, Home Owners Allowance and Medical Aid by ProgrammeProgramme Salaries(R’000)Salaries as %of PersonnelCostOvertime(R’000)Overtimeas % ofPersonnelCostHOA (R’000) HOA as %of PersonnelCostMedical Ass.(R’000)Medical Ass.as % ofPersonnelCostTotalPersonnelCost perProgramme(R’000)Pr1:12,677 62.98 64 0.3 258 1.3 682 3.4 20,129AdministrationPr2: Institutional 16,290 66.33 237 1 427 1.7 951 3.9 24,558DevelopmentPr3: Policy & 11,487 67.26 44 0.3 315 1.8 451 2.6 17,079GovernanceTOTAL 40,454 65.5 345 0.6 1000 1.6 2,084 3.4 61,766TABLE 2.4 - Salaries, Overtime, Home Owners Allowance and Medical Aid by Salary BandSalary bands Salaries(R’000)Salaries as %of PersonnelCostOvertime(R’000)Overtimeas % ofPersonnelCostHOA (R’000) HOA as %of PersonnelCostMedical Ass.(R’000)Medical Ass.as % ofPersonnelCostTotalPersonnelCost perSalary Band(R’000)Lower skilled253 60.7 - - 32 7.7 52 12.5 417(Levels 1-2)Skilled (Levels 2,204 68 27 0.8 156 4.8 278 8.6 3,2393-5)Highly skilled 6,037 52.6 140 1.2 304 2.6 618 5.4 11,483production(Levels 6-8)Highly skilledsupervision(Levels 9-12)12,002 54.4 165 0.7 286 1.3 786 3.6 22,050104

Salary bands Salaries(R’000)Salaries as %of PersonnelCostOvertime(R’000)Overtimeas % ofPersonnelCostHOA (R’000) HOA as %of PersonnelCostMedical Ass.(R’000)Medical Ass.as % ofPersonnelCostTotalPersonnelCost perSalary Band(R’000)Senior14,617 80.7 8 - 196 1.1 324 1.8 18,118management(Levels 13-16)Contract (Levels 313 96.9 5 1.5 - - - - 3236-8)Contract (Levels 997 88.9 - - - - - - 11219-12)Contract (Levels 3,569 87.6 - - 26 0.6 26 0.6 4,07513-16)Periodical- - - - - - - - 368RemunerationAbnormal462 80.8 - - - - - - 572AppointmentTOTAL 40,454 65.5 345 0.6 1,000 1.6 2,084 3.4 61,766TABLE 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 theEstablishmentPr1: Administration 117 84 28.2 10Pr2: Institutional Development 119 98 17.6 2Pr3: Policy & Governance 105 68 35.2 2TOTAL 341 250 26.7 14TABLE 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),1 0 100 0PermanentSkilled (Levels 3-5), Permanent 50 41 18 0Highly skilled production106 84 20.8 0(Levels 6-8), PermanentHighly skilled supervision122 76 37.7 0(Levels 9-12), PermanentSenior management (Levels41 28 31.7 013-16), PermanentContract (Levels 6-8),7 7 0 6PermanentContract (Levels 9-12),5 5 0 4PermanentContract (Levels 13-16),9 9 0 4PermanentTOTAL 341 250 26.7 14105

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,50 31 38 4PermanentClient inform clerks(switchb1 1 0 0recept inform clerks),PermanentCommunication and30 20 33.3 0information related,PermanentFinance and economics15 8 46.7 0related, PermanentFinancial and related18 12 33.3 4professionals, PermanentFinancial clerks and credit2 1 50 0controllers, PermanentFood services aids and waiters,1 0 100 0PermanentGeneral legal administration &6 4 33.3 0rel. professionals, PermanentHead of department/chief5 3 40 0executive officer, PermanentHuman resources & organisat16 11 31.3 0developm & relate prof,PermanentHuman resources clerks,21 18 14.3 0PermanentHuman resources related,5 5 0 0PermanentInformation technology1 1 0 0related, PermanentLanguage practitioners16 15 6.3 0interpreters & other commun,PermanentLibrary mail and related clerks,9 8 11.1 0PermanentLogistical support personnel,8 6 25 1PermanentMaterial-recording and2 2 0 0transport clerks, PermanentMessengers porters and13 12 7.7 0deliverers, PermanentOther administrat & related8 6 25 1clerks and organisers,PermanentOther administrative3 3 0 0policy and related officers,PermanentOther information technologypersonnel., Permanent5 5 0 0106

Critical Occupations Number of Posts Number of Posts Filled Vacancy Rate Number of Posts FilledAdditional to theEstablishmentOther occupations, Permanent 4 3 25 0Risk management and security1 1 0 0services, PermanentSecretaries & other keyboard38 24 36.8 0operating clerks, PermanentSecurity officers, Permanent 20 19 5 0Senior managers, Permanent 43 31 27.9 4TOTAL 341 250 26.7 14TABLE 4.1 - Job EvaluationSalary Band Number of Posts Number of JobsEvaluated% of PostsEvaluatedNumber of PostsUpgraded% of UpgradedPosts EvaluatedNumber of PostsDowngraded% ofDowngradedPosts EvaluatedLower skilled (Levels 1-2) 1 1 100 0 0 0 0Contract (Levels 6-8) 7 0 0 0 0 0 0Contract (Levels 9-12) 5 0 0 0 0 0 0Contract (Band B) 6 0 0 0 0 0 0Contract (Band C) 2 0 0 0 0 0 0Contract (Band D) 1 0 0 0 0 0 0Skilled (Levels 3-5) 50 18 36 13 72.2 0 0Highly skilled production106 18 17 0 0 0 0(Levels 6-8)Highly skilled supervision122 38 31.1 2 5.3 1 2.6(Levels 9-12)Senior Management Service14 7 50 0 0 0 0Band ASenior Management Service18 7 38.9 0 0 0 0Band BSenior Management Service5 0 0 0 0 0 0Band CSenior Management Service4 1 25 0 0 0 0Band DTOTAL 341 90 26.4 15 16.7 1 1.1107

TABLE 4.2 - Profile of employees whose positions were upgraded due to their posts being upgradedBeneficiaries African Asian Coloured White TotalFemale 6 0 0 1 7Male 6 0 0 0 6Total 12 0 0 1 13Employees 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]OccupationNumber ofEmployeesJob EvaluationLevelRemunerationLevelReason forDeviationNo of Employeesin Deptxxx 25 xxx xxx xxx 341xxx 0 xxx xxx xxxTotal 25Percentage of TotalEmployment316.5 7.9TABLE 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 14 1 0 0 15Male 7 1 2 0 10Total 21 2 2 0 25Employees with a Disability 0 1 0 0 1TABLE 5.1 - Annual Turnover Rates by Salary BandSalary BandEmployment at Appointments Terminations Turnover RateBeginning of Period(April 2008)Lower skilled (Levels 1-2), Permanent 7 0 0 0Skilled (Levels 3-5), Permanent 29 25 0 0Highly skilled production (Levels 6-8), Permanent 53 14 3 5.7Highly skilled supervision (Levels 9-12), Permanent 53 8 8 15.1Senior Management Service Band A, Permanent 13 0 1 7.7Senior Management Service Band B, Permanent 4 3 0 0Senior Management Service Band C, Permanent 4 1 0 0Senior Management Service Band D, Permanent 1 1 2 200Contract (Levels 3-5), Permanent 0 0 1 0Contract (Levels 6-8), Permanent 2 9 2 100Contract (Levels 9-12), Permanent 1 7 2 200Contract (Band A), Permanent 0 3 0 0Contract (Band B), Permanent 2 2 0 0Contract (Band C), Permanent 1 2 0 0TOTAL 170 75 19 11.2108

TABLE 5.2 - Annual Turnover Rates by Critical OccupationOccupationEmployment at Appointments Terminations Turnover RateBeginning of Period(April 2008)Administrative related, Permanent 24 11 5 20.8Attorneys, Permanent 1 0 0 0Client inform clerks(switchb recept inform clerks),2 0 0 0PermanentCommunication and information related,12 3 1 8.3PermanentFinance and economics related, Permanent 3 1 0 0Financial and related professionals, Permanent 2 5 1 50Financial clerks and credit controllers, Permanent 2 0 0 0Food services aids and waiters, Permanent 6 0 0 0Head of department/chief executive officer,2 2 0 0PermanentHealth sciences related, Permanent 1 0 0 0Human resources & organisat developm & relate8 2 1 12.5prof, PermanentHuman resources clerks, Permanent 7 3 0 0Human resources related, Permanent 5 0 0 0Language practitioners interpreters & other9 5 1 11.1commun, PermanentLegal related, Permanent 4 0 0 0Library mail and related clerks, Permanent 2 4 0 0Light vehicle drivers, Permanent 3 0 0 0Logistical support personnel, Permanent 3 0 0 0Messengers porters and deliverers, Permanent 3 0 0 0Other administrat & related clerks and organisers,8 1 1 12.5PermanentOther administrative policy and related officers,10 0 2 20PermanentOther information technology personnel.,4 6 3 75PermanentOther occupations, Permanent 4 1 1 25Printing and related machine operators, Permanent 1 0 0 0Risk management and security services, Permanent 2 0 0 0Secretaries & other keyboard operating clerks,15 2 2 13.3PermanentSecurity officers, Permanent 14 21 0 0Senior managers, Permanent 13 8 1 7.7TOTAL 170 75 19 11.2TABLE 5.3 - Reasons why staff are leaving the departmentTermination Type Number Percentage of Total Percentage of TotalTotalTotal EmploymentResignationsEmploymentDeath, Permanent 2 10.5 1.2 19 170Resignation, Permanent 10 52.6 5.9 19 170Expiry of contract, Permanent 6 31.6 3.5 19 170Retirement, Permanent 1 5.3 0.6 19 170TOTAL 19 100 11.2 19 170109

Resignations as % of Employment11.2TABLE 5.4 - Promotions by Critical OccupationOccupationEmployment atBeginning of Period(April 2008)Promotions to anotherSalary LevelSalary LevelPromotions as a % ofEmploymentProgressions toanother Notch withinSalary LevelNotch progressions asa % of EmploymentAdministrative related 24 6 25 12 50Attorneys 1 0 0 0 0Client inform clerks(switchbrecept inform clerks)Communication andinformation relatedFinance and economicsrelatedFinancial and relatedprofessionalsFinancial clerks and creditcontrollersFood services aids andwaitersHead of department/chiefexecutive officer2 0 0 1 5012 5 41.7 8 66.73 1 33.3 1 33.32 4 200 0 02 0 0 2 1006 0 0 1 16.72 1 50 1 50Health sciences related 1 0 0 1 100Human resources & organisatdevelopm & relate prof8 4 50 4 50Human resources clerks 7 6 85.7 3 42.9Human resources related 5 0 0 4 80Language practitionersinterpreters & other commun9 2 22.2 2 22.2Legal related 4 0 0 3 75Library mail and relatedclerks2 2 100 1 50Light vehicle drivers 3 0 0 2 66.7Logistical support personnel 3 1 33.3 0 0Messengers porters anddeliverersOther administrat & relatedclerks and organisersOther administrative policyand related officersOther information technologypersonnel.3 2 66.7 0 08 1 12.5 5 62.510 1 10 5 504 1 25 1 25Other occupations 4 2 50 2 50Printing and related machineoperators1 1 100 0 0110

OccupationEmployment atBeginning of Period(April 2008)Promotions to anotherSalary LevelSalary LevelPromotions as a % ofEmploymentProgressions toanother Notch withinSalary LevelNotch progressions asa % of EmploymentRisk management andsecurity servicesSecretaries & other keyboardoperating clerks2 1 50 1 5015 6 40 5 33.3Security officers 14 0 0 0 0Senior managers 13 4 30.8 13 100TOTAL 170 51 30 78 45.9TABLE 5.5 - Promotions by Salary BandSalary BandEmployment atBeginning of PeriodPromotions to anotherSalary LevelSalary Level Promotionsas a % of EmploymentProgressions to anotherNotch within SalaryNotch progressions as a% of Employment(April 2008)LevelLower skilled (Levels 1-2),7 0 0 1 14.3PermanentSkilled (Levels 3-5), Permanent 29 4 13.8 7 24.1Highly skilled production53 20 37.7 20 37.7(Levels 6-8), PermanentHighly skilled supervision53 19 35.8 34 64.2(Levels 9-12), PermanentSenior management (Levels22 8 36.4 13 59.113-16), PermanentContract (Levels 6-8),2 0 0 0 0PermanentContract (Levels 9-12),1 0 0 0 0PermanentContract (Levels 13-16),3 0 0 3 100PermanentTOTAL 170 51 30 78 45.9TABLE 6.1 - Total number of Employees (incl. Employees with disabilities) per Occupational Category (SASCO)OccupationalCategoriesLegislators,senior officialsand managers,PermanentProfessionals,PermanentClerks, PermanentService andsales workers,PermanentMale, Male, Male, Male, Total Male,African Coloured Indian Blacks WhiteFemale, Female, Female, Female, TotalFemale, TotalAfrican Coloured IndianBlacksWhite13 1 0 14 0 9 1 2 12 1 2738 4 4 46 6 53 4 9 66 6 12418 0 0 18 0 32 3 2 37 3 5812 0 0 12 1 8 0 0 8 1 22111

OccupationalCategoriesPlant andmachineoperators andassemblers,PermanentElementaryoccupations,PermanentMale, Male, Male, Male, Total Male,African Coloured Indian Blacks WhiteFemale, Female, Female, Female, TotalFemale, TotalAfrican Coloured IndianBlacksWhite3 0 0 3 0 0 0 0 0 0 36 0 0 6 0 10 0 0 10 0 16TOTAL 90 5 4 99 7 112 8 13 133 11 250Employeeswith disabilitiesMale,AfricanMale,ColouredMale,IndianMale, TotalBlacksMale,WhiteFemale,AfricanFemale,ColouredFemale,IndianFemale, TotalBlacksFemale,WhiteTotal1 0 1 2 1 2 0 0 2 0 5TABLE 6.2 - Total number of Employees (incl. Employees with disabilities) per Occupational BandsOccupationalBandsTop Management,PermanentSeniorManagement,PermanentProfessionallyqualified andexperiencedspecialistsand midmanagement,PermanentSkilledtechnical andacademicallyqualifiedworkers, juniormanagement,supervisors,foremen,PermanentSemi-skilledand discretionarydecisionmaking,PermanentContract (TopManagement),PermanentMale, Male, Male, Male, Total Male,African Coloured Indian Blacks WhiteFemale, Female, Female, Female, TotalFemale, TotalAfrican Coloured IndianBlacksWhite4 0 0 4 1 2 1 0 3 2 107 1 1 9 1 5 0 3 8 1 1928 2 2 32 4 30 2 6 38 2 7620 0 0 20 1 46 5 3 54 6 8122 0 0 22 0 21 0 0 21 0 434 0 0 4 0 2 0 0 2 0 6112

OccupationalBandsContract(SeniorManagement),PermanentContract(Professionallyqualified),PermanentContract(Skilled technical),PermanentMale, Male, Male, Male, Total Male,African Coloured Indian Blacks WhiteFemale, Female, Female, Female, TotalFemale, TotalAfrican Coloured IndianBlacksWhite3 0 0 3 0 0 0 0 0 0 30 1 1 2 0 2 0 1 3 0 52 1 0 3 0 4 0 0 4 0 7TOTAL 90 5 4 99 7 112 8 13 133 11 250TABLE 6.3 - RecruitmentOccupationalBandsTop Management,PermanentSeniorManagement,PermanentProfessionallyqualified andexperiencedspecialistsand midmanagement,PermanentSkilledtechnical andacademicallyqualifiedworkers, juniormanagement,supervisors,foremen,PermanentSemi-skilledand discretionarydecisionmaking,PermanentContract (TopManagement),PermanentContract(SeniorManagement),PermanentMale, Male, Male, Male, Total Male,African Coloured Indian Blacks WhiteFemale, Female, Female, Female, TotalFemale, TotalAfrican Coloured IndianBlacksWhite1 0 0 1 0 1 0 0 1 0 22 0 0 2 0 0 0 1 1 0 34 0 0 4 0 3 1 0 4 0 87 0 0 7 0 5 0 1 6 1 1416 0 0 16 0 9 0 0 9 0 251 0 0 1 0 1 0 0 1 0 24 0 0 4 0 0 0 0 0 1 5113

Contract0 1 1 2 0 2 0 3 5 0 7(Professionallyqualified),PermanentContract2 1 0 3 0 6 0 0 6 0 9(Skilled technical),PermanentTOTAL 37 2 1 40 0 27 1 5 33 2 75No data 0 0 0 0 0 0 0 0 0 0 0TABLE 6.4 - PromotionsOccupationalBandsTop Management,PermanentSeniorManagement,PermanentProfessionallyqualified andexperiencedspecialistsand midmanagement,PermanentSkilledtechnical andacademicallyqualifiedworkers, juniormanagement,supervisors,foremen,PermanentSemi-skilledand discretionarydecisionmaking,PermanentUnskilled anddefined decisionmaking,PermanentContract (TopManagement),PermanentContract(SeniorManagement),PermanentMale, Male, Male, Male, TotalAfrican Coloured Indian BlacksMale, Female, Female, Female, Female, TotalFemale, TotalWhite African Coloured IndianBlacksWhite3 0 0 3 0 1 1 0 2 0 54 2 0 6 1 6 1 1 8 1 1615 1 1 17 4 22 2 5 29 3 539 0 0 9 0 26 1 2 29 2 405 0 0 5 0 6 0 0 6 0 110 0 0 0 0 1 0 0 1 0 11 0 0 1 0 1 0 0 1 0 20 0 0 0 0 1 0 0 1 0 1TOTAL 37 3 1 41 5 64 5 8 77 6 129114

Employeeswith disabilitiesMale,AfricanMale,ColouredMale,IndianMale, TotalBlacksMale,WhiteFemale,AfricanFemale,ColouredFemale,IndianFemale, TotalBlacksFemale,WhiteTotal1 0 1 2 1 2 0 0 2 0 5TABLE 6.5 - TerminationsOccupationalBandsTop Management,PermanentSeniorManagement,PermanentProfessionallyqualified andexperiencedspecialistsand midmanagement,PermanentSkilledtechnical andacademicallyqualifiedworkers, juniormanagement,supervisors,foremen,PermanentContract(Professionallyqualified),PermanentContract(Skilled technical),PermanentContract(Semi-skilled),PermanentMale, Male, Male, Male, Total Male,African Coloured Indian Blacks WhiteFemale, Female, Female, Female, TotalFemale, TotalAfrican Coloured IndianBlacksWhite2 0 0 2 0 0 0 0 0 0 20 0 0 0 0 1 0 0 1 0 12 0 0 2 1 3 0 0 3 2 81 0 0 1 0 2 0 0 2 0 30 0 0 0 0 0 0 2 2 0 20 0 0 0 0 2 0 0 2 0 20 0 0 0 0 1 0 0 1 0 1TOTAL 5 0 0 5 1 9 0 2 11 2 19115

Male, Male, Male, Male, Total Male, Female, Female, Female, Female, TotalFemale, TotalAfrican Coloured Indian Blacks White African Coloured IndianBlacks WhiteNo data 0 0 0 0 0 0 0 0 0 0 0TABLE 6.6 - Disciplinary ActionDisciplinary action Male, Male, Male, Male, Total Male, Female, Female, Female, Female, TotalFemale, TotalAfrican Coloured Indian Blacks White African Coloured IndianBlacks WhiteTOTAL 0 0 0 0 0 0 0 0 0 0 0TABLE 6.7 - Skills DevelopmentOccupationalCategoriesLegislators,Senior OfficialsandManagersMale, Male, Male, Male, Total Male, Female, Female, Female,African Coloured Indian Blacks White African Coloured IndianFemale, TotalFemale, TotalBlacksWhite0 0 0 0 0 0 0 0 0 0 0Professionals 0 0 0 0 0 0 0 0 0 0 0Technicians0 0 0 0 0 0 0 0 0 0 0and AssociateProfessionalsClerks 0 0 0 0 0 0 0 0 0 0 0Service and0 0 0 0 0 0 0 0 0 0 0Sales WorkersSkilled0 0 0 0 0 0 0 0 0 0 0Agricultureand FisheryWorkersCraft and0 0 0 0 0 0 0 0 0 0 0related TradesWorkersPlant and0 0 0 0 0 0 0 0 0 0 0Machine OperatorsandAssemblersElementary0 0 0 0 0 0 0 0 0 0 0OccupationsTOTAL 0 0 0 0 0 0 0 0 0 0 0Employeeswith disabilities0 0 0 0 0 0 0 0 0 0 0TABLE 7.1 - Performance Rewards by Race, Gender and DisabilityDemographicsNumber ofBeneficiariesTotal Employment Percentage ofTotal EmploymentCost (R’000) Average Cost perBeneficiary (R)African, Female 39 110 35.5 839 21,510African, Male 21 89 23.6 525 25,017Asian, Female 6 13 46.2 102 17,046Asian, Male 1 3 33.3 11 10,827Coloured, Female 4 8 50 108 26,985Coloured, Male 2 5 40 239 119,580Total Blacks, Female 49 131 37.4 1,049 21,410116

Total Blacks, Male 24 97 24.7 775 32,306White, Female 10 11 90.9 196 19,566White, Male 1 6 16.7 58 58,188Employees with a disability 1 5 20 6 5,994TOTAL 85 250 34 2,084 24,521TABLE 7.2 - Performance Rewards by Salary Band for Personnel below Senior Management ServiceSalary BandNumber ofBeneficiariesTotal Employment Percentage ofTotal EmploymentCost (R’000) Average Cost perBeneficiary (R)Skilled (Levels 3-5) 15 43 34.9 89 5,933Highly skilled production (Levels 6-8) 25 86 29.1 374 14,960Highly skilled supervision (Levels 9-12) 33 76 43.4 657 19,909Contract (Levels 6-8) - 7 - - -Contract (Levels 9-12) - 5 - - -Periodical Remuneration - 4 - - -Abnormal Appointment - 29 - - -TOTAL 73 250 29.2 1,120 15,342TABLE 7.3 - Performance Rewards by Critical OccupationCritical OccupationsNumber ofBeneficiariesTotal Employment Percentage ofTotal EmploymentCost (R’000) Average Cost perBeneficiary (R)Administrative related 11 33 33.3 255 23,182Attorneys 0 1 - - -Client inform clerks(switchb recept inform clerks) 2 2 100 12 6,000Communication and information related 8 16 50 75 9,375Finance and economics related 2 5 40 15 7,500Financial and related professionals 3 9 33.3 51 17,000Financial clerks and credit controllers - 1 - - -Food services aids and waiters 5 5 100 17 3,400Head of department/chief executive officer - 3 - - -Health sciences related 1 1 100 6 6,000Human resources & organisat developm & relate prof 6 15 40 165 27,500Human resources clerks 7 16 43.8 129 18,429Human resources related 5 5 100 159 31,800Language practitioners interpreters & other commun 2 15 13.3 14 7,000Legal related - 4 - - -Library mail and related clerks 1 7 14.3 6 6,000Light vehicle drivers 1 3 33.3 4 4,000Logistical support personnel 2 6 33.3 39 19,500Material-recording and transport clerks - 1 - - -Messengers porters and deliverers 3 3 100 12 4,000Other administrat & related clerks and organisers 4 8 50 65 16,250Other administrative policy and related officers 3 8 37.5 78 26,000Other information technology personnel. 1 4 25 11 11,000Other occupations 2 11 18.2 68 34,000Risk management and security services 1 2 50 6 6,000Secretaries & other keyboard operating clerks 7 23 30.4 38 5,429Security officers - 20 - - -Senior managers 8 23 34.8 859 107,375TOTAL 85 250 34 2,084 24,518117

TABLE 7.4 - Performance Related Rewards (Cash Bonus) by Salary Band for Senior Management ServiceSMS BandNumber ofBeneficiariesTotal Employment Percentage ofTotal EmploymentCost (R’000) Average Cost perBeneficiary (R)% of SMS WageBillPersonnel CostSMS (R’000)Band A 9 - - 440 4,889 6.2 7,098Band B 2 22 9.1 360 18,000 5.3 6,758Band C - 9 - - - - -Band D 1 7 14.3 164 16,400 5.1 3,243TOTAL 12 38 31.6 964 80,333 5.6 17,099TABLE 8.1 - Foreign Workers by Salary BandSalary Band Employmentat BeginningPeriodPercentage ofTotalEmploymentat End ofPeriodPercentage ofTotalChange inEmploymentPercentage ofTotalTotalEmploymentat BeginningTotalEmploymentat End ofTotalChange inEmploymentof Period PeriodTOTAL 0 0 0 0 0 0 0 0 0TABLE 8.2 - Foreign Workers by Major OccupationMajor Occupation Employmentat BeginningPeriodPercentage ofTotalEmploymentat End ofPeriodPercentage ofTotalChange inEmploymentPercentage ofTotalTotalEmploymentat BeginningTotalEmploymentat End ofTotalChange inEmploymentof Period PeriodTOTAL 0 0 0 0 0 0 0 0 0TABLE 9.1 - Sick Leave for Jan 2008 to Dec 2008Salary Band Total Days % Dayswith MedicalCertificationNumber ofEmployees usingSick Leave% of TotalEmployees usingSick LeaveAverage Days Estimated Cost Total number ofper Employee (R’000) Employees usingSick LeaveTotal numberof days withmedicalcertificationSkilled (Levels110 71.8 23 15.2 5 23 151 793-5)Highly skilled381 81.4 55 36.4 7 164 151 310production (Levels6-8)Highly skilled336 77.4 55 36.4 6 373 151 260supervision(Levels 9-12)Senior90 73.3 15 9.9 6 191 151 66management(Levels 13-16)Contract (Levels6 83.3 2 1.3 3 5 151 59-12)Contract (Levels4 0 1 0.7 4 10 151 013-16)TOTAL 927 77.7 151 100 6 766 151 720118

TABLE 9.2 - Disability Leave (Temporary and Permanent) for Jan 2008 to Dec 2008Salary Band Total Days % Days Number ofwith Medical Employees usingCertification Disability Leave% of TotalEmployees usingDisability LeaveAverage Daysper EmployeeEstimated Cost(R’000)Total numberof days withmedicalcertificationTotal numberof Employeesusing DisabilityLeaveTOTAL 0 0 0 0 0 0 0 0TABLE 9.3 - Annual Leave for Jan 2008 to Dec 2008Salary BandTotal DaysTakenAverage daysper EmployeeNumber ofEmployees whotook leaveSkilled (Levels 3-5) 594 19 32Highly skilled production (Levels 6-8) 1,157 14 81Highly skilled supervision (Levels 9-12) 1,306 17 77Senior management (Levels 13-16) 400 15 27Contract (Levels 6-8) 5 3 2Contract (Levels 9-12) 20 10 2Contract (Levels 13-16) 28 9 3TOTAL 3,510 16 224TABLE 9.4 - Capped Leave for Jan 2008 to Dec 2008Total days ofcapped leavetakenAverage numberof days takenper employeeAverage cappedleave peremployee as at31 DecemberNumber ofEmployees whotook CappedleaveTotal numberof capped leaveavailable at 31December 2008Number ofEmployees asat 31 December20082008Skilled (Levels 3-5) 9 5 30 2 450 15Highly skilled production (Levels 6-8) 10 3 14 3 484 34Highly skilled supervision (Levels 9-12) 14 7 27 2 761 28TOTAL 33 5 22 7 1,695 77TABLE 9.5 - Leave PayoutsReasonTotal Amount(R’000)Number ofEmployeesAveragePayment perEmployee (R)Leave payout for 2008/09 due to non-utilisation of leave for the previous cycle 2 1 2,000Capped leave payouts on termination of service for 2008/09 139 13 10,692Current leave payout on termination of service for 2008/09 97 7 13,857TOTAL 238 21 11,333TABLE 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) Key steps taken toreduce the risk- -- -119

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 SMSto implement the provisions contained in Part VI E ofYes Chief Director: MsMonica NewtonChapter 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 Yes Employee Health anddesignated specific staff members to promote health andwell being of your employees? If so, indicate the numberWellness ProgrammePractitionerof employees who are involved in this task and the annualbudget that is available for this purpose.Question Yes No Details, if yes3. Has the department introduced an Employee Assistanceor Health Promotion Programme for your employees? Ifso, indicate the key elements/services of the programme.Yes Employee Health &Wellness Programmeand ChangeManagement4. Has the department established (a) committee(s)Noas contemplated in Part VI E.5 (e) of Chapter 1 of thePublic Service Regulations, 2001? If so, please providethe names of the members of the committee and thestakeholder(s) that they represent.5. Has the department reviewed the employment policiesand practices of your department to ensure that these donot unfairly discriminate against employees on the basisRecruitment andSelection Policy HIV/AIDS Workplace policyof their HIV status? If so, list the employment policies/practices so reviewed.6. Has the department introduced measures to protectHIV-positive employees or those perceived to be HIVpositivefrom discrimination? If so, list the key elements ofYes Therapeutic Counsellingfor those that testedpositivethese measures.7. Does the department encourage its employees toundergo Voluntary Counselling and Testing? If so, list theresults that you have achieved.Yes Total number of clirntscounselled and testedin 2008 =35.Positivemales =0 and positivefemales=28. Has the department developed measures/indicators tomonitor & evaluate the impact of your health promotionprogramme? If so, list these measures/indicators.Yes Monthly and quarterlyreports. Annual reportamd Impact assessmentsurveys.TABLE 11.1 - Collective AgreementsSubject MatterDate- -- -TABLE 11.2 - Misconduct and Discipline Hearings FinalisedOutcomes of disciplinary hearings Number Percentage of Total TotalTOTAL 0 0 0120

TABLE 11.3 - Types of Misconduct Addressed and Disciplinary HearingsType of misconduct Number Percentage of Total TotalTOTAL 0 0 0TABLE 11.4 - Grievances LodgedNumber of grievances addressed Number Percentage of Total TotalTOTAL 0 0 0TABLE 11.5 - Disputes LodgedNumber of disputes addressed Number % of totalUpheld 0 0Dismissed 0 0Total 0TABLE 11.6 - Strike ActionsStrike Actions -Total 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 0TABLE 11.7 - Precautionary SuspensionsPrecautionary Suspensions -Number of people suspended 0Number of people whose suspension exceeded 30 days 0Average number of days suspended 0Cost (R’000) of suspensions 0TABLE 12.1 - Training Needs identifiedOccupational Categories Gender Employment Learnerships Skills Programmes Other forms of Total& other shortcoursestrainingLegislators, senior officials and Female 0 0 0 0 0managersMale 0 0 0 0 0Professionals Female 0 0 0 0 0Male 0 0 0 0 0Technicians and associateFemale 0 0 0 0 0professionalsMale 0 0 0 0 0Clerks Female 0 0 0 0 0Male 0 0 0 0 0Service 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 0121

Plant and machine operators and Female 0 0 0 0 0assemblersMale 0 0 0 0 0Elementary occupations Female 0 0 0 0 0Male 0 0 0 0 0Gender sub totals Female 0 0 0 0 0Male 0 0 0 0 0Total 0 0 0 0 0TABLE 12.2 - Training ProvidedOccupational Categories Gender Employment Learnerships Skills Programmes Other forms of Total& other shortcoursestrainingLegislators, senior officials and Female 0 0 0 0 0managersMale 0 0 0 0 0Professionals Female 0 0 0 0 0Male 0 0 0 0 0Technicians and associateFemale 0 0 0 0 0professionalsMale 0 0 0 0 0Clerks Female 0 0 0 0 0Male 0 0 0 0 0Service 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 Female 0 0 0 0 0assemblersMale 0 0 0 0 0Elementary occupations Female 0 0 0 0 0Male 0 0 0 0 0Gender sub totals Female 0 0 0 0 0Male 0 0 0 0 0Total 0 0 0 0 0TABLE 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 0122

TABLE 14.1 - Report on consultant appointments using appropriated fundsTABLE 14.2 - Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals (HDIs)Project TitleTotal Number ofConsultants thatworked on projectDurationWork daysContaact value inRandR ‘ 000Percentageownershipby HDIgroupsPercentagemanagementby HDIgroupsNumber ofconsultants fromHDI groups thatwork on theprojectComopetency Assesment 1 1 8 100% 50% 1Inception develop an assessmentframework Assessmentand short listing Produce a reporton adjudication processCompletion of Phase 1 HRDStrategy for Gauteng PublicService Imlplementaion roadmap development Final draftPublic Service HRD Strategy3 143.5 207 50% 50% 33 20 460 100% 100% 3Competency Assessment 1 1 5 100% 50% 1Review of Gauteng InnovationStrategy & Conceptualframework2 5 46 AcademicInstitutionInstitutionalSet up2Global City Benchmaking-PerformanceAssessment of current initiativeSecond Economy ProjectEvaluation framework statusdocument GPG Policy review,Beneficiary assessment, workshopand Strategic recommendationsRedevelopment of the MAN-COMM System4 110 41 64% 38% 42 123 370 51% 51% 24 61.5 80 100% 25% 4Competency Assessment 16 10 38 35% 50%Presentation on the legalopinion on labour relationsvis-vis the merger for theGautengYouth Commission3 11.5 477 100% 100% 3Competency Assessment 1 1 1 35% 50%SUB TOTAL 1,733OTHER ADVISORY SERVICES 5,001TOTAL 6,734123

124

Access 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 011 355-6220125

KUYASHESHWA: Gauteng Working Betterwww.gautengonline.gov.za or call 0860 42 88 3640860 GAUTENG126

KUYASHESHWA: Gauteng Working BetterPR193/2009ISBN: 978-0-621-38825-1www.gautengonline.gov.za or call 0860 42 88 3640860 GAUTENG128