Office of the Premier Annual Report 2010-2011.pdf - Gauteng Online

ANNUAL REPORT2010/11

PR239/2011ISBN: 978-0-621-40331-2Office of the Premier - Annual Report 2010/2011 FY.

ANNUAL REPORT 2010/11CONTENTS1. GENERAL INFORMATION 71.2 Foreword by the Premier 91.3 Introduction by the Director General 111.3.1 Overview 121.3.2 Outputs and Outcomes 121.3.3 Expenditure Review 131.3.4 Organisational Transformation and Development 141.3.5 Challenges 141.3.6 Conclusion 141.4 Mission Statement 151.5 Legislative Mandate 162. OVERVIEW OF THE OFFICE OF THE PREMIER 192.1 Voted Funds 192.2 Aim of the Vote 192.3 Key Strategic Objectives, Programmes and Achievements 192.3.1 Key Strategic Objectives 192.3.2 Programmes 192.3.3 Achievements 202.3.4Overview of the Service Delivery Environment 212.3.5 Overview of the Organisational Environment 222.3.6 Overview of Policy Developments for 2010/2011 242.3.7 Departmental Revenue and Expenditure 243. PROGRAMME PERFORMANCE3.1 Summary of Programmes 293.2 Programme 1: Administration 293.3 Programme 2: Institutional Development 343.4 Programme 3: Policy & Governance 523.4.1 Sub-Programme: Gauteng Planning Commission 524. OUTLOOK FOR 2009/10 695. FINANCIALS 716. OVERSIGHT REPORT 125Office of the Premieriii

ANNUAL REPORT 2010/11Acronyms and AbbreviationsAcronym/AbbreviationDescriptionCICOMSECCSOsDPSADTPECDEEEMTEWPHFIFAG & L SubComGCISGCRAGCROGPGHO buildingsIGRIRITIWDJDJELANLCRLGBCorporate Identity/ImageCommunication Security Pty LTDCivil Society OrganisationsDepartment of Public Service and AdministrationDesk Top PublishingEarly Childhood DevelopmentEmployment EquityExecutive Management TeamEmployee Wellness Programme for HealthFederation of International Football AssociationsGovernance and Legislation Sub Committee of the Executive CouncilGovernment Communication and Information ServiceGauteng City Region AcademyGlobal City Region ObservatoryGauteng Provincial GovernmentHead Office Buildings (i.e. provincial offices)Inter-governmental RelationsInternational RelationsInformation TechnologyInternational Women’s DayJob DescriptionJob EvaluationLocal Area NetworkLeast Cost RoutingLeader of Government Business4Office of the Premier

ANNUAL REPORT 2010/11Acronym/AbbreviationMinMECSMISSMMCMPCCNCOPNGOsOECDOOPPABX / VOIP systemPBCPCFPILIRPMDSPOAPSEAPSRSADCSCMSDIPSMSSRMSSSASWCTORsTRADescriptionMeetings of Ministers and MECsMinimum Information Security StandardsMember of Municipal CouncilMulti-Purpose Community CentresNational Council of ProvincesNon-Governmental OrganisationsOrganisation for Economic Co-Operation and DevelopmentOffice of the PremierPABX is a switchboard system and VOIP stands for Voice over InternetProtocolPremier’s Budget CommitteePremier’s Co-ordinating ForumPolicy on Incapacity Leave and Ill-Health RetirementPerformance Management and Development SystemPlan of ActionPremier’s Service Excellence AwardsPublic Service regulationsSouthern African Development CommunitySupply Chain ManagementService Delivery Improvement PlansSenior Management ServiceSecurity Risk Management ServiceState Security Agency (formerly National Intelligence Agency)Soccer World CupTerms of ReferenceThreat and Risk AssessmentOffice of the Premier5

ANNUAL REPORT 2010/11GENERAL INFORMATIONSECTION ONE1Submission of the Annual Report to the Executive AuthorityForeword by the PremierIntroduction by the Director GeneralMission StatementLegislative Mandate6Office of the Premier

ANNUAL REPORT 2010/111. GENERAL INFORMATION1.1 Submission of the Annual Report to the Executive AuthorityAs the Accounting Officer from November 2010 until the present, it gives me great pleasure to present to thePremier of Gauteng, Mrs Nomvula Mokonyane, the Annual Report for the financial period of 2010/2011.NOSIZWE NOKWE-MACAMODIRECTOR GENERALOFFICE OF THE PREMIERGAUTENGNOMVULA MOKONYANEPREMIEROFFICE OF THE PREMIERGAUTENGOffice of the Premier7

Office of the PremierANNUAL REPORT 2010/11

ANNUAL REPORT 2010/11FOREWORD BY THE PREMIER1.2 Foreword by the PremierThe 2010/2011 financial year has been characterisedby efforts to refine our ideas, solidify our plans andalign our budgets. The adoption of the outcomesbasedapproach by Cabinet in 2010 providedGovernment at all levels with a new way to prioritiseand focus on what really matters.In Gauteng, the key outcome areas identified are:• quality basic education• a long and healthy life for all South Africans• all people in South Africa are and feel safe• decent employment through inclusive economicgrowth• vibrant, equitable and sustainable ruralcommunities contributing towards food security forall• sustainable human settlements and improvedquality of household life• a responsive, accountable, effective and efficientlocal government system• creating an efficient, effective and developmentorientedpublic service and an empowered, fairand inclusive citizenship.Over and above these medium-term goals andthe detailed plans that underpin them, this year wehave also gone a step further to placing Gauteng onthe path of growth, development and job creation.Vision 2055, which is a proposed blueprint on thefuture of Gauteng, has been prepared and is readyfor public consultation in 2011/2012. It will serveas a practical guide during our medium and shorttermplanning to ensure that we are on the rightpath. This seminal document, together with theGauteng Spatial Development Framework approvedthis year, will create a single platform for land useand other plans aimed at accelerating growth anddevelopment, while at the same time shaping thefuture of our Province.PREMIER NOMVULA MOKONYANEThe Gauteng City Region (GCR) remains a criticalpart of that vision, and this year we have createda partnership with the Organisation for EconomicCo-operation and Development (OECD) to conducta territorial review of the GCR using their standardmethodology. By adopting this approach we willensure that the GCR can be benchmarked againstother city regions and we will also obtain key dataand insights to inform future policies and plans.This financial year has seen a renewed focus onthe empowerment of women, youth and peoplewith disabilities. New policy frameworks forthe empowerment of women and people withdisabilities have been created to give effect to ourdeep commitment to mainstreaming of this sector.These policies will not only improve the focus of ourinitiatives and strengthen the implementation processbut also enhance the monitoring and evaluation ofthese programmes.In our efforts to improve the quality of service deliveryin Gauteng, based on the principles of accountability,efficiency and effectiveness, we have reconfiguredthe institutional arrangements and structure ofthe Gauteng Provincial Government. We are alsoconscious of the fact that quality service deliverywill always be compromised if the fight againstcorruption is not intensified. In this regard, we hostedan anti-corruption summit to obtain the support oforganised labour, business and civil society. Thisinitiative is in line with our view that corruption is asocietal scourge that can only be eradicated if anintersectoral approach is adopted which encouragesOffice of the Premier9 9

ANNUAL REPORT 2010/11meaningful partnership across the widest range ofcivil and private organisations. The support that wehave received has been heartening and we will buildon this.As we work to improve the way we interact andcommunicate with the residents of Gauteng, wehave reorganised our Izimbizo such that theyallow for the meaningful exchange of informationbetween government and residents, thus enhancinggovernment’s work and operations and the wellbeingof our communities. To this end a number ofIzimbizo have been held across the Province to createopportunities for direct engagement. In additionwe also organised road shows across the Provinceto highlight key economic opportunities and otherservices for the people of Gauteng.In light of the work done and the achievementsattained, we are convinced that the 2010/2011period has yielded great results and that it is a trendthat will continue in 2011/2012.I would like to thank the Director-General, MsNosizwe Nokwe-Macamo for her leadership andenthusiasm, the former Chief Operating Officer,Ms Margaret-Ann Diedricks, for her contribution asActing Director-General and all staff in the Office ofthe Premier for their dedication and hard work.NOMVULA MOKONYANEGAUTENG PREMIER10Office of the Premier

ANNUAL REPORT 2010/11INTRODUCTION BY THEDIRECTOR GENERAL1.3 Introduction by the Director GeneralThe Office of the Premier occupies a unique place in government, and istasked with supporting the Premier in her role as head of the Province. Ourmandate is a broad one encompassing the following:• Acting as a political management nerve centre by providing support andstrategic advice to the Premier and the Executive Council of the GautengProvince, facilitating the Premier’s role as the head of government andher political role as Premier and facilitating strategic planning for theProvince and setting the agenda.• Providing strategic leadership and coordination through centralisedplanning, research and strategic analysis, the management of the cabinetsystems, strategic communications and stakeholder management,facilitation of the mainstreaming of issues pertaining to women, youthand people with disabilities throughout government, monitoring andevaluation and managing international and intergovernmental relations.• Providing transversal service to the Gauteng Provincial Government byfacilitating best practice in human resource development, providing legaland legislative drafting, security threat management and communicationservices and facilitating service delivery improvement and changemanagement.NOSIZWE NOKWE-MACAMODirector GeneralThese functions that have emerged from the electoral mandate inform all theactivities that the Office has undertaken in the year under review and thatare reported in this Annual Report. We are proud of our second clean auditfor the 2010/2011 financial year, and we present this annual report with theconfidence and the knowledge that our performance has been thoroughlyaudited and found to be in accordance with our plans and the principles ofgood governance that guide the functions of all government departments.Performance in the Office of the Premier is managed through monthlyreporting meetings and quarterly review sessions guided by a PerformanceInformation Management Policy that came into effect in 2009. The tablebelow provides a high level summary of the performance monitoring systemof the Office of the Premier which sees the Premier informed quarterly ofperformance through reports to the Legislature and management engagingin monthly and quarterly reporting to the Director-General:Authority Monitor MechanismPremierPremier and the Gauteng ProvincialLegislature• Annual performance plan and the budget• Quarterly reports to the Legislature• Annual report to the legislatureDirector General &Programme ManagersPremier• Quarterly reports to the Gauteng Department of Finance• Quarterly performance reviewsChief Operating Officer &Programme ManagersDirector General• Monthly performance reports• Quarterly review reportsOffice of the Premier11

ANNUAL REPORT 2010/111.3.1 OverviewThe five-year strategic plan of the Office of thePremier, which came into effect in 2009 at the startof the new term of office, outlines a range of strategicobjectives that are core to the work of the Office ofthe Premier in this term. These objectives underpin theBudget Vote and Annual Performance Plan (APP) ofthe Office of the Premier, which provide the frameworkfor this report. Each division makes unique contributionto these objectives through a range of plannedactivities, guided by specific targets and measuredby performance indicators that are established at thebeginning of every year. These plans and targets areincorporated into the performance targets of all SeniorManagement Service (SMS) members and are regularlyreported on.The five-year objectives for the Office of the Premierare as follows:• providing strategic support to the Premier andthe Executive Council to ensure effective strategicleadership of the work of government and therealisation of the electoral mandate• driving a shared vision and the strategic prioritiesof government to ensure effective implementationof the electoral mandate• facilitating the setting of clear priorities, enablinglegislation and improved governance to realisedesired policy outcomes• building a developmental state with capacity todrive change and transformation for the bettermentof the lives of the people of Gauteng• driving short, medium and long-term provincewideplanning to ensure integrated and streamlinedplanning and development across departmentsand spheres of government• monitoring and evaluation of governmentperformance• forging social compacts with all stakeholders tostrengthen social partnerships for improved servicedelivery in Gauteng• ensuring that the Premier is provided withappropriate support to effectively execute her roleand responsibilities in the Legislature• fostering strong intergovernmental andinternational relationships to advance Gauteng’sdevelopment agenda• driving the human resource policy and strategyto attract, develop and retain best possible skillsand to harness the productive energies of all GPGemployees• driving integrated and effective governmentcommunication to ensure that the people ofGauteng are well informed and have access tocredible information about government servicesand programmes• promoting participatory democracy to ensureongoing interaction between government and civilsociety.A critical development with regard to the core mandateof the Office of the Premier was the adoption of theoutcomes-based approach to planning by Cabinetin February 2010. As highlighted by the Premier inher foreword to this report, the Gauteng Province,in aligning itself to this national framework and theprescribed outcomes therein, adopted 8 key outcomesfor the period until the end of the term in 2014 thatthe Office of the Premier will play a central role infacilitating.In addition to driving this process across all portfoliosin the GPG, the Office of the Premier has alsotaken the lead with regard to the implementationof Outcome 8A which aims to create an efficient,effective and development-oriented public serviceand plays a central role in the implementation ofOutcome 8B which encompasses activities to createan empowered, fair and inclusive citizenship.The section below provides a brief overview of thehighlights of the 2010/2011 financial year, whichare discussed in more detail throughout this AnnualReport.1.3.2 Outputs and OutcomesThe work of the Gauteng Planning Commission (GPC)has been at the heart of the Office of the Premier in2010/2011. Tasked with centralised short, mediumand long-term planning for the Province, the GPC hasmade great strides in delivering on its objectives in2010/2011. Detailed outcome plans, which give effectto the agreed provincial outcomes through concreteactivities and targets and specific performancemeasures were drafted and approved. This process hasbeen critical in embedding the outcomes approach inall departments, as well as creating a shared platformfor coordinated and integrated planning. In addition,municipal plans have been aligned to this frameworkto ensure that both provincial and local governmentplans are coherent and consistent. Vision 2055, whichrepresents a significant step in providing a longtermvision for the development of the Province, wasdrafted in the year under review and complementedby a Spatial Development Framework that will bethe foundation of a coordinated approach to spatialplanning in the Province.With plans in place to guide implementation, thepriority has also been to monitor these plans. TheGauteng-Wide Monitoring and Evaluation Framework12Office of the Premier

ANNUAL REPORT 2010/11approved in 2009/2010 has been implementedand maintained. The plans of all departments arecombined into an Intergovernmental Programme ofAction (POA) that forms the framework for monitoringand evaluation. Monthly and quarterly reports havebeen submitted regularly to the Executive Council(EXCO) and an annual report, documenting theconsolidated overview of performance against thePOA has been finalised. An impact study on the EarlyChildhood Development (ECD) programme was alsocompleted in the year under review to gain insightsfor planning and implementation purposes into theoutcome that this core educational initiative has hadon children in Gauteng.Good planning is informed by good research. Incollaboration with the Organisation for Economic Cooperationand Development (OECD), the GautengProvince has initiated a Territorial Review of theGauteng City Region which will provide a range ofdata, comparable with other city-regions across theworld, to inform policy, programmes and projects.Gauteng has maintained cordial and effective relationswith international partners and intergovernmentalstakeholders in the delivery of the Programme ofAction for many years. The focus of these activities inthe 2010/2011 financial year was the implementationof newly approved frameworks to guide and informall activities in this regard. The Province has renewedits relationship with the Free State of Bavaria inGermany through a new cooperation agreement andreviewed the existing agreement with Ille-de-Franceto form a new partnership. Local government is acritical partner in service delivery, and in recognitionof the importance of “joined up” government,the Office of the Premier has facilitated regularengagements with local government through thePremier’s Co-ordinating Forum (PCF) at both politicaland operational levels, and also initiated a review ofall existing intergovernmental relations structures tostreamline and focus these engagements.Locating the Executive Council at the heart ofgovernance in the Province emerged as a criticalpriority in the new term. Consolidating on thefoundations laid in 2009/2010, cabinet supportservices such as policy analysis, policy advice, agendasetting and logistical support has continued to be acritical function. The e-Cabinet project, also initiatedin 2009/2010, saw the focus shift from facilitiesto systems, and the development and piloting ofan electronic management system to improve theefficiency and effectiveness of cabinet services andprocesses.Service delivery renewal has been a significant focusacross the GPG since 2009. This year, in supportof the broader efforts to improve service delivery,the Office of the Premier has continued to facilitateand coordinate the reconfiguration of governmentdepartments and also to provide the frameworks forimproved functioning. The Gauteng Anti-CorruptionStrategic Framework was approved by EXCO, and avery successful Anti-Corruption Summit was held withstakeholders from government, organised labour, theprivate sector and civil society to ensure that there isbroad commitment to anti-corruption efforts in theProvince. In addition, to ensure greater economyand efficiency in government services and to giveeffect to the Batho Pele principles, a Value for MoneyFramework was drafted.Empowering women, people with disabilities and theyouth remained critical in the year under review. Toimprove planning, implementation and reporting,the Office of the Premier drafted new policies for themainstreaming of women and people with disabilitiesthat will ensure new energy and attention on the issuein all government departments. Partnerships in thisregard remain critical, and through intergovernmentaland civil society structures, the Office of the Premier hasmaintained regular engagements with all stakeholdersto facilitate and coordinate implementation and tomonitor progress.As outlined in the mandate above, communicationservices are a fundamental function of the Office ofthe Premier. Using a variety of media platforms suchas the service delivery expos, Economic opportunitiesroad shows open day, Gauteng Provincial GovernmentPortal, publications such as Gauteng News and faceto-faceengagements with communities, critical EXCOdecisions, the POA and progress in the implementationof this plan have been regularly communicated to thecitizens of Gauteng. Informed by an Annual PerceptionSurvey, these communication efforts are coordinatedthrough an Annual Communication Strategy andIntergovernmental Communication Forum that ishosted by the Office of the Premier. The system alsoensures regular engagements with the media as wellas the production of media releases and opinionpieces that convey important information to the publicthrough print and broadcast media. Through the rollout of Brand Gauteng in 2010/2011 a range of newand exciting partnerships were created such as theCAF Women’s Championship in support of BanyanaBanyana’s participation in the tournament and withthe 1860 Indian Settler’s Foundation to host an eventas part of the 150 year celebrations.Office of the Premier13

ANNUAL REPORT 2010/11The hosting of the 2010 FIFA World Cup in June andJuly 2010 was a focal point for a range of activities inthe Province, and the Office of the Premier made surethrough targeted media campaigns that citizens wereencouraged to participate and fly the flag in supportof Bafana Bafana and the soccer show piece.1.3.3 Expenditure ReviewAs detailed in the Accounting Officer’s Report and theAnnual Financial Statements, the Office of the Premierreceived a final appropriation of R217,284 million. .Consistent with its mandate, the bulk of the Office ofthe Premier’s budget is committed to the compensationof staff, with the remainder primarily comprising ofgoods and services. The capital expenditure budgetedfor primarily pertains to information technologyhardware procurement, and key projects which wereimplemented in the year under review, namely, anupgrade of the Local Area Network (LAN) for theOffice to improve connectivity and the implementationof the second phase of the e-Cabinet project.1.3.4 organisational Transformation andDevelopmentThe Office of the Premier finalised an organisationalreview process and submitted a new organisationalstructure to the Premier for approval in 2010/2011.The structure was also submitted to the Ministerof Public Service and Administration for commentas required by the legislation governing the publicservice. Unfortunately substantial delays have beenexperienced in the finalisation of this process, primarilydue to the initiation of a project by the Department ofPublic Service and Administration (DPSA) late in 2010to develop a generic structure for all the provincialOffices of the Premier.1.3.5 ChallengesThe primary challenge for the Office of the Premierin the period under review has been the delay of thefinalisation of the new organisational structure ashighlighted above. This delay has resulted in capacityconstraints in key areas, most specifically the GautengPlanning Commission and the Strategic Partnershipsfunctions. In the main these were overcome throughthe implementation of good systems and the skill andefficiency of officials working in these programmes.More broadly, the ongoing challenges that havecharacterised this term of office continued to informcost-cutting and prioritisation exercises to ensuremaximum results within the allocation received by theOffice of the Premier.1.3.6 ConclusionThe Office of the Premier has carried on in 2010/2011where it left off in 2009/2010, providing leadership,guidance and coordination to the functioning of theGPG and for the Premier in her role as head of theProvince. The gains that we have made this year willbe carried forward into the Medium-Term ExpenditureFramework (MTEF) and the outer years to ensure theimplementation of the electoral mandate.The leadership of the Premier in providing a clearand consistent vision to guide and inspire the Officeof the Premier has been invaluable and I would liketo thank her for the opportunity to join her and herteam in their efforts to develop the Gauteng Province.I would also like to thank all staff in the Office of thePremier for their warm welcome and support thisyear. This report is an overview of the work of eachand every one of them, and it could not have beenachieved without their wholehearted commitment toour common purpose.NOSIZWE NOKWE-MACAMODIRECTOR GENERALOFFICE OF THE PREMIERGAUTENG14Office of the Premier

ANNUAL REPORT 2010/111.4 Mission Statement1.4.1 VisionTo be innovative, responsive and dynamic in providing strategic support to the Premier and Executive Council.1.4.2 MissionTo serve as a political nerve centre to ensure that government excels in fulfilling its mandate.1.4.3 MandateAs outlined in the Annual Performance Plan for 2010/2011, the mandate of the Office of the Premier is asfollows:Political management nerve centreStrategic leadership &co-ordinationTransversal servicesPlanning• Strategic support and advice to the Premier & EXCO• Facilitation of Premier’s role as head of government• Strategic planning and agenda setting• Support for Premier’s political role• Research, strategic analysis and policy development• Strategic communications and stakeholder management• Mainstreaming of youth, gender and disability issues• Intergovernmental relations, international relations and stakeholder relations• Leader of government business• Coordination of government strategic planning• Monitoring and evaluation• Develop the legislative agenda for the province• Transversal HR• Cabinet secretariat• Legal and legislative drafting services• Communication services• Service delivery improvement and change management• Security, threat & risk management services• Centralized planning• Spatial planning1.4.4 Strategic ObjectivesThe strategic objectives of the Office of the Premier are as follows:• providing strategic support to the Premier and the Executive Council (EXCO) to ensure effective strategicleadership of the work of government and the realisation of the electoral mandate• driving a shared vision and strategic priorities of government to ensure effective implementation of the electoralmandate• facilitating the setting of clear priorities, enabling legislation and improved governance to realise desired policyoutcomes• building a developmental state with capacity to drive change and transformation for the betterment of the livesof the people of Gauteng• driving short, medium and long-term province-wide planning to ensure integrated and streamlined planningand development across departments and spheres of government• monitoring and evaluation of government performance• forging social compacts with all stakeholders to strengthen social partnerships for improved service delivery inGauteng• ensuring that the Premier is provided with appropriate support to effectively execute her role and responsibilitiesin the LegislatureOffice of the Premier15

ANNUAL REPORT 2010/11• fostering strong intergovernmental andinternational relationships to advance Gauteng’sdevelopment agenda• driving the human resource policy and strategyto attract, develop and retain best possible skillsand to harness the productive energies of all GPGemployees• driving integrated and effective governmentcommunication to ensure that the people ofGauteng are well informed and have access tocredible information about government servicesand programmes• promoting participatory democracy to ensureongoing interaction between government and civilsociety.1.5 Legislative MandateThe Office of the Premier 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 as follows:• 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 andprinciples underlying cooperation between thevarious spheres of government.• Section 125(2) of the Constitution determines thatthe Premier exercises the executive authority ofthe province together with other members of theExecutive Council (EXCO). The Premier appointsthese members and assigns their functions andresponsibilities and delegate powers to them.• The Premier, together with the EXCO, exercisesexecutive power by:- implementing provincial legislation in theProvince- implementing all applicable nationallegislation- administering national legislation in theProvince (if assigned by Parliament)- developing and implementing provincialpolicy- coordinating the functions of the provincialadministration and its departments- performing any other function assigned to theProvincial Executive in terms of the Constitutionor an Act of Parliament.16Office of the Premier

ANNUAL REPORT 2010/11The EXCO is the fulcrum upon which the ProvincialGovernment revolves. The Premier and all membersof EXCO are accountable to the Provincial Legislaturefor the exercise of powers and the performance offunctions allocated to them and the Director-General,as the Head of the Provincial Administration, is alsomandated to manage the Public Service. This entailsadministrative leadership, planning, monitoring,coordination and delivery in accordance with thePublic Service Act, 1994 as amended, together withthe regulations.As a government department, the Office of thePremier is also expected to comply with the following:• South African National Policy Framework forWomen Empowerment and Gender Equality:December 2000• White Paper on Transforming Public ServiceDelivery (Batho Pele White Paper)• National Development Strategy• White Paper on the National Youth ServiceProgramme• National Youth Policy Development Framework:2002 Ð 2008• National Programme of Action for ChildrenFramework (NPA), launched in 1996• Public Service Act, 1994, as amended• Public Finance Management Act, 1999• Promotion of Access to Information Act, 2000• Promotion of Administrative Justice Act, 2000• Promotion of Equality and Prevention of 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• Intergovernmental Relations Framework Act, 2005(Act No. 13 of 2005).Office of the Premier17

ANNUAL REPORT 2010/11OVERVIEW OF OOPSECTION TWO2Voted FundsAim of the VoteKey Measurable Objectives, Programmes and Achievements18Office of the Premier

ANNUAL REPORT 2010/112.3.2 AchievementsThe table below outlines some of the significant achievements of the Office of the Premier in the 2010/2011financial year:Measurable ObjectiveProgrammes to support service delivery renewal.Centralised planning through the Gauteng PlanningCommission (GPC)Achievement• The piloting and implementation of the Public Liaison Hotline.• Continued co-ordination of the reconfiguration of the GPG through theChange Management Project Team (CMPT).• Facilitation of the development of new organisational structures.• Reaching agreement with organised labour on change management withregard to the splitting and merging of departments in the reconfigurationprocess.• The development of a Value for Money Framework to assist in improvingthe economy and efficiency of government services.• The drafting of a Gauteng Anti-Corruption Strategic Framework and thehosting of a stakeholder Summit on fighting corruption.• The implementation of the Outcomes-Based Approach approved bynational Cabinet through integrated outcome plans for each of the eightadopted outcomes in Gauteng.• The development of an Intergovernmental Programme of Action (POA)based on the outcome plans to focus and guide service delivery on anannual basis.• The drafting of Vision 2055, a long-term planning framework to guide thedevelopment of the province.• The drafting of a Spatial Development Framework to create a frameworkfor integrated and co-ordinating spatial planning.Monitoring & Evaluation of progress in attaining the POA • Systematic implementation of the Gauteng-wide Monitoring and EvaluationFramework.• Capacitating departments to utilize new reporting and planning tools.• Monthly and quarterly reports on progress on the implementation of thePOA submitted to ExCo.• The drafting of an annual report to provide an overview of progress on theimplementation of the POA.• The conducting of an impact study on Early Childhood Development (ECD).• A baseline study on the 50 poorest wards was completed.• A territorial review of the Gauteng City Region was initiated in partnershipwith the OECDInternational & Government Relations in support of thefive year Programme of ActionProviding strategic cabinet office services• Wide circulation of the new Inter-governmental Relations Framework andthe initiation of a review of intergovernmental relations structures.• The hosting of regular intergovernmental fora such as the Premier’s CoordinatingForum (PCF).• The development of an annual international relations programme.• The establishment of an International Relations Forum to monitor theimplementation of the International Relations Framework.• The review of the sisterhood agreement with Ille-de-France and the draftinga new agreement.• The finalisation of a new sisterhood agreement with the Free State ofBavaria.• Policy advice and agenda setting based on the POA.• Analysis and quality assurance of cabinet memos.• Management of the cabinet system through the provision of secretariatservices.• Hosting of sessions with key GPG staff on the requirements and processesof the cabinet system.• The implementation of the second phase of the e-Cabinet system and thecreation of the legislation and policy database20Office of the Premier

ANNUAL REPORT 2010/11Measurable ObjectiveSupporting cabinet communicationBuilding partnerships in support of the Programme ofActionFacilitating integrated programmes for vulnerablegroups including women, youth, people with disabilitiesand military veteransPublic campaigns linked to the Programme of ActionEffective corporate servicesAchievement• Public participation events were hosted throughout the year to providecommunities with the opportunity to engage directly with members of theExecutive Council.• Economic Opportunity Road shows were hosted to provide informationabout opportunities in the Gauteng economy.• Open days at Thosung Service Centres• Service Delivery Expos• The 2010 FIFA World Cup and other events through the year createdsignificant opportunities for the creation of partnerships such as the CAFWomen’s Championship in support of the Banyana Banyana’s participationin the event and with the 1860 Indian Settler’s Foundation as part of the150 year celebrations .• New policies in support of women and people with disabilities approved.• Regular engagement with government stakeholders and civil societythrough structured fora.• Successful events held to recognise the role of youth, women and peoplewith disabilities aligned to national and international commemorative days.• A range of public campaigns in support of the POA were hostedthroughout the year including:• The welcome campaigns for visitors attending the 2010 FIFA World Cup• Advertising campaigns in support of the Gauteng International Carnival• Mandela Day.• Obtaining an unqualified audit report with no matters of emphasis.• Development of the annual HR plan for the Office.• Drafting and approval of new organisational structure for the Office of thePremier.• Implementation of the LAN upgrade project.• Payment of 97% of service providers within 30 days.• Ongoing provision of security threat management services to the GPG andthe Office of the Premier.2.3.3 Overview of the Service Delivery EnvironmentConsistent with the electoral mandate for 2009 to 2014, the Office of the Premier continues to play a key rolein supporting the effective assertion of the political authority of the Premier and the Executive Council as thecentre of government in Gauteng in driving the implementation of the electoral mandate. A new organisationalstructure that will provide for new capacity in key areas and the reorganisation of existing capacity was approved.Finalisation of the process, however, is still awaited from the Minister of Public Service and Administration.The Office of the Premier has continued to strengthen its role as a political nerve centre to ensure effectiveoversight and monitoring and evaluation in relation to the implementation of government’s programme andpriorities in Gauteng. In addition, new systems and processes aligned to the adoption of a national approach toplanning has facilitated the work-centralised planning for the province as a whole and focused more attentionon functions related to policy, research and government relations. Communication with the citizens of Gautengremains a core and critical function.Office of the Premier21

ANNUAL REPORT 2010/11Consistent with the demand of the mandate, greater emphasis is placed in this new structure by creating branchesrepresenting the core functions of the Office of the Premier. The focus is on building capacity in the followingareas:• The Gauteng Planning Commission• The Cabinet Office• Intergovernmental Relations and Stakeholder Relations.2.3.6 Overview of Policy Developments for 2010/2011As highlighted in the overview by the Director-General above, the adoption of the outcomes-based approach hassignificant implications for the Office of the Premier and the GPG. Tasked with the responsibility of centralisedplanning, the Gauteng Planning Commission (GPC) has taken the lead in implementing this approach and theOffice of the Premier has been tasked with leading the outcome to create an efficient, effective and developmentorientedpublic service.The focus areas for the outcome include:• improving service delivery and access to services• improving human resources and administration in the public service• active prevention and management of corruption in the public services• implementation of the Promotion of Access to Justice Act (PAJA) and the Promotion of Access to InformationAct (PAIA).The Office of the Premier also plays a support role in the implementation of the outcome in support of citizenship,particularly in the areas of improving communication to citizens and improving equity and empowerment forwomen, youth and people with disabilities. This outcome will begin to be implemented in the 2011/2012 financialyear and has informed the budgeting processes for the Office of the Premier for the MTEF.The approval of new policy frameworks for the mainstreaming of women and people with disabilities hasimpacted on the Office of the Premier as well. To ensure that capacity exists to take these processes forward andembed the policy principles within the Office of the Premier, gender, disability and youth focal points have beenappointed at SMS level.2.3.7 Departmental Revenue and ExpenditureCollection of RevenueThe Office of the Premier is not a revenue generating entity, and as such revenue collection levels remain verylow. Revenue received is mainly for parking, interest received and salary debts recovered.Interest, dividends & rent onland(Specify)Sale of Goods & Services otherthan capital assets2007/08 ActualR’0002008/09 ActualR’0002009/10 ActualR’0002010/11 TargetR’0002010/2011ActualR’000% deviationfrom targetR’00048 23 13 46 18 60.927 30 34 54 38 29.7Transactions in financial assets128 39 726 574 641 11.7and liabilitiesTOTAL DEPARTMENTAL RECEIPTS 203 92 773 674 697 3.424Office of the Premier

ANNUAL REPORT 2010/11Departmental ExpenditureThe Office of the Premier underspent by 11,2% in the year under review. This underspending was primarily inProgramme One in the Compensation classification and Programme 3 in the Goods and Services classification.ProgrammesVoted for2010/2011R’000Roll-overs &adjustmentsR’000VirementR’000Total VotedR’000ActualExpenditureR’000Variance%Programme 1 74 594 - (1 041) 73 553 60 878 17.23Programme 2 88 689 - 310 88 999 83 128 6.6Programme 3 54 001 - 731 54 732 48 988 10.5TOTAL 217 284 - - 217 284 192 994 11.2Transfer PaymentsThe Office of the Premier supports the functioning of the Gauteng City Region Observatory in partnership withthe University of the Witwatersrand and the University of Johannesburg. The organisation was established in2009 as one of the critical functionaries in support of the Gauteng City Region and is tasked with research andbenchmarking.Name of InstitutionAmount TransferredEstimate ExpenditureR’000R’000Global City Region Observatory (GCRO) 9 680 9 680Conditional Grants and earmarked fundsNot applicable.Capital InvestmentThe Office of the Premier does not invest substantially in its own capital projects. The Department of InfrastructureDevelopment acts as an implementation agency for all departmental capital works budgets.In 2010/2011, the Office of the Premier completed an upgrade of the Local Area Network (LAN). This upgradehas facilitated more reliable internet access, as well as upgrades with regard to switchboard operations that arenow based on Voice Over Internet Protocol (VOIP) technology. The roll out of VOIP telephony to all staff in theoffice will be finalised in the 2011/2012 financial year.MaintenanceMaintenance services continued to be facilitated by the Office of the Premier but carried out by contractors of theDepartment of Infrastructure.Asset ManagementThe Department does not own any fixed property, as all land and buildings currently occupied by the Departmentare owned by government and administered by the Department of Infrastructure Development (DID). All assetshave been fairly valued as required by GRAP (Generally Recognised Accounting Practices) and the fixed assetregister has been updated accordingly. These valuations were performed in terms of the International FinancialReporting Standards (IFRS) accounting statements, which prescribe the methodology that must be adhered to. Noassets were disposed of in the year under review.Standard procurement processes in line with broader frameworks are in place to ensure transparency and equityin the development and awarding of tenders that are managed in collaboration with the Gauteng Departmentof Finance Shared Services Division.In 2009/2010 a 3-year obsolescence model was adopted to inform the procurement of information technologyhardware. The model has remained in operation and this has resulted in significant cost efficiencies with regardto hardware procurement.Office of the Premier25

ANNUAL REPORT 2010/11MANAGEMENT TEAMNosizwe Nokwe-Macamo:Director GeneralMatlakalaMotloung:Deputy DirectorGeneral,GovernmentCommunication& InformationServicesAnnetteGriessel:Deputy DirectorGeneral,GautengPlanningCommissionAvivaManqa:DeputyDirectorGeneral,Private Officeof the PremierThelmaNgcobo:Deputy DirectorGeneral,InstitutionalSupportServicesMarie-LouiseMoodie:Acting DeputyDirectorGeneral,Policy andGovernanceMasabataMutlaneng: DeputyDirector General,Special ProgrammesSifiso Mkhize:Chief FinancialOfficerMonicaNewton:Chief Director,Strategic andOperationalSupportAdv GeertKuit: ChiefDirector,LegalServicesDumisaniZulu: ChiefDirector:Research andSpeech WritingCollin Pitso:Chief of Staff,Private Office ofthe PremierMatsieSeritsane:Chief Director,Provincial Policyand ResearchXoli Mngambi:Premier’sSpokespersonMmemmeMakane:Director,SpecialProgrammesVanithaMurugan:Acting Director,Service DeliveryJoy Dladla:Director, Leaderof GovernmentBusinessSupportGashRungasamy:Acting Director,Securityand ThreatManagementPatrickNetshandama:Director,IntergovernmentalRelationsIsrael Mogale:Director,CorporateCommunicationServicesWilsonMphetso:Director,Supply ChainManagementMphahleNkadimeng:Director, SocioEconomic andIntelligenceRamoshidiRamogayane:Director, SocialSector PolicyMinnette Smit:Director: Officeof the DirectorGeneralGirish Magan:Director, IT andAuxillary ServicesShirley Misser:Director, LegalServicesSaras Naidoo:Director,Branding andMarketingHennieMalan:Director,FinancialManagementZain Bulbulia:Director,Disability RightsNalini Naicker:Director,ChangeManagementSiphoMokoena:Director,Strategy andMedia LiaisonSthenjwaNgcobo:Director,Performance,Monitoringand EvaluationGamuMazibuko:Director,TransversalHumanResourcesSibongileNgwenya:Director,InternalHumanResourceDevelopmentTebogo Modise:Acting Director,DevelopmentCommunications26Office of the Premier

ANNUAL REPORT 2010/11Office of the Premier27

ANNUAL REPORT 2010/11PROGRAMME PERFORMANCE3SECTION THREE28Office of the Premier

ANNUAL REPORT 2010/113. 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 Private office, the Office for Executive Council Support, theOffice of the Director General, Financial Management and Security and Risk Management. The programmeis responsible for the overall strategic management of the province and supporting the Premier and ExecutiveCouncil and the Director General in fulfilling their statutory and political responsibilities.This programme is comprised of Strategic Human Resources, Legal Services and GovernmentCommunication and Information Services (GCIS). Functions under this programme promotes effectivegovernment communication with high levels of public participation, awareness and access to governmentinformation and positive perceptions of government; provide Human Resource Management and AuxiliaryServices support to the Office of the Premier and strategic transversal support on Human ResourcesManagement to the Gauteng Provincial Government and provide strategic Legal & advisory support to thePremier and the Executive Council.To support the Premier and Executive Council with policy advice, planning, monitoring and evaluation aswell as the appropriate co-ordination of transversal issues and building capacity within Gauteng ProvincialGovernment departments.3.2 Programme 1: AdministrationThe programme is responsible for the overall strategicmanagement of the Province and for supporting thePremier, Executive Council and the Director-Generalin fulfilling their statutory and political responsibilities.Administration is comprised of the Premier’s SupportOffice, the Office of the Director-General and theOffice of the Chief Operating Officer, FinancialManagement and Security and Risk Management.3.2.1 Sub-Programmes: Premier’s Support andDirector GeneralPurpose:The purpose of the sub-programme is to providetimeous and effective strategic, operational andadministrative support to the administrative andpolitical principals.Measurable objective:The sub-programme in 2010/2011 aimed to:• monitor and evaluate the implementation,performance and impact of Office of the Premier’spolicies and programmes• coordinate organisational planning• prepare and submit a Service Delivery ImprovementPlan (SDIP) and Annual Citizen’s Report• coordinate special projects in identified areas.Service delivery objectives and indicators:The Office of the Premier’s Annual Performance Planfor 2010/2011 was prepared and submitted to theGauteng Department of Finance. Quarterly reportshave also been submitted regularly to the GautengDepartment of Finance and the Gauteng ProvincialLegislature.Through the Chief Operating Officer, a range ofspecial projects were identified which required directoversight by the Office of the Premier. To ensureprogress in these areas, quarterly progress reportswere prepared for the Premier. These projectsinclude:• the Integrated Transport System including a rapidrail link between Gauteng and KwaZulu-Natal• the Sedibeng Sewer Works project• alternative models for infrastructure funding• renewable energy, including the Babalegi Project• sector development initiatives as outlined in theGEGDS• the Integrated Human Settlements strategyincluding the 20 Priority Townships Project• the reconfiguration of the GPG including the Officeof the Premier• a review of agencies in the GPG• urban renewal programmes for Germiston,Krugersdorp and Vereeninging• the Spatial Development Framework• commemorative days and new heritage projects.Office of the Premier29

ANNUAL REPORT 2010/11Service delivery achievements:OutputsOutput performance Actual Performance Against TargetReasons for Major Variancesmeasures/service delivery TargetActualindicatorsSubmission of statutory 100% of planning 100% 100% No varianceplanning documentation documentation submittedMonthly and quarterly Holding of monthly and 8 monthly reports 8 monthly reports No varianceExecutive ManagementTeam (EMT) meetingsheldquarterly EMT meetings 4 quarterly reports1 annual report4 quarterly reports1 annual reportSpecial project reports 4 special projects reports 4 quarterly reports 4 quarterly reports No variance.submittedsubmittedService Deliveryimprovement plan andAnnual Citizen’s reportsubmittedTimeous submission ofSDIP and Annual Citizen’sReport2 1 The OOP SDIP for 2009 – 2012 wassubmitted in the 2009/10 financialyear. A draft SDIP update wasprepared, however the documentrequired redrafting to ensurealignment to transversal frameworkssuch as the Value for MoneyFramework.3.2.2 Sub-Programme : Financial ManagementPurpose:The purpose of the sub-programme is to ensureeffective and efficient systems of financial, supplychain management and risk management in theOffice of the Premier in accordance with legislativerequirements.Measurable objective:The objectives of the sub-programme are to:• maintain an effective, efficient and transparentsystem of financial management• effective financial risk management and internalcontrol• to manage supply chain management in afair, equitable, transparent, cost-effective andcompetitive manner.Service delivery objectives and indicators:All statutory financial planning and reporting wascompleted within the required Treasury deadlines.The Office of the Premier has largely compliedwith the Government priority of “strengthening thedevelopmental state and governance” during the2010/2011 financial year.In 2010/2011 the unit succeeded in improving onpayments to service providers within 30 days with avariance of 3% relating to commitments and accrualsat year-end and underspending of R24 million. Inrespect of supply chain management activities,the table below provides an overview of BBBEEprocurement achievements, 6% attainment accros alltargets for the year under review:BBBEE TargetGroupGPG Target OOP Spend2010/2011% of TotalSpendWomen 30% 11,591,343 17%Youth 10% 6,576,711 10%People with 5% 352,373 1%DisabilitiesHDIs 80% 43,134,672 65%The implementation of the approved RiskManagement Plan, Fraud Prevention Plan, updatedrisk register and the mitigating of risks in 2010/2011,have enhanced the efforts of the Office of the Premierto adhere to the priority of Government to “intensifythe fight against crime and corruption”.30Office of the Premier

ANNUAL REPORT 2010/11Service delivery achievements:OutputsOutput performancemeasures/servicedelivery indicatorsMaintenance of an Unqualified auditeffective, efficient opinionand transparentsystems of financial Settle all contractualmanagement obligations and pay allmoney owing within30 days or as peragreementEffective financial Approved Risk Plan andrisk management risks mitigatedand internal controlActual Performance Against TargetReasons for Major VariancesTargetActualUnqualified auditopinionUnqualified auditopinion with nomatters of emphasisNo variance 1100% payment to 97% payment to 3% variance due to commitments andservice providers service providers accruals at year- end.within 30 days. within 30 daysRevised & Approved Approved risk plan No variance.risk management in placeplan and risksmitigatedUpdated risk register Updated register. No variance.Revised & Approvedfraud prevention planApproved FraudPrevention Plan inplace.No variance.To manage SCMin a fair, equitable,transparent, costeffective andcompetitive mannerProcurement targetsto be determined inline with GPG BBBEEstrategyBBBEE targets to beattained.62% of targetsattained.Women 30% Women 17%Youth 10% Youth 10%38% variance mainly due to theimplementation of the various categories,especially difficulties experienced toinclude disability people with business.PWD 5% PWD 1%HDIs 80% HDIs 65%3.2.3 Sub-Programme : Security Risk ManagementPurpose:The primary purpose of the sub-programme is tofacilitate, coordinate and monitor security within theGPG, as well as to render and administer the overallsecurity functions of the Office of the Premier. Thisinvolves ensuring the optimal management andprovision of appropriate security services to ensurethe protection of government’s people, assets andinformation.• Rendering of security risk management and servicesto the Office of the Premier, the GPG and EXCO toensure a safe and secure environment in the GPG.• Ensuring a safe and secure working environment inthe Office of the Premier and the GPG and providingstrategic security risk management services for theGPG.• Compliance with the Minimum Information SecurityStandards (MISS) in the GPG is achieved byconducting MISS awareness training, implementingphysical security measures, developing policies andoperating procedures, conducting disaster planningand monitoring and facilitating the same throughoutthe GPG.• Monitoring and protection of state assets in the1. To be included in consultation with the Office of the AG.Office of the Premier and the GPG are achieved byapplying access control and guarding services andmonitoring incidents from a centralised control.• The safety of the executive is ensured by eventsplanning and monitoring and securing the residencesof the Premier and members of the Executive.• Ensuring incident-free GPG events and renderingescort duties for the President, Deputy President,Premier and the Executive and delegations of foreignVIPs visiting the GPG.• Maintaining and upgrading security systems.Measurable objective:Reduction of security incidents, breaches and a safeand secure environment in the Gauteng ProvincialGovernment.Service delivery objectives and indicators:The rendering of security services in the GPG isessential in order to support and provide a secureenvironment for the implementation of the electoralmandate. The emphasis of the programme isimproving the delivery of security risk managementservices to the GPG.Information security is critical to effective governanceand physical safety is a fundamental provision in theOffice of the Premier31

ANNUAL REPORT 2010/113.3 Programme 2: Institutional DevelopmentThis programme is comprised of Strategic HumanResources, Legal Services and GovernmentCommunication and Information Service (GCIS).These services promote effective governmentcommunication with high levels of publicparticipation, awareness and access to governmentinformation and positive perceptions of government.It provides Human Resource Management andAuxiliary Services support to the Office of the Premier,strategic support on Human Resources Managementto the GPG and strategic legal support to the Premierand EXCO to ensure that the Office of the Premierexcels in fulfilling its mandate.Purpose:The purpose of this sub-programme is to providesupport for Human Resource Management,Information Communication and Technologyservices and Legal Services. It also provides strategicsupport on Human Resources Management to theGauteng Provincial Government..The sub-programme contributes towards institutionalexcellence for the Office of the Premier by providingsupport in the following areas:• Human Resources Management (Transversal HR &Internal HR)• Auxiliary Services• Information and Communications Technology• Security Risk Management Services.Measurable objective:The strategic objectives of the sub-programme are:• to provide Strategic Human Resources Managementsupport for the Gauteng Provincial Government,and to ensure the attraction, development andretention of the human resources capacity requiredfor delivery on the 2014 vision.3.3.1 Sub-Programme: Strategic Human ResourceServicesThe sub-programme: Strategic Human Resourcescomprises two sub-sub programmes as follows:• Transversal Strategic Human Resources providingservices to GPG departments.• Internal Human Resource Services providingservices to the Office of the Premier.3.3.1.1 Sub-Sub Programme: Transversal StrategicHuman ResourcesPurpose:To provide support and guidance to all theGauteng Provincial Government Departments in theimplementation of Human Resource Services.Measurable objective:The objectives of the sub-sub programme are:• the implementation of the GPG ReconfigurationFramework• the implementation and coordination of DPSAprojects• finalisation of the integrated GPG HR plan• roll out of the SAS project.Service Delivery Objectives and IndicatorsThe indicators for the function include:• the successful implementation of the reconfigurationand change management strategy• improved attainment of Employment Equity targetsfor youth, people with disabilities and women atSMS level• improved compliance with DPSA projects• improved compliance with resolutions taken atvarious bargaining chambers• approved integrated HR plan for the GPG submittedto DPSA.The Reconfiguration of the Gauteng Provincial GovernmentAll departments have developed draft organisationalstructures in line with the broader reconfiguration ofthe GPG. Delays have, however, been experienced infinalising the approval process and implementationmainly due to the public sector strike in the latter partof the 2nd quarter and the first part of the 3rd quarter.Leadership changes in some departments have alsoimpacted on this project. The consultation processwith the DPSA has also impacted on especially thePremier’s Office and the Planning Commission’sstructure, mainly due to an initiative by the DPSA tostandardise on structures of Premier’s Offices.The Office of the Premier has been providing continuoustechnical support to departments through its ProjectManagement Office. Monitoring of progress made bydepartments has been ongoing and the Office of thePremier has been assisting departments to deal withchallenges arising from the reconfiguration process.Despite delays emanating from the public sector strikethat brought consultation with organised labour to acomplete standstill during that period, all consultationforums in departments resumed shortly after the strikeended.The Executive Council (EXCO) approved the review ofagencies and the affected departments are currentlyimplementing the resolutions.Implementation of national projects under the auspicesof the DPSAThe Office of the Premier ensured effective coordination,implementation and monitoring of all projects such asthe PILIR, HR Connect and HR Steering Committees forthe implementation of aspects of Outcome 8A which34Office of the Premier

ANNUAL REPORT 2010/11are related to HR programmes specifically. The Officealso coordinated the PALAMA initiated programmessuccessfully such as the Massified Public Servants’Induction and the Breaking Barriers to entrance intothe Public Service by unemployed graduates. Thefollowing specific achievements in the 2010/2011financial year are notable:• PILIR: A new service provider was appointedto provide HRM services to the GPG. A contractwas signed and all departments are complying,except for the Department of Health and SocialDevelopment.• HR Connect: Cohorts 2 and 3 of this project havebeen finalised and the performance of the GPGwas at 83%.• Implementation of Outcome 8A: The incorporationof this outcome in the performance agreementsof all SMS appointees with specific reference torecruitment and retention, HR planning, skillsdevelopment and cadre development, performancemanagement and the management of discipline.Development of a Social Compact with OrganisedLabourThe Co-ordinating Chamber of the PSCBC: GautengProvince (CCPGP) engaged in extensive consultativeprocesses which culminated in an agreement meantto regulate the reconfiguration for all employees onlevels 1-12. The CCPGP Resolution 1 of 2010 set inplace a synchronised plan for the management ofchange in the GPG in all departments affected bymergers and splitting.Collective Bargaining and Labour RelationsThe Office of the Premier implemented a strikemanagement plan during the massive public servantsstrike in 2010 in that contingency plans were put in placein ensuring continuous service delivery to communitieseven during that most difficult time. Regular reportswere generated to ensure that management werekept abreast of matters. The GPG Labour RelationsForum continuously engaged in programmes thatenhanced the skills of LR Practitioners so as to enablethem to provide the required support to the employerand employees alike. The CCPGP agreed on aframework to regulate reconfiguration processes inthe GPG. All these efforts culminated in Resolution 1of 2010 which has been implemented successfully inthe management of the reconfiguration of some GPGdepartments in line with the new mandate.Development and Implementation of the ProvincialAnti-corruption StrategyA draft GPG Framework on Conflict of Interest andFinancial Disclosures was developed as a tool thatwould ensure that all GPG employees disclose theirfinancial interest. The draft was tabled at the HRForum and was accepted. It is now en route to theChamber and the Governance and Administration(G&A) Cluster.Monitoring of Employment Equity (EE) targetsThe Office of the Premier engaged in a series ofmeetings with the Gauteng Department of Finance(GDF) with a view to determining factors that arean impediment in the achievement of the 50%appointment of women in SMS positions, and 2% ofappointments of people with disabilities. A plan wasdrafted to address the identified challenges to attainthe GPG targets with regard to the employment ofpeople with disabilities.Service delivery objectives and indicatorsOutputsOutput performancemeasures/ service deliveryindicatorsImplementation of the Improved service deliveryGPG Reconfiguration implementationFrameworkActual Performance Against TargetTargetActualMonitor the enforcement Development of aof resolutions at the Framework Guiding thePublic Service CoordinatingBargaining for levels 1-12 thatReconfiguration processCouncil (PSCBC) and informed Resolution 1 ofCCPGP2010Further development of The GPG Conflict ofpolicies and strategies Interest and Financialas identified by the GPG Disclosure FrameworkLR and GPG HR forum has been developed andand the monitoring of the draft was tabled atcompliancethe HR Forum for inputs.Completion of the agency Agency review completedreviewReasons for MajorVariancesNo varianceThe draft has to be tabledat the Chamber prior tosubmission to ExCo forapprovalNo varianceOffice of the Premier35

ANNUAL REPORT 2010/11OutputsOutput performancemeasures/ service deliveryindicatorsActual Performance Against TargetTargetActualReasons for MajorVariancesImplementation ofthe GPG ChangeManagement ProjectContinuous monitoringand support to GPGdepartments throughthe Project ManagementOffice PMO). Alldepartments affectedby the reconfigurationproject have draftstructures and are inprocess of finalizing theirstructures.Delays have beenexperienced in finalizingthe draft structures ofdepartments due toleadership changes inthose departments. DPSAconsultation processeshave also delayedthe finalization ondepartmental structures.Implementation andco-ordination of DPSAprojectsImproved compliancewith DPSA projectsMonitoring of DPSAprescriptsPILIR, HR Connect andOutcome 8A planningfacilitated in the GPGNo variance.Development of anIntegrated GPG HR PlanDevelopment on anIntegrated HR Plan andsubmission to DPSAApproved HR PlanHR plan tabled atChamber for consultationIn line with CCPGPResolution 1 of 2010,organised labour must beconsulted on HR plans.Due to the schedule ofCCPGP meetings, theOffice was unable totable it before the end ofthe financial year.Monitoring EE TargetsImproved attainment ofEE targets at SMS levelfor women, youth andpeople with disabilitiesImproved attainment ofEE targets.40% of GPG SMSmembers are women.0.2% of SMS membersare people withdisabilities.16,5% of SMS membersare young people.Levels of employment ofpeople with disabilitiesremains low due torecruitment challenges.3.3.1.2 Sub-Sub Programme: Internal Human ResourcesPurpose:Providing efficient and effective Corporate Services related to internal human resource management andadministration.Measurable objective:Enhancing corporate services to support delivery on core mandates by:• intensifying the learnership and internship programme• development of standard operating procedures• finalisation of the development of the Internal HR Plan• fighting against crime through 100% compliance with financial disclosures regulations as outlined in the PublicService Regulations• ensuring 100% compliance with qualification and employment verification• alignment of HR processes to the reconfiguration project (placing and matching, job description writing, jobevaluation, skills audit, etc.)• improving better health care for OOP employees through the implementation and facilitation of the EmployeeHealth and Wellness Programme• continuous engagement in organisational developmental processes that include HCM/SAP, development of HRpolicies and strategies, including culture change and general change management.36Office of the Premier

ANNUAL REPORT 2010/11Service delivery objectives and indicators:The Office of the Premier focused in 2010/2011 onimproving the control environment within HR servicesand reviewed of a range of policies strategies for theOffice. Policies that have been approved for adoptioninclude office rules, leave, relocation, working hours,internships and bursaries. To ensure that capacityand skills in the Office of the Premier are retained,a retention strategy was developed that proposesa range of mechanisms to curb high turnover. Toassist all functions with regard to the developmentof policies, a template was developed for all policiesthat ensures standardisation of all policies in terms ofareas of focus and content, along with a process mapfor the development of policies.To improve the administration of human resourcesin the Office of the Premier, a range of standardprocedure manuals for recruitment, selection andadministration of appointment services, performancemanagement development systems and exitmanagement have been developed. The documentsrepresent a concise tool with all activities, mechanismsand controls which will assist the user at every stageof the process.The Workplace Skills Plan and Annual TrainingReport were submitted to the Public Service SectorEducation and Training Authority (PSETA) timeouslyand all quarterly reports were submitted as well. Staffat all levels have been exposed to targeted trainingas indicated in the annual training report. In supportof skills development, thirty-three employees wereawarded bursaries to pursue tertiary studies thatsatisfied both professional and personal developmentneeds. Four employees were registered on an ABETdevelopmental programme. Eight employees began aManagement Development Program with the GautengCity Region Academy (GCRA) in collaborationwith Milpark Business School, and two employeesenrolled for the Management Advancement Programwith GCRA in collaboration with University of theWitwatersrand.The implementation of the Internship Programmecommenced in 2010/2011 after it had been placedon hold due to the re-configuration process. Acomprehensive internship programme, aligned to theDPSA framework, was developed based on a needsanalysis conducted with all divisions. Ten internsjoined the Office in February 2011 and another 10interns will commence duty in the new financial year.The delay in the recruitment of the desired cohortof interns occurred due to the challenges that wereexperienced in recruiting candidates with disabilities.Through consultation with disability units at tertiaryinstitutions, one disabled intern joined the internshipprogramme in 2010/2011.The Employee Health & Wellness Program recordedthe following achievements for 2010/11:• commemorated World AIDS Day in December2010 by collaborating with GCRA and deliveringmessages on AIDS prevention and living healthlywith AIDS• partnered with GEMS and held a successful Healthand Wellness Day which covered overall educationand testing for dreaded diseases and VoluntaryCounseling and Testing (VCT)• commemorated Women’s Month in September2010 (delayed due to public service strike action)which covered talks on cancer, relationships andbeing financially fit.One general staff meeting was held to introduce andwelcome the new Director-General into the Office ofthe Premier. A successful year-end function was heldin collaboration with GCIS.The reconfiguration process and the implementationof a new organisational structure are still underway.Whilst the DPSA has not given final inputs on theorganisational structure, the Office of the Premier hasput holistic plans in place that will ensure that once thego-ahead have been given to implement the structure,seamless integration can be achieved.The following achievements can be recorded in thereconfiguration process:• Vacant funded posts retained from the old structure(in the pending structure) have been identified andare being filled.• Priority posts within the new structure have beenidentified. This enabled funding to be sourced forthe priority posts.• Job evaluations of the priority posts have beenapproved.• A desktop matching and placement strategy, whichwas the subject of consultation with organised labour,was developed to identify the core skills within theOffice of the Premier, the number of employees whocould be migrated seamlessly across from the oldto the new structure and the possible vacancies thatwill exist should the new structure be approved.• An intensive holistic change management strategyand implementation programme was formulatedand rolled out. The Change Management ProjectTeam (CMPT) was established, met every fortnightand reported progress against plans regularlyto both the project team and all other affectedstakeholders, including the Departmental ChangeManagement Project Team, Broad ManagementTeam (BMT) and Executive Management Team(EMT). Holistic project plans were compiled by thestreams with the CMPT that would allow necessarychanges to be implemented as and when required.Office of the Premier37

ANNUAL REPORT 2010/11Service delivery achievements:OutputsOutput performance Actual Performance Against TargetReasons for Majormeasures/service delivery TargetActualVariancesindicatorsImproved succession &retentionReduced turnover rate Reduce turnover byresignation by 35%Turnover rate for 09/10by resignation was 3.2%(8 resignations out of aIn some cases, officialswere promoted to postswithin the GPG.total of 48 terminations).Turnover rate for 10/11by resignation was 3.1%(8 out of a total of 19resignations).Adoption and roll out ofthe policies and identifiedstrategies.• HR Plan has beenapproved andimplemented.• HRD Plan has beenEmphasis was placedon the review of existingpolicies and formulationof new policiesapproved and isimplemented.• Succession andRetention Policy.• Skills Developmentpolicy is in draftand at stakeholderconsultation stage.• 6 identified Policieswere adopted. Theidentified strategy is stillin draft. Consultation isunderway.• Change ManagementStrategy is in placeIntensify the learnership &internship programmeImplementation of theInternship programmeIntake of 20 Interns 10 interns commencedduty on 01 February2011. Inductionprogramme developedand is implemented.There was a delay inthe recruitment of theother 10 interns due tochallenges with regard tomeeting equity targets.Remaining 10 Internscommence duty in May2011. 2% target achievedfor PWD.WSP & Annual training Implementation of the Report submitted Report submitted No variancereport submitted WSP and annual trainingreportStandard OperatingProcedures for HRmanagement andadministrationImplementation of SOP’s 2 SOP’s developed 2 Process Maps havebeen completed.Procedure manuals havebeen signed off andmanuals were printed.2 HR SOP’s are beingdeveloped in consultationwith GDF. Process Mapshave been developed.Procedure manuals havebeen developed.No variance38Office of the Premier

ANNUAL REPORT 2010/11OutputsOutput performancemeasures/service deliveryindicators100% compliance withEE PlanActual Performance Against TargetTargetActualReasons for MajorVariances100% compliance withEE PlanImplementation of EE EE Reports have beenPlanapproved and submittedto Department of Labour.EE plan is in draft andin consultation phase.Terms of reference forEE committee have beendrafted.The need to establish anew Employment Equitycommittee has delayedthe approval of the planDevelopment & review ofpolicies and proceduresEmployee wellnessprogramme implementedDevelopment andreview of policies andproceduresImplementation of OOPHIV/Aids Programme8 policies to be reviewed 8 policies reviewed. No variance100% implementation of Plan implemented by No variancethe plancommemorating WorldAids day and hostinga successful Health &Wellness Day for OOPstaff.3.3.2 Sub-Programme: Information CommunicationPurpose:To enhance corporate services to support deliveryon core mandates by enhancing productivityand efficiencies through information technology,institutional knowledge and facilities management.Measurable objective:The IT & e-Governance sub-programme in 2010/11aimed to:• manage information and communicationstechnology infrastructure and systems in the Officeof the Premier and upgrade identified infrastructure• implement business continuity and disasterrecovery processes• save on telecommunications costs in the Office ofthe Premier• provide all employees of the Office of the Premierwith a serviced workstation• manage records in accordance with the NationalArchives Act of 1996.Service delivery objectives and indicators:Information technology is provided by the subsub-programmewithin the Office of the Premieras well as through offsite services provided by theGauteng Department of Finance. The rendering ofinformation technology services in the Office of thePremier is essentially to support the user base witha reliable IT infrastructure and support services forthe implementation of the electoral mandate. Tothis end the sub-sub-programme provides technicalsupport for hardware related problems as well asassistance with software applications. To support thisprocess the directorate has developed IT policies andprocedures to create an enabling environment for ITusage in the Office of the Premier.To ensure that all hardware is at optimumfunctionality a three-year obsolescence modelhas been adopted for replacement of hardware.This process is also intended to recommend bulkprocurement of IT hardware to ensure cost savingsin IT. Similarly, an application was installed toassist with the auditing of software applications onusers’ profiles. This process is aimed at reducinglicense costs and usage of unauthorised software.To further support the drive for cost savings in theOffice of the Premier, a least cost routing systemhas being implemented to support cost containmentmeasures related to telecommunications. This systemfacilitates telephone calls from landline to cellulartelephone at significantly reduced costs. To improvethe functionality of reception services and to providethe necessary back-up system, a second switchboardhas been installed. Furthermore, in the context of therising costs of telecommunications, the Office of thePremier installed a new PABX with VOIP capabilitieswhich further reduce costs.In ensuring that the Office of the Premier performsoptimally the Directorate embarked on a Local AreaNetwork upgrade. The project was scoped over threeyears, and 8 floors for the period under review were tobe completed based on the available budget. Duringthe financial year it was established that additionalfunds would be available for the completion of theproject and as such, the entire project was concludedin February 2011. In addition, a fibre-optic link hasbeen established between the Office of the Premierand the Gauteng Department of Finance (GDF) tostabilise the network and WAN connectivity, andreplacing the previous infra-red link.Office of the Premier39

ANNUAL REPORT 2010/11Business continuity planning is vital in an organisation to ensure that critical business process are able to continuein the event of small service disruptions such as individual hardware loss or in the case of a disaster such as afire which could destroy offices, equipment etc. A Business Continuity Plan (BCP) for the Office of the Premier wasapproved that puts in place strategies to engage with business continuity in an holistic and integrated manner.In this regard additional backup hardware and software was procured to ensure a seamless solution for databackup. A backup policy and procedure in support of this was also developed and approved.The Office of the Premier maintains a registry in terms of the Archives Act of 1996. The registry is a criticalcomponent of knowledge management processes. As part of a larger provincial initiative, the digitisation ofcritical archival material has been initiated. All resource file requests have been digitised to improve archivingefficiencies and to allow for disaster recovery.Service delivery achievements:OutputsOutput performancemeasures/service deliveryindicatorsAnnual decrease in IT Bulk procurement of ITcosts in OOPhardware based on threeobsolescence modeladopted.Approved Business Approved BCP.Continuity PlanApproved Backup policyand procedure.Procurement of Backupinfrastructure.LAN Upgrade with LAN upgrade to becertificationcompleted in threephases. First phase tocomprise of 8 floors to becompleted in 2010/11 FY80% success inProvision of functionalcoordinating office workstation for all OOPmovementsemployeesUpgradeUpgraded PABX system.Telecommunications Implement LCR.systemInstall secondswitchboard100% Records100% Implementationmanagement compliance of Records managementwith National Archives. policy and systemsActual Performance Against TargetTargetActual10% year on year 10% year on yearreductionreductionApproved BCP.BCP Approved.Approved Backup policy Backup policy andand procedure.procedures approved.Procurement of Backup Backup infrastructureinfrastructure.procured and installed.LAN upgrade completed Entire LAN projecton 8 floorscompleted.Implementation of office All staff accommodatedaccommodation plan and provided withfunctional workstation.Upgraded PABX system. PABX upgraded.Implement LCR.LCR implementedInstall secondSecond Switchboardswitchboardinstalled100% implementation 100% of records receivedhave been archived inaccordance with NationalArchives requirementsReasons for MajorVariancesNo varianceNo varianceFunds made availablein the 2010/11 financialyear to complete entireLAN upgrade project.No varianceNo varianceNo variance3.3.3 Sub-Programme: Legal ServicesPurpose:To provide strategic legal support to the Premier andthe Executive Council to ensure that the Office of thePremier excels in fulfilling its mandate.Measurable objective:The Office of the Premier currently provides strategiclegal advice, certification and litigation monitoringservices both externally to the Premier, EXCO, LGB,and the broader GPG and internally to the Office.Awareness and compliance within the GPG toconstitutionally mandated legislation such as PAIAand PAJA is facilitated and co-ordinated. The Officeis also for the co-ordination of GPG Legal Forum.The objectives of the function are to:• to offer strategic legal advice and support to thePremier, EXCO and departments• development, coordination and monitoring of thelegislative programme• analysis of the quality of legislative submissions andlegal implications of other submissions to EXCO• certification of legislation (Bills and subordinate)before tabling in the Legislature.• strategic and technical legal support to the EXCOsystem and Leader of Government Business (LGB)in relation to the Path to Legislation, proposedprovincial legislation, proposed national legislationimpacting on the Province and support to provincialstructures of NCOP• provincial litigation monitoring with a view tominimising risk thereby reducing costs to theProvince40Office of the Premier

ANNUAL REPORT 2010/11• awareness of and compliance with constitutionallymandated legislation.Service delivery objectives and indicators:In providing strategic legal support to the GautengProvincial Government the Chief Directorate providesthe following key services:• the coordination and compiling of the legislativeagenda• analysing and monitoring the quality of legislativesubmissions to the EXCO• certifying legislation (primary as well as subordinate)before tabling in the Legislature• support to the Leader of Government Business, EXCOand the Legislature to facilitate the introduction andpassage of legislation• provides qualitative and definitive legal advice andopinions to the Executive, HOD’s, departments• manages all litigation against the Premier and isresponsible for the monitoring of litigation in GPG• vetting all agreement in the Office of the Premier• promoting and ensuring the implementation of thePromotion of Access to Information Act, 2000 andthe Promotion of Administrative Justice Act, 2000.Effective LegislationIn order to enhance the legislative drafting skillsthroughout the GPG, the Office of the Premierfacilitates the hosting of an annual legislativedrafting course. As legislative drafting is a scarceand technical skill, it is anticipated that this initiativewill not only sharpen the drafting skills of the legaladvisors involved with legislation but also increasethe pool of legislative drafters in the Province. TheState Law Advisors take great care in ensuring thatall legislation conforms with the uniform draftingprinciples and that plain English is used to ensure thatthe rights and obligations stipulated in the legislationis easy to understand. To improve the passage oflegislation, amendments to the Path to Legislation,which is a roadmap of the legislative process in theProvince, were approved by the Executive Council.The following Bills and Regulations were certified in the reporting period:BILLSGauteng Traditional Leadership and Governance Bill, 2010Unauthorised Expenditure Bill, 2010Adjustment Appropriation Bill, 2010Provincial Appropriation Bill, 2011DEPARTMENTLocal Government and HousingFinanceFinanceFinanceREGULATIONSGauteng Road Traffic Ninth Amendment Regulations, 2010Gauteng Public Passenger Road Transport Regulations, 2010Gauteng Liquor Amendment Regulations, 2010Second Gauteng Liquor Amendment Regulations, 2010Gauteng Gambling Amendment Regulations, 2010Gauteng Gambling Amendment Regulations, 2011Amendment of Uniform Patient Fees Schedule relating to theClassification of and Fees Payable by Patients at ProvincialHospital(Folateng), 2010Amendment of Uniform Patient Fee Schedule Relating toAmbulances, 2010Amendment of Uniform Patient Fee Schedule Relating to HospitalMortuary, 2010Amendment of Uniform Patient Fees Schedule Relating to theClassification of and Fees Payable by Patients at ProvincialHospitals, 2010Amendment of Uniform Patient Fees Schedule Relating tothe Classification of and Fees Payable by Patients at ProvincialHospitals (Folateng), 2011Amendment of Uniform Patient Fee Schedule Relating toAmbulances,2011Amendment of Uniform Patient Fee Schedule Relating to HospitalMortuary, 2011Amendment of Uniform Patient Fees Schedule Relating to theClassification of and Fees Payable by Patients at ProvincialHospitals, 2011.DEPARTMENTRoads and TransportRoads and TransportEconomic DevelopmentEconomic DevelopmentEconomic DevelopmentEconomic DevelopmentHealth and Social DevelopmentHealth and Social DevelopmentHealth and Social DevelopmentHealth and Social DevelopmentHealth and Social DevelopmentHealth and Social DevelopmentHealth and Social DevelopmentHealth and Social DevelopmentOffice of the Premier41

ANNUAL REPORT 2010/11Litigation MonitoringThe Litigation Management System in the Provinceis fully functional and plays an integral role inmonitoring litigation in the Province. Two litigationmanagement reports to the Executive Councilwere produced in the year under review. The firstreport established the status quo on litigation inthe Province. From the second and all subsequentreports litigation trends will start to emerge whichmay then be addressed in an attempt to minimiselitigation against the Province. Some litigation trendswithin departments have already emerged from thesecond litigation report and areas where litigation ishigh have been ring-fenced for intervention in orderto ameliorate the status quo.Legal Advice and OpinionsThe State Law Advisors provided legally soundadvice and opinions on a wide range of issues. Someof the requests that required intense research andapplication of the mind were on the constitutionalityof legislation, recruitment and selection, andinterpretation of legislation on the processes to befollowed with regards to the de-proclamation of anature reserve.Service Level AgreementsAll agreements within the Office of the Premier arevetted by the State Law Advisors to ensure that theagreements are legally sound, comply with existingpolicies and protect the interest of the Office of thePremier. Some of the agreements vetted range fromdeveloping employment contracts for temporary staff,upgrading of the local area network, developmentof a value for money framework, media monitoringand analysis, cleaning services, refinement to theLitigation Management System, content and eventsmanagement for the anti-corruption summit, theearly childhood development strategy, least costrouting system, and the annual perception survey.Training and Advocacy IssuesThe Office of the Premier has collaborated withthe Gauteng City Region Academy (GCRA) to hostawareness training sessions on the Promotion ofAdministrative Justice Act, 2000 (Act No. 3 of 2000)and the Promotion of Access to Information Act,2000 (Act No. 2 of 2000) (PAIA) for the GautengProvincial Government. The Office of the Premier hasreviewed and published the Access to InformationManual and its translations. Reports in terms ofsection 32 and section 15 of the PAIA were submittedto the South African Human Rights Commissionand the Department of Justice. Legal Services alsoplayed an active role in coordinating and ensuringthat departments within the GPG comply withthe requirements of the PAIA. The quarterly LegalForum meetings provide a platform where newlegal developments and expert presentations ondifferent areas of law are presented. It also servesas the forum for the coordination of legal matters ofa transversal nature to ensure uniform, appropriateand prompt responses. Attendance at the LegalForum has increased.Development and implementation of an effectivelegislative programmeThe Legislative Program for the 2010/2011 financialyear was approved by EXCO on 27 January 2010. Themonitoring of the legislative program entails makinginputs on agendas of Executive Council structuresand tracking progress on Bills. Departments wereadvised on the use the Path to Legislation as a toolto project when Bills will be submitted. The call forlegislative proposals for the legislative program for2011/2012 was made in December 2010. This wasfollowed by a workshop held on 11 February 2011to finalise the inputs of departments. The legislativeprogram for the 2011/2012 financial year was thensubmitted to the Cabinet system for approval ofEXCO in March 2011.Service delivery achievements:OutputsOutput performancemeasures/service deliveryindicatorsDevelopment and Legislative programmeimplementation of an for 2010/11 coordinatedeffective annual legislative and monitored andprogramme2011/12 legislativeprogramme developedStrategic legal adviceand support offeredto the Premier, EXCOand Departments whenrequiredActual Performance Against TargetTargetActualCoordinate and monitor 100%Legislative programmefor 2010/11 and develop Legislative programme2011/12 legislative for 2010/11 coordinatedprogrammeand monitored and2011/12 legislativeprogramme developedOffer strategic legal 100%.advice and support Strategic legal adviceto the Premier, EXCO and support offeredand Departments when to the Premier, EXCOrequired.and Departments whenrequiredReasons for MajorVariancesNo varianceNo variance42Office of the Premier

ANNUAL REPORT 2010/11OutputsOutput performancemeasures/service deliveryindicatorsActual Performance Against TargetTargetActualReasons for MajorVariancesDevelopment andimplementation of aneffective annual legislativeprogrammeQuality of legislativesubmissions to EXCOanalysed when required.Analyse quality oflegislative submissions toEXCO as required.100%Quality of legislativesubmissions to EXCOanalysed when required.No varianceLegislation (Bills andsubordinate) certifiedwhen required and beforetabling in the Legislature.Certify legislation (Billsand subordinate) whenrequired and beforetabling in the Legislature.100%Legislation (Bills andsubordinate) certifiedwhen required and beforetabling in the Legislature.No varianceStrategic and technicallegal support providedwhen required to the G &L Subcommittee and LGBin relation to the Path toLegislation, proposedprovincial legislation,proposed nationallegislation impacting onthe Province and supportto provincial structures ofNCOP.Provide strategic andtechnical legal supportwhen required to the G &L Subcommittee and LGBin relation to the Path toLegislation, proposedprovincial legislation,proposed nationallegislation impacting onthe Province and supportto provincial structures ofNCOP.100%Strategic and technicallegal support providedwhen required to the G &L Subcommittee and LGBin relation to the Path toLegislation, proposedprovincial legislation,proposed nationallegislation impacting onthe Province and supportto provincial structures ofNCOP.No varianceGenerate litigationreports for ExCo by Juneand NovemberGenerate litigationreports for ExCo by Juneand November100%Litigation reports forJune and Novembergenerated and approvedby EXCO.No varianceQuarterly meetings of theLegal Forum heldHold quarterly meetingsof the Legal Forum.100%4 quarterly meetings ofthe Legal Forum heldNo variance3.3.3 Sub-Programme: GovernmentCommunication and Information Services (GCIS)The sub-programme is comprised of four sub-subprogrammes as follows:• Development Communications• Corporate Communications• Strategy and Media Liaison• Branding and MarketingThe role of the Government Communication andInformation Service (GCIS) in the Office of thePremier is to ensure that the Gauteng ProvincialGovernment fulfils its commitment to communicateeffectively with the people of Gauteng.Its strategic goal is to promote effective governmentcommunication through:• formulating a government communication strategyframework and programme• managing and coordinating governmentcommunication programmes• building and maintaining working relationsbetween government and the media• conducting communication research includingdaily media monitoring and analysis• promoting and facilitating direct communicationbetween government and the people• promoting access to government information &services• managing and promoting the GPG’s corporateidentity and image• raising public awareness of the governmentprogramme of action through multi-mediaproducts• profiling the work of government and servicesthrough communications and marketingcampaigns• providing media production services to governmentdepartments• promoting Gauteng as a preferred destination forinvestment and trade, tourism and competitivesport.Office of the Premier43

ANNUAL REPORT 2010/113.3.3.1 Sub-Sub Programmes: DevelopmentCommunicationsService Delivery Objectives and IndicatorsPublic Participation InitiativesPublic participation in the work of government is asignificant priority for the Office of the Premier.Through a range of mechanisms, such as Izimbizo,the GPG creates opportunities for direct engagementbetween the citizens of the Province and thePremier and the Executive Council. In the periodunder review, 29 such engagements were held incommunities across the Province. The Office of thePremier surpassed the annual Public ParticipationInitiatives target which included the hosting ofPresidential visits to the Sweetwaters and Claremontcommunities. Furthermore, Soweto Education publicmeetings were held aimed at circumventing thenegative impact of the 2010 Public Service Strike. Inaddition, Women’s Health Expos were held acrossGauteng, which included health scanning for cancer,HIV testing and information related to the wellbeingof women.2010 World Cup mass mobilisationIn support of Gauteng hosting of the World Cup, theOffice of the Premier coordinated GPG CommunityLiaison Task team community-based activities aimedat raising awareness and popularising the 2010World Cup. This including visits to malls, taxi ranksand targeting members of the public and distributinginformation and pamphlets. Other initiatives werelinked to Football Fridays and rallying support forGhana when it was the only African Nation remainingduring the World Cup.Access to government information and servicesA range of open days were hosted at Thusong ServiceCentres in the Province in an effort to bring servicesto communities. The Maponya Mall Thusong ServicesCentre was operationalised in February, 2011. Thisis the first urban mall in South Africa which offersgovernment information and services whilst peopleare shopping and doing related personal businessat the mall.Events Management and ProtocolThe Premier hosted the CAF 7th African WomenChampionship welcome dinner on behalf of thePresident of the Republic of South Africa, Mr. JG Zuma.This was attended by CAF, SAFA, sports legends anddiplomatic corps from the participating countries,amongst others. The Directorate coordinated allGPG related protocol services during matches andthe closing ceremony dinner. In addition, the Officeof the Premier provided event management supportto the hosting of all commemorative days.Volunteer moblisation and support during the PublicService strikeIn support of the GPG efforts to mobilise volunteersto assist at hospitals, and in particular to laundriesat Rosslyn and Dunswart (Ekurhuleni), ensuring thatservices at these plants continued uninterupted.State of the Province AddressThe State of the Province Address was watched byover four thousand members of the public through livescreenings held across the Province. There were sixpublic meetings held to further popularise the GautengProvincial Government 2011/12 Programme of Actionto the public.Service delivery achievementsOutputsOutput performance Actual Performance Against Reasons for Major Variancesmeasures/service Targetdelivery indicators Target ActualPublic engagements includingsectoral meetingIncreased access togovernment information andservicesCorporate and mass eventsState of the Province AddressNational and internationalcommemorative daysEngagements held 10 29 There were Presidential visits and 8 additionalEducation Imbizos done in October.Six mass meetings were also held at differentregions during the State of the ProvinceAddress.Thusong Service 4 5 Maponya Mall Thusong Services Centre wasCentres open daysoperationalised on 1 February, 2011 aftersignificant delays.Economic10 11 One additional EOR was organised duringOpportunitiesWomen’s month.RoadshowEfficient and6 as informed 23 Increased demand during 2010 World Cup,professional events by the POA7th CAF Women’s Cup, GPG and otherGauteng stakeholders.State of the Province 1 1 No varianceAddress8 8 No variance44Office of the Premier

ANNUAL REPORT 2010/113.3.3.2 Sub-Sub Programmes: CorporateCommunicationsService Delivery Objectives and IndicatorsA number of communication and marketing campaignscontributed to the further enhancement of the GautengProvincial Government’s visibility, corporate identityand brand. These initiatives, which included theproduction of a variety of media products, have servedas vehicles for provincial government messages, topopularise the government policies, programmes andservices and provide important government informationto the public.A range of products were produced to supportgovernment’s programmes aimed at promoting humanrights and empowering women, children, people withdisabilities and the youth. Several media products wereproduced.Various booklets and pamphlets on policies, services,and reports were produced. A number of productswere produced in a variety of Gauteng languages,in Braille and as audio tapes, to broaden access togovernment information.The Gauteng internet portal was redevelopedto modernise it and introduce new multimediaapplications. Since its relaunch, it remained a sourceof valuable information to the public as it provided auniversal entry point to the GPG.As part of the provincial government’s efforts to expandaccess to information about government services andhow to access them, the services database on the GPGportal was updated regularly and a consolidated GPGservices directory was produced and distributed.The Office of the Premier continued to provideprofessional production services in the form of DeskTop Publishing, photography and video services toprovincial government departments and agencies.Much of the design and layout of media products of GPGdepartments as well as video footage and photographsused for GPG publications and videos were carried outby the Office of the Premier’s production services unit.More than 260 assignments were carried out by theDTP unit.Over 277 photographic assignments were undertaken;translating into thousands of pictures used for thewebsite and a variety of GPG. The video unit carriedout 114 assignments in the year under review.An internal communication system was introduced.Progress for the year under review includes theproduction of ten Cabinet Bulletins – a four-pageelectronic newsletter informing public servants of thedecisions taken by the Gauteng Executive Council ledby the Premier. Its publication is mainly linked to thesitting of the provincial Cabinet or any other majorannouncement the Premier may make. Highlights ofthe year include:• Production and distribution of 10 Cabinet Bulletins• Various internal posters on bursary opportunities,performance assess, assessments, internalcampaigns linked to the 2010 FIFA World Cup.• Internal campaign on the 2011 Gauteng State ofthe Province Address, promoting key messages• Internal campaign to support the Premier’s FoodBank efforts• Mandela Day campaign undertaken to encourageGPG staff to help those in need on former presidentMandela birthday on July 18Various internal campaigns were undertaken during theyear to promote government’s key messages, policiesand programmes aimed at improving service delivery.A range of media products were also produced.Gauteng and 2010 FIFA World CupWith Gauteng being the centre-stage of the 2010 FIFAWorld Cup, an extensive campaign was undertakento educate residents about the importance of beinggood hosts, that when the world descend upon forthe month-long soccer festival they need to treat themwell and entertain them so that visitors return after theWorld Cup.This vigorous campaign was also undertaken on theunderstanding that the FIFA 2010 World Cup offeredGauteng a once in a lifetime opportunity to positionitself as the gateway to Africa.Noting the importance of integration and coordinationto ensure maximum impact, a deliberate and concertedeffort was undertaken through the creation of theGauteng Gateway 2010 project to ensure that weimplement the Brand Gauteng, promote and increasetourism, working together with both host and non-hostcities in a seamless manner.Through the Gauteng Gateway 2010 project, a numberof projects were undertaken to help raise the Gautengprofile.These included:• Extensive mobilization campaign, including theFootball Friday road shows throughout Gauteng• Fly the Flag campaign, using the Gauteng 2010campaign• A Welcome to Gauteng campaign was undertakenfor the thousands of football fans and visitors inour shore. Products will include posters, street flagsand billboards for airports and railway stations,towns and places of interest• Advertising campaign to inform soccer fans andvisitors of the 2010 FIFA opening and closingceremony road closuresOffice of the Premier45

ANNUAL REPORT 2010/11• Advertising campaign in support of the GautengInternational Carnival• Gauteng support Ghana campaign (advert andleaflet)• An advertising campaign inviting the thousands ofsoccer visitors and local fans to celebrate with usthe Youth Day on June 16• A media partnership with AVUSA Media House topromote Gauteng’s best offerings and attractions,especially what people can do before and afterthe games in our province. Six weekly magazineswere produced and distributed through the AVUSAnewspaper channels such as the Sunday Timespromoting Gauteng as the best place to be duringthe 2010 FIFA soccer spectacular.• Establishment of a media service centre to furnishcomprehensive information and services aboutGauteng for international media representativesbefore, during and after the World Cup. Theservices will include an online platform andjournalists’ trips to interesting places during the2010 world cup. The services included articlesand pictures made available to both the localand international media. These initiatives wereundertaken in cooperation with tourism anddevelopment agencies in Gauteng.Service delivery achievements:OutputsOutput performancemeasures/service deliveryindicatorsGauteng NewsProduction anddistribution of GautengNews throughoutGautengEffective Communications Undertake marketingand Marketingcampaigns linked to theCampaignsGPG POAGPG Services Directory Production anddistribution of aconsolidated GPGServices DirectoryProfessional Production Providing timeous andServicesquality professionalproduction mediaservices for the GPG andAgenciesActual Performance Against TargetTargetActual6 Five editions wereproduced and distributedin Gauteng.Linked to the POA 18 communication andmarketing campaignswere undertaken tocommunicate progresstowards implementing theGauteng government’sprogramme of action1 The services directorywas completed in thelast quarter, printed andbeing distributedAs and when requested Professional productionservices were renderedin the form of Desk TopPublishing, photographyand video services toprovincial governmentdepartments andagencies.Reasons for MajorVariancesProduction for Marchedition withheld to allowfor introduction of newformat of Gauteng NewsThe hosting of the 2010FIFA World Cuprequired a range ofadditional campaigns obe undertaken.Printing was completedhowever distribution wasdelayed whilst the reviseddistribution strategy wasbeing finalised.No variance46Office of the Premier

ANNUAL REPORT 2010/11OutputsOutput performancemeasures/service deliveryindicatorsActual Performance Against TargetTargetActualReasons for MajorVariancesServices databaseRegular publishing ofquality information onGPG services through theinternetOngoing serviceServices database wasregularly updated as pernew information andduring the updating ofthe services directoryNo variance3.3.3.3 Sub-Sub Programmes: Strategy & Media LiaisonService Delivery Objectives and IndicatorsCritical to this function is the development, implementation and monitoring of the implementation of the 2010/2011Framework Communication Strategy as adopted by the Executive Council. The framework communication strategywas approved and implemented. This framework was in turn used to develop municipalities’ and departments’framework communication strategies. The Office of the Premier coordinates the GPG communication systems toensure synergies in government communication and to promote cooperation on common programmes withinthe Provincial Government and with other spheres of government.The Office of the Premier continued to facilitate a programme of communication through the production anddistribution of the three-monthly rolling calendars, weekly diaries on key GPG public activities and the annualcommunication programme.In support of the Programme of Action, the Office of the Premier developed, updated and implemented targetedcommunication strategies for amongst others: the FIFA 2010 World Cup, Vision 2055, Women’s Month,Human Rights Month, International Day of People with Disabilities, Legislature opening and the Gauteng PublicParticipation Programme. In addition, key message documents, speakers’ notes and speeches were producedfor GPG events.Training was facilitated for EXCO members, as well as GPG and municipal communicators through a variety ofcourses and workshops.A comprehensive media monitoring service continued to be offered for the GPG, including daily and weeklymedia summaries, daily media alerts, press clippings and a rapid response system. Monthly and quarterly mediaenvironment analyses of key media issues were produced and presented to the Provincial IntergovernmentalCommunication Forums.Service delivery achievements:OutputsOutput performance measures/servicedelivery indicatorsAnnual frameworkAnnual framework communicationcommunication strategy strategy developed and alignment withGPG prioritiesTargeted communication Targeted communication strategiesstrategiesdeveloped and implementedKey messages/ Speakers Key messages/ Speakers notesnotesdeveloped and usedWeekly diaries48 weekly diaries developed anddistributedThree-months rolling 4 three-months rolling calendarscalendarsdeveloped and distributedGauteng Intergovernmental 4 Gauteng IntergovernmentalCommunication Forum Communication Forum meetings heldmeetingsActual Performance Against Reasons for Major VariancesTargetTarget Actual1 1 No varianceAs and whenrequiredinformed byPOA12 No varianceInformed by 43 No variancePOA48 48 No variance4 4 No variance4 4 No variance48Office of the Premier

ANNUAL REPORT 2010/11OutputsOutput performance measures/service Actual Performance Against Reasons for Major Variancesdelivery indicatorsTargetTarget ActualCabinet media briefings Cabinet media briefings held Linked to Exco 8 No variancemeetingsQuarterly MEC’s mediabriefingsQuarterly MEC’s media briefings held 4 3 MECs’ media briefings in the1st Quarter of 2010/11 couldnot be held as the MEC’s wereengaged in activities relatedto the World Cup and BudgetVotes.Building media relations Media liaison and networking activitiesorganised and executed4 5 An additional Medianetworking session was heldMonthly media environmentanalysisMonthly media environment analysisconducted12 10 Delays were experience insecuring a service provider.Media was, through mediamonitoring and Rapid ResponseSystem, analysed on a dailybasis.News stories News stories written and distributed 480 479 Challenges were experiencewith regard to contentdevelopment.Opinion pieces Opinion pieces written and distributed 12 10 Challenges were experiencewith regard to contentdevelopment.Media statements and post- Media statements, including post- As and when 263 No varianceCabinet media statements Cabinet media statementsrequiredAnnual perception survey 1 Annual perception survey 1 1 No varianceAnnual communication audit 1 Annual communication audit 1 1 No variance3.3.3.4 Sub-Sub Programmes: Branding andMarketingService Delivery Objectives and IndicatorsFor South Africa and for Gauteng 2010 was anexciting year. It brought the payoff line ‘it startshere’ to life. The opening match of the first FIFAWorld Cup on the African continent was staged inGauteng. With three match venues, home to the FIFAheadquarters and the International Broadcast Centre,and with 19 of the 32 teams based in Gauteng, thiswas an ideal opportunity to promote Gauteng as thegateway to Africa. The implementation of the BrandGauteng Framework commenced with an outdoorcampaign to raise awareness about the brand,Gauteng’s role as being the centre stage for theWorld Cup and to mobilise the residents of Gautengto be good hosts. The outdoor campaign consistedof a mixture of billboards, mobile billboards, streetpole advertising, bus shelters, buses, metered taxis,in-flight magazines and newspaper adverts. It was asuccessful campaign as research conducted indicatedthat respondents felt that Gauteng was prepared forthe 2010 FIFA World Cup and that the peopleof Gauteng were good hosts. It also indicated thatrespondents felt that Gauteng was the centre of theWorld Cup and visitors felt safe and left with a goodimpression of Gauteng.The CAF Women’s Championships was also heldin Gauteng which again demonstrated confidencein Gauteng to host major events. Every opportunityto create visibility of the brand was used throughthe various campaigns and partnerships with otherGPG departments and organisations throughout theyear. Partnerships with other organisations createda platform for Brand Gauteng. The Gauteng 2010Gateway team was setup to coordinate the marketingof Gauteng in the build up to the World Cup. Gautenghosted a media centre for foreign and local journalistsat its Craft and Design Centre in Sandton that was asuccess. Other joint projects initiated include:• In conjunction with the Transnet Foundation,Transnet’s mobile truck was branded and used forthe mobilisation of communities for the 2010 FIFAWorld Cup.• Partnership with Blue IQ to share the Old Mill Silosin Newtown to promote the brand.• In conjunction with SAFA and Absa, GPG hostedthe Bafana Bafana Team dinner.• In conjunction GEDA, events were branded at theVodacom Durban venue to showcase Gauteng’sFashion talent.Office of the Premier49

ANNUAL REPORT 2010/11OutputsOutput performancemeasures/service deliveryindicatorsActual Performance Against TargetTargetActualReasons for MajorVariancesGauteng Branding andMarketing ForumMeetings of the Forum6 meetings heldNo Forum meetings held.The Forum meetings wereconverted to GautengGateway Team which metweekly to co-ordinate themarketing of the Provincein the build up to the2010 FIFA World Cup.Joint projects coordinated5 joint projects coordinated6 joint projects coordinatedEvery opportunity toposition Brand Gautengthrough partnerships wasutilised to gain maximumexposure for the brand.Strong internal andstakeholder partnershipsDevelopment of stronginternal stakeholderpartnershipsDevelop plan of actionfor interaction withstakeholdersDoneNo variance10 partnerships created.Strong internalpartnerships weredeveloped to positionGauteng as a preferreddestination for business,events, competitive sportsand tourism. Internalpartnerships includedthe GPG departmentsand agencies. Otherorganisations includedSAFA, Transnet,Gauteng TouristGuides Association, theConfederation of AfricanFootball and EkurhuleniMetropolitan Council.No varianceFurther identification ofbrand champions.NoneThis project requiredbudget. 2010/11 wason positioning Gautengduring the 2010 FIFAWorld Cup and allfunds were used for thispurpose.Research and brandequityResearch to measurebrand GautengDevelop framework andimplementation planto measure the impactof Gauteng BrandingInitiatives.A draft framework andimplementation plan wasdone.No varianceDevelop appropriatebenchmarks.This was done andincluded in theimplementation planNo variancePerception surveyconducted.Research to measureBrand Gauteng wasundertaken as part of theGPG perception survey.No varianceOffice of the Premier51

ANNUAL REPORT 2010/113.4 Programme 3: Policy & GovernanceThe objective of the programme is to support thePremier and EXCO with policy advice, planning,monitoring and evaluation as well as the appropriatecoordination of transversal issues and buildingcapacity within GPG departments.The Programme comprises a range of functionsincluding:• The Gauteng Planning Commission• Cabinet Office• Targeted Groups• Governance• Service Delivery3.4.1 Sub-Programme: Gauteng Planning CommissionPurpose:The purpose of the programme is to facilitateand coordinate integrated planning, monitoring,evaluation and overall improvement in theeffectiveness of government in Gauteng. Theobjectives of the programme include the following:• establishment of the Gauteng Planning Commission(GPC)• establishment of the GPC Advisory Council• undertake centralised planning• launch and complete Gauteng Vision 2055• development of Gauteng wide M&E frameworkand system• development of targets and indicators linked to theMTSF• impact studies• monitoring of the 2010/11 Programme of Action(POA)• capacity building and institutionalisation of M&E ingovernment.Service Delivery Objectives and IndicatorsA lot of progress was made in achieving theobjectives. The Gauteng Planning Commission wasestablished and the appointment of the GautengAdvisory Council was at an advanced stage by theend of the financial year. The Gauteng Vision 2055,which provides a basis for long-term visioning andplanning for the Gauteng City Region, was approvedby the Executive Council for public participation.Centralised planning in the 2010/2011 financialyear resulted in the 2010/2011 Gauteng IntergovernmentalProgramme of Action, which wasapproved by the Executive Council and the Provincialinter-governmental forum. The annual Programmeof Action is an important vehicle through whichthe Provincial Government seeks to implementits mandate for the 2010/11 financial year. Theimplementation of the programme was monitoredon a constant basis and monthly reports were tabledfor consideration by the Executive Council.Through the efforts of the GPC, the ProvincialGovernment has embraced the national outcomesbasedapproach to improving governmentperformance and has adopted this approachin relation to strategic planning, budgeting andmonitoring and evaluation.Strategic planning for the 2011/2012 financialyear was initiated, coordinated and supported, withGPG Outcomes Plans for 2011/2012 having beenprepared and aligned to the national outcomesplans. These plans also informed the budgetingprocess in the Province as well as the Premier’s 2011State of the Province Address and the drafting of the2011/2012 Programme of Action.Other achievements in the financial year includedthe following:• the Gauteng Spatial Development Framework hasbeen approved• the Gauteng-wide Monitoring and EvaluationPolicy Framework was published and a processwas undertaken to assist provincial departmentsto use the integrated performance and financialplanning and reporting templates• annual reports on the 2010/2011 POA andoutcomes implementation have been prepared• an evaluation report on the Early ChildhoodDevelopment (ECD) Programme was developed• a baseline study on Gauteng’s 50 poorest wardswas undertaken• the coordination of provincial efforts in relationto the Organisation for Economic Co-operationand Development (OECD) Territorial Review of theGauteng City Region• the provision of support for provincial Izimbizo,including the development of environmental scans.The 2010/11 Programme of Action included keyactivities which were central to the mandate and theobjectives of the Gauteng Planning Commission.Most of these activities on monitoring and evaluationas well as embedding the outcomes approach wereachieved. The following are key areas of achievementin this regard:• 2010/2011 Outcome Plans and the 2010/2011POA were refined and strengthened• the GPG M&E system was aligned with theOutcomes-Based Performance ManagementApproach• approval of 2011/2012 Outcome Plans• as part of embedding the Outcomes BasedApproach, departmental roadshows, training ofM&E and strategic planning officials, engagementwith SMS forum and middle management and thereview of EXCO system was undertaken.52Office of the Premier

ANNUAL REPORT 2010/11Service delivery achievements:OutputsOutput performance Actual Performance Against TargetReasons for Majormeasures/service delivery TargetActualVariancesindicatorsEstablishment of the GPC GPC established Establishment of Phase 2of GPCOffice/Administrationstaff for the Office of theCommissioner has beenDelays in the DPSAprocesses regarding theGPC structureallocated. GPC met withDPSA in February fororganisational StructureEstablishment of the GPCAdvisory CouncilAdvisory Councilestablished and sustained4 AC meetings Nominations for the GPCAdvisory Council werereceived and processedDelays in the DPSAprocesses regarding theGPC structureUndertake Centralized Centralized Planning Aligned strategic plans Strategic Plans of No variancePlanningundertakenDepartment andOutcome Plans of Leaddepartments aligned tothe POASpatial Development Plan The Spatial Development No varianceimplementedFramework has beenapproved by EXCOPOA Reviewed and 2011/12 POA has been No variance.updateddeveloped.Outcome Plans Reviewed The Outcomes Plans No variancefor 2011/12 have beenprepared and aligned tothe national outcomesplansLaunch and implement V-2055 launched and V-2055 completed and The Vision 2055 has No varianceV-2055implementedlaunchedbeen approved by EXCOfor public participationDevelopment of Gauteng Gauteng-wide M&E Policy Gauteng-wide M&E Policy Workshop conducted. No variancewide M&E framework & Framework & System Framework & System GM&E Policy Framework No variancesystemimplementedimplementedpublishedDevelopment of targets Gauteng-wide M&E Policy MTSF targets and Annual report on the No varianceand indicators linked tothe MTSFFramework & Systemimplementedindicators monitored outcomes indicators andtargets prepared andfinalisedImpact studies Impact studies done 2 impact studies Evaluation report of the No varianceECD Programme finalisedBaseline study for 50PWsundertakenMonitoring of the 2010/11 PoA monitored 12 Monthly reports 12 monthly reports No variance2010/11 POA andflagship projectsCapacity building and Departmental Data 8 data sources validated StatsSA has not yet Delays in conclusion ofinstitutionalization of M&E Sources Validatedconducted training for the agreements with StatsSAin governmentdepartmentsGPG M&E TrainingMaterialDevelopment of GPGM&E Training MaterialTORs approved but couldnot succeed in advertisingDelay in finding asuitable service providerfor the tender or requestfor proposals4 GPG M&E Forums The GPG M&E andStrategic Planning Forumwas heldNo varianceOffice of the Premier53

ANNUAL REPORT 2010/11OutputsMonitoring andevaluation of specialprogrammesDeveloping a InformationManagement System as acentral repositoryLinkages with Cabinettracking systemOutput performance Actual Performance Against Targetmeasures/service deliveryindicatorsTargetActualOutcomes Based Bilaterals withPerformancedepartments happen on aManagement Approach continuous basisembeddedIndicators and targets Indicators and targets Indicators and targetsmonitoredmonitoredhave been developed.Monitoring instrumenthas been developed inline with the policy onGEYODI.IMS developed IMS developed Benchmarkingundertaken withPresidency and Officesof the Premier in all nineprovinces to establish bestpractices and minimumrequirements.Linkage of IMS with ExCo Linkage of IMS with ExCodecisions tracking system decisions tracking systemSystem underdevelopmentReasons for MajorVariancesNo varianceMonitoring ofimplementation willcommence in 20011/12FYDelays in the finalisationof the systemrequirementsDelays in the finalisationof the systemrequirements3.4.2 Sub-Programme: Cabinet OfficePurpose:To provide strategic and policy support to the ExecutiveCouncil.Measurable Objective:• agenda setting and cabinet programmes• strategic analysis and research related to cabinetmemos• strategic cluster support• tracking of cabinet decisions• supporting effective legislative oversight• support to the Leader of Government Business• developing a database of policy and legislation• developing and implementing the e-Cabinetsystem• environmental analysis in support of priorities• logistics and administration.Service Delivery Objectives and IndicatorsFor the period under review, the Office of the Premiercontinued to support the Executive Council in drivingthe electoral mandate through the coordinatedimplementation of Gauteng’s priorities and its intergovernmentalProgramme of Action.By linking the Cabinet System’s (meetings of theExecutive Council and its Sub-committees as wellas for the Premier’s Coordinating Forums) Agendasetting process to the Annual Programme of Action, theBranch has been pivotal in strengthening Gauteng’sInter-governmental system. Strategic issues fromNational Outcomes Plans were integrated into theAnnual Intergovernmental Programme of Action.This ensured that emerging issues of a strategicnature were incorporated into the Cabinet Systemand thereby supporting the Executive Council’s visionfor improved performance and accountability in theachievement of political outcomes.The strategic nature of the 2010/2011 CabinetProgramme was informed by departmentaloutcomes plans which incorporated strategicpriorities from national outcomes, the 20102011Gauteng Intergovernmental Programme of Action,as well as collective decisions undertaken duringjoint planning with Provincial and Local Governmentand commitments made during the 2010 State of theProvince Address.As per the strategic shift indicated with the renewalof the Cabinet System in 2009, 2010/2011 saw amarked improvement in the technical and strategicsupport being offered to the Executive Council. Thedesign and management of the Cabinet System wasoverhauled to support improved decision-making.Among the activities undertaken were:• the policy analysis of Cabinet Memoranda• the development of briefing notes on strategicpolicy matters• recording and tracking progress made with theRolling Action Plans tabled at meetings of theExecutive Council• tracking the implementation of the ExecutiveCouncil’s decisions• the analysis of the implementation of the ExecutiveCouncil’s decisions to assist the Executive Councilto evaluate its own performance.54Office of the Premier

ANNUAL REPORT 2010/11So as to strengthen the Cabinet System, variousinterventions were facilitated during the year toimprove the understanding of the Cabinet System andprocesses. These included developmental sessions andpolicy support to Gauteng Provincial Departments forthe implementation of the Cabinet System. In addition,two capacity building workshops were held to startthe process of embedding the Cabinet System and itsprocesses.A second workshop was held with key officials in theoffices of Heads of Department and Members of theExecutive Council in March 2011. The workshop focusedon the entire Cabinet System including processes tosupport and implement the Annual Cabinet Programme.The session was convened with Chiefs of Staff from MECoffices, managers who support the offices of Heads ofDepartment and departmental policy officials.Amongst others, issues covered were in relation to:• the renewal of the Cabinet System• the development of key policies, programmes andplans in the draft 2011/2012 Cabinet Programme• ensuring quality Cabinet Memoranda submissionsinto the Cabinet System• processes undertaken with regard to the policyanalysis of Cabinet Memoranda• the Cabinet Cycle and Systems including requirementsfor tracking and reporting on decisions taken inExecutive Council meetingsThe Office of the Premier was also successful in forgingimproved linkages with the Legislature through supportfor the Leader of Government Business (LGB). TheExecutive Council has assumed direct and collectiveresponsibility for the implementation of the Province’sstrategic programme and priorities in line with theGovernment’s mandate and outcomes. As such, thePolicy and Governance Branch supported the Leader ofGovernment Business with strategic Executive Councilmatters related to the Legislature.This included support to improve the coordinationand oversight role of the Legislature’s scrutiny of theProvincial Government’s work, ensuring effectiveparticipation of the Executive Council in the Legislature,coordinating and liaising with the representatives ofthe National Council of Provinces, and supporting theLGB’s role as a central point of coordination and a linkbetween the Executive Council and the Legislature.The following are specific highlights in the year underreview.Agenda setting and cabinet programmeThe Office of the Premier played a key role in strategicagenda setting for the meetings of the ExecutiveCouncil, its Sub-committees and the Premier’sCoordinating Forums. In this regard, the 2010/2011Cabinet Programme and the 2010/2011 Premier’sCoordinating Forum Programme were developed andtabled for adoption at the Executive Council meetingsand Premier’s Coordinating Forums respectively. TheCabinet Programme was informed by departmentaloutcomes plans, discussions during the SeptemberExtended Executive Council Lekgotla, the 2011 JanuaryExecutive Council Lekgotla, commitments made duringthe 2010 State of The Province Address and the2010/2011 Gauteng Intergovernmental Programmeof Action (POA). Throughout the financial year underreview, revisions and refinements were made to theCabinet Programme to ensure that emerging issues ofa strategic nature were incorporated.Technical support and input was also provided duringinteractions convened for the development of Gauteng’s2010/2011 Programme of Action and the 2010/2011Inter-Governmental POA. Technical policy supportwas also provided for the Extended Executive Counciland Heads of Department Makgotla. This included thedevelopment of the document titled “Progress in theImplementation of the Intergovernmental POA” for theSeptember Extended Lekgotla, provision of input in thedevelopment of briefing notes and opening addresses,the synthesis of deliberations and discussions towardsthe development of the outcomes, the way forward,and decisions and action plans for all the Makgotla.Strategic analysis and research related to cabinetmemosPractice notes on the policy analysis of ExecutiveCouncil memoranda, the preparation of briefingnotes and guidelines on policy development were alsodeveloped. Briefing notes for the Premier on strategicissues were prepared. Input was provided for thePremier’s End of Year Report to the Legislature on theperformance of the Provincial Government and othermatters of strategic importance. Memo coversheetsthat provide information on previous deliberationsand decisions taken on a particular matter tabled atExecutive Council were prepared. This innovationproved to be a valuable resource, which Members ofthe Executive Council could refer to during ExecutiveCouncil discussions.Strategic support for the Executive CouncilSubcommittees, including for the Chairpersons of theSubcommitteesSupport to the Executive Council clusters was providedthrough the setting and development of annual clusterprogrammes in line with the Cabinet Programme.Briefing notes were prepared on key issues of strategicimportance to the Provincial Government that thecluster should be aware of, including technical clusterreports on policy issues raised during the deliberationsof technical committees for the cluster chairpersons.Cluster meeting agendas, minutes and key decisionswere prepared and distributed. Constant monitoringof the cluster programmes was undertaken and theOffice of the Premier55

ANNUAL REPORT 2010/11chairpersons regularly appraised on the progress intheir implementation.To embed and improve the departments’ understandingof the workings of the Cabinet System, meetingswere held with departments. In this regard, the subprogrammeprovided technical support related topolicy issues where necessary. In addition, a workshopaimed at embedding the revised Cabinet System wasconvened. The workshop discussed strategic informationregarding the Executive Council Renewal, the ExecutiveSystem and its processes.Supporting the Leader of Government Business andlegislative oversightSupport was also provided to the Leader of GovernmentBusiness (LGB) to realise improved strategic workingrelations between the Executive and the Legislature,and effective management of government business inthe Gauteng Provincial Legislature. In this regard, theOffice of the Premier prepared memoranda relatingto government’s business in the Legislature includingmatters relating to the Legislature’s programme andquestions in the Legislature for EXCO’s consideration.To improve the level of interaction and coordinationbetween the Executive, the Legislature and ProvincialPermanent Delegates of the National Council ofProvinces, a meeting between the Premier and theNational Council of Provinces Gauteng PermanentDelegates was facilitated. The primary purpose of themeeting was to discuss strategies to strengthen therole of the National Council of Provinces GautengPermanent Delegates in advancing provincial interestsas well as to share information on Gauteng’s prioritiesand programmes.A political handover report was prepared on behalf ofthe out-going Leader of Government Business, MECNkomfe, to the new Leader of Government BusinessMEC Mekgwe. The report focused on the mandateand strategic functions of the LGB in terms of boththe political and administrative context. The reportalso outlined the key programmes and matters thatshould be prioritised in terms of the management of therelationship with the Legislature.Tracking of cabinet decisionsKey decisions arising from discussions at ExecutiveCouncil meetings for 2010/2011 were developed,circulated to the offices of Heads of Department andMembers of the Executive Council after each cabinetmeeting and tracked. This tracking system provided foran assessment of whether the decisions of the ExecutiveCouncil were being implemented. Status reports wereprepared from inputs received from the Offices ofMembers of the Executive Council for feedback at eachExecutive Council meeting. An assessment report wasdeveloped and presented to appraise the ExecutiveCouncil on progress with its performance.Developing a database of policy & legislationA database of Executive Council decisions and keypolicy documents approved by the Executive Councilis in place. Further work is being undertaken to scanand index all official reports in the system and todigitise policies and legislation that were approved inthe Cabinet system from 1994 to date. It is envisionedthat these digitised documents will form part of thee-Cabinet system that is underway so as to create arepository of policies, legislation, strategies and plansadopted by Cabinet for future referencing as well.Implementing the e-Cabinet systemPhase 1 of the e-Cabinet system which includedthe conceptualisation, delivery and use of physicalinfrastructure to support the e-Cabinet system wascompleted in 2009/2010. Phase two commenced anda test site was developed in 2010/2011. Preparationsfor the test site include populating the test site withCabinet Memoranda received for the 2010/2011financial year as well as the action plans, and minutesfrom each Cabinet meeting. Further work to completephase two and start implementing its use is planned forthe next financial year.Environmental analysis in support of prioritiesOn an on-going basis information within the broaderenvironment that may have an impact on the provincialgovernment for tactical or strategic purposes wasgathered and analysed. Environmental scans provideinformation on internal and external forces, and thechanging environment in which the Gauteng ProvincialGovernment operates, and identifies issues that mayneed to be addressed in the short- or medium- or longterm.This includes information on national processesand economic and social trends affecting the Province.This information informs the development of openingaddresses and briefing notes of the Premier and theChairpersons of the clusters. In addition, environmentalscans were also utilised when agendas of the PCF,EXCO and HOD Makgotla and regular meetings weredeveloped.Logistics and administrationLogistical and protocol services including siteinspections were provided for 85 meetings duringthe period under review. These included providingservices for the Extended Executive Council Makgotla,Heads of Department Makgotla, all meetings ofthe Executive Council, the Executive Council Subcommitteesand Technical Committees, the Premier’sCoordination Forums, Technical meetings of thePremier’s Coordination Forum and internal SeniorManagement meetings.Official documents for Cabinet meetings includingthe management of agendas, cabinet memoranda,resolutions and minutes were prepared, correctlycirculated and archived within the MinimumInformation Security Standards regulations.56Office of the Premier

ANNUAL REPORT 2010/11Service delivery achievements:OutputsOutput performancemeasures/service deliveryindicatorsAgenda setting and 2010/-11 Gautengcabinet programmes IntergovernmentalPOA adopted andimplementedActual Performance Against TargetTargetActual100% of agendas of Executive Council andordinary Executive Cabinet cluster agendasCouncil meetings set in were developed basedline with the approved on the 2010/11 GautengAnnual Programme of IntergovernmentalActionProgramme of Action(POA)Reasons for MajorVariancesNo VarianceThe Annual programmeof meetings was compiledand approved by theExecutive Council inFebruary 2011.Practice notes on EXCOagenda setting, PCFagenda setting, memoanalysis, preparationof briefing notes andguidelines on policydevelopment developedStrategic analysis relatedto EXCO memosAnalysis of EXCO memosfor bi-weekly EXCO andits cluster meetings.EXCO memos analysed157 cabinet memorandawere analysed andsupport provided to 4departmentsMore memorandathan anticipated weresubmitted to the EXCOsystemStrategic cluster support Cluster POAs for 2009-2010 have been adoptedand implemented.Cluster POAs for 2009-2010 adopted andimplemented.Draft 2011/12 CabinetProgramme preparedMonitoring and review ofcluster POAs undertakenTechnical clusterreports prepared forSubcommitteesNo varianceEnvironmental scansEnvironmental scaninformation to EXCOMonthly informationMonthly informationcollated and used toinform the chairpersonsbriefing notesNo varianceLeader GovernmentBusinessModel for the Leader ofGovernment BusinessimplementedModel implemented andMonitoredDraft Leader ofGovernment BusinessHandover ReportpreparedSupport provided to theLeader of GovernmentBusiness in line with theLeader GovernmentBusiness ModelNo varianceOffice of the Premier57

ANNUAL REPORT 2010/11OutputsOutput performancemeasures/service deliveryindicatorsActual Performance Against TargetTargetActualReasons for MajorVariancesExecutive and Legislatureprogramme harnessed,implemented andmonitoredReport on the number ofbills, legislation, questionsand oversight reportsLegislature QuestionsQuarterly ReportpreparedMemoranda on theFourth and First Termof the LegislatureProgramme preparedMemoranda on theLegislature Programmefor the 2-4th QuarterpreparedNo varianceLegislative proceedings(Questions, Legislation, Bills and OversightReports) monitored3 Office Bearers’meetings and 3programming meetingsQuarterly ReportgeneratedParticipated in 2 OfficeBearers’ meeting and 3programming meetingsattendedDatabase of questionsto GPG departments tothe Legislature underdevelopmentMemoranda on theRelationship Managementwith the Legislature andanalysis of the Changesto the Legislature Rulesand proposals preparedFacilitated Premier’smeeting with GautengNCOP DelegatesParticipated in publichearings on the Scrutinyof Subordinate LegislationAmendment BillThe Legislature calledfor two Office BearersMeetings.Tracking of EXCOdecisionsCompile key decisionsCompile Key decisions for24 EXCO meetingsKey decisions werecompiled for all ExecutiveCouncil system meetings:Special PCF ; OrdinaryPCF; the April; andSeptember ExtendedMakgotla; and June andFebruary MakgotlaHOD LekgotlaNo VarianceCommunicate EXCOdecisionsCommunicatedEXCO decisionsEXCO decisions werecommunicated after eachmeeting to all offices ofHeads of Department andMembers of the ExecutiveCouncil.No VarianceMunicipal offices alsoreceived the decisions ofPCFs after each meetingImplement EXCOdecisions monitoring andtracking systemImplement the EXCOdecision monitoring andtracking systemEXCO decisionmonitoring and trackingsystem was implementedNo Variance58Office of the Premier

ANNUAL REPORT 2010/11OutputsDevelop a database ofpolicy and legislationEnvironmental analysis insupport of prioritiesOutput performance Actual Performance Against Targetmeasures/service deliveryindicatorsTargetActualData Base developed Data Base developed Database of keydecisions, policydocuments andlegislation is in place.Further work includesdigitization to link it to thee-Cabinet systemRegular environmental Regular environmentalscan information scans conductedprovided to EXCOEnvironmental scansconducted as part ofbriefing notes for thePremier and clusterchairpersonsReasons for MajorVariancesNo VarianceNo VarianceAdministration andlogistical Services toCabinet and ClustermeetingsImplementation ofe-cabinet systemProvision of protocolservices at EXCOmeetings and Makgotla100% well developedannual programme ofmeetings80% development andimplementationof the CabinetOperational manual80%logistical, administrationand protocol servicesrendered90% printing andcirculation of agendapack on Friday precedingthe week of the meetings( this is dependent onthe timely submission ofCabinet reports)100% compliancewithcertification andsafekeeping of EXCOrecords in line with MISSafter each meeting80% e-cabinet systemdeveloped andimplemented80% provision of protocolservicesEnvironmental scansconducted as part ofscene setting for theEXCO MakgotlaAnnual programme of Annual programme of No Variancemeetings developed byDecember each yearCabinet operationalmanual developedLogistical, administrationand protocol servicesrenderedAgenda packs circulatedon timemeetings was developedin November 2010 andapproved by the ExecutiveCouncil in February 2011Cabinet Operational No Variancemodel and practice notesdeveloped100% Logistical, No Varianceadministration andprotocol servicesrendered for 85 meetingsAgenda packs were No Variancecirculated on timeCompliance with MISS MISS complied with No VarianceCompletion of Phase 1 Phase 1 was completedand commencement of and Phase 2Phase 2 of the e-Cabinet conceptualized and insystemprogressProtocol services provided 100% Protocol servicesprovidedNo VarianceNo VarianceOffice of the Premier59

ANNUAL REPORT 2010/113.4.3 Sub-Programme: Special Programmes(Targeted Groups)Purpose:To accelerate the advancement and empowermentof targeted groups in GautengMeasurable Objective:Accelerate the advancement and implementation ofintegrated programmes for targeted groups through:• developing and coordinating Youth POA andpolicy• developing and coordinating Women POA andpolicy• developing and coordinating People withDisabilities POA and policy• developing and coordinating of Military VeteransPOA and policy and establishment of an office• hosting of forums in support of the POA to ensureintegration of government programmes• setting of targets supported by the GPC.Service Delivery Objectives and IndicatorsThe following are the achievements of the subprogramme:• The Women’s Month Plans were developed andtabled at EXCO, including plans for the Women’sDay commemoration which took place in Voslooruswhere the Direct Service Delivery Expo programwas built in to the day’s activities.• Two further Service Delivery Expos were held inJohannesburg and Metsweding.• A total of 120 women were delegated fromGauteng to attend the National Women’s DayCommemorative Event in the Eastern Cape fromthe 8-9 August 2010.• A dialogue between the Premier and refugeewomen was held with a focus on access for foreignwomen to GPG services in September 2010.• The Department of Community Safety wassupported in the development of plans for the 16Days of Activism campaign with emphasis on aservice delivery expo at one of the rural areas ofGauteng, in Tarlton.• As part of the 16 Days of Activism campaign,roundtable discussions were held with theCriminal Justice System’s stakeholders, includingMagistrates.• The International Day of Persons with Disabilities(IDPD) was held in Ekurhuleni targeting 4 000people with disabilities including children withdisabilities. The programme was preceded by thevisit of Dr Kenneth Kaunda where he laid wreathstogether with President Zuma at the graveside ofthe late Oliver Tambo in Wattville. The disabilitysector leadership took part in that ceremony aswell as engaging in discussions with the Presidenton issues of disability. The Minister for Women,Children and Persons with Disabilities was partof the session and later addressed participantsat the IDPD commemorative event in Thokoza.The programme included the provision of directservices through various government departments.CE Mobility handed over two all-terrain wheelchairsto an Elsen school in the district. Airports CompanySouth Africa (ACSA) committed to donating varioustypes of mobility aids (wheelchairs, buggies, andpush prams). Companies owned by people withdisabilities were used for rendering services as perthe event requirements, including catering, soundand stage, tent and chairs, toilets etc.• The 16 Days of Activism closing event was held asa fund raising dinner by the Progressive Women’sMovement of South Africa (PWMSA) on 10thDecember 2010 followed by a day’s workshopon the 11th where discussions focused on thepartnership framework between the GPG andthe PWMSA. The Office of the Premier providedsupport throughout the 2-day programme anddeveloped a report on the partnership framework.• The participation of 50 Provincial delegateswas facilitated to ensure representation at theInternational Women’s Day Commemorative eventorganised by the National Ministry of Women,Children and People with Disabilities in Kimberleyon the 7-8 March 2011. The transport andaccommodation costs were covered by the Genderand Disability Unit in the Office of the Premier.60Office of the Premier

ANNUAL REPORT 2010/11Service delivery achievements:OutputsOutput performancemeasures/service deliveryindicatorsRevised GPG Gender and Gender, Youth andDisability PolicyDisability Policy Framework and 5yr POAdeveloped and approvedGender, Youth and Integrated planning andDisability Forums service delivery for targetFacilitatedgroups facilitatedGPG Gender, Youth and GPG Gender, Youth andDisability focal points Disability focal pointscapacitated on M&E for persons capacitated onGEYODI Mainstreaming M&E for targeted groupsM&E frame work for Indicators and targets forTargeted groups the 5yrs POA on women.Youth and people withdisabilities developed andapprovedActual Performance Against TargetReasons for MajorTargetActualVariancesImplementation ofpolicies and POAs fortargeted groupsPolicy and POA forGender and Disabilityapproved by EXCOImplementation ofpolicies and PoAs delayeddue to EXCOs request forGauteng integrated Youth further public hearingsDevelopment Strategyapproved by EXCOPolicy Consultativesession held with GEYODIstakeholdersProvided Strategicsupport and guidanceto GPG departments indeveloping their 2011/12POA on GEYODIMainstreamingCluster programmes in 4x Gender Forum No Variance16 forums coordinated Meetings held withfocus on the clusterprogrammes/M&E andjoint planning4x Gauteng Disabilityforum meetings heldwith focus on the clusterprogrammes/M&E andjoint planning4X Gauteng Youth forummeetings heldGPG Gender, Youth and Service Provider for the Training plans notDisability Focal points M&E training appointed achieved due tocapacitated as per need and after extensive difficulties in securingassessmentengagements the order experienced servicenumber was cancelled providerdue to incapacity of theservice providerIndicators and Targets for Analysis of Departmental Quarterly reports werethe 5 yr PoA on women, APPs and budget plans not submitted regularly byyouth, people with conducted.departments affecting thedisabilitiesM&E planning and analysis of performancereporting tool developed in departmentsfor the 2011/12 Financialyear2010/2011 Annualreports on GEYODIdeveloped for tabling atLegislatureHand over reports onGEYODI developed onbehalf of MECsOffice of the Premier61

ANNUAL REPORT 2010/11OutputsOutput performancemeasures/service deliveryindicatorsActual Performance Against TargetTargetActualReasons for MajorVariancesFunded both theProgressive Women’sMovement Gautengchapter and the GautengDisability allianceConsultative sessionswith CSO on theimplementation of GPGGender and Disabilitypolicy and 5yr PoAsconducted4 Consultative meetingswith the Youth, Gender,Disability4x Gauteng DisabilityForum Meetings held withthe disability Sector2x Provincial GenderMachinery Meetings held2x Consultative meetingsheld with PWMSA2X Youth Consultativemeetings held with allGDF’s Business UnitsNo varianceYouth Month activities,Regional Women’sDialogues andInternational DayPersons with DisabilitiescoordinatedCommemorative daysfor youth, women andpersons with disabilitiesobserved (focusing ondirect service delivery)International Day forPersons with Disabilitiesprogramme developed.Advice provided on the16 Days programmeYouth Month coordinatedin line with the 2010 FIFAWorld Cup theme andmessagesProvincial Women’sDay Commemorated inVosloorusService Delivery Exposcoordinated in linewith key calendar daysincluding IDPD and 16daysThe DCS supported in thecoordination of the 16days programmeIDPD commemorated inThokozaIWD cancelled afterextensive planningundertaken3.4.4 Sub-Programme: Governance3.4.4.1 Intergovernmental RelationsPurpose:To ensure Intergovernmental Relations that effectivelysupports the five-year strategic priorities andprogramme of the Gauteng Provincial Governmentin the medium term.Measurable objective:To ensure Intergovernmental Relations that effectivelysupports the Gauteng inter-governmental five-yearstrategic priorities and programme and joint annualprogrammes through:• the development and implementation of a GautengIntergovernmental Relations (IGR) framework• supporting cooperative forums such as the biannualPremier’s Coordinating Forum• facilitating the establishment and functioningof quarterly MMC-MEC Forums and otherintergovernmental forums• tracking the allocation of powers and functions(through legislation and policies) to differentspheres of government and their impact onintergovernmental relations and cooperativegovernance• coordination of IGR practitioners and strategicinputs and advisory services on the activities of IGR• supporting the formulation of provincial mandatesfor MINMECS• supporting the alignment of planning cyclesand the development of Gauteng-wide servicestandards for basic services.Service Delivery Objectives and IndicatorsIntergovernmental RelationsThe Intergovernmental Relations sub-programmewas able to develop the Gauteng IntergovernmentalRelations Framework as per the decision of theExecutive Council (EXCO). The Framework wasapproved by both the EXCO and the Premier’sCoordinating Forum (PCF). The Framework seeksto foster the culture of cooperative governance andintergovernmental relations in the Gauteng Province.In this manner it contributes to the government’sstrategic priority of building a developmental statewith capacity to drive change and transformation forthe betterment of the lives of the people of Gauteng. Aworkshop with other spheres of government includingsector departments has been successfully conductedon the implementation of the IGR Framework. Thishas assisted in embedding the implementation ofIGR in order to facilitate effective governance for theachievement of service delivery outcomes.62Office of the Premier

ANNUAL REPORT 2010/11Service delivery achievements:OutputsOutput performancemeasures/service deliveryindicatorsTo ensureIGR Frameworkintergovernmental developed and Structuresrelations that effectively and system reviewedsupport the five-yearstrategic priorities of theGPGTo ensureEffective functioning ofintergovernmental IGR Forumsrelations that effectivelysupport the five-yearstrategic priorities of theGPGSupporting theforumulation of provincialmandates for MinMECsCo-ordination of IGRpractitionersStrategic advisory serviceson IGRActual Performance Against TargetTargetActualDevelopment andimplementation of IGRGauteng IGR Frameworkand system developedsystem and frameworkthat is in line with relevantlegislation and GPG’sstrategic postureDevelopment ofAll PCF meetings tookprogrammes of meetings place as they wereand coordination of scheduled, the MECMMCbiannual PCF and schedule of quarterlyquarterly MECMMC meetings was alsomeetings coordinated developedwith agenda setting linkedto common prioritiesQuarterly development A programme forof and monitoring of MINMEC meetings wasprogrammes of MINMEC developed togetherand MINMEC reports a programme of theMECMMC ForumsQuarterly Forum of IGR No forum meetings heldPractitionersProvision of IGR advisory Was done as an whenservices as required. was requiredReasons for MajorVariancesNo varianceNo variance.No variance.Incorporated into the IGRfora reported above.No variance3.4.4.2 International RelationsPurpose:To ensure International Relations that effectivelysupports the five-year strategic priorities andprogramme of the Gauteng Provincial Governmentin the medium term.Measurable objective:To ensure International Relations that effectivelysupports the five-year strategic outcomes andprogramme of Gauteng in the next medium termthrough:• developing a Gauteng International RelationsFramework• developing multilateral and bilateral internationalrelations programme with a focus on sub-nationalgovernments in line with provincial and countryobjectives• developing, implementing and monitoring aregulation framework to regulate internationalrelations in Gauteng in line with national guidelines• facilitating the sharing of international experiencesand best practice across spheres of government.Service Delivery Objectives and IndicatorsThe following are the achievements of the subprogrammeAnnual IR programme, including sisterhood agreements,developed and implementedSix hundred International Relations (IR) Frameworkbooklets were produced. The booklets weredistributed to all sector departments for theimplementation of an IR framework. The 2010/2011Annual Performance Plan (APP) required the IRframework to be developed and implemented, andin this case the framework was also distributed tothe sector departments. The implementation of theFramework was engaged on with Members of theIR Forum representing the sector departments. Thecollective implementation approach was shared,which will be followed through in 2011/2012.One sisterhood agreement was developed withBavaria and the process of implementation wasinitiated with project plans approved by theprincipals of the two provinces. The agreement willbe implemented with clear monitoring and trackinginstitutional arrangements set up. Inputs for renewalof sisterhood agreement with lle-de-France weresought from sector departments and a draft politicalagreement was developed. The signing-off andimplementation of the agreement will be followedthrough in the new financial year.Office of the Premier63

ANNUAL REPORT 2010/11The workshopping and communication of the IR framework and the IR programme to sector departments hasassisted in developing a collective IR engagement approach in the Province, which has assisted in linking IRactivities to service delivery outcomes.Quarterly Report and IR ForumThe IR tracking information is submitted weekly even though the target requires that the information be submittedquarterly. One IR Forum was held in the last financial year. The shortcoming, challenges and opportunities in theimplementation of IR agreements and other IR activities have been identified and shared with stakeholders. Thishas assisted in the management of IR activities in the Province in order to avoid duplication.Service delivery achievements:OutputsOutput performancemeasures/service deliveryindicatorsEnsure international IR framework andrelations that effectively programmesupport the five-yearstrategic priorities of theGPGCo-ordinating, regulatingand monitoring IR inGautengActual Performance Against TargetTargetActualAnnual IR programme, IR framework bookletsincluding sisterhood were produced.agreements, developed & IR programme wasimplementedsubmittedSisterhood agreementwith Bavaria wasdeveloped and signed offInputs to renewagreement with lle-de-France solicited fromsector departments anddraft agreement beingfinalisedQuarterly reports on Information on IRtracking system and activities (tracking)regulatory framework. is submitted weeklyQuarterly IR Forum held depending on theavailability of informationOne IR Forum was heldReasons for MajorVariancesNo varianceThe official sign off ofthe Framework wasrequired to inform theestablishment of the IRForum.3.4.4.3 Strategic PartnershipsPurpose:Building partnerships in support of the Gauteng strategic priorities and the electoral mandate.Measurable objective:The objectives are:• developing a framework and programme on strategic partnerships and social compacts• initiating sectoral programmes on strategic priorities• hosting forums in support of the Programme of Action.Service delivery objectives and indicatorsUnfortunately, due to capacity issues, these objectives have not been met.OutputsOutput performancemeasures/service deliveryindicatorsActual Performance Against TargetTargetActualReasons for MajorVariancesThe developmentof a frameworkand programme onpartnerships and socialcompactsDevelopment ofa framework andprogramme onpartnerships and socialcompactsFinalisation &implementation of thepartnership frameworkand POA linked tothe outcomes-basedapproachNo progressCapacity challengeswith regard to strategicpartnerships64Office of the Premier

ANNUAL REPORT 2010/11OutputsOutput performancemeasures/service deliveryindicatorsFacilitation of sectoralprogrammes on strategicprioritiesActual Performance Against TargetTargetActualReasons for MajorVariancesFacilitation of sectoralprogrammes on strategicprioritiesFacilitate the development No progressof sectoral programmesand priority projectslinked to outcomes-basedaprpaochFInalise and implement No progressan annual programme ofinteraction with identifiedstakeholdersCapacity challengeswith regard to strategicpartnershipsHosting of forums insupport of the GautengPOAHosting of forums onsupport of the GautengPOACapacity challengeswith regard to strategicpartnerships3.4.5 Sub-Programme: Service DeliveryPurpose:To improve service delivery across all portfolios in theGauteng Provincial Government by:• implementing and monitoring the provincial anticorruptionstrategy• implementing a quality service and integrateddelivery programme.Measurable objective:The deliverable for each of the sub-directorates underthis programme was:• annual Batho Pele Workplan implemented• revised Premier’s Service Exellence Awards (PSEA)strategy and plan implemented• revised anti-corruption strategy and implementationplan approved.Service delivery objectives and indicatorsAfter the Executive Council’s approval of theGauteng anti-corruption strategic framework and itsimplementation plan in May 2010, an anti-corruptionsummit was then planned for and held in November2010. This social mobilisation saw the coming togetherof government, labour, business and other civil societyorganisations to intensify the fight against corruption inthe Province. Plans arising from the summit include theestablishment of a joint coordinating platform that willamongst others:• provide oversight to, and evaluate and monitor,the implementation of the anti-corruption summitdeclaration and its action plan• report corruption and ensuring effective follow upand maximum penalties• promote ethical procurement• build a social compact against corruption.To embed the institutionalisation and mainstreaming ofBatho Pele within the Gauteng Province, departmentswere invited to participate in the Batho Pele ChangeEngagement Management Programme training.A critical mass was trained to carry the trainingprogramme forward in Provincial departments, withthe support of the Office of the Premier.The 2009/2010 review of the Premier’s ServiceExcellence Awards and proposed model needed tobe re-visited due to the establishment of the NationalDepartment of Performance Monitoring and Evaluationand the new approach to implementing programmes viaan outcomes-based approach. This found the revisedPremier’s Service Excellence Awards model undergoingseveral reviews in the 2010/2011 financial year. Thereview is being finalised, with a view to implementingthe new model in 2011/2012.In line with the Minister of Public Service andAdministration’s allocation of the Principle of Valuefor Money to the Gauteng Province at the 2009 BathoPele Learning Network, the development of a Value forMoney Framework was commissioned and finalised inMarch 2011. This framework will be included for furtherengagement in the 2011/2012 quarterly service deliverydiscussions with all Gauteng Provincial Departments.The following targets were achieved in the year underreview.Implementing a quality service and integrated deliveryprogrammeThe annual Batho Pele Workplan was compiled andimplemented. Key service delivery initiatives wereadvocated in the quarterly service delivery forums. TheBatho Pele Workplan included accurate and verifiedservice delivery improvement reporting, hosting theAfrica Public Service Day celebrations, monitoringperformance against quarterly milestones in line withservice delivery improvement plans, updating the casestudy repository, reviewing service standards in linewith GPG priorities and the development of a Value forMoney Framework.To embed the institutionalisation and mainstreamingof Batho Pele within Gauteng Province, departmentswere invited to participate in the Batho Pele ChangeEngagement Management Programme training.All departments participated and a critical mass hasbeen trained to carry the training forward in Provincialdepartments, with the support of the Office of thePremier.Office of the Premier65

ANNUAL REPORT 2010/11Review, implement and monitor progress of a revised anti corruption strategyThis involved the development of the Gauteng Anti-Corruption Strategic Framework and implementation plan andworking toward a social compact to fight crime and corruption in Gauteng. Further to this, a coordinating role inanti-corruption initiatives through the Provincial Anti-Corruption Coordinating Committee was emphasised. Otheranti-corruption initiatives coordinated were on the updating of Departmental Fraud Prevention Plans and the creationof a centralised electronic database of cases of fraud and corruption. A successful Anti-Corruption Provincial Summitwas also hosted and the declarations from the summit will form part of the 2011/2012 programme.Service delivery achievements:OutputsOutput performancemeasures/service deliveryindicatorsImplementing a quality Annual Batho Pele Workservice and integrated plan implementeddelivery programme • Host Service DeliveryForum• Value for MoneyFramework DevelopedRevised PSEA strategy andplan implementedImplementing and Revised Anticorruptionstrategy andmonitoring the provincialanti-corruption strategy implementation planapprovedActual Performance Against TargetTargetActual4 service delivery forummeetings heldValue for MoneyFramework DevelopedPSEA heldRevised strategy &implementation planapproved4 service delivery forummeetings heldThe Value for MoneyFramework andimplementation plan hasbeen developedPSEA model has beenreviewed however eventwas not hosted.Revised strategy and planapproved.Reasons for MajorVariancesNo varianceTHE PSEA was not hosted,due to the ongoing reviewof the PSEA modelNo variance66Office of the Premier

ANNUAL REPORT 2010/11Office of the Premier67

ANNUAL REPORT 2010/11OUTLOOK4SECTION FOUR68Office of the Premier

ANNUAL REPORT 2010/11FINANCIALS5SECTION FIVEReport of the Accounting OfficerAuditor- General’s ReportReport of the Audit CommitteeStatement of Financial PerformanceStatement of Financial PositionCashflow StatementNotes to the Annual Financial StatementDisclosure Notes70Office of the Premier

ANNUAL REPORT 2010/11Office of the Premier, Gauteng - Vote1REPORT OF THE ACCOUNTING OFFICERfor the year ended 31 March 20111. General review of the state of financial affairsIn keeping with the new mandate of the Gauteng Provincial Government that was adopted in 2009, the mandateof the Office of the Premier continues to be:• Centralised strategic and spatial planning to achieve the objectives of the new mandate.• Monitoring and evaluation to ensure improved service delivery and improved governance.• Strengthening the cabinet system to assert the political authority of the Premier and the Executive Council atthe centre of government.• Improved policy research and advisory services to support governance and monitoring and evaluation.• Facilitation of intergovernmental relations to ensure greater collaboration and alignment across all spheres ofgovernment.• Co-ordinating service delivery in support of the new mandate.• Leading and facilitation efforts to prevent corruption and ensure state accountability and transparency.• Improving relations between government and its stakeholders at all levels and the development of partnershipsin line with strategic priorities.In implementing this mandate, the Office of the Premier has made significant progress in the year under review.This is in spite of some severe capacity challenges as a result of the ongoing process to review the organisationalstructure of the Office. Begun in 2009, the process resulted in a new organisational structure which was approvedby the Premier, however due to national processes to establish generic organisational structures for all Offices ofthe Premier, the approval of the structure has been delayed.The implementation of the Outcomes-Based Approach, approved by Cabinet in 2010, was a significant focusof the 2010/2011 financial year. Based on the eight adopted outcomes of the Gauteng Provincial Government(GPG), the development of integrated outcomes plans was facilitated and based on these, an IntergovernmentalProgramme of Action (POA) for government was drafted and approved by the Executive Council (EXCO). ThisPOA is the foundation of government service delivery, focusing resources into priority areas and provides theframework for monitoring and evaluating service delivery. Monthly and quarterly reports on performance againstthe POA were drafted and submitted to EXCO. Two impact studies, an investigation into the impact of EarlyChildhood Education (ECD) programmes and a baseline study of the 50 Poorest Wards were also conducted inthe period under review. These studies, in conjunction with other research projects as such as the Organisationfor Economic Co-operation and Development (OECD) Territorial Review initiated in 2010 will inform futurepolicy decisions and programmes.The facilitation and management of the GPG cabinet system, under the leadership of the Premier, is one of thecore functions of the Office of the Premier. In addition to providing secretariat services to system, the Office setsEXCO agendas based on the POA, analyses and provides commentary on documentation submitted to EXOand provides legal advisory services to EXCO. The e-Cabinet boardroom project, the first phase of which wascompleted in 2009/10, saw its second phase being initiated in 2010/2011. This project, which has a multi-yearhorizon, will see the cabinet system fully automated. Fundamental to this has been the creation of a policy andlegislation database and also the development of electronic systems for document archiving and access.The Intergovernmental Relations (IGR) Framework approved by EXCO has been printed and circulated widely toensure that there is broad understanding of how intergovernmental relations functions in the Gauteng Province.To give effect to this framework, regular Premier’s Co-ordinating Council (PCF) meetings have been held andOffice of the Premier71

ANNUAL REPORT 2010/11guide and inform all future anti-corruption efforts across the province. A high level Provincial Anti-CorruptionForum has also been established to monitor implementation of the plan.Details of these projects are reported in the Annual Report in the section dealing with programme performance.1.1 ExpenditureFinancial Year Final appropriation Actual Variance VarianceR’000 R’000 R’000 R’000 %2008/09 206,417 216,941 (10,524) (105,1)2009/10 217,538 212,985 4,553 2.092010/11 217,284 192,994 24,290 11.18For the year under review, the OoP has incurred an under spending of R24, 290 million, 11.18% of the totalbudget allocation for 2010/11.Graph 1: Expenditure1.2 Analyses per programme and economic classificationThe programme format complies with the consultative process initiated by National Treasury for Premier’s Officesto give effect to the Constitutional obligations as outlined in Section 215 of the Constitution of the Republic ofSouth Africa. In addition, the provisions in Section 27 of the Public Finance Management Act (Act No 1 of 1999)and part 7 of the Treasury Regulations that prescribe the minimum information that should be included in thebudget and annual report have also been factored into the analysis.Graph 2: Per Programme:SupportOffice of the Premier73

ANNUAL REPORT 2010/11- Breakdown of under/over spending under Programmes:Programme 1 under spent the appropriated budget by 17.2% or R12.675 million, of this Current Paymentsrepresents 17.3% (R12.674 million) under spent and the remainder is nominal under expenditure in the budgetfor Capital Payments of R1 000.Programme 2 under spent the appropriated budget by 6.60% or R5.871 million, mainly with regard to CurrentPayments that represents 5.7% of the budget allocated or R4.672 million. Under spending in Capital Paymentsby 15.6% or R1.195 million was caused by a delayed project, however a rollover request was made to GautengDepartment of Finance.Programme 3 under spent the appropriated budget with regard to Current Payments by 10.5% or R5.744 million.Detail per programme is provided in the Appropriation Statement and the Notes to the Appropriation Statement.Graph 3: Per Economic Classification- Reasons for under/over spending under Economic Classification:The under spending in current expenditure mainly relates to Goods and Services in Programme 2 in respect ofaccruals and commitments at year-end. In addition, there was under expenditure with regard to Compensationdue to vacant funded posts not filled as of a moratorium instated on filling of posts during the reconfigurationprocess.The under spending in the Capital Assets classification was mainly the result of projects in Programme 2,specifically in respect of the upgrading of the e-cabinet system.In terms of paragragh 43 (4) (C) of the PFMA, savings under capital may not be utilized (after the AdjustmentBudget) to defray current expenditure.Detail per economic classification is provided in the Appropriation Statement and the Notes to the AppropriationStatement.- Discuss the impact on programmes and service deliveryThe under spending did not impact negatively unduly on service delivery in 2010/11, however capacity issuesdid impact on target attainment in some areas specifically the development of strategic partnerships, aspectsof communication services and the work of the Gauteng Planning Commission. The outstanding accruals and74Office of the Premier

ANNUAL REPORT 2010/11commitments included under the notes to the Annual Financial Statements will have an impact on 2011/12budget if the request for rollovers is not approved.Actions taken or planned to avoid recurrenceA former management decision taken is still applicable for the relocation of funds in under spending programmes,through the internal Budget Committee process and with the approval of the Accounting Officer.1.3 Virementsa) Treasury approval for financial year end virement was received.1.4 RevenueFinancial Year Final appropriation for revenue Actual revenue received VarianceR’000 R’000 R’0002008/09 143 92 512009/10 631 773 1422010/11 674 697 23Reasons for under / (over) collecting:The OOP is not a revenue-generating department and revenue received is mainly for parking, interest receivedand salary debts recovered. The increase in revenue for the year under review is mainly due to transactions infinancial assets and liabilities pertaining to outstanding debt that was recovered.Graph 4: Revenue80070060050040030020010002008/09 2009/10 2010/11Revenue appropriationActual revenue receivedDetail of revenue per economic classificationEconomicalFinal appropriation for Actual revenue received VariancerevenueClassification R’000 R’000 R’000Sales of Goods and Services 54 38 16Interest. Dividends and rent on land 46 18 28Financial transactions 574 641 67Total 674 697 23Office of the Premier75

ANNUAL REPORT 2010/111.5 Any other material matterThe Chart of Accounts amendments required by National Treasury since 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 constraintsA new organisational structure for the Office of the Premier, focusing on building capacity in the GautengPlanning Commission, Cabinet Office and Intergovernmental and International Relations was approved by thePremier and submitted to the Minister of Public Service and Administration for approval. The approval processhas been delayed by a process initiated by the Department of Public Service and Administration (DPSA) to developa generic organisational structure for all Offices of the Premier. The delay in approval of the structure has meantthat the Office experienced significant human resource capacity constraints in the 2010/2011 financial year.Pending the conclusion of the consultation with the DPSA, all funded vacant posts that appear on the old as wellas the new structures have been identified for filling.4. Utilisation of donor fundsNone.5. Trading entities and public entitiesNone.6. Organisations to whom transfer payments have been made• Gauteng City Region Observatory (GCRO) R9.680 million; refer Annexure 1A to the Annual FinancialStatements.• 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.• Household Employee Social Benefits paid R 0.026 million; refer Annexure 1B to the Annual Financial Statements.7. Public private partnerships (PPP)None.8. Corporate governance arrangementsRisk ManagementThe Risk Management Policy was developed and approved during the financial year and both the RiskManagement Strategy and the Fraud Prevention Plan were updated. Risk Management Committee meetingswere held every month. A departmental risk profile was updated during the financial year and mitigating planshave been updated on a monthly basis. A risk management campaign including fraud awareness was conductedfor all staff members during the year under review.Internal AuditsAll the internal audits planned for the year under review were completed.29 of the audit findings have been followed up during the financial year, of which 24 of the findings have beenfully implemented with five still outstanding. Eighty-nine percent (89%) of the action plans for 2010/11 auditswere implemented by the Office to correct identified control weaknesses from audits conducted in 2010/11.76Office of the Premier

ANNUAL REPORT 2010/11Audit CommitteeThe Audit Committee was fully functional during the year under review. The full report of the committee is partof this Annual Report. (AC report awaited)Conflict of InterestSenior Management Service (SMS) members’ financial disclosures are required to be signed off and submittedto the PSC by the 31 May 2011 for the FY 10/11. The majority of SMS members have already submitted theirdisclosure forms. This office is confident that a 100% compliance will be attained by the 31st of May 2011.Departmental Acquisition Council (DAC)A Departmental Acquisition Council (DAC) Charter was compiled and duly signed off by the Accounting Officer.The constitution/composition of the DAC was reviewed to comprises all Executive Management Team (EMT)members to ensure better representation at DAC meetings.New members of the Departmental Acquisition Council (DAC) were formally appointed by the Accounting Officerin accordance with the DAC Charter. Members that were already appointed to serve on DAC continued theirtenure serving as members without any change during the financial year under review.The DAC meetings were convened regularly as per the adopted DAC Meeting calendar for the financial year andthere were no outstanding DAC matters for the year under review.A DAC Operations document was designed and adopted by DAC for the purpose of stream-lining DACOperations.All DAC related matters were duly finalised in the year under review and as such all DAC matters are up to date.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 including staff performance contracts as well as the Office Service Charter. A riskawareness campaign took place in December 2010 to make employees aware of Ethical Behaviour, MinimumInformation Security Standards (MISS), IT Security, Labour Relations matters and to discuss the content of thePublic Service Code of Conduct. An Office Rules framework was also adopted and approved by managementand the DG. Awareness sessions on this policy are currently taking place.Safety / health environmental issues facing the OoPThe Safety Committee is responsible for carrying out the function of health and safety as stipulated in theOccupational Health and Safety Act 85 of 1993 (OH & SA). The programme is carried out in conjunction withall stakeholders in the office and staff members are also appointed to perform marshalling functions for first aid,fire and evacuation purposes. The office is compliant with the prescripts of the OH & SA. Challenges that wereexperienced in relation to the issues below have been attended:1) Fire and evacuation systems that were affected by renovations and construction work in the office have beenserviced and maintained and are in good working condition. Continuous monitoring and testing of thesystem is being conducted and faults are being attended to when need arises.2) Response times of emergency medical services present a serious challenge particularly with regard toambulances responding to emergencies in the precinct during peak times. The response is slow and outsideof the set standards due to traffic congestion in and around Johannesburg. The Office has pursued alternatearrangements via the Department of Health & Social Development to explore the possibility of a standbyemergency medical service for the GPG precinct.An in-depth research on the feasibility and cost effectiveness of this project was conducted in order to avoidduplication of services within GPG precinct. After lengthy discussions and consultations with the provincialOffice of the Premier77

ANNUAL REPORT 2010/11emergency services, stake holders, and the Security Manager’s Forum (SMF), the Office concluded that thebest alternative is to incorporate this project within the ambit and scope of the SMF Disaster Management Sub-Committee with the support of all GPG Security Managers for the 2010/2011 financial year as part of the overallSMF reconfiguration program.No occupational safety incidents were recorded for the period under review and the directorate continues toprovide leadership in occupational health & safety and maintain a state of preparedness for emergencies for theoffice in line with the Occupational Health and Safety Act 85 of 1993 (OH & SA).HIV / AidsThrough its Employee Health and Wellness programme, the Department planned and rolled out programmesto address HIV/AIDS issues in the workplace. Funds were used from the Internal HR budget. This Office alsoparticipated in all programmes that were hosted by the Department of Health.The Human Science Research Council (HSRC) is conducting and HIV/AIDS survey across all the GautengProvincial Government (GPG) departments. The purpose of the survey is to determine the HIV infection rates andbehavioural risk amongst GPG officials.The survey is meant to measure key outcomes relating to the HIV/AIDS workplace programme within the GautengProvincial Government. It will be utilised to identify workplace services in terms of knowledge distribution, attitudes,knowledge and behaviour towards HIV and AIDS. The Office of the Premier is participating in this survey.9. Discontinued activities/activities to be discontinuedNone.10. New/proposed activitiesCabinet approved National Outcome 12, which two components:• Outcome 12 A: An efficient, effective and development oriented public service• Outcome 12 B: An empowered, fair and inclusive citizenshipAt a national level, Outcome 12 A is led by the Department of Public Service and Administration and 12 B by theDepartment of Arts and Culture. The national outcome has been aligned with GPG-wide priorities and Outcome8 A as it is known in Gauteng is lead by the Office of the Premier and the Department of Sport, Arts, Cultureand Recreation takes the lead on Outcome 8 B. In support of the integration of this transversal outcome into theoutcomes-based planning process of the GPG, the Office of the Premier compiled the provincial Outcome Planfor Outcome 8 A that was presented and approved by EXCO. This outcome will begin to be implemented in the2011/2012 financial year and has informed the budgeting processes for the Office of the Premier, and all GPGdepartments, for the MTEF.The establishment of the Gauteng Planning Commission (GPC) was conceptualised in the 2009/2010 financial.The GPC’s main aim is to provide strategic guidance to the planning and development of the Gauteng Provinceand will be mainly responsible for integrated planning in the Gauteng province as well as monitoring andevaluation. Although the Premier approved the organisational structure of the GPC, consultation processeswith the DPSA are currently still underway and therefore the formal establishment of the GPC has not yet takenplace. Some of the functions of the GPC are already being performed through utilisation of existing capacitywithin the Office of the Premier. Once the GPC is fully established, certain functions that currently reside in linedepartments will be migrated to the GPC. These functions include integrated development planning, land usemanagement, strategic transportation planning and strategic environmental planning. The resources (human,financial, assets, etc) currently provided for in the respective departments will be transferred to the GPC once itis formally established.11. Asset ManagementDuring the year under review, the Office of the Premier renewed the maintenance contract for the AssetWaresystem with the supplier Tat I-Chain to ensure that the system will work without any hindrance. The asset categories78Office of the Premier

ANNUAL REPORT 2010/11on Assetware system were also brought in line with the categories as per the annual financial statement reportto ensure accurate reporting.No assets were disposed of in the year under review.All vehicles older than 5 years were replaced with new vehicles. The Office of the Premiers transport account forthe year under review were processed and paid.12. InventoriesThe closing balance on 31 March 2011 is R 0.783 million and is reflected in the Annexure 5 of the financialstatements.13. Events after the reporting dateNone.14. Information on predetermined objectives.The implementation of the PFMA was continuously monitored and reported on to the Provincial Treasury duringthe financial year under review to ensure compliance. Policies on performance information management andstrategic planning approved in the 2009/10 financial year were implemented and refined to ensure accuratereporting and effective management of organisational performance in respect of the implementation of the2010/2011 Annual Performance Plan.15. SCOPA resolutionsReference to previous audit report and SCOPA resolutions Subject Findings on progressAs the Office of the Premier had a clean audit report,therefore there was no resolution.None.None.16. Prior modifications to audit reportsNone.17. Exemptions and deviations received from the Provincial Treasury.None.18. OtherThree cases of demand for payment to the total amount of R 2.004 million are currently under investigation tobe finalised during the 2011/12 financial year.A commitment amounting R 4.117 million and an accrual of R 6.397 million are reflected in the disclosure note19 and 20 respectively.19. ApprovalThe Annual Financial Statements set out on pages 84 to 123 have been approved by the Accounting Officer.É É É É É É É É É É É ÉMrs Nosizwe Nokwe-MacamoDirector GeneralDate: 31-05-2011Office of the Premier79

REPORT OF THE AUDITOR - GENERALANNUAL REPORT 2010/11TO THE GAUTENG PROVINCIAL LEGISLATURE ON VOTE NO. 1: THE OFFICE OF THEPREMIERREPORT 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 2011, the statement of financial performance,statement of changes in net assets and cash flow statement for the year then ended and a summary of significantaccounting policies and other explanatory information, as set out on pages 84 to 123Accounting officer’s responsibility for the financial statements2. The accounting officer is responsible for the preparation of these financial statements in accordance with theDepartmental Financial Reporting Framework prescribed by the National Treasury and the requirements of thePublic Finance Management Act, 1999 (Act No.1 of 1999) (PFMA) and for such internal control as managementdetermines necessary to enable the preparation of financial statements that are free from material misstatement,whether due to fraud or error.Auditor-General’s responsibility3. As required by section 188 of the Constitution of the Republic of South Africa, 1996, section 4 of the Public AuditAct, 2004 (Act No. 25 of 2004) (PAA) and section 40(2) of the Public Finance Management Act, 1999 (Act No.1of 1999), my responsibility is to express an opinion on these financial statements based on my audit.4. I conducted my audit in accordance with International Standards on Auditing and General Notice 1111 of 2010issued in Government Gazette 33872 of 15 December 2010. Those standards require that I comply with ethicalrequirements 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 of the financial statements inorder to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressingan opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriatenessof accounting policies used and the reasonableness of accounting estimates made by management, as well asevaluating 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 thedepartment of the Office of the Premier as at 31 March 2011, and its financial performance and cash flows forthe year then ended in accordance with the Departmental Financial Reporting Framework prescribed by NationalTreasury and the requirements of the Public Finance Management Act, 1999 (Act No. 1 of 1999).Emphasis of matter8. I draw attention to the matter below. My opinion is not modified in respect of this matter:80Office of the Premier

ANNUAL REPORT 2010/11Material underspending of the budget9. As disclosed in the appropriation statement, the department has materially under spent the budget onAdministration, Institutional Support and Policy and Governance for an amount of R12 675 000, R5 871 000 andR5 744 000 respectively. As a consequence, the Office of the Premier has not achieved its objectives as per thethree programmes.Additional matters10. I draw attention to the matters below. My opinion is not modified in respect of these matters:Financial reporting framework11. The financial reporting framework prescribed by the National Treasury and applied by the Office of the Premier isa compliance framework. Thus my opinion would have reflected that the financial statements had been properlyprepared instead of fairly presented as required by section 20(2)(a) of the PAA, which requires me to express anopinion on the fair presentation of the financial statements of the Office of the Premier.Unaudited supplementary schedules12. The supplementary information set out on pages XX to XX does not form part of the financial statements and ispresented as additional information. I have not audited these schedules and, accordingly, I do not express anopinion thereon.REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS13. In accordance with the PAA and in terms of General Notice 1111 of 2010, issued in Government Gazette 33872of 15 December 2010, I include below my findings on the annual performance report as set out on pages 29 to66 and material non-compliance with laws and regulations applicable to the Office of the Premier .Predetermined objectives14. There were no material findings on the annual performance report.Compliance with laws and regulations15. There were no material non-compliance with laws and regulations applicable to the Office of the Premier.INTERNAL CONTROL16. In accordance with the PAA and in terms of General Notice 1111 of 2010, issued in Government Gazette 33872of 15 December 2010, I considered internal control relevant to my audit, but not for the purpose of expressingan opinion on the effectiveness of internal control. There were no significant deficiencies in internal control thatresulted in a qualification of the auditor’s opinion on the financial statements and findings on predeterminedobjectives and material non-compliance with laws and regulations.Johannesburg30 July 2011Office of the Premier81

ANNUAL REPORT 2010/11REPORT OF THE AUDIT COMMITTEE - CLUSTER 2We are pleased to present our report for the financial year ended 31 March 2011Audit Committee and Attendance:Non-Executive Members:The Audit Committee consists of the external members listed hereunder and is required to meet a minimum ofat least three times per annum as per provisions of the Public Finance Management Act (PFMA). In terms of theapproved Terms of Reference (GPG Audit Committee Charter), five meetings were held during the current year,i.e.3 meetings for Quarterly Performance Reporting (financial and non-financial) and two meetings to review anddiscuss the Annual Financial Statements and the Auditor General Report.Name of MemberNumber of Meetings AttendedPiet Fourie (Chairperson) 05Leonard Radzuma (Member) 05Avie Naidoo (Member) 05Executive Members:In terms of the GPG Audit Committee Charter, the Officials listed hereunder are obliged to attend the meetingsof the Audit Committee:Compulsory AttendeesNumber of Meetings AttendedNosizwe Nokwe (Director-General) 04Matlakala Motloung (Acting Director General) 01Sifiso Mkhize (Chief Financial Officer) 05John Legodi (Chief Risk Officer) 05The Audit Committee noted that the Director General did not attend one meeting. However a Letter of apologywas tendered with a duly authorised representative attending on her behalf. Therefore, the Audit Committee issatisfied that the Department adhered to the provisions of the GPG Audit Committee Charter.Audit Committee ResponsibilityThe Audit Committee reports that it has complied with its responsibilities arising from section 38 (1) (a) of thePFMA and Treasury Regulation 3.1.13. The Audit Committee also reports that it has adopted appropriate formalterms of reference as its Audit Committee Charter, has regulated its affairs in compliance with this Charter andhas discharged all its responsibilities as contained therein.The effectiveness of internal controlIn line with the PFMA, Internal Audit provides the Audit Committee and Management with assurance thatthe internal financial controls are appropriate and effective. This is achieved by the evaluation of the riskmanagement process, as well as the identification of corrective actions and suggested enhancements to theinternal financial controls and processes. From the various reports of the Internal Auditors, the Audit Reporton the Annual Financial Statements and the Management Report of the Auditor-General, it was noted thatno matters were reported indicating any material deficiencies in the system of internal financial control or anydeviations therefrom. Accordingly, we can report that the system of internal control for the period under reviewwas efficient and effective.82Office of the Premier

ANNUAL REPORT 2010/11The quality of in year management and monthly / quarterly reports submittedThe Audit Committee is satisfied with the content and quality of monthly and quarterly reports prepared andissued by the Accounting Officer of the Department during the year under review.Evaluation of Financial StatementsThe Audit Committee has:• reviewed and discussed the unaudited Annual Financial Statements to be included in the Annual Report, withthe Auditor-General and the Accounting Officer;• reviewed the Auditor-General’s management report and management’s response thereto;• reviewed the departments compliance with legal and regulatory provisions; and• reviewed significant adjustments resulting from the audit.The Audit Committee concurs and accepts the Auditor-General’s conclusions on the Annual Financial Statements,and is of the opinion that the audited Annual Financial Statements be accepted and read together with the reportof the Auditor-General.Internal AuditThe Audit Committee is satisfied that the internal audit function is operating effectively and that it has addressedthe risks pertinent to the department in its audit. One-on-one discussions with the Chief Audit Executive did notreveal any mattes of concern.Forensic InvestigationsThe Audit Committee is satisfied that the forensic investigations are properly reported with age-analysis of allreported issues indicated. One-on-one discussions with the Head of Forensic Unit did not reveal any matters ofconcern.One-on-One with the Accounting OfficerThe Audit Committee has met with the Accounting Officer of the Department to ensure that there are nounresolved issues.Auditor-General (South Africa)The Audit Committee has met with the representatives of the Auditor-General to ensure that there are nounresolved issues. One-on-one discussions with representatives of the Auditor-General did not reveal anymatters of concernOther Important MattersThe Audit Committee noted that the Gauteng Department of Finance has appointed an appropriate forensicservices provide to investigate within the various Departments, the impact of possible duplicate payments in priorreporting periods as reported by Gauteng Audit Services.AppreciationThe Audit Committee expresses its appreciation towards the Accounting Officer and all other role players for theconstructive way in which meetings were arranged and conducted.É É É É É É É É É É É É É É É ÉPiet FourieChairperson of the Audit CommitteeOffice of the Premier83

ANNUAL REPORT 2010/11APPROPRIATION STATEMENTfor the year ended 31 March 2011Appropriation per ProgrammeAPPROPRIATION2010/2011 2009/10STATEMENTAdjusted Shifting of VirementAppropriation FundsFinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualPaymentR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Programme 1ADMINISTRATION 74,594 - (1,041) 73,553 60,878 12,675 82.8 54,876 54,552Current payment 74,174 (25) (731) 73,418 60,744 12,674 82.7 52,385 53,618Transfers and- - - - - - - 483 483subsidiesPayment for capital 420 - (310) 110 109 1 99.1 2,003 446assestsPayment for- 25 - 25 25 - - 5 5financial assestsProgramme 2INSTITUTIONAL88,689 - 310 88,999 83,128 5,871 93.4 69,086 65,387SUPPORTCurrent payment 82,656 (1,327) - 81,329 76,657 4,672 94.3 66,134 63,444Transfers and30 - - 30 26 4 86.7 1 1subsidiesPayment for capital 6,003 1,327 310 7,640 6,445 1,195 84.4 2,951 1,942assestsPayment for- - - - - - - - -financial assestsProgramme 3POLICY &54,001 - 731 54,732 48,988 5,744 89.5 93,576 93,046GOVERNANCECurrent payment 44,321 - 731 45,052 39,308 5,744 87.3 83,867 83,427Transfers and9,680 - - 9,680 9,680 - 100.0 8,817 8,814subsidiesPayment for capital- - - - - - - 892 805assestsPayment for- - - - - - - - -financial assestsSub-Total 217,284 - - 217,284 192,994 24,290 88.8 217,538 212,985Statutory1,705 - - 1,705 1,651 54 96.8 1,623 1,550AppropriationCurrent payment 1,705 - - 1,705 1,651 54 96.8 1,623 1,550Transfers and- - - - - - - - -subsidiesPayment for capital- - - - - - - - -assestsPayment for- - - - - - - - -financial assetsTOTAL 218,989 - - 218,989 194,645 24,344 88.8 219,161 214,53584Office of the Premier

ANNUAL REPORT 2010/11TOTAL(broughtforward)Reconcilation with Statement of Financial PerformanceAdd:Departmental receipts 697 773Local assistance received - -Actual amounts per Statements of Financial Performance 219,686 194,645 219,934 214,535(Total Revenue)Add:Local assistance sponsorship - -Prior year unauthorised expenditure approved with funding - -Actual amounts per Statements of Financial performance (Total expenditure) 194,645 214,535Adjusted Shifting of VirementAppropriation FundsAppropriation per economic classification2010/2011 2009/10FinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualexpenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 201,151 (1,352) - 199,799 176,709 23,090 88.4 202,386 200,489Compensation of 95,466 - - 95,466 87,423 8,043 91.6 83,559 85,252employeesGoods and service 105,685 (1,352) - 104,333 89,286 15,047 85.6 118,827 115,237Transfer and9,710 - - 9,710 9,706 4 100.0 9,301 9,298subsidies to:Provinces and- - - - - - - - -municipalitiesDepartmental- - - - - - - - -agencies accountUniversities &9,680 - - 9,680 9,680 - 100.0 8,800 8,800TechnikonsForeign- - - - - - - - -governments& internationalorganisationNon-profit institution - - - - - - - - -Households 30 - - 30 26 4 86.7 501 498Gifts and Donations - - - - - - - - -Payment of capital 6,423 1,327 - 7,750 6,554 1,196 84.6 5,846 3,193assetsMachinery and6,423 1,327 - 7,750 6,554 1,196 84.6 5,846 3,193equipmentSoftware and other- - - - - - - - -intangible assetsPayment for financialassests- 25 - 25 25 - 100.0 5 5Office of the Premier85

ANNUAL REPORT 2010/11Total 217,284 - - 217,284 192,994 24,290 88.8 217,538 212,985Statutory AppropriationDirect changes against2010/2011 2009/10the Provincial RevenueFundMember of ExecutiveCommitteeAdjustedAppropriationShifting of Virement Final Actual Variance ExpenditureFundsAppropriation Expenditureas % of finalappropriationFinal ActualAppropriation expenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’0001,705 - - 1,705 1,651 54 96.8 1,623 1,550Total 1,705 - - 1,705 1,651 54 96.8 1,623 1,550Adjusted Shifting of VirementAppropriation FundsStatutory Appropriation2010/2011 2009/10FinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualexpenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current Payment 1,705 - - 1,705 1,651 54 96.8 1,623 1,550Compensation OfEmployees1,705 - - 1,705 1,651 54 96.8 1,623 1,55086Office of the Premier

ANNUAL REPORT 2010/11Total 1,705 - - 1,705 1,651 54 96.8 1,623 1,550DETAIL PER PROGRAMME 1 - ADMINISTRATIONfor the year ended 31 March 2011Detail per subprogrammeAdjusted Shifting of VirementAppropriation Funds2010/2011 2009/10FinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualExpenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Premiers Support 22,957 1,550 - 24,507 21,317 3,190 87.0 18,437 19,791Current payment 22,957 1,550 - 24,507 21,317 3,190 87.0 17,716 19,217Transfers and- - - - - - - 458 458subsidiesPayment for capital- - - - - - - 263 116assetsExecutive Council5,896 - - 5,896 5,355 541 90.8 4,875 3,604SupportCurrent payment 5,896 - - 5,896 5,355 541 90.8 3,774 3,584Transfers and- - - - - - - - -subsidiesPayment for capital- - - - - - - 1,101 20assetsDirector General 16,272 (1,550) (731) 13,991 13,099 892 93.6 16,265 16,138Current payment 16,272 (1,550) (731) 13,991 13,099 892 93.6 15,998 15,991Transfers and- - - - - - - 25 25subsidiesPayment for capital- - - - - - - 242 122assetsSoftware & other- - - - - - - - -intangible assetsFinancial25,162 - (310) 24,852 19,447 5,405 78.3 13,532 13,374ManagementCurrent payment 24,742 (25) - 24,717 19,313 5,404 78.1 13,183 13,181Transfers and- - - - - - - - -subsidiesPayment for capital 420 - (310) 110 109 1 99.1 344 188assetsPayment for- 25 - 25 25 - - 5 5financial assestsProgramme Support 4,307 - - 4,307 1,660 2,647 38.5 1,767 1,645Current payment 4,307 - - 4,307 1,660 2,647 38.5 1,714 1,645Transfers and- - - - - - - - -subsidiesPayment for capitalassets- - - - - - - 53 -Office of the Premier87

ANNUAL REPORT 2010/11Total 74,594 - (1,041) 73,553 60,878 12,675 82.8 54,876 54,552Economic Classification 2010/2011 2009/10Adjusted Shifting of VirementAppropriation FundsFinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualExpenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 74,174 (25) (731) 73,418 60,744 12,674 82.7 52,385 53,618Compensation of 37,686 - (731) 36,955 33,292 3,663 90.1 31,828 33,606employeesGoods and servies 36,488 (25) - 36,463 27,452 9,011 75.3 20,557 20,012Interest and rent on- - - - - - - - -landTransfer and- - - - - - - 483 483subsidies to:Provinces and- - - - - - - - -municipalitiesDepartmental- - - - - - - - -agencies accountUniversities &- - - - - - - - -TechnikonsForeign- - - - - - - - -governments& internationalorganisationNon-profit institution - - - - - - - - -Households - - - - - - - 483 483Gifts and donations - - - - - - - - -Payment of capital420 - (310) 110 109 1 99.1 2,003 446assetsMachinery and420 - (310) 110 109 1 99.1 2,003 446equipmentSoftware & otherintangible assets- - - - - - - - -88Office of the Premier

ANNUAL REPORT 2010/11Payment for financial- 25 - 25 25 - 100.0 5 5assestsTotal 74,594 - (1,041) 73,553 60,878 12,675 82.8 54,876 54,552DETAIL PER PROGRAMME 2 - INSTITUTIONAL SUPPORTfor the year ended 31 March 2011Detail per subprogramme 2010/2011 2009/10Adjusted Shifting of VirementAppropriation FundsFinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualExpenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Strategic Human15,870 (783) - 15,087 14,092 995 93.4 13,754 13,378ResourcesCurrent payment 15,520 (949) - 14,571 13,576 995 93.2 13,471 13,234Transfers and- 5 - 5 5 - 5.0 - -subsidiesPayment for capital 350 161 - 511 511 - 100.0 283 144assetsInformation9,004 1,115 310 10,429 9,073 1,356 87.0 5,288 5,112CommunicationTechnologyCurrent payment 3,351 (51) - 3,300 3,139 161 95.1 3,612 3,606Transfers and- - - - - - - - -subsidiesPayment for capital 5,653 1,166 310 7,129 5,934 1,195 83.2 1,676 1,506assetsLegal /Advice6,169 (1,115) - 5,054 3,792 1,262 75.0 5,008 4,417ServicesCurrent payment 6,169 (1,115) - 5,054 3,792 1,262 75.0 4,988 4,399Transfers and- - - - - - - - -subsidiesPayment for capital- - - - - - - 20 18assetsCommunication56,155 416 - 56,571 54,359 2,212 96.1 43,817 41,269ServicesCurrent payment 56,125 421 - 56,546 54,338 2,208 96.1 42,903 41,052Transfers and30 (5) - 25 21 4 84.0 1 1subsidiesPayment for capital- - - - - - - 913 216assetsProgramme Support 1,491 367 - 1,858 1,812 46 97.5 1,219 1,211Current payment 1,491 367 - 1,858 1,812 46 97.5 1,160 1,153Transfers andsubsidies- - - - - - - - -Office of the Premier89

ANNUAL REPORT 2010/11Payment for capital- - - - - - - 59 58assetsTotal 88,689 - 310 88,999 83,128 5,871 93.4 69,086 65,387Economic Classification 2010/2011 2009/10Adjusted Shifting of VirementAppropriation FundsFinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualExpenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 82,656 (1,327) - 81,329 76,657 4,672 94.3 66,134 63,444Compensation of 33,688 - - 33,688 29,309 4,379 87.0 27,137 27,120employeesGoods and services 48,968 (1,327) - 47,641 47,348 293 99.4 38,997 36,324Transfer and30 - - 30 26 4 86.7 1 1subsidies to:Provinces and- - - - - - - - -municipalitiesDepartmental- - - - - - - - -agencies accountUniversities &- - - - - - - - -TechnikonsForeign- - - - - - - - -governments& internationalorganisationNon-profit institution - - - - - - - - -Households 30 - - 30 26 4 86.7 1 1Gifts and donations - - - - - - - - -Payment of capital 6,003 1,327 310 7,640 6,445 1,195 84.4 2,951 1,942assetsMachinery andequipment6,003 1,327 310 7,640 6,445 1,195 84.4 2,951 1,94290Office of the Premier

ANNUAL REPORT 2010/11Software & other- - - - - - - - -intangible assetsTotal 88,689 - 310 88,999 83,128 5,871 93.4 69,086 65,387DETAIL PER PROGRAMME 3 - POLICY & GOVERNANCEfor the year ended 31 March 2011Detail per subprogramme 2010/2011 2009/10Adjusted Shifting of VirementAppropriation FundsFinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualExpenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Intergovernmental 12,192 (995) - 11,197 5,515 5,682 49.3 5,955 5,653RelationsCurrent payment 12,192 (995) - 11,197 5,515 5,682 49.3 5,923 5,622Transfers and- - - - - - - - -subsidiesPayment for capital- - - - - - - 32 31assetsProvincial Policy40,293 1,136 731 42,160 42,133 27 99.9 86,106 85,951ManagementCurrent payment 30,613 1,136 731 32,480 32,453 27 99.9 76,666 76,598Transfers and9,680 - - 9,680 9,680 - 100.0 8,817 8,814subsidiesPayment for capital- - - - - - - 623 539assetsProgramme Support 1,516 (141) - 1,375 1,340 35 97.5 1,515 1,442Current payment 1,516 (141) - 1,375 1,340 35 97.5 1,278 1,207Transfers andsubsidies- - - - - - - - -Office of the Premier91

ANNUAL REPORT 2010/11Payment for capital- - - - - - - 237 235assetsTotal 54,001 - 731 54,732 48,988 5,744 89.50 93,576 93,046Economic Classification 2010/2011 2009/10Adjusted Shifting of VirementAppropriation FundsFinalAppropriationActual Variance ExpenditureExpenditureas % of finalappropriationFinalAppropriationActualExpenditureR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000Current payment 44,321 - 731 45,052 39,308 5,744 87.3 83,867 83,427Compensation of 24,092 - 731 24,823 24,822 1 100.0 24,594 24,526employeesGoods and services 20,229 - - 20,229 14,486 5,743 71.6 59,273 58,901Transfer and9,680 - - 9,680 9,680 - 100.0 8,817 8,814subsidies to:Provinces &- - - - - - - - -municipalitiesDepartmental- - - - - - - - -agencies accountUniversities &9,680 - - 9,680 9,680 - 100.0 8,800 8,800TechnikonsForeign- - - - - - - - -governments& internationalorganisationNon-profit institution - - - - - - - - -Households - - - - - - - 17 14Gifts and- - - - - - - - -DonationsPayment of capital- - - - - - - 892 805assetsMachinery and- - - - - - - 892 805equipmentSoftware and other- - - - - - - - -intangible assetsTotal 54,001 - 731 54,732 48,988 5,744 89.5 93,576 93,04692Office of the Premier

ANNUAL REPORT 2010/11NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 20111. Detail of transfers and subsidies as per Appropriation Act (after Virement)Detail of these transactions can be viewed in the note on Transfer and Subsidies, disclosure notes and Annexure 1 (A-H) to theAnnual Financial Statements.2. Detail of specifically and exclusively appropriated amounts voted (after Virement):Detail of these transactions can be viewed in Note 1 (Annual Appropriation) to the Annual Financial Statements.3. Detail on Financial Transactions in Assets and liabilitiesDetail of these transactions per programme can be viewed in the note to Financial Transactions in the Annual FinancialStatements.4. Explanations of material variances from Amounts Voted (after virement):4.1 Per programme:Programme nameFinalAppropriationActualExpenditureVariance Variance asa % of FinalApprop.R’000 R’000 R’000 %Programme 1: Administration 73,553 60,878 12,675 17Programme 2: Institutional Support 88,999 83,128 5,871 7Programme 3: Policy and Governance 54,732 48,988 5,744 10Programme 1: Administration 73,553 60,878 12,675 17Explanation of variance1. Underspending in Compensation Employees is due to vacant funded posts not being filled as a result of moratorium thatwas in place during the reconfiguration process.2. In Goods and Services underspending is caused by among others things late submission of invoices for property payments;projects such as the Change Management project that did not materialise due to delayed procurement processes at GautengDepartment of Finance. Some planned travelling arrangements of the Premier did not materialise.Programme 2: Institutional Support 88,999 83,128 5,871 7Explanation of variance1. Underspending in Compensation of Employees is due to vacant funded posts not being filled as a result of moratorium thatwas in place during the reconfiguration process.2. Underspending Goods and Services is due to commitments and accruals.Programme 3: Policy and Governance 54,732 48,988 5,744 10Office of the Premier93

ANNUAL REPORT 2010/11Explanation of variance1. Underspending is due to Gauteng Planning Commission structure not being approved on time, that resulted in the plannedprojects under GPC not taking place.4.2 Per Economic classification FinalAppropriationActualExpenditureVariance Variance asa % of FinalApprop.R’000 R’000 R’000 %Current expenditure:Compensation of employees 95,466 87,423 8,043 8.42Goods and services 104,333 89,286 15,047 14.42Unauthorised expenditure approved - - - -Transfers and subsidies:Provinces and municipalities - - - -Departmental agencies and accounts - - - -Universities and Technikons 9,680 9,680 - -Households 30 26 4 13.33Gifts and Donations - - - -Payments for capital assets:Machinery and equipment 7,750 6,554 1,196 15.43Software and other intangible assets - - - -Payment for financial assets 25 25 - -Explanation of varianceThe detailed explanation is given above per programme. Underspending in Capital budget attributed to Automation ofPremier’s E Cabinet Boardroom System. It was delayed due to natural causes i.e flooding.94Office of the Premier

ANNUAL REPORT 2010/11STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2011Note 2010/11 2009/10R’000 R’000REVENUE 219,686 219,934Annual appropriation 1 217,284 217,538Statutory Appropriation 2 1,705 1,623Departmental revenue 3 697 773Aid assistance - -TOTAL REVENUE 219,686 219,934EXPENDITURECurrent ExpenditureCompensation of employees 4 89,074 86,802Goods and services 5 89,286 115,237-Aid assistance - -Total current expenditure 178,360 202,039Transfers and Subsidies 7 9,706 9,298Total transfers and subsidies 9,706 9,298Expenditure for capital assetsMachinery and equipment 8 6,554 3,193Software and other intangible assets 8 - -Total expenditure for capital assets 6,554 3,193Payment for financial assets 6 25 5TOTAL EXPENDITURE 194,645 214,530- -SURPLUS FOR THE YEAR 25,041 5,399Reconciliation of Net Surplus for the yearVoted Funds 24,344 4,626Departmental Revenue 13 697 773SURPLUS FOR THE YEAR 25,041 5,399Office of the Premier95

ANNUAL REPORT 2010/11STATEMENT OF FINANCIAL POSITIONfor the year ended 31 March 2011POSITIONASSETSNote 2010/11 2009/10R’000 R’000Current assets 24,816 19,492Unauthorised expenditure 9 5,146 15,765Cash and cash equivalents 10 16,808 -Receivables 11 2,862 3,727- -TOTAL ASSETS 24,816 19,492LIABILITIESCurrent liabilities 24,816 19,492Voted funds to be surrendered to the Revenue Fund 12 24,344 4,626Departmental revenue to be surrendered to the Revenue Fund 13 70 10Bank Overdraft 14 - 14,599Payables 15 402 257TOTAL LIABILITIES 24,816 19,492NET ASSETS - -96Office of the Premier

ANNUAL REPORT 2010/11STATEMENT OF CHANGE IN NET ASSETSfor the year ended 31 March 2011NET ASSETSNote 2010/11 2009/10R’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 - -Office of the Premier97

ANNUAL REPORT 2010/11CASH FLOW STATEMENTfor the year ended 31 March 20112010/11 2009/10Note R’000 R’000CASH FLOWS FROM OPERATING ACTIVITIESReceipts 219,686 219,934Annual appropriate funds received 1.1 217,284 217,538Statutory appropriate funds received 2 1,705 1,623Departmental revenue received 3 697 773Local and foreign aid assistance received - -Net (increase)/decrease in working capital 11,629 (1,058)Surrendered to Revenue Fund (5,263) (756)Current payments (178,360) (202,039)Payment for financial assets (25) (5)Transfers and subsidies paid 7 (9,706) (9,298)Net cash flow available from operating activities 16 37,961 6,778CASH FLOWS FROM INVESTING ACTIVITIESPayments for capital assets 8 (6,554) (3,193)Net cash flows from investing activities (6,554) (3,193)Net increase in cash and cash equivalents 31,407 3,585Cash and cash equivalents at the beginning of the period (14,599) (18,184)Cash and cash equivalents at end of period 17 16,808 (14,599)98Office of the Premier

ANNUAL REPORT 2010/11No accrual is made for the amount receivable from the last receipt date to the end of the reporting period. These amountsare however disclosed in the disclosure note to the Annual Financial Statements.33.1 Compensation of employees3.1.1 Salaries and wagesSalaries and wages are expensed in the Statement of Financial Performance when the final authorisation for payment iseffected on the system (by no later than 31 March of each year).Other employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to theFinancial Statements at its face value and are not recognised in the Statement of Financial Performance or Position.3.1.2 Social contributionsEmployer contributions to post employment benefit plans in respect of current employees are expensed in the Statement ofFinancial Performance when the final authorisation for payment is effected on the system (by no later than 31 March eachyear)No provision is made for retirement benefits in the financial statements of the department. Any potential liabilities aredisclosed in the financial statements of the Provincial Revenue Funds and not in the financial statements of the employerdepartment.Employer contributions made by the department for certain of its ex-employees (such as medical benefits) are classified astransfers to households in the statement of financial performance.3.2 Goods and servicesPayments made during the year for goods and/or services are recognised as an expense 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).The expense is classified as capital if the goods and/or services were acquired for a capital project or if the total purchaseprice exceeds the capitalisation threshold (currency R5,000). All other expenditures are classified as current.Rental paid for the use of buildings or other fixed structures is classified as goods and services and not as rent on land.3.3 Payments for financial assetsDebts 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.All other losses are recognised when authorisation has been granted for the recognition thereof.3.4 Transfers and subsidiesTransfers and subsidies are recognised as an expense when the final authorisation for payment is effected on the system (byno later than 31 March of each year).3.5 Unauthorised expenditureWhen confirmed unauthorised expenditure is recognised as an asset in the Statement of Financial Position until such timeas the expenditure 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 derecognised from the Statement of Financial Position when theunauthorised expenditure is approved and the related funds are received.100Office of the Premier

ANNUAL REPORT 2010/11Where the amount is approved without funding it is recognised as expenditure in the Statement of Financial Performance onthe date of approval.4 Assets4.1 Cash and cash equivalentsCash and cash equivalents are carried in the Statement of Financial Position at cost.Bank overdrafts are shown separately on the face of the statement of financial position.For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other 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 (including departmental employees) and are derecognised upon recovery or write-off.Receivables outstanding at year-end are carried in the Statement of Financial Position at cost plus any accrued interest.Amounts that are potentials irrecoverable are included in the disclosure notes.4.3 InventoryInventories that qualify for recognition must be initially reflected at cost. Where inventories are acquired at no cost, or fornominal consideration, their cost shall be their fair value at the date of acquisition.All inventory items at year-end are reflected using the weighted average cost or FIFO cost formula.4.4 Capital assets4.4.1 Movable assetsInitial recognitionA capital asset is recorded on receipt of the item at cost. Cost of an asset is defined as the total cost of acquisition. Wherethe cost cannot be determined accurately, the movable capital asset is stated at fair value. Where fair value cannot bedetermined, the capital asset is included in the asset register at R1.All assets acquired prior to 1 April 2002 are included in the register R1.5 Liabilities5.1 PayablesRecognised payables mainly comprise of amounts owing to other governmental entities. These payables are carried at costin the Statement of Financial Position.5.2 Contingent liabilitiesContingent liabilities are included in ir, the disclosure notes to the financial statements when it is possible that economicbenefit will flow from the department, or when an outflow of economic benefits or service potential is probable but cannot bemeasured reliably.5.3 CommitmentsCommitments 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 AccrualsAccruals are not recognised in the Statement of Financial Position as a liability or as expenditure in the Statement of FinancialPerformance but are included in the disclosure notes.Office of the Premier101

ANNUAL REPORT 2010/115.5 Employee benefitsShort-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 recognised in the Statement of Financial Performance or the Statement ofFinancial Position.5.6 Lease commitmentsFinance leaseFinance leases are not recognised as assets and liabilities in the Statement of Financial Position. Finance lease payments arerecognised as an expense in the Statement of Financial Performance and are apportioned between the capital and interestportions. The finance lease liability is disclosed in the disclosure notes to the financial statements.Operating leaseOperating lease payments are recognised as an expense in the Statement of Financial Performance. The operating leasecommitments are disclosed in the disclosure notes to the financial statements.6 Net assets6.1 Recoverable revenueAmounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverablefrom a debtor in the current financial year. Amounts are either transferred to the Provincial Revenue Fund when recovered orare transferred to the Statement of Financial Performance when written-off.7 Related party transactionsSpecific information with regards to related party transactions is included in the disclosure notes.8 Key management personnelCompensation paid to key management personnel including their family members where relevant, is included in thedisclosure notes.102Office of the Premier

ANNUAL REPORT 2010/11NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 20111. Annual Appropriation1.1 Annual AppropriationIncluded are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for ProvincialDepartments.ProgrammesFinalAppropriationActual FundsReceivedFunds notrequested notreceivedAppropriationreceived2009/10R’000 R’000 R’000 R’0001 ADMINISTRATION 73,553 73,553 - 54,8762 INSTITUTIONAL SUPPORT 88,999 88,999 - 69,0863 POLICY & GOVERNANCE 54,732 54,732 - 93,576TOTAL 217,284 217,284 - 217,5381.2 Conditional Grants Notes 2010/11 2009/10R’000 R’000Total grants received included in Programme 2 27 - 193- 193Provincial grants included in Total Grants received - 1932 Statutory Appropriation 2010/11 2009/10R’000 R’000Member of Executive Committee 1,705 1,623Actual Statutory Appropriation received 1,705 1,6233 Departmental RevenueNote 2010/11 2009/10R’000 R’000Sales of goods and services other than capital assets 3.1 38 34Interests, dividends and rent on land 3.2 18 13Transaction in financial assets and liabilities 3.3 641 726Total revenue collected 697 773Less: Own revenue included in appropriation - -Departmental revenue collected 697 773Office of the Premier103

ANNUAL REPORT 2010/11Note 2010/11 2009/103.1 Sales of goods and services other than capital assets 3 R’000 R’000Other sales 38 34Total 38 34Note 2010/11 2009/103.2 Interest, dividends and rent on land 3 R’000 R’000Interest 18 1318 13Note 2010/11 2009/103.3 Transactions in financial assets and liabilities 3 R’000 R’000Stale cheques written back - -Other Receipts including Recoverable Revenue 641 726Total 641 7264 Compensation of employees Note 2010/11 2009/104.1 Salaries and wages R’000 R’000Basic salary 58,529 56,628Performance award 1,453 1,030Service Based 463 261Compensative/circumstantial 1,813 1,873Periodic Payments - 246Other non-pensionable allowances 16,746 17,297Total 79,004 77,3354.2 Social contributionsNote 2010/11 2009/10Employee Contributions R’000 R’000Pension 6,876 6,569Medical 3,181 2,891UIF - -Bargaining council 13 7Insurance - -10,070 9,467Total compensation of employees 89,074 86,802Average number of employees 253 2645 Goods and Services 2010/11 2009/10Note R’000 R’000Administrative Fees 331 728Advertising 31,922 25,397Assets less than R5,000 5.1 254 371Bursaries (employees) 212 235104Office of the Premier

ANNUAL REPORT 2010/11Catering 1,025 757Communication 3,286 3,241Computer services 5.2 1,008 1,610Consultants, contractors and agency/outsourced services 5.3 9,192 18,406Entertainment 47 174Audit cost- external 5.4 1,489 1,536Fleet services - -Inventory 5.5 8,702 12,884Housing - -Operating leases 1,750 975Owned and leasehold property expenditure 5.6 11,058 2,605Transport provided as part of the departmental activities - 1,489Travel and subsistence 5.7 9,454 8,977Venues and facilities 9,105 35,005Training & staff development 369 800Other operating expenditure 5.8 82 47Total 89,286 115,237Note5.1 Assets less than R5,000 2010/11 2009/10R’000 R’000Tangible assets 5 254 371Biological assets - -Machinery and equipment 254 371Intangible assets - -Total 254 3712010/11 2009/10Note R’000 R’0005.2 Computer services 5SITA computer services 1,008 1,610External computer service providers - -1,008 1,6105.3 Consultants, contractors and agency/outsourcedservices12010/10 2009/10Note R’000 R’0005Business and advisory services 8,853 17,518Infrastructure and planning - -Laboratory services - -Legal costs 174 250Contractors 165 638Agency and support/outsourced services - -Total 9,192 18,406Office of the Premier105

ANNUAL REPORT 2010/112010/11 2009/10R’000 R’0005.4 Audit cost-external NoteRegularity audits 5 1,489 1,536Performance audits - -Forensic audits - -Environmental audits - -Other audits - -Total 1,489 1,5362010/11 2009/105.5 Inventory Note R’000 R’000Medsas inventory interface 5 - -Learning and teaching support material - -Food and food supplies 239 121Fuel, oil and gas 138 78Other consumable materials 323 22Maintenance material - -Stationery and printing 8,002 12,663Medical supplies - -Military stores - -Total 8,702 12,8842010/11 2009/10R’000 R’0005.6 Property payments NoteMunicipal services 5 1,941 2,375Property management fees - -Property maintenance and repairs - -Other (Gauteng Youth Commission) 9,117 230Total 11,058 2,6052010/11 2009/10R’000 R’0005.7 Travel and subsistence NoteLocal 5 8,396 7,003Foreign 1,058 1,974Total 9,454 8,9772010/11 2009/105.8 Other operating expenditure Note R’000 R’000Leanerships 5 64 -Professional bodies, membership and subscription fees - -Resettlement costs 18 47Other - -Total 82 47106Office of the Premier

ANNUAL REPORT 2010/112010/11 2009/10R’000 R’0006 Payments for financial assets NoteMaterial losses through- -criminal conductTheft - -Other material losses - -Other material losses written off - 5Debts written off 6.1 25Forex losses - -Total 25 52010/11 2009/106.1 Debts written off Note R’000 R’000Nature of debts written offTransfer to debts written off - -(Group major categories, but list material itemsone of which must be debt written off relating toirregular expenditure) - -State guarantee - -Bursary 6 - 1Salary debt 6 25 4Disallowance Fraud Cheque - -Other-Tax Debt/ Subsidised Transport - -Housing Debt - -Total 25 52010/11 2009/107 Transfers and Subsidies Note R’000 R’000Provinces and municipalities - -Departmental agencies and accounts - -Universities and technikons Annex 1A 9,680 8,800Foreign governments and international organisations -Public corporation and private enterprises - -Non-profit institutions - -Household Annex 1B 26 498Gifts, donations and sponsorships madeAnnex 1C- -& 1DTotal 9,706 9,298Unspent funds transferred to the above beneficiaries2010/11 2009/108 Expenditure for capital assets R’000 R’000Tangible assets Note 6,554 3,193Buildings and other fixed structures - -Heritage assets - -Machinery and equipment 25.1 6,554 3,193Land and subsoil assets - -Investment property - -Biological assets - -Office of the Premier107

ANNUAL REPORT 2010/11Software and other intangible assets Note - -Capitalised development costs - -Computer software 26 -Mastheads and publishing titles - -Patents, licences, copyright, brand names, trademarks - -Recipes, formulae, prototypes, designs, models - -Services and operating rights - -Other intangibles - -Total 6,554 3,1938.1 Analysis of funds utilised to acquire capital assets-2010/11Voted Funds Aid Assistance TotalExpenditure for capital assets R’000 R’000 R’000Tangible assets 6,554 - 6,554Buildings and other fixedstructures - - -Heritage assets - - -Machinery and equipment 6,554 - 6,554Land and subsoil assets - - -Investment property - - -Biological assets - - -Software and other intangible assets - - -Capitalised development costs - - -Computer software - - -Mastheads and publishing titles - - -Patents, licences, copyright, brand names, trademarks - - -Recipes, formulae, prototypes, designs, models - - -Services and operating rights - - -Other intangibles - - -Total 6,554 - 6,554Analysis of funds utilised to acquire capital assets-2009/10 Voted Aid TotalAssistanceFundsR’000 R’000Machinery &Equipment 3193 - 3,193Computer Software - - -Total assets acquired 3,193 - 3,193108Office of the Premier

ANNUAL REPORT 2010/112010/11 2009/109 Unauthorised Expenditure R’000 R’0009.1 Reconciliation of unauthorised expenditure Note 5,146 15,765Opening balance 9 15,765 15,765Unauthorised expenditure-discovered in the current year - -Less: Amounts approved by Parliament/Legislature with funding (10,619) -- -Less: Amounts approved by Parliament/Legislature without funding - -and funding and written off in the Statement of Financial Performance - -Current - -Capital - -Transfers and subsidies - -Less: Amounts transferred to receivables for recovery - -Unauthorised expenditure awaiting authorisation 5,146 15,765Note9.2 Analysis of awaiting authorisation per economic classificationCurrent 9 5,146 15,765Capital - -Transfers and subsidies - -Total 15,7659.3 Analysis of unauthorised expenditure awaiting authorisation per type2010/11 2009/10R’000 R’000Unauthorised expenditure relating to overspending of a main division within a vote 5,146 15,7655,146 15,7652010/11 2009/1010 Cash and Cash Equivalent R’000 R’000Consolidated Paymaster General Account 16,808Cash receipts - -Disbursements - -Cash on hand - -Cash with commercial banks (Local) - -Cash with commercial banks (Foreign) - -Total 16,808 -Less than one One to three Older than 2010/11 2009/10year years three yearsNote R’000 R’000 R’000 R’000 R’00011 ReceivablesClaims recoverables11.1 &14 2,254 112 2,380 3,238Ann3Trade receivables - - - - -Recoverable expenditure - - - - -Staff debt 11.2 1 - - 1 21Other debtors 11.3 183 298 - 481 468198 2,552 112 2,862 3,727Office of the Premier109

ANNUAL REPORT 2010/112010/11 2009/10Note R’000 R’00011.1 Claims recoverables - -National departments 11 - -Provincial departments 2,380 3,238Foreign governments - -Public entities - -Private enterprises - -Universities and technikons - -Households and non-profit institutions - -Local governments - -Total 2,380 3,2382010/11 2009/10Note R’000 R’00011.2 Staff debt 11 1 21PERSAL - -Total 1 212010/11 2009/1011.3 Other debtors Note R’000 R’000(Group major categories, but list material items) 11Tax Debt - -Bursary 3 7Salary 419 401T & S Advance - 1Bonus - -Supplier 43 -Other debtors 16 59Total 481 4682010/11 2009/10R’000 R’00011.3.1 OtherTravel and Subsistance 11 -Disallowance cheque Fraud 5 -Telephone a/c - -16 -2010/11 2009/1012 Voted Funds to be Surrendered to the Revenue Fund R’000 R’000Opening balance 4,626Transfer from Statement of Financial Performance 24,344 4,626Add: Unauthorised expenditure for current year - -- -Voted funds not requested/not received - -Transferred to retained revenue to defray excess expenditure - -(Parliament/Legislatures ONLY) - -Paid during the year (4,626) -Closing balance 24,344 4,626110Office of the Premier

ANNUAL REPORT 2010/112010/11 2009/1013 Departmental revenue to be surrendered to the Revenue Fund R’000 R’000Opening balance 10 (7)Transfer from Statement of Financial Performance 697 773Own revenue included in appropriation - -Transfer from aid assistance - -Transfer to voted funds to defray expenditure - -(Parliament/Legislatures ONLY) - -Paid during the year (637) (756)Closing balance 70 102010/11 2009/1014 Bank Overdraft R’000 R’000Consolidated Payment General Account - 14,599- 14,5992010/11 2009/10R’000 R’00015 Payables-current Note 30 Days 30+ Days Total TotalAmounts owing to other entities - - - -Advances received - - - -Clearing accounts - - - -Other payables 15.1 - 402 402 257Total - - 402 2572010/11 2009/1015.1 Other payables Note R’000 R’000(Identify major categories, but list material amounts)PERSAL 15.2 321 8Other payables 15.2 81 249Total 402 2572010/11 2009/1015.2 PERSAL R’000 R’000Salary Reversal Control - -Salary Income Tax CL 320 4Salary ACB Recall - 4Salary Tax Debt - -Debt Rept Control - -Salary Pension Fund 1 -321 8OTHER PAYABLESReceivable income 13 17Receivable interest 68 53Telephone Control/T&S Advance - 179Total 81 249Office of the Premier111

ANNUAL REPORT 2010/112010/11 2009/1016 Net cash flow available from operating activities R’000 R’000Net surplus/(deficit)as per Statement of Financial Performance 25,041 5,399Add back non cash/cash movements not deemed operating activities 12,920 1,379(Increase)/decrease in receivables-current 865 (944)(Increase)/decrease in prepayments and advances - -(Increase)/decrease in other current assets 10,619 -(Increase)/decrease in payables-current 145 (114)Proceeds from sale of capital assets - -Proceeds from sale of investments - -(Increase)/decrease in other financial- -assetsExpenditure on capital assets 6,554 3,193Surrenders to Revenue Fund (5,263) (756)Voted funds not requested/not received - -Own revenue included in appropriation - -Other non-cash items - -Net cash flow generated by operating activities 37,961 6,7782010/11 2009/1017 Reconciliation of cash and cash equivalents for cash flow purposes R’000 R’000Consolidated Paymaster General account 16,808 (14,599)Closing balance 16,808 (14,599)112Office of the Premier

ANNUAL REPORT 2010/11DISCLOSURE NOTES TO THEANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2011These amounts are not recognised in the Annual Financial Statements and are disclosed to enhance the usefulness of the AnnualFinancial Statements18 Contingent liabilities and contingent assets 2010/11 2009/1018.1 Contingent liabilities R’000 R’000Liable to Nature NoteMotor vehicle guarantees Employees - -Housing loan guarantees Employees Annex 2A - 32Other guarantees - -Claims against the department Annex 2B 2,004 -Other departments(interdepartmental unconfirmed balances) Annex 4 1,003 -Environmental rehabilitation liability - -Other - -Total 3,007 3219 Commitments 2010/11 2009/10Current expenditure R’000 R’000Approved and contracted 4,117 3,010Approved but not yet contracted - -4,117 3,010Capital ExpenditureApproved and contracted - 308Approved but not yet contracted - -- 308Total Commitments 4,117 3,3182010/11 2009/1020 Accruals R’000 R’000Listed by economic classification 30 days 30+ days Total TotalGoods and services 5,854 543 6,397 8,140Interest and rent on land - - - -Transfers and subsidies - - - -Capital assets - - - -Other - - - -Total 5,854 543 6,397 8,1402010/11 2009/10R’000 R’000Listed by programme levelAdministration 1,667 2,841Institutional Support 4,110 4,392Policy and Governance 620 907Total 6,397 8,140Office of the Premier113

ANNUAL REPORT 2010/112010/11 2009/10R’000 R’000Confirmed balances with other departments Annexure 4 11 -Confirmed balances with other government entities - -3,155 -2010/11 2009/1021 Employee benefits R’000 R’000Leave entitlement 3,893 3,746Service bonus (Thirteen cheque) 2,146 2,061Performance awards 3,222 3,222Capped leave commitments 2,044 2,009Total 11,305 11,03822 Lease commitments22.1 Operating leases expenditure Land Building and MachineryTotalother fixedstructuresandequipment2010/2011 R’000 R’000 R’000 R’000Not later than 1 year - - 1,847 1,847Later than 1 year and not later than 5 years - - 77 77Later than five years - - - -Total lease commitments 1,924 1,924Land Building and MachineryTotalother fixedstructuresandequipment2009/2010 R’000 R’000 R’000 R’000Not later than 1 year - - 2,385 2,385Later than 1 year and not later than 5 years - - 1,590 1,590Later than five years - - - -Total lease commitments - - 3,975 3,97522.2 Finance leases expenditure Land Building and MachineryTotalother fixedstructuresandequipment2010/2011 R’000 R’000 R’000 R’000Not later than 1 year - - 4,258 4,258Later than 1 year and not later- - 877 877than 5 yearsLater than five years - - - -Total lease commitments - - 5,135 5,135LESS: finance costs - - - -Total present value of lease liabilities - - 5,135 5,135114Office of the Premier

ANNUAL REPORT 2010/11Land Building and MachineryTotalother fixedstructuresandequipment2009/2010 R’000 R’000 R’000 R’000Not later than 1 year - - 1,548 1,548Later than 1 year and not later- - 407 407than 5 yearsLater than five years - - - -Total lease commitments - - 1,955 1,955LESS: finance costs - - - -Total present value of lease liabilities - - 1,955 1,95523 Related party transactionsRevenue Received Note 2010/11 2009/10R’000 R’000Tax revenue/User charges - -Sales of goods and services other than capital- -assetsFines, penalties and forfeits - -Interest, dividends and rent on land - -Sales of capital assets - -Financial transactions in assets and liabilites - -Transfers - -Total - -Payments made Note 2010/11 2009/10R’000 R’000Investment - -Non-interest bearing loeans to/(from) - -Interest bearing loans to/(From) - -Debtor balances - -Creditor balances - -Sales of assets - -Guarantess- -providedTotal - -Year end balances arising from revenue/payments Note 2010/11 2009/10R’000 R’000Receivables from related parties 2,380 -Payables to related parties 3,155 -Total 5,535 -24 Key management personnel No. ofindividuals2010/11R’0002009/10R’000Political Office Bearers (Statutory Appropriation) 1 1,465 1,550Officials:Levels 15 to16 15 11,307 10,426Level 14 (incl CFO) 11 6,143 5,212Family members of key management personnel - - -Total 27 18,915 17,188Office of the Premier115

ANNUAL REPORT 2010/1125 Movable Tangible Capital AssetsTreatment and audit approach for Fair Value of assetsSection 38 (1)(d) read in conjuction with Treasury Regulations10.1.2 requires that the Accounting Officershould have processes and procedures in place for the effective and efficient management of assets.In terms of the asset management reforms implementation plan, asset register complying with minimumrequirements had to be in place by 31 March 2006 although the milestone for accurate valuation of allassets have to be achieved by 31 March 2008.Gauteng Treasury in consultation with National Treasury agreed that valuation of all assets will be finalisedon 31 March 2008 in accordance with the implementation plans. Consequently, the audit of assets wasconducted in accordance with the approved asset management implementation plans.MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011OpeningBalanceCurrentYearAdditions Disposals ClosingBalanceAdjustmentsto prioryearbalancesR’000 R’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 16,906 - 6,478 - 23,384Transport, assets 491 - - - 491Specialised military assets - - - - -Computer equipment 8,638 - 5,159 - 13,797Furniture and office5,714 241 836 - 6,791equipmentOther machinery and2,063 (241) 483 - 2,305equipmentTOTAL MOVABLE TANGIBLE CAPITAL ASSETS 16,906 - 6,478 - 23,384Accordng to the department’s assets register the total value of the minor assets R 6 099 .This represents 26.08 % of the department’stotal assets.1. (R 173) - telephone equipment not reflected in the asset register.2. No purchase of software during the year.3. Adjustment in the items is due to the split in the department’s register according to AFS guide and alsoestablishing a separate register for major and minor assets.4. Addition includes both major and minor paid on report. It also includes R 367, minor and major assets not paid for; and R697 major and minor assets paid but not included in register due to receipt on temporary basis.116Office of the Premier

ANNUAL REPORT 2010/1125.1 ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSET PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011Cash Non-cash (Capital workin progresscurrentReceivedcurrentyear, notTotalcosts andfinance leasepayments)paid (Paidcurrent year,received prioryear)R’000 R’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 6,808 - - (330) 6,478Transport, assets - - - - -Specialised military assets - - - - -Computer equipment 5,773 - - (614) 5,159Furniture and office469 - - 367 836equipmentOther machinery and equipment 566 - - (83) 483TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS 6,808 - - (330) 6,47825.2 DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011Sold forcashTransferout ordestroyedTotaldisposalsCashReceivedActualorscrappedR’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT - - - -Transport, assets - - - -Specialised military assets - - - -Computer equipment - - - -Furniture and office equipment - - - -Other machinery and equipment - - - -TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS - - - -25.3 Movement for 2009/10MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010OpeningBalanceAdditions Disposals ClosingBalanceR’000 R’000 R’000 R’000MACHINERY AND EQUIPMENT 15,758 2,013 (865) 18,636Transport, assets 784 - (293) 491Specialised military assets - - - -Computer equipment 7,265 1,630 (257) 8,638Furniture and office equipment 5,797 136 (219) 5,714Other machinery and equipment 1,912 247 (96) 2,063TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 15,758 2,013 (865) 16,906Office of the Premier117

ANNUAL REPORT 2010/1125.4 Minor assetsMOVEMENT IN MINOR ASSETS PER THE ASSETS REGISTER FOR THE YEAR ENDED 31 MARCH 2011Intangible Heritage Machinery Biological Totalassets assets andequipmentassetsR’000 R’000 R’000 R’000 R’000Opening balance - - 5,689 - 5,689Additions - - 410 - 410- - - - -TOTAL MINOR ASSETS - - 6,099 - 6,099Intangible Heritage Machinery Biological Totalassets assets andequipmentassetsR’000 R’000 R’000 R’000 R’000Number of minor assets- - 5,552 - 5,552at costTOTAL NUMBER OF MINOR ASSETS - - 5,552 - 5,552MINOR ASSETS OF THE DEPARTMENT FOR 31 MARCH 2010Intangible Heritage Machinery Biological Totalassets assets andequipmentassetsR’000 R’000 R’000 R’000 R’000Minor Assets - - 5,689 - 5,689TOTAL - - 5,689 - 5,689Intangible Heritage Machinery Biological Totalassets assets andequipmentassetsR’000 R’000 R’000 R’000 R’000Number of minor assets- - - - -at cost- - 5,340 - 5,340TOTAL - - 5,340 - 5,340Opening balance for Minor assets number is adjusted due to split in the the department’s register by establishing a separateregister.Intangible Capital Assets26 MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011OpeningbalanceCurr yearadjustmentsto prioryearbalancesAdditions Disposals ClosingbalanceR’000 R’000 R’000 R’000 R’000COMPUTER SOFTWARE 352 - - - 352TOTAL 352 - - - 352Additions118Office of the Premier

ANNUAL REPORT 2010/1126.1 ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011Cash Non-cash (Development Received Totalwork inprogresscurrentcosts)currentyear, notpaid (Paidcurrent year,received prioryear)R’000 R’000 R’000 R’000 R’000COMPUTER SOFTWARE - - - - -TOTAL - - - - -Disposals26.2 DISPOSALS OF INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011Sold forcashTransfer outor destroyedor scrappedTotaldisposalsCashReceivedActualCost Fair Value Cost CostR’000 R’000 R’000 R’000COMPUTER SOFTWARE - - - -TOTAL - - - -26.3 MOVEMENT FOR 2009/10MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010OpeningBalanceAdditions Disposals ClosingBalanceR’000 R’000 R’000 R’000COMPUTER SOFTWARE 352 - - 352352 - - 35227 STATEMENT OF CONDITIONAL GRANT RECEIVEDNAME OFDEPARTMENTDepartmentof Health,GautengGRANT ALLOCATION SPENT 2009/10Division of Roll Overs DORA Total Amount Amount AvailableRevenue ActAdjustments Available received by spent by Fund spent bydepartment department departmentDivision of AmountRevenue Act spent bydepartmentR’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000- - - - - - 0.00% 193 218(throughProvincialTreasury)TOTAL - - - - - - 0.00% 193 218Office of the Premier119

ANNUAL REPORT 2010/11ANNEXURE TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2011ANNEXURE 1ASTATEMENT OF TRANSFERS TO UNIVERSITIES AND TECHNIKONSUNIVERSITY /TECHNIKON TRANSFERS ALLOCATION TRANSFER 2009/2010AdjustedAppropriationRoll Overs Adjustments Total Available Actual Transfer % of AvailableFundsAppropriationActActTransferredR’000 R’000 R’000 R’000 R’000 % R’000UNIVERSITY/TECHNIKON9,680 - - 9,680 9,680 0.0% 8,800(WITS)Total 9,680 - - 9,680 9,680 0.0% 8,800ANNEXURE 1BSTATEMENT OF TRANSFERES TO HOUSEHOLDSHOUSEHOLDS TRANSFERS ALLOCATION EXPENDITURE 2009/10AdjustedAppropriationActRoll Overs Adjustments Total Available Actual Transfer % of AvailableTransferredFinalAppropriationActR’000 R’000 R’000 R’000 R’000 % R’000TransfersH/H EMPL SOCIAL BENEFITS 30 - - 30 26 87% 501Total 30 - - 30 26 87% 501ANNEXURE 1CSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS RECEIVED FOR THE YEAR ENDED 31 MARCH 2011NAME OF ORGANISATION NATURE OF GIFT, DONATION OR SPONSORSHIP 2010/11 2009/10R’000 R’000Received in cash- -- -Received in kind- -BMW Use of vehicle by Premier- -Total - -120Office of the Premier

ANNUAL REPORT 2010/11ANNEXURE DSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS MADE AND REMISSIONS, REFUNDS AND PAYMENTS MADE AS AN ACT OF GRACENATURE OF GIFT, DONATION OR SPONSORSHIP 2010/11 2009/10R’000 R’000Paid in cashGift given on retirement of employee of Government Printer 1 -- -Total 1 -Made in kind- -Subtotal - -Remissions, refunds and payments made as an act of grace- -Subtotal - -TOTAL 1 -ANNEXURE : 2ASTATEMENT OF FINANCIAL GUARANTEES ISSUED AS AT 31 MARCH 2011 - LOCALGuarantor Institution Guarantee in respectofOriginalGuaranteedcapitalamountOpeningbalance asat 01 April2010Guaranteedrawdownsduring theyearGuaranteesrepayments/cancelled/reduced/releasedRevaluations Closingbalance31 March2011Guaranteedinterest forthe yearended 31March 2011Realisedlosses notrecoverablei.e claimspaid outduring theyearR’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000NEDBANK LTD Housing- 32 - (32) - - - -GuaranteeTOTAL - 32 - (32) - - - -ANNEXURE:2BSTATEMENT OF CONTIGENT LIABILITIES AS AT 31 MARCH 2011Nature of LiabilityOpening Balance01/04/2010Liabilities incurredduring the yearLiabilities paid/cancelled/reducedLiabilities recoverable(Provide detailsClosing balance31/03/2011during the yearhereunder)R’000 R’000 R’000 R’000 R’000Claims against thedepartmentAlliance Consulting - 1,767 - - 1,767Rudisha Consulting - 150 - - 150RSM Security - 87 - - 87TOTAL - 2,004 - - 2,004Office of the Premier121

ANNUAL REPORT 2010/11ANNEXURE : 3CLAIMS RECOVERABLESGovernment Entity Confirmed balance outstanding Unconfirmed balance outstanding Total31/03/2011 31/03/2010 31/03/2011 31/03/2010 31/03/2011 31/03/2010R’000 R’000 R’000 R’000 R’000 R’000DepartmentDepartment Of- 10 - (3) - 7Community SafetyDepartment Of Housing - - - 3 - 3Office of the Presidency 29 605 - - 29 605South African Police- 29 - - - 29ServiceOffice of the Premier - - - 1 - 1Department of Sports,1,630 1,630 - - 1,630 1,630Recreation, Arts & CultureGauteng Legislature - - 93 93 93 93Gauteng GG Transport - - 2 2 2 2Department of Health - 29 - - - 29Tshwane Metropolitan - - 68 68 68 68Department of Transport,544 771 - - 544 771Road and Works (Precinct)Gauteng Department of14 - - - 14 -EducationSubtotal 2,217 3,074 163 164 2,380 3,238Other Government Entities- - - - - -Subtotal - - - - - -TOTAL 2,217 3,074 163 164 2,380 3,238An amount of R 236 (two hundred and thirty six thousand) owed by other departments is not reflecting on the Trial balance.Therefore it is shown here separately as unconfirmed balance.122Office of the Premier

ANNUAL REPORT 2010/11ANNEXURE : 4INTER-GOVERNMENT PAYABLESGovernment Entity Confirmed balance outstanding Unconfirmed balanceTotaloutstanding31/03/2011 31/03/2010 31/03/2011 31/03/2010 31/03/2011 31/03/2010R’000 R’000 R’000 R’000 R’000 R’000DepartmentsCurrentDepartment of Public Transport, Roads,- - - 2,142 - 2,142and WorksDepartment of Sport, Arts, Culture and- - - 7,129 - 7,129RecreationGauteng Department of Finance - - - 331 - 331Department of Sport, Arts, Culture and- - - 1,036 - 1,036RecreationGG Transport - - 792 - 792 -Department of Justice & Cons Devlop 11 - - - 11 -Department of Sports,Arts,Culture andRecreation- - 211 - 211 -Subtotal 11 - 1,003 10,638 1,014 10,638Non-Current- - - - - -Subtotal - - - - - -TOTAL 11 - 1,003 10,638 1,014 10,638ANNEXURE 5INVENTORYQuantity 2010/11 Quantity 2009/10Note R’000 R’000InventoryOpening balance - 1,100 -Add/(Less): Adjustments to prior year- - -balancesAdd: Additions/Purchases - Cash - 8,702 12,884Add: Additions - Non-cash - - -(Less): Disposals - (27) -(Less): Issues - (8,992) (11,784)Add/(Less): Adjustments - - -Closing balance - 783 1,100Office of the Premier123

ANNUAL REPORT 2010/11OTHER INFORMATIONSECTION SIX6Oversight ReportAccess to Information124Office of the Premier

ANNUAL REPORT 2010/11HR OVERSIGHT REPORTApril 2010 to March 20116. Oversight - Human ResourcesService delivery6.1. Service DeliveryAs per the guidelines in the Treasury Regulations of 2001, the strategic planning process that the Office engaged with in 2005/06, a ServiceDelivery Improvement Plan was developed and updated on a Medium Term Expenditure Framework. This included the identification of keystandards for the main services delivered by the Office, an identification of our customers as well as the quantity and quality of service standardsto be delivered by the Office of the Premier. Special Projects reports were also prepared and submitted.Table1.1. Service Delivery provided and standardsKey services were developed for the main services in the Office of the Premier and are reported on in detail in the performance report sectionof this report. The successes of those that are key to our external services are reflected below:Main 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 reports ofprogress within GPGto be published on thewebsite which may beaccessed by citizensAchievedCommunication supportfor the Public LiaisonHotlineGauteng citizens,government departments,visitors to the GPGWebsiteInternational visitors,international media andinvestorsCommunicating theoutcomes of governmentintervention on issuesraised through the publicliaison hotlineThe Hotline wasfunctional by February2011.Work with PublicLiaison DevelopmentTeam on sourcing contentfor the Call Centre.Establishment of MediaService CentreGauteng citizens,government departments,visitors to the GPGWebsiteAs required. The servicesincluded articles andpictures made availableto both local andinternational media.Furnish comprehensiveinformation andservices about Gautengfor internationalmedia representativesbeforeduring and afterthe World Cup.Office of the Premier125

ANNUAL REPORT 2010/11Main services Actual customers Potential customers Standard of service Actual achievement againststandardsDirectories of GPG All Gauteng residents,Produce and distribute Objective metservicesin particular women,children and care givers,people with disabilities,people infected andaffected by HIV andAids, youth and peoplelooking for economicopportunitiesdirectories 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 portalGauteng ImbizoPoor and disadvantagedGauteng Imbizo and The objective was metcommunities29 Public engagementsto interact 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 theThree MPCCs wereCentrescommunitiesestablishment of three establishedMulti-Purpose CommunityCentres to improveGauteng residents’ accessto comprehensive servicesand information providedby local, provincial andnational government,parastatals, NGOs andthe private sector.Branding, Marketing andHolding World Cup 2011Gauteng residents and allImplementation ofbranding and marketingcampaigns in Gauteng, SA and abroadGauteng ‘s role wasbeing the centre stageof World Cup, peopleof Gauteng were goodhosts. It was heldsuccessfully,126Office of the Premier

ANNUAL REPORT 2010/11Main services Actual customers Potential customers Standard of service Actual achievement againststandardsCertify Bills andRegulationsSupport Socialdevelopment in GautengEstablishment of phase2 of Gauteng PlanningCommission andestablishment GPCAdvisory CouncilAll role players inlegislative path frominception to finalpromulgationAll role players inlegislative path frominception to finalpromulgationScrutinize all intendedlegislation (Bills andsubordinate legislation)to ensure that it complieswith the Constitution,other legislation(including Nationallegislation) and policies,that it is effective andthat it complies with theprinciples of drafting oflegislationGauteng citizensSuccessful, qualitywomen’s dialogueheld. Co-ordination ofInternational DisabilityDay. Monitoring ofdisability programme ofactionGauteng citizens All Roll players Successful establishmentof phase 2 of GPCAll legislativerequirements wereachieved-In all 18 billsand RegulationsRegional dialogue andevent held.The Office of the GPChas been set up in theOffice of the Premier.Administration stafffor the Office of theCommissioner has beenallocated.Table1.2. Consultation arrangements for customersKey internal services were consulted on with our internal customers and as the need arose. With respect to our external customers, the GPGImbizo programme ensures regular consultation and feedback to citizens In the period under review 29 such engagements were held incommunities across the province. A range of open days were hosted at Thusong Service Centres in the province to promote the services onoffer. There were Presidential visits plus Education public meetings done in October 2010. Six mass meetings were held at different regionsduring the State of Province Address. Commitments made at the annual Public Service Week also invite feedback on our services from thepublic.Table1.3.. Service Delivery Access StrategyAs part of our access to service delivery strategy, the Office of the Premier ensures that adequate signage is available to direct visitors to thecorrect office and also ensures that facilities to accommodate people living with disabilities are in place. We have also attempted to assistcustomers in the South African language of their choice where this was required.The Maponya Thusong Services Centre was operational in February 2011. This was the first urban mall in South Africa which offersgovernment information and servicers whilst shopping and doing related personal business at the mall.Instruments designed to maximise Gauteng residents’ access to information about the provincial government’s services, projects andprogrammes are facilitated within available resources and through a range of mechanisms including radio and other media, publications,Imbizo and other interactive community meetings, public exhibitions, Thusong Service centres, the Gauteng government website and theGauteng government call centre. The Gauteng News is a monthly publication on government’s services that is widely distributed to citizenson a monthly basis. Five editions were produced with a number of copies in each edition. A special edition, focusing on the State of thePremier Address by the Premier Mokonyane was produced and distributed. The GPG portal also has daily updates of GPG activities and aquarterly report of progress within GPG, which may be accessed by citizens.Office of the Premier127

ANNUAL REPORT 2010/11Table1.4. Service Information ToolService directories on government services, including HIV and Aids, Economic Opportunities, Women, Children, People with Disabilities andVictim Empowerment Resources were published and distributed to the public. A services database is also available on the Portal (website)and is regularly updated. A range of products were produced to support government’s programmes aimed at promoting human rightsand empowering women, children, people with disabilities and youth. These include booklets, directories, posters, banners and leaflets.Table1.5. Complaints mechanismService delivery complaints are invited in person, in writing, by telephoning or by emailing us. Plans are in place for the Batho Pele Championin the Office of the Premier to ensure that complaints are investigated and resolved as quickly as possible. We have also developed responsetimes and mechanisms to communicate the outcome of complaints.The revised Provincial Anti corruption strategy and the implementation plan was approved. Further to this, a coordinating role in Anticorruptioninitiatives through the Provincial Anti-Corruption Coordinating committee was emphasized.Complaints in relation to corruption and fraud by any of our employees can be reported on the following number: 0800 701 701, generalenquiries on our services can be directed to the Gauteng Provincial Government call centre on 0860GAUTENG (0860 428 8364) and arealso available on the GPG Website: www.gautengonline.org.za.128Office of the Premier

ANNUAL REPORT 2010/11TABLE 2.1 - Personnel costs by ProgrammeProgramme Total Voted Compensation Training Professional Compensation Average EmploymentExpenditure(R’000)of EmployeesExpenditure(R’000)Expenditure(R’000)and SpecialServices(R’000)of Employeesas percentof TotalExpenditureCompensationof EmployeesCost perEmployee(R’000)Pr.1 :Administration60,878 33,292 0 5,836 54.7 143 233Pr.2:InstitutionalsupportPr.3:Policy &GovernanceZ=Total ason FinancialSystems (BAS)83,128 29,309 369 900 35.3 126 23348,988 24,822 0 2,291 50.7 107 233192,994 87,423 369 9,027 45.3 375 233TABLE 2.2 - Personnel costs by Salary band. Compensationof EmployeesPercentageof TotalAverageCompensationTotalPersonnelNumber ofEmployeesCost (R’000) PersonnelCost forDepartmentCost perEmployee (R)Cost forDepartmentincludingGoods andTransfers(R’000)Skilled (Levels 5,890 6.7 159,189 87,423 373-5)Highly skilled 17,463 20 229,776 87,423 76production(Levels 6-8)Highly skilled 28,252 32.3 381,784 87,423 74supervision(Levels 9-12)Senior21,805 24.9 778,750 87,423 28management(Levels13-16)Contract250 0.3 250,000 87,423 1(Levels 3-5)Contract790 0.9 158,000 87,423 5(Levels 6-8)Contract788 0.9 394,000 87,423 2(Levels 9-12)Contract 12,121 13.9 1,212,100 87,423 10(Levels 13-16)Abnormal64 0.1 6,400 87,423 10AppointmentTOTAL 87,423 100 359,765 87,423 243- The total for the Compensation of Employees Cost excludes statutory appropriationOffice of the Premier129

ANNUAL REPORT 2010/11TABLE 2.3 - Salaries, Overtime, Home Owners Allowance and Medical Aid by ProgrammeProgramme Salaries(R’000)Salaries as %of PersonnelCostOvertime(R’000)Overtimeas % ofPersonnel CostHOA (R’000) HOA as %of PersonnelCostMedical Ass.(R’000)Medical Ass.as % ofPersonnel CostTotalPersonnelCost perProgramme(R’000)Pr1:29,879 89.74 776 2.33 570 1.71 1167 3.5 33,292AdministrationPr2:25,530 87.11 77 0.26 665 2.27 1282 4.37 29,309InstitutionalSupportPr3: Policy & 21,944 88.4 39 0.16 701 2.82 732 2.95 24,822GovernanceTOTAL 77,353 88.48 892 1.02 1,936 2.2 3,181 3.6 87,423TABLE 2.4 - Salaries, Overtime, Home Owners Allowance and Medical Aid by Salary BandSalary bands Salaries(R’000)Salaries as %of PersonnelCostOvertime(R’000)Overtimeas % ofPersonnel CostHOA (R’000) HOA as %of PersonnelCostMedical Ass.(R’000)Medical Ass.as % ofPersonnel CostTotalPersonnel Costper SalaryBand (R’000)Skilled (Levels 4,138 70.3 51 0.9 358 6.1 675 11.5 5,8903-5)Highly skilled 13,818 79.1 409 2.3 580 3.3 1138 6.5 17,468production(Levels 6-8)Highly skilled 24,982 88.7 417 1.5 416 1.5 827 2.9 28,154supervision(Levels 9-12)Senior20,304 92.8 0 0 430 2 406 1.9 21,877management(Levels 13-16)Contract250 100 0 0 3 1.2 8 3.2 250(Levels 3-5)Contract730 92.4 15 1.9 15 1.9 25 3.2 790(Levels 6-8)Contract946 120.1 0 0 0 0 15 1.9 788(Levels 9-12)Contract 12,121 99.8 0 0 134 1.1 87 0.7 12,142(Levels 13-16)Abnormal64 100 0 0 0 0 0 0 64AppointmentTOTAL 77,353 88.5 892 1 1,936 2.2 3,181 3.6 87,423130Office of the Premier

ANNUAL REPORT 2010/11TABLE 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 130 94 27.7 14Pr2: Institutional Support 107 77 28 2Pr3: Policy & Governance 103 62 39.8 1TOTAL 340 233 31.5 17TABLE 3.2 - Employment and Vacancies by Salary Band at end of periodSalary Band Number of Posts Number of Posts Filled Vacancy Rate Number of Posts FilledAdditional to theEstablishmentLower skilled (Levels 1-2), Permanent 1 0 100 0Skilled (Levels 3-5), Permanent 48 37 22.9 0Highly skilled production (Levels 6-8),108 76 29.6 0PermanentHighly skilled supervision (Levels 9-12),128 74 42.2 1PermanentSenior management (Levels 13-16),37 28 24.3 1PermanentContract (Levels 3-5), Permanent 1 1 0 1Contract (Levels 6-8), Permanent 5 5 0 5Contract (Levels 9-12), Permanent 2 2 0 2Contract (Levels 13-16), Permanent 10 10 0 7TOTAL 340 233 31.5 17TABLE 3.3 - Employment and Vacancies by Critical Occupation at end of periodCritical Occupations Number of Posts Number of Posts Filled Vacancy Rate Number of Posts FilledAdditional to theEstablishmentAdministrative related, Permanent 46 25 45.7 2Cleaners in offices workshops hospitals etc.,1 1 0 1PermanentClient inform clerks(switchb recept inform3 2 33.3 0clerks), PermanentCommunication and information related,26 17 34.6 0PermanentFinance and economics related, Permanent 12 7 41.7 0Financial and related professionals,12 8 33.3 0PermanentFinancial clerks and credit controllers,5 2 60 0PermanentFood services aids and waiters, Permanent 2 2 0 1General legal administration & rel.6 2 66.7 0professionals, PermanentHead of department/chief executive officer,Permanent7 5 28.6 2Office of the Premier131

ANNUAL REPORT 2010/11Critical Occupations Number of Posts Number of Posts Filled Vacancy Rate Number of Posts FilledAdditional to theEstablishmentHousehold food and laundry services related,1 0 100 0PermanentHuman resources & organisat developm &25 16 36 1relate prof, PermanentHuman resources clerks, Permanent 25 21 16 1Human resources related, Permanent 5 5 0 0Information technology related, Permanent 1 1 0 0Language practitioners interpreters & other23 17 26.1 1commun, PermanentLibrary mail and related clerks, Permanent 6 6 0 0Logistical support personnel, Permanent 2 2 0 2Material-recording and transport clerks,7 6 14.3 0PermanentMessengers porters and deliverers, Permanent 13 10 23.1 0Other administrat & related clerks and6 3 50 0organisers, PermanentOther administrative policy and related3 2 33.3 0officers, PermanentOther information technology personnel.,5 4 20 0PermanentOther occupations, Permanent 1 1 0 0Secretaries & other keyboard operating clerks,34 21 38.2 0PermanentSecurity officers, Permanent 20 17 15 0Senior managers, Permanent 43 30 30.2 6TOTAL 340 233 31.5 17TABLE 4.1 - Job EvaluationSalary Band Number of Posts Number of JobsEvaluated% of PostsEvaluatedNumber of PostsUpgraded% of UpgradedPosts EvaluatedNumber of PostsDowngraded% of DowngradedPosts EvaluatedLower skilled1 0 0 0 0 0 0(Levels 1-2)Contract (Levels1 0 0 0 0 0 03-5)Contract (Levels5 0 0 0 0 0 06-8)Contract (Levels2 0 0 0 0 0 09-12)Contract (Band1 0 0 0 0 0 0A)Contract (Band2 0 0 0 0 0 0B)Contract (Band2 0 0 0 0 0 0C)Contract (Band5 0 0 0 0 0 0D)Skilled (Levels3-5)48 0 0 0 0 0 0132Office of the Premier

ANNUAL REPORT 2010/11Salary Band Number of Posts Number of JobsEvaluated% of PostsEvaluatedNumber of PostsUpgraded% of UpgradedPosts EvaluatedNumber of PostsDowngraded% of DowngradedPosts EvaluatedHighly skilled108 5 4.6 5 100 0 0production(Levels 6-8)Highly skilled128 0 0 0 0 0 0supervision(Levels 9-12)Senior24 0 0 0 0 0 0ManagementService Band ASenior8 0 0 0 0 0 0ManagementService Band BSenior4 0 0 0 0 0 0ManagementService Band CSenior1 0 0 0 0 0 0ManagementService Band DTOTAL 340 5 1.5 5 100 0 0TABLE 4.2 - Profile of employees whose positions were upgraded due to their posts being upgradedBeneficiaries African Asian Coloured White TotalFemale 0 0 0 0 0Male 0 0 0 0 0Total 0 0 0 0 0Employees witha Disability0 0 0 0 0TABLE 4.3 - Employees whose salary level exceed the grade determined by Job Evaluation [i.t.o PSR 1.V.C.3]Occupation Number ofEmployeesJob EvaluationLevelRemunerationLevelReason forDeviationNo of Employeesin Deptxxx 0 xxx xxx xxxxxx 0 xxx xxx xxxTotal 0Percentageof TotalEmployment0 0TABLE 4.4 - Profile of employees whose salary level exceeded the grade determined by job evaluation [i.t.o. PSR 1.V.C.3]Beneficiaries African Asian Coloured White TotalFemale 0 0 0 0 0Male 0 0 0 0 0Total 0 0 0 0 0Employees witha Disability0 0 0 0 0Office of the Premier133

ANNUAL REPORT 2010/11TABLE 5.1 - Annual Turnover Rates by Salary BandSalary Band Employment at Beginning Appointments Terminations Turnover Rateof Period (April 2010)Skilled (Levels 3-5),42 0 2 4.8PermanentHighly skilled production80 0 3 3.8(Levels 6-8), PermanentHighly skilled75 2 3 4supervision (Levels9-12), PermanentSenior Management20 0 0 0Service Band A,PermanentSenior Management5 1 1 20Service Band B,PermanentSenior Management3 0 0 0Service Band C,PermanentSenior Management1 0 0 0Service Band D,PermanentContract (Levels 3-5),1 0 0 0PermanentContract (Levels 6-8),5 2 5 100PermanentContract (Levels 9-12),2 1 1 50PermanentContract (Band A),2 0 1 50PermanentContract (Band B),3 0 1 33.3PermanentContract (Band C),1 2 2 200PermanentContract (Band D),4 3 2 50PermanentTOTAL 244 11 21 8.6TABLE 5.2 - Annual Turnover Rates by Critical OccupationOccupation Employment at Beginning Appointments Terminations Turnover Rateof Period (April 2010)Administrative related, 32 0 3 9.4PermanentAttorneys, Permanent 1 0 0 0Cleaners in offices 1 0 0 0workshops hospitals etc.,PermanentClient informclerks(switchb receptinform clerks),Permanent2 0 0 0134Office of the Premier

ANNUAL REPORT 2010/11OccupationCommunication andinformation related,PermanentFinance and economicsrelated, PermanentFinancial and relatedprofessionals,PermanentFood services aids andwaiters, PermanentHead of department/chief executive officer,PermanentHealth sciences related,PermanentHuman resources &organisat developm &relate prof, PermanentHuman resources clerks,PermanentHuman resourcesrelated, PermanentLanguage practitionersinterpreters & othercommun, PermanentLegal related,PermanentLibrary mail and relatedclerks, PermanentLight vehicle drivers,PermanentLogistical supportpersonnel, PermanentMaterial-recordingand transport clerks,PermanentMessengers porters anddeliverers, PermanentOther administrat &related clerks andorganisers, PermanentOther administrativepolicy and relatedofficers, PermanentOther informationtechnology personnel.,PermanentOther occupations,PermanentProfessional nurse,PermanentEmployment at Beginningof Period (April 2010)Appointments Terminations Turnover Rate12 2 0 06 0 0 07 0 1 14.36 0 0 04 2 4 1001 0 0 015 1 0 016 1 2 12.55 0 0 013 1 1 7.72 0 0 07 0 0 01 0 0 09 0 0 01 0 0 04 0 0 06 0 1 16.77 0 0 04 0 0 011 0 0 01 0 0 0Office of the Premier135

ANNUAL REPORT 2010/11Occupation Employment at Beginning Appointments Terminations Turnover Rateof Period (April 2010)Risk management1 0 0 0and security services,PermanentSecretaries & other25 0 4 16keyboard operatingclerks, PermanentSecurity officers,20 0 2 10PermanentSenior managers,24 4 3 12.5PermanentTOTAL 244 11 21 8.6TABLE 5.3 - Reasons why staff are leaving the departmentTermination Type Number Percentage of Total Percentage of TotalTotalTotal EmploymentResignationsEmploymentDeath, Permanent 2 9.5 0.8 21 244Resignation, Permanent 7 33.3 2.9 21 244Expiry of contract,11 52.4 4.5 21 244PermanentDismissal-misconduct,1 4.8 0.4 21 244PermanentTOTAL 21 100 8.6 21 244Resignations as % ofEmployment8.6TABLE 5.4 - Granting of Employee Initiated Severance PackagesCategoryNo of applicationsreceivedNo of applicationsreferred to the MPSANo of applicationssupported by MPSANo of Packages approvedby departmentLower Skilled (SalaryLevel 1-2)Skilled (Salary Level 3-5)Highly Skilled Production(Salary Level 6-8)Highly Skilled Production(Salary Level 9-12)Senior Management(Salary Level 13 andhigher)TOTAL 0 0 0 0136Office of the Premier

ANNUAL REPORT 2010/11TABLE 5.5 - Promotions by Critical OccupationOccupationEmployment at Beginningof Period (April 2010)Promotions to anotherSalary LevelSalary Level Promotionsas a % of EmploymentProgressions to anotherNotch within Salary LevelNotch progressions as a% of EmploymentAdministrative related 32 1 3.1 17 53.1Attorneys 1 0 0 1 100Cleaners in offices1 0 0 0 0workshops hospitals etc.Client inform2 0 0 2 100clerks(switchb receptinform clerks)Communication and12 3 25 7 58.3information relatedFinance and economics6 2 33.3 5 83.3relatedFinancial and related7 0 0 5 71.4professionalsFood services aids and6 0 0 5 83.3waitersHead of department/4 0 0 0 0chief executive officerHealth sciences related 1 0 0 1 100Human resources &15 0 0 10 66.7organisat developm &relate profHuman resources clerks 16 0 0 14 87.5Human resources5 0 0 3 60relatedLanguage practitioners13 0 0 11 84.6interpreters & othercommunLegal related 2 0 0 0 0Library mail and related7 0 0 6 85.7clerksLight vehicle drivers 1 0 0 0 0Logistical support9 0 0 7 77.8personnelMaterial-recording and1 0 0 1 100transport clerksMessengers porters and4 0 0 4 100deliverersOther administrat &6 0 0 5 83.3related clerks andorganisersOther administrative7 0 0 5 71.4policy and relatedofficersOther information4 0 0 3 75technology personnel.Other occupations 11 1 9.1 6 54.5Professional nurse 1 0 0 1 100Risk management and1 0 0 1 100security servicesSecretaries & otherkeyboard operatingclerks25 0 0 19 76Office of the Premier137

ANNUAL REPORT 2010/11Occupation Employment at Beginningof Period (April 2010)Promotions to anotherSalary LevelSalary Level Promotionsas a % of EmploymentProgressions to anotherNotch within Salary LevelNotch progressions as a% of EmploymentSecurity officers 20 0 0 18 90Senior managers 24 2 8.3 0 0TOTAL 244 9 3.7 157 64.3TABLE 5.6 - Promotions by Salary BandSalary Band Employment at Beginningof Period (April 2010)Promotions to anotherSalary LevelSalary Level Promotionsas a % of EmploymentProgressions to anotherNotch within Salary LevelNotch progressions as a% of EmploymentSkilled (Levels 3-5),42 0 0 37 88.1PermanentHighly skilled production80 1 1.3 67 83.8(Levels 6-8), PermanentHighly skilled75 6 8 53 70.7supervision (Levels9-12), PermanentSenior management29 2 6.9 0 0(Levels 13-16),PermanentContract (Levels 3-5),1 0 0 0 0PermanentContract (Levels 6-8),5 0 0 0 0PermanentContract (Levels 9-12),2 0 0 0 0PermanentContract (Levels 13-16),10 0 0 0 0PermanentTOTAL 244 9 3.7 157 64.3TABLE 6.1 - Total number of Employees (incl. Employees with disabilities) per Occupational Category (SASCO)OccupationalCategoriesLegislators,senior officialsand managers,PermanentProfessionals,PermanentTechniciansand associateprofessionals,PermanentClerks,PermanentService andsales workers,PermanentElementaryoccupations,PermanentMale, Male, Male, Male, Male,African Coloured Indian Total WhiteBlacksFemale, Female, Female, Female, Female, TotalAfrican Coloured Indian Total WhiteBlacks10 2 1 13 0 12 0 2 14 1 2825 1 2 28 3 31 4 3 38 2 7113 0 1 14 3 17 2 3 22 4 4315 0 0 15 0 30 3 1 34 3 5210 0 0 10 0 8 0 0 8 1 197 0 0 7 0 13 0 0 13 0 20TOTAL 80 3 4 87 6 111 9 9 129 11 233138Office of the Premier

ANNUAL REPORT 2010/11Employees withdisabilitiesMale, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian Total White African Coloured Indian Total WhiteBlacksBlacks1 0 1 2 1 2 0 0 2 0 5TABLE 6.2 - Total number of Employees (incl. Employees with disabilities) per Occupational BandsOccupational Bands Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteTop1 0 0 1 0 2 0 0 2 1 4Management,PermanentSenior8 2 1 11 2 7 0 3 10 1 24Management,PermanentProfessionally 26 1 2 29 4 32 3 3 38 3 74qualified andexperiencedspecialistsand midmanagement,PermanentSkilled19 0 0 19 0 43 5 3 51 6 76technical andacademicallyqualifiedworkers, juniormanagement,supervisors,foremen,PermanentSemiskilled18 0 0 18 0 19 0 0 19 0 37anddiscretionarydecisionmaking,PermanentContract (Top 4 0 1 5 0 2 0 0 2 0 7Management),PermanentContract (Senior 2 0 0 2 0 1 0 0 1 0 3Management),PermanentContract0 0 0 0 0 1 1 0 2 0 2(Professionallyqualified),PermanentContract(Skilledtechnical),Permanent2 0 0 2 0 3 0 0 3 0 5Office of the Premier139

ANNUAL REPORT 2010/11Occupational Bands Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteContract0 0 0 0 0 1 0 0 1 0 1(Semi-skilled),PermanentTOTAL 80 3 4 87 6 111 9 9 129 11 233TABLE 6.3 - RecruitmentOccupational Bands Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteSenior0 0 0 0 0 1 0 0 1 0 1Management,PermanentProfessionally 1 0 0 1 0 1 0 0 1 0 2qualified andexperiencedspecialistsand midmanagement,PermanentContract (Top 1 0 1 2 0 3 0 0 3 0 5Management),PermanentContract0 0 0 0 0 1 0 0 1 0 1(Professionallyqualified),PermanentContract1 0 0 1 0 1 0 0 1 0 2(Skilledtechnical),PermanentTOTAL 3 0 1 4 0 7 0 0 7 0 11Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteNo data 0 0 0 0 0 0 0 0 0 0 0TABLE 6.4 - PromotionsOccupational Bands Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteSeniorManagement,Permanent2 0 0 2 0 0 0 0 0 0 2140Office of the Premier

ANNUAL REPORT 2010/11Occupational Bands Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteProfessionally 20 0 1 21 3 27 2 3 32 3 59qualified andexperiencedspecialistsand midmanagement,PermanentSkilled19 0 0 19 0 37 3 3 43 6 68technical andacademicallyqualifiedworkers, juniormanagement,supervisors,foremen,PermanentSemiskilled17 0 0 17 0 20 0 0 20 0 37anddiscretionarydecisionmaking,PermanentTOTAL 58 0 1 59 3 84 5 6 95 9 166Employees withdisabilitiesMale, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian Total White African Coloured Indian Total WhiteBlacksBlacks1 0 1 2 0 2 0 0 2 0 4TABLE 6.5 - TerminationsOccupational Bands Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteSenior 0 0 0 0 0 1 0 0 1 0 1Management,PermanentProfessionallyqualified andexperiencedspecialistsand midmanagement,Permanent2 0 0 2 0 0 0 1 1 0 3Office of the Premier141

ANNUAL REPORT 2010/11Occupational Bands Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteSkilled1 0 0 1 0 2 0 0 2 0 3technical andacademicallyqualifiedworkers, juniormanagement,supervisors,foremen,PermanentSemiskilled2 0 0 2 0 0 0 0 0 0 2anddiscretionarydecisionmaking,PermanentContract (Top 1 1 0 2 0 1 1 0 2 0 4Management),PermanentContract (Senior 1 0 0 1 0 1 0 0 1 0 2Management),PermanentContract0 0 1 1 0 0 0 0 0 0 1(Professionallyqualified),PermanentContract4 0 0 4 0 1 0 0 1 0 5(Skilledtechnical),PermanentTOTAL 11 1 1 13 0 6 1 1 8 0 21Male, Male, Male, Male, Male, Female, Female, Female, Female, Female, TotalAfrican Coloured Indian TotalBlacksWhite African Coloured Indian TotalBlacksWhiteNo data 0 0 0 0 0 0 0 0 0 0 0TABLE 6.6 - Disciplinary ActionDisciplinary action Male,AfricanMale,ColouredMale,IndianMale,TotalMale,WhiteFemale,AfricanFemale,ColouredFemale,IndianFemale,TotalFemale,WhiteTotal NotAvailableBlacksBlacksTOTAL 0 0 0 0 0 0 0 0 0 0 0 0142Office of the Premier

ANNUAL REPORT 2010/11TABLE 6.7 - Skills DevelopmentOccupationalCategoriesLegislators,Senior Officialsand ManagersMale, Male, Male, Male, Male,African Coloured Indian Total WhiteBlacksFemale, Female, Female, Female, Female, TotalAfrican Coloured Indian Total WhiteBlacks0 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 0Agriculture andFishery WorkersCraft and0 0 0 0 0 0 0 0 0 0 0related TradesWorkersPlant and0 0 0 0 0 0 0 0 0 0 0MachineOperators andAssemblersElementary0 0 0 0 0 0 0 0 0 0 0OccupationsTOTAL 0 0 0 0 0 0 0 0 0 0 0Employees withdisabilities0 0 0 0 0 0 0 0 0 0 0TABLE 7.1 - Performance Rewards by Race, Gender and DisabilityDemographics Number ofBeneficiariesTotal Employment Percentage ofTotal EmploymentCost (R’000) Average Cost perBeneficiary (R)African, Female 65 109 59.6 711 10,939African, Male 41 79 51.9 365 8,892Asian, Female 7 9 77.8 81 11,630Asian, Male 2 3 66.7 28 13,935Coloured, Female 7 9 77.8 79 11,318Coloured, Male 1 3 33.3 45 44,584Total Blacks,79 127 62.2 872 11,034FemaleTotal Blacks, Male 44 85 51.8 437 9,933White, Female 9 11 81.8 90 9,961White, Male 3 5 60 35 11,537Employees with a2 5 40 20 10,156disabilityTOTAL 137 233 58.8 1,453 10,608Office of the Premier143

ANNUAL REPORT 2010/11TABLE 7.2 - Performance Rewards by Salary Band for Personnel below Senior Management ServiceSalary Band Number ofBeneficiariesTotal Employment Percentage ofTotal EmploymentCost (R’000) Average Cost perBeneficiary (R)Skilled (Levels 3-5) 22 37 59.5 140 6,364Highly skilled58 76 76.3 522 9,000production (Levels6-8)Highly skilled50 74 67.6 668 13,360supervision (Levels9-12)Contract (Levels3 1 300 22 7,3333-5)Contract (Levels1 5 20 8 8,0006-8)Contract (Levels1 2 50 14 14,0009-12)Abnormal0 10 0 0 0AppointmentTOTAL 135 205 65.9 1,374 10,178TABLE 7.3 - Performance Rewards by Critical OccupationCritical Occupations Number ofBeneficiariesTotal EmploymentPercentage of Cost (R’000)Total EmploymentAverage Cost perBeneficiary (R)Administrative 13 27 48.1 167 12,846relatedAttorneys 0 1 0 0 0Cleaners in 0 1 0 0 0offices workshopshospitals etc.Client inform 1 1 100 8 8,000clerks(switchbrecept informclerks)Communication 10 15 66.7 156 15,600and informationrelatedFinance and 5 6 83.3 53 10,600economics relatedFinancial4 6 66.7 39 9,750and relatedprofessionalsFinancial clerks 1 0 0 7 7,000and creditcontrollersFood services aids 5 6 83.3 27 5,400and waitersHead of0 4 0 0 0department/chiefexecutive officerHealth sciencesrelated1 1 100 8 8,000144Office of the Premier

ANNUAL REPORT 2010/11Critical Occupations Number ofBeneficiariesTotal Employment Percentage ofTotal EmploymentCost (R’000) Average Cost perBeneficiary (R)Human resources 9 15 60 103 11,444& organisatdevelopm & relateprofHuman resources 15 17 88.2 116 7,733clerksHuman resources 3 5 60 55 18,333relatedLanguage 7 14 50 74 10,571practitionersinterpreters & othercommunLegal related 1 2 50 23 23,000Library mail and 4 6 66.7 33 8,250related clerksLogistical support 7 9 77.8 70 10,000personnelMaterial-recording 1 1 100 8 8,000and transportclerksMessengers porters 3 4 75 15 5,000and deliverersOther administrat 5 6 83.3 46 9,200& related clerksand organisersOther6 6 100 74 12,333administrativepolicy and relatedofficersOther information 3 3 100 27 9,000technologypersonnel.Other occupations 5 11 45.5 42 8,400Professional nurse 1 1 100 13 13,000Risk management 1 1 100 10 10,000and securityservicesSecretaries & other 18 21 85.7 155 8,611keyboard operatingclerksSecurity officers 6 18 33.3 45 7,500Senior managers 2 25 8 79 39,500TOTAL 137 233 58.8 1,453 10,606Office of the Premier145

ANNUAL REPORT 2010/11TABLE 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 2 19 10.5 79 3,950 0.6 14,067Band B 0 8 0 0 0 0 0Band C 0 5 0 0 0 0 0Band D 0 6 0 0 0 0 0TOTAL 2 38 5.3 79 3,950 0.6 14,067TABLE 8.1 - Foreign Workers by Salary BandSalary Band Employmentat BeginningPercentage ofTotalEmployment atEnd of PeriodPercentage ofTotalChange inEmploymentPercentage ofTotalTotalEmployment atTotalEmployment atTotal Change inEmploymentPeriodBeginning ofPeriodEnd of PeriodTOTAL 0 0 0 0 0 0 0 0 0TABLE 8.2 - Foreign Workers by Major OccupationMajorOccupationEmploymentat BeginningPercentage ofTotalEmployment atEnd of PeriodPercentage ofTotalChange inEmploymentPercentage ofTotalTotalEmployment atTotalEmployment atTotal Change inEmploymentPeriodBeginning ofPeriodEnd of PeriodTOTAL 0 0 0 0 0 0 0 0 0TABLE 9.1 - Sick Leave for Jan 2010 to Dec 2010Salary Band Total Days % Dayswith MedicalCertificationNumber ofEmployeesusing SickLeave% of TotalEmployeesusing SickLeaveAverage Daysper EmployeeEstimated Cost(R’000)Total numberof Employeesusing SickLeaveTotal numberof days withmedicalcertificationSkilled (Levels 3-5) 319 84.3 34 17.6 9 92 193 269Highly skilled738 84.6 72 37.3 10 394 193 624production (Levels6-8)Highly skilled632 84.3 61 31.6 10 765 193 533supervision (Levels9-12)Senior management 129 77.5 19 9.8 7 351 193 100(Levels 13-16)Contract (Levels1 100 1 0.5 1 0 193 13-5)Contract (Levels3 33.3 2 1 2 2 193 16-8)Contract (Levels2 100 1 0.5 2 1 193 29-12)Contract (Levels7 85.7 3 1.6 2 23 193 613-16)TOTAL 1,831 83.9 193 100 9 1,628 193 1,536146Office of the Premier

ANNUAL REPORT 2010/11TABLE 9.5 - Leave PayoutsReason Total Amount(R’000)Number ofEmployeesAveragePayment perEmployee (R)Capped leave61 6 10,167payouts ontermination ofservice for 2010/11Current leave40 3 13,333payout ontermination ofservice for 2010/11TOTAL 101 9 11,222TABLE 10.1 - Steps taken to reduce the risk of occupational exposureUnits/categories of employees Key steps taken to reduce theidentified to be at high risk riskof contracting HIV & relateddiseases (if any)Youth both females and males*HIV/Aids awareness to reducethe risk*World Aids Day programme* Condom weekTABLE 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 departmentx Acting Director H Rdesignated a member ofthe SMS to implement theprovisions contained in Part VIE of Chapter 1 of the PublicService Regulations, 2001? Ifso, provide her/his name andposition.2. Does the department havea dedicated unit or haveyou designated specific staffmembers to promote health andwell being of your employees?If so, indicate the number ofemployees who are involved inthis task and the annual budgetthat is available for this purpose.x There are currently twoemployees within the EmployeeHealth and Wellness Unit.There was no separateallocation but the Office incurredthe expenditure.148Office of the Premier

ANNUAL REPORT 2010/11Question Yes No Details, if yes3. Has the departmentintroduced an EmployeeAssistance or Health PromotionProgramme for your employees?If so, indicate the key elements/services of the programme.4. Has the departmentestablished (a) committee(s)as contemplated in Part VI E.5(e) of Chapter 1 of the PublicService Regulations, 2001? Ifso, please provide the names ofthe members of the committeeand the stakeholder(s) that theyrepresent.5. Has the department reviewedthe employment policies andpractices of your department toensure that these do not unfairlydiscriminate against employeeson the basis of their HIV status?If so, list the employmentpolicies/practices so reviewed.6. Has the departmentintroduced measures to protectHIV-positive employees or thoseperceived to be HIV-positivefrom discrimination? If so,list the key elements of thesemeasures.x Provide employees and theirdependents with Therapeutictelephone counseling serviceand life skills service. HealthScreening and LifestyleManagement Programme:Health and Wellness Days, Stressawareness and ManagementProgramme. FinancialManagement and debt control,HIV/AIDS Management, Healthand Productivity Magementand Wellness Management.The HIV and AIDS WorkplaceProgramme (i.e. Peer EducationTraining)xx HIV/AIDS policy is in place.Employment equity Policy andAffirmative Action Policyx Employees infected have thesame rights and priviledgesin terms of employmentadvancement. Employmentpolicies are in place.Disciplinary processes andprocedures are in place.HIV and AIDS educationaltalks, relating to measureson how to alleviate stigmaand discrimination amongemployees. During the VoluntaryTesting and Counselling theconfidentiality of all employeesis ensured as the testing takesplace in a closed venue toensure privacy.Office of the Premier149

ANNUAL REPORT 2010/11Question Yes No Details, if yes7. Does the departmentencourage its employees toundergo Voluntary Counsellingand Testing? If so, list the resultsthat you have achieved.x Voluntary Counsellingand testing (VCT) Resultsconducted during WellnessDays Campaign. The Officeof the Premier hosted theWellness Day Campaignstwice a year, where employeescould partake in the VoluntaryTesting and Counselling andTB Management Programme.The participation rate was wellreceived.8. Has the departmentdeveloped measures/indicatorsto monitor & evaluate theimpact of your health promotionprogramme? If so, list thesemeasures/indicators.x Employee Health and WellnessProgramme ( EHWP) Monthlyreport, Quarterly and AnnualReports.Customer SatisfactionSurveys. The number ofEHWP referrals, the numberof Disciplinary cases andabsenteesim managementreports.TABLE 11.1 - Collective AgreementsSubject MatterDate00TABLE 11.2 - Misconduct and Discipline Hearings FinalisedOutcomes of disciplinary hearings Number Percentage of Total TotalTOTAL 0 0 0TABLE 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 10 4.29 10TABLE 11.5 - Disputes LodgedNumber of disputes addressed Number % of totalUpheld 1 0.43Dismissed 0 0Total 1 0.43TABLE 11.6 - Strike ActionsStrike Actions_Total number of person working days lost 528Total cost(R’000) of working days lost 0Amount (R’000) recovered as a result of no work no pay 0150Office of the Premier

ANNUAL REPORT 2010/11TABLE 11.7 - Precautionary SuspensionsPrecautionary Suspensions_Number of people suspended 2Number of people whose suspension exceeded 30 days 2Average number of days suspended 142Cost (R’000) of suspensions 447TABLE 12.1 - Training Needs identifiedOccupational Categories Gender Employment Internships Skills Programmes & Other forms of Totalother short courses trainingLegislators, senior officials Female 16 0 1 0 1and managersMale 13 0 1 0 1Professionals Female 40 0 20 0 20Male 30 0 16 0 16Technicians and associate Female 26 0 24 0 24professionalsMale 17 0 11 0 11Clerks Female 37 7 22 0 29Male 15 3 10 0 13Service and sales workers Female 9 0 8 0 8Male 10 0 11 0 11Skilled agriculture and Female 0 0 0 0 0fishery workersMale 0 0 0 0 0Craft and related tradesworkersFemale 0 0 0 0 0Male 0 0 0 0 0Plant and machineoperators and assemblersFemale 0 0 0 0 0Male 0 0 0 0 0Elementary occupations Female 13 0 9 0 9Male 7 0 6 0 6Gender sub totals Female 141 7 84 0 91Male 92 3 55 0 58Total 233 10 139 0 149TABLE 12.2 - Training ProvidedOccupational Categories Gender Employment Internships Skills Programmes &other short coursesOther forms oftraining (Bursaries)Legislators, senior officials Female 16 0 6 2 8and managersMale 13 0 4 0 4TotalProfessionals Female 40 0 17 5 22Male 30 0 5 3 8Technicians and associate Female 26 0 11 1 12professionalsMale 17 0 2 1 3Clerks Female 37 7 31 8 46Male 15 6 21 5 32Service and sales workers Female 9 0 9 2 11Male 10 0 12 5 17Office of the Premier151

ANNUAL REPORT 2010/11Occupational Categories Gender Employment Internships Skills Programmes & Other forms of Totalother short courses training (Bursaries)Skilled agriculture andFemale 0 0 0 0 0fishery workersMale 0 0 0 0 0Craft and related tradesworkersFemale 0 0 0 0 0Male 0 0 0 0 0Plant and machineoperators and assemblersFemale 0 0 0 0 0Male 0 0 0 0 0Elementary occupations Female 13 0 11 0 11Male 7 0 4 0 4Gender sub totals Female 141 7 85 18 110Male 92 6 48 14 68Total 233 13 133 32 178TABLE 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 0TABLE.14.1 REPORT ON CONSULTANT APPOINTMENTS USING APPROPRIATED FUNDSTABLE.14.2 ANALYSIS OF CONSULTANT APPOINTMENTS USING APPROPRIATED FUNDSIN TERMS OF HISTORIVALLY DISADVANTAGED INDIVIDURALS ( HDI’ S)Project Title Total Number Duration Contract Percentage Percentage Number ofof Consultants Work days value in ownership management consultantsthat worked Rand by HDI by HDI from HDIon project R groups groups groups that000 work on theprojectCompetency Assessment ofHOD post1 2 19 100% 50% 1Competency Assessment ofDDG1 1 day 5 100% 50% 1Professional support Servicesfor the Review of the GautengMonitoring & Evaluation PolicyFramework & System3 66 50 100% 100% 1Development of a frameworkto guide the implementationof the Batho Pele principle ofvalue for the money(VFM)10 220 159 100% 100% 4152Office of the Premier

ANNUAL REPORT 2010/11Project Title Total Number Duration Contract Percentage Percentage Number ofof Consultants Work days value in ownership management consultantsthat worked Rand by HDI by HDI from HDIon project R groups groups groups that000 work on theprojectSpecial Services on writing ofkey issues, from the plenary,drafting terms of references,etc. to Anti Corruption Summit4 5 82 20 20 4Provision of SASL interpretersfor IDDP2 1 day 4 100% 100% 2German/English Interpreter 1 1 day 3 95% 95% 0Global Interpreter Services 1 1 day 6 95% 95% 0Competency Assessment -DPSA- Selection HOD Position&level14Drafting and finalization of aTripartite Agreement betweenthe Gauteng ProvincialGovernment, the Universityof Johannesburg and WitsUniversity with regards to theestablishment and operationof Gauteng City RegionObservatory1 1 10 100% 50% 182 Govt.DepartmentGauteng 2014 - GPG 5 year- Development of Strategy -Ensuring alignment between2014 and 2055’s Visionaryand Planning10 198 498 100% 50% 1Interpreter - sign language 1 1 day 2 100% 100% 0Interpreter - sign language 4 1 day 10 100% 100% 0Sub Total 930Other Advisory Services 8,097TOTAL 9027Office of the Premier153

ANNUAL REPORT 2010/11Access to information6.2 Access to information - (Information Office)Office of the Information Officer 011 355-6201Office of the Deputy Information Officer 011 355-61076.2.2 Office Telephones numbers:Switchboard 011 355-6000Office of the Director General 011 355-6200Institutional Support Services Branch 011 355-6198Policy and Governance Branch 011 355-6307Government Communications and Information Services Branch 011 355-6878Chief Directorate of State Law Advice 011 355-6107Chief Directorate of Financial Management 011 355-6234Directorate of Financial Management 011 355-6826Internal Human Resource 011 355-6426Office of the Spokesperson of the Premier 011 355-6009Directorate of Security and Risk Management 011 355-6219154Office of the Premier

Tel: (011) 355 6000Fax: (011) 836 933430 Simmonds StreetMarshalltown Johannesburgwww.gautengonline.co.za0860 4288 364