GSSC Treasury v7.indd - Gauteng Provincial Treasury

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Section ThreeReport on the performance of programmesPERFORMANCES PER PROGRAMMES(TREASURY DIVISION)PROGRAMME 1: ADMINISTRATIONPurposeThe purpose of this programme is to provide effective leadership,management and administrative support to the Head of Departmentand the Treasury Programmes. This is done in fulfilment of missionand mandate of the Treasury. The aim is to provide a comprehensiverange of solutions resulting in, among other things, the refinement ofcorporate strategy, structure and systems, in accordance with bestpractice. These include sound financial administration, supply chainmanagement, auxiliary services and corporate services.The Programme’s Key Strategic Objectives:• To be recognised as the centre of excellence for administrativesupport services by providing value adding and innovativepractices and solutions through strategic partnering with businessunits and programmes.• To provide an integrated and comprehensive communicationsolution that promotes and enhances relationships andpartnerships and the brand identity and image of Treasury.• To ensure an integrated corporate service function that providesstrategic and operational support for the department.• To provide oversight and financial and risk management servicesto the department for the achievement of its objectives andthereby enhancing service delivery, compliance to the PFMA andother relevant legislation.• To facilitate, monitor and drive the overall departmental strategyand planning processes to ensure achievement of GT mandateand intended impact to the provincial priorities.• To provide effective strategic and operational support to theMEC.The programme comprises four sub-programmes:• Strategic Management Services / Office of the HOD• Corporate Services• Financial Management / Office of the Chief Financial Officer• Office of the Member of Executive Council (MEC)Strategic Management Services / Office of the HODThe aim of this sub-programme is to drive the departmental strategy,render strategic support and conduct overall planningStrategic Goal and ObjectivesStrategic goal: To render strategic support to the Head of Departmentand all programs, and to drive departmental strategy.The key Strategic Objective of the sub-programme is:• To drive the Treasury strategy, render strategic support andconduct overall planningKey AchievementsStrategic Leadership, Planning and CoordinationThe Directorate appointed supported staff that started in June 2009to assist with coordinating the Service Delivery and Monitoring andEvaluation functions.In July 2009 the Final Draft of the Departmental Strategic Plan(2009-2014) was approved by the Acting Head of Department ofFinance and the MEC: Finance. Thereafter the Annual PerformancePlan 2009/10, Annual Performance Plan 2010/11 & Service DeliveryImprovement Plan were aligned to the new revised Strategic Plan2009-2014 in August 2009. The Final Draft of the DepartmentalStrategic Plan (2009-2014) and Annual Performance Plan 2009/10and were submitted to the Legislature. Prepared the Department’sStrategic Planning Process Overview for the MTEC hearingsMonitoring and Evaluation (M&E)The Directorate developed the Departmental PerformanceManagement Procedural Manual, which guides on managingPerformance Information in the Department.Quarterly Performance Reports were produced on quarterly basisfor tracking the progress the Departments made in line with the APPand Strategic Plan. The Directorate also coordinated and convenedquarterly Monitoring and Evaluation Task Team meetings, wherequarterly reports for all Units are analysed to verify the alignmentof the Actual Performance to the set targets, ensure that necessarysupporting documents and reasons for deviations are provided.Monthly reports on the Provincial Plan of Action, which outlines thekey priorities of the Province are produced and submitted to theOffice of the Premier.Cross Cutting Issues• The Directorate successfully engaged the units on their monthlyand quarterly performance on cross cutting issues and theProvincial Programme of Action on Premier’s Commitments.Consolidated reports were prepared and submitted to theOffice of the Premier.• Presented the GEYODI report 2008/09 and 1st QuarterPerformance Report 2009/10 to the Finance Caucus Subcommitteeand Finance Committee as well as to the GEYODIStanding Committee of the Legislature on 03 & 12 November200922 Treasury Annual Report 2009/10
03• Prepared the MTEF Presentation on Cross Cutting Issues for theDepartment.• Prepared a progress report on Gender and Disability programmesin January 2010 that was submitted to the Legislature andProduced an analysis report on Youth mainstreaming programmessubmitted to Department Of Infrastructure Development(DID) on March 2010Service Delivery Improvement (SDI)• The Directorate successfully launched the Departmental BathoPele/Service Delivery Forum on the 23 September 2009. Termsof Reference on Batho Pele/Service Delivery & Bi-Annual BathoPele Report were produced and submitted to the Office of thePremier. The Department’s Service Charter was also revised.• The Departmental Annual Citizens’ Report was produced anddistributed to 2 Batho Pele/Service Delivery Forum members aswell as the Bi- Annual Batho Pele Report. The Annual Citizen’sReport will for the first time be printed in Braille, to addressissues of access as envisaged by the Batho Pele Principles.• Developed the revised Service Charter for the Department ofFinance and submitted to Communications Unit for printing anddistribution.Corporate ServicesThe aim of this sub-programme is to provide internal strategic support(best practice) services to the Treasury and its related stakeholders –with regard to human resources management and development,communication, legal, security and auxiliary services and informationtechnology - thereby enabling Treasury to achieve its mandate.Strategic goal: To provide integrated strategic services in HumanResources, Information Technology, Communication and AuxiliaryServices to internal and external clients of Gauteng Treasury thoughthe implementation of policies, processes and systems within specifiedtime frames, enabling the units of the department to functionefficiently and deliver quality servicesKey Strategic objectives:To provide an integrated and comprehensive communication solutionthat promotes and enhances relationships and partnerships and thebrand identity and image of Gauteng Treasury.To ensure integrated corporate services function that providesstrategic and operational support for the department.Key AchievementsAt the start of the 2009/2010 financial year, the Chief Directorate:Corporate Services formulated a detailed operational frameworkwhich included a service delivery improvement- and operational/implementation plan as well as a stakeholder engagement plan.The focus for the period under review was to render integratedstrategic services in Human Resources, Information Technology,Communication and Auxiliary Services to internal and externalclients. This was done through innovative policies, processes andsystems, which would enable the units of the department to functionefficiently and deliver quality services. The team undertook to workproactively by providing reliable services that can be measured andevaluated to ensure accountability. In support of the aforementioned,strategic objectives and key outputs were structured under key focusareas as opposed to functional areas.In June 2009, the Premier announced a reconfiguration of theGauteng Provincial Government which entailed the merging ofGauteng Treasury and the Gauteng Shared Services Centre into asingle Department of Finance. Due to the nature of the servicesrendered by the Corporate Services unit, a significant number ofprojects and initiatives that were initially planned for implementation inGauteng Treasury were put on hold pending the formation of a singleCorporate Services for the Department of Finance. The CorporateServices Chief Directorate played an active role in the roll-out ofthe departmental change management process as a result of theconfiguration of the Department of Finance whereby all functionalunits (i.e. HR, Communications, Information Technology and AuxiliaryServices) were involved. Despite the impact of the reconfigurationprocess, the following key projects and initiatives were implementedduring the period under review per strategic focus area:To be recognised as the centre for corporate services support byproviding value adding and innovative practices and solutions:The Chief Directorate: Corporate Services embarked on acomprehensive stakeholder engagement process whereby internalclients were engaged on their expectations as well as sharing initiativesthat the chief directorate planned to roll out. This engagement processculminated in the formulation of a service level agreement betweencorporate services and other units within Gauteng Treasury. Due tothe merger of the GSSC and Gauteng Treasury into the Departmentof Finance, the service level agreement was not fully implemented butwill be used as a basis for corporate services being rendered in theDepartment of Finance.To provide an integrated and comprehensive communicationsolution that promotes and enhances relationships and partnershipsand the brand identity and image of Gauteng Treasury:The Communications unit continued to provide a comprehensivecommunication service to the department by implementingthe communication strategy that was developed in the 2008/09financial year. Amongst others, an in-house graphic design functionwas established whereby all corporate documents (e.g. posters,pamphlets, publications) were designed, thereby ensuring a significantcost saving for the department. Emphasis was placed on building animproved media relations function through issuing press statementsand responding to the media in a timeous manner. A media policy andTreasury Annual Report 2009/1023
Page 1: Annual Report2009/10Building a resu
Page 6: Head of Department ReportThe Annual
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Page 17: Section Two02REPORT ONORGANISATIONA
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Page 23: Section Three03REPORT ON THEPERFORM
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04objectives, compliance with the P
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04THE INTERNAL AUDIT FUNCTIONFrom t
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04DETAIL PER PROGRAMMEfor the year
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04DETAIL PER PROGRAMMEfor the year
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04NOTES TO THE APPROPRIATION STATEM
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04STATEMENT OF FINANCIAL POSITIONas
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04Financial Statementsfor the year
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04ANNEXURE 3AStatement of financial
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04Treasury Annual Report 2009/10107
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Section Five05OVERSIGHT REPORTTreas
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05KEYSERVICESERVICEBENEFICIARYCURRE
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05KEYSERVICESERVICEBENEFICIARYCURRE
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052. ExpenditureDepartments budget
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053. Employment and VacanciesThe fo
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054.1 Job Evaluation, 2009/2010Sala
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055.5 Promotions by salary bandSala
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056.1 (b) Total number of employees
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059.4 Capped leave for Jan 2009 - D
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0511.4 Grievances lodged for the pe
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05Treasury Annual Report 2009/10137
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Section Six06OUTLOOK FOR THE2010/11
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06Economic AnalysisThe annual PERO
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Acronyms and AbbreviationsACAFSAGAO
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GSSC Treasury v7.indd - Gauteng Provincial Treasury

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