action work groups - kzn ppc...complete 2015 kzn citizen satisfaction survey (perception analysis)...

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to

Africa and the World”

Action Work Groups

1

Moving KZN Towards

Achieving Vision 2035Presentation to Extended PGDP Joint Technical Committee Training

16 March 2017

By 2035 KwaZulu-Natal will be a prosperous Province with

a healthy, secure and skilled population, living in dignity

and harmony, acting as a gateway to Africa and the World.

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway between Africa and the World”

1. Purpose & Format of Joint AWG Training

2. Overview of PGDS/P

3. Institutional Arrangement – PGDP Implementation

4. Roles and Responsibilities of Action Work Groups

5. AWG Functionality Assessment

6. Linkage of PGDP to Strategic and Annual Performance Plans

2

OUTLINE OF PRESENTATION

One Province – One Plan – One Future

• Implement a resolution of the Provincial

Executive Council Governance Cluster to

provide training on the PGDS/P and the role

of AWGs.

• Broaden knowledge and understanding of the

Plan for provincial growth and development.

• Strengthen institutionalisation of integrated

development planning and implementation.

1. PURPOSE OF THE TRAINING

3“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a

gateway to Africa and the World”

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the World”4

2.OVERVIEW OF PGDS/PGDP

A RESPONSE TO ADJUST THE GROWTH PATH OF KWAZULU-NATAL, BASED ON THE CURRENT SITUATION

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway between Africa and the World”5

HIGH LEVEL TIMELINE SINCE 2011

Review and update the 2011 KZN Situational Overview

(KZN Diagnostic)

Complete 2015 KZN Citizen Satisfaction Survey

(Perception Analysis)

Review KZN Vision, PDGS & Spatial Development Framework

(Strategy Review)

Submit Revised PGDP to Executive Council by March 2017

(Adopt Revised Implementation Plan)

Jan 2016

March

2017

Submit Revised PGDS to September 2016 Lekgotla

(Adopt Reviewed Strategy)

Release of 2016 Community Survey

(KZN Diagnostic)

Sustainable Development

Goals

African Union Agenda 2063

Global Continental

20 -Year 20 -Year

National Development

Plan

Medium-Term Strategic

Framework

National

20 -Year 20 -Year

Provincial Growth and Development

Plan

District Development

Plans

Integrated Development

plans

Provincial

20 -Year 20-Year 5 -Year

Local

WARD-B

ASE

D P

LANS

REMAIN ALIGNED WITH CLEAR LINE OF SIGHT

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to

Africa and the World”6


PROVINCIAL SPATIAL DEVELOPMENT FRAMEWORK

(PSDF)

IT IS NOT ONLY ABOUT WHAT, BUT ALSO ABOUT WHERE


• 7 fewer municipalities • 5 combined municipalities• Amendments to Plans and

Budgets Required

THE PROVINCE WE KNOW


9

PRINCIPLES FOR KZN PSDF

Environmental Planning

Economic Potential

Sustainable Communities

Local Self-Sufficiency

Spatial Concentration

and Urban Development

Sustainable

Rural Livelihoods

Balanced Development

Accessibility Co-ordinated

Implementation


PRIORITY INTERVENTION AREAS


KEY INTERVENTIONS TO DRIVE KZN TO 2035


(a) FOCUS ON INFRASTRUCTURE

1. Airports

2. Harbours

3. Road

4. Rail

5. Electricity

6. ICT

7. Water and Sanitation

8. Education Facilities

9. Health Facilities

10. Human Settlement


KZN INFRASTRUCTURE MASTER PLAN (KZN-IMP)

At the International

Level

Used as an Investment

Barometer to guide FDI

At the National

Level

Used as a Public Sector Barometer to

measure policy coherence

Used to improve on equitable

share

At the Provincial

Level

Used as an Integration framework

Used as a scorecard to

measure progress

At the Local Level

Used as a decision-making

framework

At a Citizens

Level

Used as a socio-political Barometer to

measure service delivery

The KZN-IMP is being developed to complement the PGDP and contribute

to the co-ordination of Strategic Infrastructure Prioritisation & Integration.


(b) SUPPORTING CATALYTIC PROJECTS


CATALYTIC PROJECTS

Categories of Catalytic Projects

GAME CHANGERS MAJOR ENABLERS MAJOR NEEDS

Applies to projects that address wide-scale regional needs

Applies to projects that will unlock downstream infrastructure services

Applies to projects that will structurally change the economy


16

(c) STRATEGIC INTEGRATED PROJECTS (SIPs)

(DERIVED FROM THE NATIONAL INFRASTRUCTURE MASTER PLAN OF THE PICC)


PRESIDENTIAL INFRASTRUCTURE CO-ORDINATING COMMISSION

No 18 STRATEGIC INTEGRATED PROJECTS1 Unlocking the Northern Mineral Belt with Waterberg as a Catalyst

2 Durban -Free State - Gauteng Logistics and Industrial Corridor

3 South Eastern Node and Corridor Development

4 Unlock the Economic Opportunities in the North West Province

5 Saldanha - Northern Cape Development Corridor

6 Integrated Municipal Infrastructure Project

7 Integrated Urban Space and Public Transport Programme

8 Green Economy in support of the South African Economy

9 Electricity Generation to support Socio-Economic Development

10 Electricity Transmission and Distribution for all

11 Agri-logistics and Rural Infrastructure

12 Revitalisation of Public Hospitals and other Health Facilities

13 National School Build Programme

14 Higher Education Infrastructure

15 Expanding access to communication technology

16 SKA and Meerkat

17 Regional Integration for African Co-operation and Development

18 Water and Sanitation17


(d) FOCUS ON ERADICATING POVERTY, INEQUALITY AND UNEMPLOYMENT

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway between Africa and the World” 19

PILLARS OF THE POVERTY ERADICATION MASTER PLAN

57Vision2030

Aspire to …

PGDS STRATEGIC

GOALS

PILLARS -POVERTY ERADICATION

MASTER PLAN

INCLUSIVE ECONOMIC GROWTH

1

GOVERNANCE AND POLICY

6

ENVIRONMENTAL SUSTAINABILITY

5

STRATEGIC INFRASTRUCTURE

4

HUMAN RESOURCE DEVELOPMENT

2

SPATIAL EQUITY7

HUMAN &COMMUNITY DEVELOPMENT

3

Pillar 1Social Protection

Pillar 2Agriculture Deepened

Pillar 3Enterprise Development

Pillar 4Employment Creation

Pillar 5Skills Development

20

20


PGDS STRATEGIC FRAMEWORK

“By 2035 KwaZulu-Natal will be a prosperous Province with a healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and

the World”

22

STRATEGIC GOALS

3HUMAN AND

COMMUNITY

DEVELOPMENT

5 ENVIRONMENTAL

SUSTAINABILITY

4 STRATEGIC

INFRASTRUCTURE

2 HUMAN RESOURCE

DEVELOPMENT

7 SPATIAL

EQUITY

6 GOVERNANCE AND

POLICY

1 INCLUSIVE

ECONOMIC GROWTH

KwaZulu-Natal will be a

prosperous Province with a healthy, secure

and skilled population,

living in dignity and harmony,

acting as a gateway to

Africa and the World

STRATEGIC

OBJECTIVES

31

23

1GOAL

INC

LU

SIV

E

EC

ON

OM

IC

GR

OW

TH

24


1GOAL

INC

LU

SIV

E

EC

ON

OM

IC

GR

OW

TH

1.2 Enhance sectoral development trade and investment

1.1 Develop and promote agricultural potential

1.3 Enhance spatial economic development

1.4 Improve government-led job creation programmes

1.5 Promote SMME and entrepreneurial development

1.6 Develop the knowledge economy

25


#8: Promote inclusive economic growth and employment


1GOAL

INC

LU

SIV

E

EC

ON

OM

IC

GR

OW

TH

#8: Promote inclusive and sustainable economic growth

#2: End hunger, achieve food security, sustainable agriculture


1.2 Enhance sectoral development trade and investment

1.1 Develop and promote agricultural potential


1.4 Improve government led job creation programmes

1.5 Promote SMME and entrepreneurial development

1.6 Develop the knowledge economy

26

2GOAL

HU

MA

N R

ES

OU

RC

E

DE

VE

LO

PM

EN

T

27


2GOAL

HU

MA

N R

ES

OU

RC

E

DE

VE

LO

PM

EN

T

2.2 Support skills development with economic growth

2.1 Improve ECD, primary and secondary education

2.3 Enhance youth skills development, life-long learning

28


2GOAL

HU

MA

N R

ES

OU

RC

E

DE

VE

LO

PM

EN

T

#4: Ensure inclusive and quality education for all

#4: Ensure inclusive, quality education for lifelong learning

#4: Ensure inclusive and quality education for all

2.2 Support skills development with economic growth

2.1 Improve ECD, primary and secondary education

2.3 Enhance youth skills development, life-long learning

29

3GOAL

HU

MA

N A

ND

CO

MM

UN

ITY

DE

VE

LO

PM

EN

T

30


3GOAL

HU

MA

N A

ND

CO

MM

UN

ITY

DE

VE

LO

PM

EN

T3.2 Enhance health of communities and citizens

3.1 Poverty eradication and social welfare

3.3 Enhance sustainable household food security

3.4 Sustainable human settlements

3.5 Safety and security

3.6 Advance youth, gender and disabled

3.6 Advance social capital

31


#3: Ensure healthy lives and promote well-being

#1: End poverty in all its forms everywhere

#11 Make cities inclusive, safe, resilient and sustainable

3.4 Sustainable human settlements

3.3 Enhance sustainable household food security

3.2 Enhance health of communities and citizens

3.1 Poverty eradication and social welfare

#2: End hunger, achieve food security

#16: Promote just, peaceful and inclusive societies

3.5 Safety and security

3.6 Advance social capital

3.6 Advance youth, gender and disabled

#10: Reduce inequality within and among countries

#5: Achieve gender equality and empower women and girls

3GOAL

HU

MA

N A

ND

CO

MM

UN

ITY

DE

VE

LO

PM

EN

T

32

4

ST

RA

TE

GIC

INF

RA

ST

RU

CT

UR

E

33


4GOAL

ST

RA

TE

GIC

INF

RA

ST

RU

CT

UR

E4.1 Development of seaports and airports

4.5 Access to affordable, reliable, sustainable energy

4.2 Development of road and rail networks

4.4 Sustainable management of water and sanitation

4.3 Develop ICT Infrastructure

4.6 Enhance KZN waste management capacity

34


#9: Build resilient infrastructure, sustainable industrialization


#6: Ensure access to water and sanitation for all

4.4 Sustainable management of water and sanitation

4.3 Develop ICT Infrastructure

4.2 Development of road and rail networks

4.1 Development of seaports and airports


#12: Ensure sustainable consumption and production patterns


4.5 Access to affordable, reliable, sustainable energy

#7: Ensure access to affordable, reliable, sustainable energy

4GOAL

ST

RA

TE

GIC

INF

RA

ST

RU

CT

UR

E

35

5GOAL

EN

VIR

ON

ME

NT

AL

SU

ST

AIN

AB

ILIT

Y

36“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa

and the World”


5GOAL

EN

VIR

ON

ME

NT

AL

SU

ST

AIN

AB

ILIT

Y

5.3 Adapt and respond to climate change

5.1 Enhance resilience of ecosystem services

5.2 Expand the use of green technologies

37


5GOAL

EN

VIR

ON

ME

NT

AL

SU

ST

AIN

AB

ILIT

Y

#12: Ensure sustainable consumption and production patterns

#15: Manage forests, combat desertification, land degradation

#14: Conserve and sustainably use the oceans, seas

#13: Take urgent action to combat climate change and impact



5.2 Expand the use of green technologies

38

GOAL 7SPATIAL EQUITY

7.1Enhance the resilience

of new and existing cities, towns and rural

nodes, ensuring equitable access to

resources, social and economic

opportunities

7.1Ensure integrated land

management use across the Province, ensuring

equitable access to goods and services, attracting

social and financial investment

SDG 9 - Build resilient infrastructure, promote

inclusive and sustainable industrialisation, and

foster innovation

AU 4 Connectivity

through World Class

Infrastructure

6GOAL

GO

VE

RN

AN

CE

AN

D

PO

LIC

Y

39“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the

World”


6GOAL

GO

VE

RN

AN

CE

AN

D

PO

LIC

Y

6.1 Strengthen policy, strategy co-ordination, IGR

6.2 Build government capacity

6.3 Eradicate fraud and corruption

6.4 Promote participative and accountable governance

40


#16: Promote just, peaceful and inclusive societies

#16: Build effective, accountable and inclusive institutions

#17: Revitalize partnerships for sustainable development

6GOAL

GO

VE

RN

AN

CE

AN

D

PO

LIC

Y

6.1 Strengthen policy, strategy co-ordination, IGR

6.2 Build government capacity

6.3 Eradicate fraud and corruption

6.4 Promote participative and accountable governance

41


7GOAL

SP

AT

IAL

EQ

UIT

Y

42


7GOAL

SP

AT

IAL

EQ

UIT

Y

7.2 Facilitate integrated land management and spatial planning

7.1 Actively promote spatial concentration and co-ordination of development

43


1. Stable and sustainable economic growth supported by world

class Infrastructure and a skilled and stable workforce;

2. Preferred Southern African business, investment and tourism

destination;

3. Energy secure through the green economy;

4. Connected via high speed reliable internet access;

5. Food secure through own agricultural production;

6. Poverty Eradicated with HIV/AIDS and social ills firmly under

control;

7. Dignified and safe living environments for all;

8. Inequality drastically reduced;

9. Clean, effective and efficient governance;

10. Well connected urban and rural places.

WHERE DO WE WANT TO BE BY 2035?


Cascading from Vision to Project

7 Goals with Goal Indicators and targets for 2020/25/30/35

Vision 2035

Interventions to drive the indicators and achieve the targets

Quarterly Progress Reports submitted to Executive Council Clusters

Catalytic Projects supporting objectives, goals and vision at scale

31 Strategic Objectives with Objective Indicators and targets for 2020/25/30/35


GROWINGOUR ECONOMY

IMPROVEMENT OF THE QUALITY OF LIFEOF ALL PEOPLE LIVING IN

THE PROVINCE OF KWAZULU-NATAL

THE VISION IS POSSIBLE IF WE CAN FOCUS ON:

FOR THE


3.

INSTITUTIONAL

FRAMEWORK FOR

IMPLEMENTATION


INSTITUTIONAL FRAMEWORK AND ORGANISATIONS


INSTITUTIONAL FRAMEWORK : ACTION WORK GROUPS

• 31 Strategic Objectives assigned to 18 PGDP Action Work Groups (AWG);

• Each AWG has a

dedicated convenor;

• All Executive Council Clusters have a revised Agenda with AWG Progress Reports as a standing item

AWGDept 1

Dept 2

Dept 3

Dept4 Municipality

Business

Labour

NGO’s

Integrated PGDP Implementation


AWGs REPORTING TO THE ECONOMIC SECTOR AND

INFRASTRUCTURE DEVELOPMENT CLUSTER

Executive

Council

Cluster

Cluster receives reports

from Responsible for the following Strategic Objectives

AWG No.Convening

Dept

Eco

no

mic

Se

cto

r an

d

Infr

astr

uct

ure

Dev

elo

pm

en

t

1 DARD 1.1 Develop and promote Agricultural Potential

2 DEDTEA1.2 Enhance sectoral development through trade investment and business retention


3 DPW 1.4Improve the efficiency, innovation and variety of government-led job creation

programmes

4 DEDTEA 1.5 Promote SMME and entrepreneurial development

5 DEDTEA 1.6 Enhance the knowledge economy

12 DOT4.1 Development of seaports and airports

4.2 Develop road and rail networks

13 DEDTEA 4.3 Develop Information and Communications Technology (ICT) infrastructure

14 COGTA4.4 Ensure availability and sustainable management of water and sanitation for all

4.5 Ensure access to affordable, reliable, sustainable and modern energy for all

15 DEDTEA 5.2 Expand the application of green technologies

16 DEDTEA





AWGs REPORTING TO THE GOVERNANCE AND

ADMINISTRATION CLUSTER

Executive

Council

Cluster



AWG No.Convening

Dept

Go

vern

ance

an

d

Ad

min

istr

atio

n

17 OTP

6.1 Strengthen Policy and Strategy Coordination and IGR

6.2 Build Government Capacity

6.3 Eradicate Fraud And Corruption

6.4Promote participative, facilitative and accountable

governance

18 COGTA

7.1Actively promote spatial concentration and co-ordination of

development interventions

7.2Apply effective spatial planning and land management

systems across the province


AWGs REPORTING TO THE SOCIAL PROTECTION, HUMAN

AND COMMUNITY DEVELOPMENT CLUSTER

Executive

Council

Cluster



AWG No.Convening

Dept

Soci

al P

rote

ctio

n, H

um

an a

nd

Co

mm

un

ity

Dev

elo

pm

en

t

6 DOE 2.1Improve early childhood development, primary and

secondary education

7 OTP

2.2 Support skills development to economic growth

2.3Enhance youth and adult skills development and life-long

Learning

8 DSD

3.1 Eradicate poverty and enhance social welfare

3.3Safeguard and enhance sustainable household food security

in KZN

3.6 Advance social cohesion and social capital

3.7Promote youth, gender and disability advocacy and the

advancement of women (NEW FOR AWG 8)

10 DOH 3.2 Enhance health of communities and citizens

11 DHS 3.4 Promote sustainable human settlements


AWGs REPORTING TO THE JUSTICE, CRIME PREVENTION

AND SECURITY CLUSTER

Executive

Council

Cluster



AWG No.Convening

Dept

JCP

S

9 DCSL 3.5 Enhance safety and security


PGDP REPORTING FRAMEWORK

AWG

9

AWG

6

AWG

7

AWG

8

AWG

10

AWG

11

AWG

17

AWG

18

ESIDCLUSTER

SPCHDCLUSTER

G&ACLUSTER

JCPSCLUSTER

PROVINCIAL

EXECUTIVE COUNCIL

AWG

1

AWG

2

AWG

3

AWG

4

AWG

5

AWG

12

AWG

13

AWG

14

AWG

15

AWG

16

4. ROLES AND

RESPONSIBILITIES OF

ACTION WORK GROUPS

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the

World”56

www.kznppc.gov.za

57

PGDP IMPLEMENTATION RESPONSIBILITIES

REFER TO PAGES 12 – 20 OF PGDP QUICK

START OPERATIONS MANUAL

ACTION

WORKGROUP

AWG

CONVENOR

/ DEPUTY

CONVENOR

AWG

MEMBER

58


ACTION

WORKGROUP

AWG

CONVENOR

/ DEPUTY

CONVENOR

AWG

MEMBER

59

1. AWG MEMBERSHIP AND STAKEHOLDER

ANALYSIS (Annexure 11, page 101)

1. IDENTIFICATION OF STAKEHOLDERS: INTERNAL (CORE

DEPARTMENTS) AND EXTERNAL

• Who are the stakeholders (internal and external) who have the most

influence on the implementation of the PGDP Strategic Objectives

and Interventions relevant to our Action Work Group? (Influence is the

level of involvement of a stakeholder)

• How could the stakeholder (internal and external) impact the

implementation of PGDP Strategic Objectives and Interventions

relevant to our Action Work Group? (Impact is the ability of a

stakeholder to bring about the desired change)

• Which stakeholders (internal and external) will be most affected by

the implementation of the PGDP Strategic Objectives and

Interventions relevant to our Action Work Group?

• Who controls the resources?

• Who are the experts on our Action Work Groups’ PGDP Strategic

Objectives and Interventions?“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the

World” 60

1. AWG MEMBERSHIP AND STAKEHOLDER

ANALYSIS (Annexure 11, page 101)

2. PRIORITISING STAKEHOLDERS

INFLUENCE / IMPACT / CONTRIBUTION TO PGDP STRATEGIG

OBECTIVES AND ACHIEVEMENT OF TARGETSPGDP

STAKEHOLDER

(List from

identification)

PGDP

STRATEGIC

OBJECTIVE

xxxxxxxxxxx

INDICATOR

xxxxxxxxxx

INDICATOR

xxxxxxxxxx

INDICATOR

xxxxxxxxxx

INDICATOR

xxxxxxxxxx

Allocate per strategic objective and indicator for high influence / impact / contribution

* Allocate per strategic objective and indicator for medium influence / impact / contribution

× Allocate per strategic objective and indicator for low influence / impact / contribution


World”

61

2. AWG MEETINGS

• SCHEDULE OF MEETINGS

• AGENDA (Annexure 6, page 86)

• MINUTES

• REGULAR, CONSISTENT PARTICIPATION OF MEMBERS


World”62

3. REPORTS AND UPLOADING OF AWG

CLUSTER REPORTS TO THE PROVINCIAL

NERVE CENTRE

COMPILATION OF REPORTS

• Quarterly reports to the relevant Technical Cluster on PGDP

implementation progress (Annexure 5, page 75-82)

• Reports to the PGDP Technical Committee

• Reports to the Provincial Planning Commission

• Makgotla reports on progress with the implementation of the

PGDP

UPLOADING OF AWG CLUSTER REPORTS TO THE

PROVINCIAL NERVE CENTRE (Annexure 10, page 96 – 100)

• VPNC access

• Upload AWG Cluster Reports to Provincial Nerve Centre


World”63

4. MANAGE THE AWG ANNUAL KEY

MILESTONES TIMEFRAME (Annexure 12, page 102)

KEY MILESTONE QUARTER / MONTH

1. Preparation for new financial year

i. Compile AWG Annual Schedule of Meetings

ii. Review AWG Membership (Core Departments and External

Stakeholders)

iii. Advise AWG Members of Annual Schedule of Meetings

Quarter 4: March

QUARTER 1

2. Submit Quarter 4 AWG Cluster Report Quarter 1: April (within 10 working days from end of March)

3. Conduct at least one AWG meeting Quarter 1

4. Finalise AWG Annual Business Plan Quarter 1

5. Ongoing monitoring and implementation of the PGDP Quarter 1

6. Commence annual refinement of the PGDP Quarter 2: June

QUARTER 2

7. Submit Quarter 1 AWG Cluster Report Quarter 2: July (within 10 working days from end of June)



10. Complete proposed annual PGDP refinements Quarter 2: mid-July

11. Prepare inputs on progress with the implementation of the

PGDP for the August Executive Council Lekgotla

Quarter 2: July / early August

QUARTER 3

12. Submit Quarter 2 AWG Cluster Report Quarter 3: October (within 10 working days from end of September)



QUARTER 4

15. Submit Quarter 3 AWG Cluster Report Quarter 4: April (within 10 working days from end of December)

16. Prepare inputs for State of the Province Address Quarter 4: January / early February



19. Prepare inputs on progress with the implementation of the

PGDP for the February Executive Council Lekgotla

Quarter 4: January / early February

64

5. MEMBER OF THE RELEVANT

EXECUTIVE COUNCIL TECHNICAL

CLUSTER

• AWG Convenor is a permanent member of the relevant

Executive Council Technical Cluster

– Present AWG Cluster Reports

– Strategic Role in terms of the PGDP and issues that impact the PGDP


World”

65

6. ENGAGE WITH THE LEAD DEPARTMENT

HOD AND MANCO

• Engage with the lead Department HOD and MANCO on

challenges and opportunities with the implementation of the

PGDP

• Recommended that PGDP Implementation is a standing item

on MANCO agendas


World”

66


ACTION

WORKGROUP

AWG

CONVENOR

/ DEPUTY

CONVENOR

AWG

MEMBER

67

1. IN-DEPTH UNDERSTANDING OF THE PGDP

STRATEGIC OBJECTIVES ALLOCATED TO THE AWG (Annexure 2, page 31…. and read the PGDP)

STRATEGIC GOALGOAL INDICATOR(S) Baseline

2010

Baseline

2015

TARGETS

2020 2025 2030 2035

STRATEGIC OBJECTIVE Strategic

Objective

Indicators

Baseline

2010

Baseline

2015

TARGETS

2020 2025 2030 2035

INTERVENTIONS

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and

the World”

68

2. Focus planning, action and resources on both the

measurement and implementation action areas allocated

to the AWG

3. Allocate responsibilities for action and reporting on

implementation progress

4. Secure and track expenditure of the budget for PGDP

implementation

5. Drive the implementation of the PGDP and monitor


6. Compile AWG Cluster Reports to the relevant Executive

Council Technical Cluster (AWG Cluster Report)


World”

69

ACTION


ACTION

WORKGROUP

AWG

CONVENOR

/ DEPUTY

CONVENOR

AWG

MEMBER

70

1. PGDP Champion

2. Regular attendance at AWG meetings

3. Prepare for AWG meetings

4. Prepare reports / inputs / presentations for

AWG meetings

5. Provide feedback to stakeholder organisation

(government or non-government)

6. Report on Expenditure to AWG


the World”

71

COMMITMENT

PGDP IMPLEMENTATION PLAN FOR 2017/18

ACTION

WORKGROUP

AWG

CONVENOR

/ DEPUTY

CONVENOR

AWG

MEMBER


the World”

72

DEVELOP AN ANNUAL BUSINESS PLAN(Annexure 7, page 88 – 90)

GOAL INDICATORS

GOAL INDICATORS BASELINE

2010

BASELINE

2015

2020 2025 2030 2035

Indicator Action Key Deliverables August 2017 February 2018 August 2018

List key strategic issues

that need to be addressed

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa

and the World”

73

3. DEVELOP AN ANNUAL BUSINESS PLAN(Annexure 7, page 88 – 90)

GOAL x: Priority projects/actions to achieve 2020 TARGET

No. STRATEGIC

OBJECTIVE

No. Strategic Objective Indicators TARGET

2020

Priority strategic intervention/actions or

projects to ensure targets are achieved

Key

Deliverables

Milestones by

August 2017

Feb 2018 August

2018

List key strategic issues

that need to be addressed

Project interim targets

(numbers) and/or milestones

that are likely to be achieved by

Makgotla

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa

and the World”

74

3. DEVELOP AN ANNUAL BUSINESS PLAN(Annexure 7, page 88 – 90)

Strategic Interventions: Intervention Action Plan

INTERVENTION ACTION PLAN

Strategic Objective No. XXXXXXXXXXX

(a) Insert Strategic Intervention (Refer to PGDP 2016/17)

Narrative…..(i.e. why are these interventions prioritised, only high level description and how this

contributes towards achieving the strategic objective (if we do this…. Then….thus contributing towards

achieving the strategic objective)

Key Deliverables

and lead

Departments

Current status TARGETS CHALLENGES REMEDIAL

ACTION/INTERVENTION

Q4

16/17

Q1

17/18

Q2

17/18

Q3

17/18

Q4

17/18

i.

ii.


the World”

75

WORK IN PROGRESS……

ACTION

WORKGROUP

AWG

CONVENOR

/ DEPUTY

CONVENOR

AWG

MEMBER


World”

76

DEVELOPMENT OF PGDP TECHNICAL

DESCRIPTORS (Annexure 8, page 92)

(Annexure 7, page 88 – 90)DefinitionsItem Description

Indicator title Identifies the title of the strategic outcome oriented goal, objective or

programme performance indicator

Purpose/importance Explains what the indicator is intended to show and why it is important,

with a brief explanation of what the indicator is, with enough detail to give

a general understanding of the indicator

Source/collection of

data

Describes where the information comes from and how it is collected

Reporting cycle and

responsibility

Identifies if an indicator is reported quarterly, annually or at longer time

intervals, and who is responsible for managing and reporting the indicator

Verification Indicates nature of supporting documents as proof of what was done, who

is going to check this and against what to confirm the legitimacy that we

have delivered against what we had said we would do

Desired

performance

Identifies whether actual performance that is higher or lower than targeted

performance is desirable

Data limitations Identifies any limitation with the indicator data, including factors that might

be beyond the department’s control

Method of

calculation

Describes clearly and specifically how the indicator is calculated


World”77

4. DEVELOPMENT OF PGDP TECHNICAL

DESCRIPTORS (Annexure 8, page 92)

(Annexure 7, page 88 – 90)Goal x:________________

GOAL

INDICATORS

PURPOSE

AND

DEFINITION

SOURCE REPORTING

CYCLE AND

RESPONSIBILITY

VERIFICATION DESIRED

PERFORMANCE

(Increase or

decrease in trend)

DATA

LIMITATIONS

METHOD OF

CALCULATION

No STRATEGIC

OBJECTIVE

No STRATEGIC

OBJECTIVE

INDICATORS

PURPOSE

AND

DEFINITION

SOURCE REPORTING

CYCLE AND

RESPONSIBILITY


PERFORMANCE

(Increase or

decrease in

trend)

DATA

LIMITATIONS

METHOD OF

CALCULATION


the World”

78

4. DEVELOPMENT OF PGDP TECHNICAL

DESCRIPTORS (EXAMPLE)(Annexure 7, page 88 – 90)

Goal 6: Governance and Policy GOAL

INDICATORS

PURPOSE

AND

DEFINITION

SOURCE REPORTING

CYCLE AND

RESPONSIBILITY


PERFORMANCE

(Increase or

decrease in trend)

DATA

LIMITATIONS

METHOD OF

CALCULATION

Improvement

in level of client

satisfaction

measured

through

percentage of

citizens

satisfied with

the level of

government

services

The survey in

itself serves as

an indicator

through a

perception

survey of the

level of citizen

satisfaction

with a sample

of government

services

(service and

infrastructure).

This indicator

measures level

of satisfaction

with (1) overall

performance;

and (2)

governance of

provincial

government.

Citizen

Survey by

OTP-

Report

from

STATS SA

(2015)

Every second year –

base 2013,

secondary base

(STATS SA) 2015)

OTP

Copy of report Increase in

satisfaction with

overall level of

satisfaction

a. Funding and

b. Responses

to

questionnair

es

c. Methodology

consistency

and

constraints

as recorded

in the

technical

report

Survey

undertaken by

STATS SA,

calculated as per

the Technical

report.

Questionnaire

includes rating of

overall

performance of

provincial

government AND

local government

Use the overall

performance

rating for

provincial

government and

municipal

government


the World”

78


REFLECTION EXERCISE

WHAT IS THE ONE “TAKE-AWAY”

FROM THIS SESSION THAT YOU WILL

FOCUS ON IN THE NEXT WEEK AS

AN AWG CONVENOR /DEPUTY

CONVENOR OR AWG MEMBER?


5. AWG FUNCTIONALITY

ASSESSMENT


KPA INDICATOR NORM / STANDARD PORTFOLIO OF

EVIDENCE

AWG

ASSESSMENT

AWG Membership Core government Departments and

non-government stakeholders

represented

At least 1 representative from

each core department / sector at

a minimum of level Deputy

Director

Attendance Register

Functional AWG Meetings

Regular Meetings At least one per quarter One per quarter Schedule of meetings

Minutes of meeting

Attendance register

Strategic Agenda Agenda items aligned to AWG Cluster

Report

All agendas crafted in an

aligned manner

Agenda of AWG

meetings

Record of MeetingsMinutes of meetings

Minutes of meeting circulated to

AWG members

Email circulating

minutes of meeting

Attendance Attendance by representatives from

core Departments

All quarterly meetings Attendance Register

Attendance by non-government

stakeholders

All quarterly meetings Attendance Register

Continuity of attendance At least 3 consecutive meetings

by 80% of representatives from

core departments

Attendance Register

Budget secured for

interventions Budget allocated / secured for

interventions

Annually AWG Cluster Report

Expenditure tracked quarterly Quarterly AWG Cluster report:

quarterly reporting on

budget allocation vs

expenditure

RATING COLOUR CODES

ACHIEVED

PARTIALLY ACHIEVED

NOT ACHIEVED

CONTINUED……


KPA INDICATOR NORM /

STANDARD

PORTFOLIO OF

EVIDENCE

AWG

ASSESSMENT

RATING COLOUR CODES

ACHIEVED

PARTIALLY ACHIEVED

NOT ACHIEVED

Implementation of PGDP

Updated report on


Quarterly AWG Cluster report

High level progress report on

implementation of the PGDP for

presentation to Executive

Council Lekgotla

PowerPoint presentation Email with attached

PowerPoint presentation to

PPC Secretariat

Implementation of Executive

Council Makgotla

Updated reporting on progress

with implementation of Executive

Council

Makgotla resolutions

Quarterly AWG Cluster Report

SOPA: Inputs and Implementation

SOPA Inputs provided to PPC

Secretariat for SOPA address

Annually Email with attached inputs to

the PPC Secretariat

Updated reporting on

implementation of SOPA

Quarterly AWG Cluster report

Annual Refinement of PGDP

Refinement inputs provided to

the PPC Secretariat

Annually Email with attached inputs to

the PPC Secretariat

Cluster report updated to correct

version of the PGDP

Annually AWG Cluster Report

81

“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway between Africa and the World” 84

6. LINKAGE TO STRATEGIC AND

ANNUAL PERFORMANCE PLANS

Constitutional and Legislative Mandates

NDP, PGDS

MTSF, PGDP,DGDP,IDP5-Year Strategic Plan

with Vision, Mission and Values

5-year targets, budget and programme and strategic objectives per programme with 5-year targets

Annual Performance Plan

Breaks down 5-year strategic plan into key

strategic outputs measured through

“Programme Performance Indicators” with annual and MTEF

targets

Operational Plans and Performance agreements

Relationship between plans

83“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway to Africa and the

World”

ALIGNMENT OF PLANS

“By 2035 KZN will be a prosperous Province with a healthy, secure and skilled population, living in dignity and harmony, acting

as a gateway to Africa and the World”

PGDS with

SDF

PGDP Government 5-year Strategic Plans Government APP Business and/or

Operational Plans

Goals and

Indicators

PGDS Goals and Indicators with 20-year

horizon, measured at 5-year intervals

Organisation sets its own organisational goal/s,

within its mandate and span of control,

considering the organisation’s vision, mandates

and organisational situational analysis to guide

its specific role and contribution to achieving the

Vision and Goals of the PGDP

Goals and indicators as

per organisational 5-

year strategic plan –

broadly aligned to the

PGDS/P

Goals and indicators as

per organisational 5-

year strategic plan –

broadly aligned to the

PGDS/P

Strategic

Objectives and

Indicators

PGDS Strategic Objectives and Indicators

with

5-year targets, measured quarterly

Strategic objectives crafted at organisational

level, within its mandate and span of control,

considering the organisation’s vision, mandates

and organisational situational analysis to guide

its specific role and contribution to achieving the

Vision, Goals and Strategic Objectives, crafted in

terms of the “Framework for Strategic Plans”

Strategic Objectives and

indicators as per

organisational 5-year

strategic plan – broadly

aligned to the PGDS/P

Strategic Objectives and

indicators as per

organisational 5-year

strategic plan – broadly

aligned to the PGDS/P

Actions (Projects and

Programmes to deliver

against PGDP Targets); with

milestones to be measured

with additional indicators if

required –measured

Annual

Action Plan

developed to

track delivery

and inform

programme

and/or

project cycle

Inform the strategic objectives and/or areas that

the organisation needs to consider in framing its

strategic objectives.

Informs priority outputs

to support organisational

strategic objectives,

aligned broadly to the

PGDS Detailed projects,

outputs processes,

inputs.

Interventions

Actions (Projects and

Programmes to deliver

against PGDP Targets); with

milestones to be measured

Catalytic projects that support PGDP

implementation informed by PGDS SDF

Informs programme level targets of the strategic

objectives of organisation

As per the

organisation’s

5-year strategic plan,

but might be broken

down into sub-

programmes

Provincial Plan (Government, Business, Civil

Society)Provincial Government Plans

84“KZN as a prosperous Province with healthy, secure and skilled population, living in dignity and harmony, acting as a gateway

to Africa and the World”


Siyabonga - Thank You – Dankie

Siyabulela

For South Africa to work,

KZN must work

www.kznppc.gov.za

87

“Working Together to achieve

KZN Vision 2035”

action work groups - kzn ppc...complete 2015 kzn citizen satisfaction survey (perception analysis)...

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