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Annual Performance Plan • 2017/18 i
ANNUAL PERFORMANCE PLAN | 2016/17DEPARTMENT OF PUBLIC WORKS
DEPARTMENT OF PUBLIC WORKS
2016/17ANNUAL PERFORMANCE PLAN
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The 2016/17 Department of Public Works Annual Performance Plan is compiled with the latest available information from departmental and other sources. Some of this information is unaudited or subject to revision.
Department of Public Works (DPW) Head Office: Public Works
CGO Building Cnr Bosman and Madiba Streets
Pretoria CentralPrivate BagX65
Pretoria0001
Website: http://www.publicworks.gov.za
The 2016/17 Department of Public Works Annual Performance Plan is also available on www.publicworks.gov.za
ISBN: 978-1-920399-19-1
DPW_APP_2016_FINAL COVER.indd 1 2016/03/04 11:28 PM
ANNUAL PERFORMANCE PLAN
2017|18
Department of Public Worksii
Annual Performance Plan • 2017/18 iii
Department of Public Worksiv
MINISTER’S FOREWORD vi
DIRECTOR-GENERAL’S OVERVIEW viii
OFFICIAL SIGN OFF x
OFFICIAL SIGN OFF (EXCO) xi
ACRONYMS xii
LIST OF TABLES xiv
LIST OF FIGURES xv
PART A – STRATEGIC OVERVIEW 1
1. VISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
2. MISSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3. VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
4. STRATEGIC OUTCOME-ORIENTED GOALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
5. LINKS TO GOVERNMENT-WIDE PLANS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
6. LEGISLATIVE AND OTHER MANDATES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
7. UPDATED SITUATIONAL ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137.1 External Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137.2 Internal Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277.3 Performance Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357.4 Organisational Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417.5 Description of the Strategic Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447.6 Overview of the 2017 Budget and MTEF Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
PART B – PROGRAMME AND SUB PROGRAMME OBJECTIVES 53
8.1 PROGRAMME 1: ADMINISTRATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 558.1.1 Programme 1: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 558.1.2 Programme 1: Programme performance indicators and medium-term
targets for 2017/18 to 2019/20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 568.1.3 Programme 1: Programme performance indicators and quarterly targets for 2017/18 . . . . . . . . 598.1.4 Reconciling performance targets with the Budget and MTEF . . . . . . . . . . . . . . . . . . . . . . . . . . . . 618.1.5 Performance and expenditure trends for Programme 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
8.2. PROGRAMME 2: INTERGOVERNMENTAL COORDINATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 638.2.1 Programme 2: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 638.2.2 Programme 2: Programme performance indicators and medium-term
targets for 2017/18 to 2019/20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 648.2.3 Programme 2: Programme performance indicators and quarterly targets for 2017/18 . . . . . . . . 668.2.4 Reconciling performance targets with the Budget and MTEF . . . . . . . . . . . . . . . . . . . . . . . . . . . . 678.2.5 Performance and expenditure trends for Programme 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
TABLE OF CONTENTS
Annual Performance Plan • 2017/18 v
8.3. PROGRAMME 3: EXPANDED PUBLIC WORKS PROGRAMME . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 698.3.1 Programme 3: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 698.3.2 Programme 3: Programme performance indicators and medium-term
targets for 2017/18 to 2019/20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 708.3.3 Programme 3: Programme performance indicators and quarterly targets for 2017/18 . . . . . . . . 718.3.4 Reconciling performance targets with the Budget and MTEF . . . . . . . . . . . . . . . . . . . . . . . . . . . . 728.3.5 Performance and expenditure trends for Programme 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
8.4 PROGRAMME 4: PROPERTY AND CONSTRUCTION INDUSTRY POLICY AND RESEARCH . . . . . 748.4.1 Programme 4: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 748.4.2 Programme 4: Programme performance indicators and medium-term
targets for 2017/18 to 2019/20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 748.4.3 Programme 4: Programme performance indicators and quarterly targets for 2017/18 . . . . . . . . 758.4.4 Reconciling performance targets with the Budget and MTEF . . . . . . . . . . . . . . . . . . . . . . . . . . . . 768.4.5 Performance and expenditure trends for Programme 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
8.5. PROGRAMME 5: PRESTIGE POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 798.5.1 Programme 5: Strategic objectives and medium-term targets for 2017/18 to 2019/20 . . . . . . . . 798.5.2 Programme 5: Programme performance indicators and medium-term
targets for 2017/18 to 2019/20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 798.5.3 Programme 5: Programme performance indicators and quarterly targets for 2017/18 . . . . . . . . 808.5.4 Reconciling performance targets with the Budget and MTEF . . . . . . . . . . . . . . . . . . . . . . . . . . . . 818.5.5 Performance and expenditure trends for Programme 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
PART C – LINKS TO LONG TERM PLANS 85
9. LINKS TO LONG-TERM INFRASTRUCTURE PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
10. SERVICE DELIVERY IMPROVEMENT PLAN (2017/18 – 2019/20) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
11. STRATEGIC RISK PLAN FOR THE DEPARTMENT OF PUBLIC WORKS . . . . . . . . . . . . . . . . . . . . . . . 89
12. CONDITIONAL GRANTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
13. PUBLIC ENTITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
14. PUBLIC PRIVATE PARTNERSHIPS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
PART D – ANNEXURES TO THE ANNUAL PERFORMANCE PLAN 107
15. AMENDMENTS TO THE FIVE YEAR STRATEGIC PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
16. TECHNICAL INDICATOR DESCRIPTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11416.1 Programme 1: Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11416.2 Programme 2: Intergovernmental Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12616.3 Programme 3: Expanded Public Works Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13216.4 Programme 4: Property and Construction Industry Policy and Research . . . . . . . . . . . . . . . . . . 13916.5 Programme 5: Prestige Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
17. LEGISLATION THE DEPARTMENT OF PUBLIC WORKS ADMINISTERS . . . . . . . . . . . . . . . . . . . . . 148
18. LIST OF REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Department of Public Worksvi
When introducing my Updated Policy Statement in June 2016, I emphasised the importance of moving from conceptualisation to implementation - increasingly, and definitely for the next cycle. We are focused on what we will actually deliver. This entails firm commitments to deliver on targets, and the actual roll-out and timelines thereof. In the last two years we have made real progress in strengthening our planning processes. They key is now to implement the plans we have made.
These sentiments are in line with our Seven Year Turn-around Strategy. Having stabilised the Department – improving governance, compliance, risk management and audit outcomes and combatting fraud and corrup-tion – and having established the Property Manage-ment Trading Entity and restructured the Department, we are now firmly into the ‘Efficiency Enhancement’ phase of our Turnaround Strategy and focussed on im-proving the way that we do business.
The five key priorities outlined in the Department’s Strategic Plan – aligned to Government’s Medium Term Strategic Framework and the National Development Plan – have not changed and continue to guide the priorities and targets that the Department has set for itself in the 2017/18 Annual Performance Plan. These include the following:
1. In light of Government’s efforts to reduce spending, the Department will focus on its cost containment measures.
2. Government has committed to creating 6 million employment opportunities through the Expanded Public Works Programme, as set out in the Nation-al Development Plan and Medium Term Strategic Framework. As the national coordinator of the Ex-panded Public Works Programme, the Department will continue to place emphasis on the coordination between agencies and the facilitation of commu-nity participation in order to provide tangible ben-efits. The Department is committed to addressing the current challenges within the Expanded Pub-lic Works Programme by enhancing the technical
MINISTER’S FOREWORD
capacity of public bodies implementing the Ex-panded Public Works Programme, improving the reporting of Expanded Public Works Programme, and ensuring the attainment of targets for youth, women and people living with disabilities, as well as implementing guidelines to ensure uniformity across all the sectors.
3. The Department and its entities are working in partnership to transform the built environment to better represent the demographics of the country.
4. The Department has established an Intergovern-mental Relations Branch to provide oversight of the Public Works Sector and to ensure effective and efficient delivery of the public works man-date.
5. The Department will strengthen its oversight of the public entities and the six professional councils so that work is directed in line with the priorities set by the Department.
6. The shortage of built environment skills continues to remain a challenge for the country and the De-partment. In this regard, the Department has es-tablished a Professional Services Branch to cre-ate the technical capacity required by the State for the delivery of built environment services.
7. The fight against corruption has been a prior-ity in the programme of Government as well as the Seven Year Turnaround Strategy to Rebuild Public Works. Reducing fraud and corruption
Annual Performance Plan • 2017/18 vii
§ What are we contributing to skills development and rebuilding the built environment professional and technical capacity of Public Works and the State? [The new Professional Services Branch, working with entities and professional associations, will pro-vide leadership in this regard.]
§ What are we doing to transform the built environ-ment and drive black economic empowerment? [The Policy Branch is working with the entities and stakeholders to craft a clear vision, policy and reg-ulatory environment, whilst the Property Manage-ment Trading Entity drives implementation.]
§ What are we doing to achieve savings and contain costs – a critical task in the current economic and budgetary environment? [This is not the task of Fi-nance and Corporate Services alone. It goes to the heart of core business.]
The answers to these questions, and the priorities we have set for the Department, lie in the targets and timelines captured in this Annual Performance Plan for 2017/18.
Mr. T.W Nxesi MINISTER DEPARTMENT OF PUBLIC WORKS
and strengthening internal controls are some of the highest priorities of the Governance, Risk and Com-pliance function.
8. A new service delivery improvement plan will be de-veloped for the Medium Term Expenditure Frame-work based on current areas of poor and under performance. This will become central to the Turn-around Strategy of the Department. The Depart-ment will continue to focus on the completion of a detailed business model supported by business processes, standard operating processes and ser-vice delivery standards in the coming year. Signifi-cant progress has already been made in this regard.
9. The Department is committed to strengthening its research and policy development capacity. The De-partment has commenced with the review of the Council for the Built Environment and Construction Industry Development Board legislation, as well as of the Public Works White Papers. This will assist the Department to refresh its mandate to oversee and lead the transformation of the built environ-ment.
10. The Department has made significant improve-ments in the management of the Prestige portfolio, which has now been centralised to the Office of the Director General. With the necessary policy im-provements now firmly in place, the Department will focus on the maintenance of accommodation and reducing costly breakdowns.
11. A new organisational structure has been finalised for the Department, the focus of which is on providing policy direction, transformation of the built environ-ment, oversight of the sector (including Public Enti-ties) and coordination of the Extended Public Works Programme.
Looking forward, in my Updated Policy Statement of June 2016, I encouraged senior management to ask themselves a few very basic questions, designed to ad-dress the strategic priorities we have set for ourselves for the five years of this Administration:
§ What can we do to create jobs and work opportu-nities? [We are on track to deliver the 6 million work opportunities that government has committed to by 2019.]
Department of Public Worksviii
The performance data gathered over the past two years has been used to strengthen management systems and internal controls and to inform changes where necessary. The Department will continue to work to-wards clear, measurable targets and objectives, and will conduct quarterly assessments to ensure the max-imum performance of the deliverables. The 2017/18 Annual Performance Plan will continue to entrench good governance and embed integrated service de-livery. It places emphasis on working smarter, and es-tablishing and improving partnerships, innovations and synergies aimed at creating maximum socio-economic impact and building public value. As part of this Annual Performance Plan, I give my commitment to improve governance, accountability and financial management to further strengthen and advance the Department.
The 2017/18 financial year is another opportunity for the Department to build on our successive gains. This is an exciting period for the Department as we acceler-ated the functions of the Property Management Trad-ing Entity, and intensified our flagship programme, the Expanded Public Works Programme (EPWP), which contributes meaningfully to create job opportunities. The goal of the EPWP Phase III is to create six million work opportunities, equal to 2,5 million Full Time Equiv-alents, over the 2014/15 to 2018/19 financial years. EPWP Phase III builds on lessons from the previous phases of the Programme, and, coupled with lessons learnt from international experience, aims to increase the role of public employment. This will, in part, en-deavour to achieve the work opportunities targets set in the Medium Term Strategic Framework, whilst real-ising the real development potential of the EPWP.
This year’s Annual Performance Plan is the third year of implementation of the Department’s five year Revised Strategic Plan 2015-2020 and provides further guidance to achieve the Department’s strategic goals and strategic objectives. Our performance over the past two years has provided a solid basis from which progress can be measured since the operationalisation of the Property Management Trading Entity (which has resulted in the
separation of Plans). In this Annual Performance Plan, the Department focuses on major economic and social challenges facing the sector, and identifies actions to accelerate service delivery, employment creation and skills development.
DIRECTOR-GENERAL’S OVERVIEW
At present, one of our main focus areas is the review of the Department’s two existing White Papers, namely Public Works, Towards the 21st Century (1997); and Creating an Enabling Environment for Reconstruction, Growth and Development in the Construction Indus-try (1999), in order to assess the extent to which the policy positions in these White Papers have been achieved and their continued relevance in realising Government’s national priorities and the goals of a developmental state. Through the development of the new White Paper, the Department will clarify its role in carrying out oversight and performance management functions relating to the Department’s provincial coun-terparts’ delivery capabilities, in order to bring about sustainable development; integrated delivery of public goods and services; and effective implementation of legislation.
South Africa needs built environment skills to deliv-er on the National Infrastructure Plan, which aims to transform the country’s economic landscape, whilst simultaneously improving service delivery. Through the newly established Professional Services function, the Department will create technical capacity for the State in the built environment. The two areas of focus will be the coherent consolidation, development and man-agement of the Built Environment Skills Pipeline with both State and non-State actors, and the building of institutional State capacity. The outcome of the Skills Pipeline Programme is to produce competent, skilled and motivated built environment professionals through supported learning interventions and focused experi-ential learning processes. The intervention starts at an early stage in the built environment professional’s life
Annual Performance Plan • 2017/18 ix
and continues after professional registration. An add-ed bonus is that, in the process, the professionals in the built environment sector get exposure from an early point in the learner’s school career.
The Prestige portfolio is intended to provide office and residential accommodation to Prestige clients as specified in the Ministerial Handbook. This is a unique portfolio, which requires innovative solutions to provide services that are often urgent, critical and unique with regard to security requirements. The lack of a single set of standards in the Department’s Prestige accommoda-tion portfolio has previously resulted in duplicated, un-coordinated functions and responsibilities. The Depart-ment has, however, made strides in developing policies to regulate Prestige services in line with the Ministerial Handbook. In addition, the establishment of term con-tracts will significantly improve turnaround times in the provision of these specialised services.
We are intensifying the implementation of the Turn-around Strategy and are now beginning to refocus our attention on the transition from the Efficiency Enhance-ment Phase towards Sustainable Growth. In 2017/18, all our efforts will be directed at enhancing the imple-mentation of the holistic Fraud Prevention Strategy (with an emphasis on the application of proactive mea-sures in the fight against fraud and corruption in order to enhance operational efficiency), the full implementa-tion of the Service Delivery Improvement Programme (as a cornerstone for strategic and operational perfor-mance of the Department, addressing critical aspects of service delivery), and the implementation of a robust Change Management Strategy (to facilitate readiness and support stakeholders during the operationalisation of the Department).
To drive and support the achievement of the business objectives, the Department will implement supportive supply chain management processes to deliver on its Strategic Demand Management Plan in line with Mas-ter Plans which apply to multi-year projects. Benefits from its supply chain management efficiency will result in time savings, more cost-effective management of goods and services, and improved product forecasting.
In order to ensure that the Department can execute its mandate within an increasingly constrained economic environment, part of the task that lies ahead involves continually improving organisational development. The
approved organisational structure will go a long way in helping us to fill critical vacant posts and streamline existing resources to make sure that the right people are employed and that they are sufficiently skilled to do their work. The implementation of the organisational structure commenced in phases during 2016, and will continue in 2017, balancing the need for appropriate structure implementation with budgetary compliance.
The implementation of information systems that are integrated with, aligned to, and informed by, the work of the Department and the sector, remains a priority. The focus in 2017/18 will be on implementing these interventions, to enable us to function with optimal ef-ficiency, security, reliability and superior network per-formance.
This year’s Annual Performance Plan continues to pri-oritise the Department’s commitment to the National Development Plan and the Medium Term Strategic Framework, particularly with regard to Outcomes 4 (Decent employment through inclusive economic growth), 5 (Skilled and capable workforce to support an inclusive growth path) and 13 (An inclusive and re-sponsive social protection system). The aim is to focus the activities and decisions of the Department on key areas leveraging high impact for improved and sus-tainable long term socio-economic development.
The plans, projects and performance targets set in the Annual Performance Plan require our staff to serve with purpose. As we strive to do more with less under on-going public sector constraints, we appreciate the employees within the Department who not only take pride in their work, but whose work also remains be-yond reproach, and who efficiently deliver an improved quality service. Any issues which are picked up along the implementation chain must be factored in by man-agement so that the Plan does not remain static.
Mr. M Dlabantu DIRECTOR-GENERAL DEPARTMENT OF PUBIC WORKS
Department of Public Worksx
It is hereby certified that:
This Annual Performance Plan was developed by the management of the Department of Public Works under the guidance of Minister T.W. Nxesi, in line with the 2015-2020 Revised Strategic Plan of the Department, and accurately reflects the performance targets which the Department will endeavour to achieve, given the resources made available in the budget for the 2017/18 financial year.
Mr. I. Fazel Deputy Director-General: Governance, Risk and Compliance Department of Public Works
Mr. B.C. Mokgoro Chief Financial Officer Department of Public Works
Mr. M. Dlabantu Director-General Department of Public Works
Mr. J.P. Cronin, MP Deputy Minister of Public Works
Approved by:
Mr. T.W. Nxesi, MP Minister of Public Works
OFFICIAL SIGN OFF
Signature
Signature
Signature
Signature
Signature
Annual Performance Plan • 2017/18 xi
Mr. C. Mtshisa Corporate Services
Mr. M.S. Thobakgale (Acting) Professional Services
Mr. S. Henderson Expanded Public Works Programme
Ms. M. Fatyela-Lindie (Acting) Property and Construction Industry Policy and Research
Mr. M. Sazona Prestige Policy
Mr. M.I.B. Matutle Intergovernmental Relations
OFFICIAL SIGN OFF (EXCO MEMBERS)
Signature
Signature
Signature
Signature
Signature
Signature
Department of Public Worksxii
ACRONYM FULL DESCRIPTION
AGSA Auditor-General of South AfricaAPP Annual Performance PlanASA Agrément South Africa
BBBEEBroad-Based Black Economic Empowerment
BCP Business Continuity PlanBEE Black Economic Empowerment
BEPCsBuilt Environment Professional Councils
BEPs Built Environment Professions
C-AMPCustodian Immovable Asset Management Plan
CBE Council for the Built EnvironmentCBOs Community-based OrganisationsCCCs Construction Contact Centres
CETAConstruction Education Training Authority
CIDBConstruction Industry Development Board
CIP Contractor Incubator ProgrammeCMS Change Management StrategyCPD Continuous Professional DevelopmentCPIs Customised Performance IndicatorsCPO Chief Procurement Officer
CSIRCouncil for Scientific and Industrial Research
CWP Community Work Programme
DHETDepartment of Higher Education and Training
DMS Document Management SystemDORA Division of Revenue Act
DPMEDepartment of Planning, Monitoring and Evaluation
DPSADepartment of Public Service and Administration
DPWNIFDepartment of Public Works National Intergovernmental Forum
DRDLRDepartment of Rural Development and Land Reform
DRP Disaster Recovery Plan DTI Department of Trade and Industry
DWSDepartment of Water Affairs and Sanitation
ECD Early Childhood Development
EDMSEmployee Development and Management System
EEC Economic and Employment ClusterEHW Employee Health and Wellness
ACRONYMS
ACRONYM FULL DESCRIPTION
ENE Estimates of National Expenditure EPWP Expanded Public Works ProgrammeEPWPRS EPWP Reporting SystemERP Enterprise Resource Planning
ETQAEducation and Training Quality Assurance
EXCO Executive Management CommitteeFET Further Education and Training FTE Full Time EquivalentFY Financial YearG&A Governance and Administration
GAAPGenerally Accepted Accounting Principles
GC Government ComponentGDP Gross Domestic Product
GIAMAGovernment Immovable Asset Management Act 19 of 2007
GRAPGenerally Recognised Accounting Practice
HCBC Home and Community-Based CareHCI Human Capital InvestmentHDIs Historically Disadvantaged IndividualsHO Head OfficeHOD Head of DepartmentHQ Head QuartersHR Human ResourcesHRD Human Resources DevelopmentIA Implementing AgentIAR Immoveable Asset Register
ICTInformation Communication and Technology
IDMSInfrastructure Delivery Management System
IDT Independent Development Trust
IFMSIntegrated Financial Management System
IGC Intergovernmental CoordinationIGP Integrated Growth PlanIGR Intergovernmental RelationsILO International Labour OrganisationIPAP Industrial Policy Action Plan
IRMFIntegrated Risk Management Framework
ISS Intenda Solution SuiteIT Information Technology
ITACInformation Technology Acquisition Centre
ITP Information Technology Procurement
Annual Performance Plan • 2017/18 xiii
ACRONYM FULL DESCRIPTION
JTT Joint Task TeamLOGIS Logistical Information SystemM&E Monitoring and Evaluation MDGs Millennium Development GoalsMIG Municipal Infrastructure Grant
MINMECMinister and Members of the Executive Council
MINTOP Minister and Top Management MIS Management Information SystemMOA Memorandum of Agreement
MPATManagement Performance Assessment Tool
MPAT-LSIP MPAT Low Score Improvement Plan
MTBPSMedium Term Budget Policy Statement
MTEF Medium Term Expenditure FrameworkMTSF Medium Term Strategic FrameworkNCC National Coordinators Committee
NCDPNational Contractor Development Programme
NDP National Development PlanNGP New Growth Path
NIMSNational Infrastructure Maintenance Strategy
NIP National Infrastructure PlanNPOs Non-profit Organisations NSF National Skills FundNSNP National School Nutrition ProgrammeNSS Non-State SectorNT National TreasuryNYS National Youth ServiceOBB Operation Bring BackOSD Occupation-specific Dispensation PBB Performance-based BuildingPCC Property Charter Council
PCDFProvincial Contractor Development Forum
PEP-IMCPublic Employment Programmes Inter-Ministerial Committee
PEPs Public Employment Programmes
PFMAPublic Finance Management Finance Act 1 of 1999
PICCPresidential Infrastructure Coordinating Committee
PMDSPerformance Management and Development System
PMTE Property Management Trading EntityPRASA Passenger Rail Agency of South AfricaPSCs Provincial Steering CommitteesRIA Regulatory Impact AssessmentRMC Risk Management Committee
ACRONYM FULL DESCRIPTION
SACAPSouth African Council for the Architectural Profession
SACLAPSouth African Council for the Landscape Architectural Profession
SACPCMPSouth African Council for the Project and Construction Management Professions
SACPVPSouth African Council for the Property Valuers Profession
SACQSPSouth African Council for the Quantity Surveying Profession
SADCSouthern African Development Community
SAIA South African Institute of Architects
SAIBPPSouth African Institute of Black Property Practitioners
SAPOASouth African Property Owners Association
SAPS South African Police ServiceSARB South African Reserve BankSAS Strategic Management SystemSCM Supply Chain ManagementSDGs Sustainable Development Goals
SDIPService Delivery Improvement Programme
SDMFService Delivery Model and Framework
SET Science, Engineering and Technology
SETAsSector Education and Training Authorities
SIPs Strategic Integrated ProjectsSIU Special Investigating UnitSIYB Start and Improve Your BusinessSLA Service Level Agreement
SMMEsSmall, Medium and Micro-sized Enterprises
SMS Senior Management ServicesSOE State-owned EntitySONA State of the Nation AddressSP Strategic PlanSPM Strategic Performance ManagementToR Terms of Reference
TVETTechnical and Vocational Education and Training
U-AMP User Asset Management PlanUIF Unemployment Insurance FundVPN Virtual Private NetworkVRP Voluntary Rebuild ProgrammeWBS Web-based Reporting SystemWCS Works Control SystemWEF World Economic Forum
Department of Public Worksxiv
LIST OF TABLES
Table 1 Strategic outcome-oriented goal 1 3
Table 2 Strategic outcome-oriented goal 2 3
Table 3 Strategic outcome-oriented goal 3 4
Table 4 Table 4: Strategic outcome-oriented goal 4 4
Table 5 Table 5: Strategic outcome-oriented goal 5 5
Table 6 Table 6: Strategic outcome-oriented goal 6 5
Table 7 Alignment between strategic outcome-oriented goals and MTSF priorities: 6
Table 8 Direct links to NDP Chapter 3, NGP Job Driver 4 and MTSF Outcome 4 7
Table 9 Indirect links to NDP Chapter 9 and MTSF Outcome 5 8
Table 10 Indirect links to NDP Chapter 15 and MTSF Outcome 13 9
Table 11 BEE codes 19
Table 12 Key labour market indicators 20
Table 13 Customised Performance Indicators for provincial public works 34
Table 14 Average MPAT scores from 2012 to 2015 37
Table 15 EPWP progress against 5 year targets relating to work opportunities and FTEs
(1 April 2014 – 31 March 2016) 40
Table 16 Work Opportunity targets per sector for the 5 year period 40
Table 17 Work Opportunity targets per sphere of government for the 5 year period 40
Table 18 Department of Public Works - staff establishment 43
Table 19 Expenditure estimates for all Programmes 46
Table 20 Strategic objectives and medium-term targets for 2017/18 – 2019/20 55
Table 21 Performance indicators and medium-term targets for 2017/18 – 2019/20 56
Table 22 Performance indicators and quarterly targets for 2017/18 59
Table 23 Expenditure estimates for Programme 1: Administration 61
Table 24 Strategic objective and medium term targets for 2017/18 – 2019/20 63
Table 25 Programme performance indicators and medium term targets for 2017/18– 2019/20 64
Table 26 Performance indicators and quarterly targets for 2017/18 66
Table 27 Expenditure estimates for Programme 2: Intergovernmental Coordination 67
Table 28 Strategic objectives and medium term targets for 2017/18 – 2019/20 69
Table 29 Programme performance indicators and medium term targets for 2017/18 – 2019/20 70
Table 30 Performance indicators and quarterly targets for 2017/18 71
Table 31 Expenditure estimates for Programme 3: Expanded Public Works Programme 72
Table 32 Strategic objective and medium-term targets for 2017/18 – 2019/20 74
Table 33 Programme performance indicators and medium-term targets for 2017/18 – 2019/20 74
Table 34 Performance indicators and quarterly targets for 2017/18 75
Table 35 Expenditure estimates for Programme 4: Property and Construction Industry Policy Regulations 76
Annual Performance Plan • 2017/18 xv
LIST OF FIGURES
Table 36 Strategic objectives and medium term targets for 2017/18 – 2019/20 79
Table 37 Programme performance indicators and medium term targets for 2017/18 – 2019/20 79
Table 38 Performance indicators and quarterly targets for 2017/18 80
Table 39 Expenditure estimates for Programme 5: Prestige Policy 81
Table 40 Strategic Risk Register for the Department of Public Works 90
Table 41 EPWP Conditional Grants: EPWP Integrated Grant for Provinces 94
Table 42 EPWP Conditional Grants: EPWP Integrated Grant for Municipalities 94
Table 43 Social Sector EPWP Incentive Grant for Provinces 94
Table 44 EPWP Incentive: Non State Sector Wage Subsidy 94
Table 45 Public Entities reporting to the Minister of Public Works 95
Table 46 The six Built Environment Professional Councils 100
Table 47 Strategic outcome oriented goal 6 108
Table 48 Strategic Objective 2.2 108
Table 49 Strategic Objective 2.3 109
Table 50 Strategic Objective 3.1 109
Table 51 Links to NDP Chapter 3, NGP Job Driver 4 and MTSF Outcome 4 112
Table 52 Links to NDP Chapter 15 and MTSF Outcome 13 113
Figure 1 GDP Growth Rates 14
Figure 2 SA GDP growth, Interest Rate and Inflation 15
Figure 3 Commodity prices and trade data 16
Figure 4 Employment Statistics 17
Figure 5 Gross fixed capital formation as a percentage of GDP 17
Figure 6 Construction Gross Fixed Capital Formation (GFCF) 18
Figure 7 Building plans passed and completed 19
Figure 8 Deficit/ Surplus of current Registered Professionals 23
Figure 9 High Level Organisational Structure of the Department 41
Figure 10 The Department’s Strategic Planning Process: 45
Figure 11 Budget allocation per Programme 50
Figure 12 Summary Budget allocation per Economic Classification 50
Department of Public Works
Annual Performance Plan • 2017/18
PART A
STRATEGIC OVERVIEW
Department of Public Works2
1 VISION
Convenient access to dignified public services.
STRATEGIC OVERVIEW
2 MISSION
The Department of Public Works (the Department) is committed to the attainment of a transformed built environment sector by:
§ Providing strategic leadership to the South African construction and property industries; § Establishing and ensuring compliance to policy and legislative prescripts for the:
- Management of State-owned and leased-in immovable assets; and - South African construction and property sectors;
§ Providing strategic direction on the integration of public works priorities; and § Contributing to the national goals of job creation and poverty alleviation through public
works programmes.
3 VALUES
The Department’s values align with the values espoused in the Constitution. The core values that underpin the culture of the Department are:
§ Innovation: by tirelessly seeking opportunities for service delivery improve-ment by thinking without restraint and unconfined by old, non-functional, or limiting structures, rules, or practices.
§ Integrity: by consistently honouring our commitments, upholding ethical, honest behaviour and transparent communication.
§ Motivation: by ensuring our best efforts and actions toward the realisa-tion of our organisational goals.
§ Professionalism: by treating our clients with respect and delivering, reliably, against expectations.
§ Accountability: by discharging our duties in a responsible manner in compliance with the relevant legislative prescripts.
§ Results-oriented: by knowing what results are important and focus-ing resources to achieve them.
§ Teamwork: by respecting our diversity while sharing a common purpose and working in cooperation with each other.
Annual Performance Plan • 2017/18 3
4 STRATEGIC OUTCOME-ORIENTED GOALS
4.1 In its Revised Strategic Plan 2015-2020 (SP), the Department identified five strategic outcome-ori-ented goals that define its direct service delivery responsibilities. An additional strategic out-come-oriented goal has been identified for the 2017/18 financial year. The six strategic out-come-oriented goals are as follows:i. Transform the Construction and Property Sectors through the development of policy and legislative pre-
scripts; ii. Provide oversight of the public works sector;iii. To provide an oversight role in the implementation of Public Employment Programmes (PEPs) through Ex-
panded Public Works Programme (EPWP) standardised frameworks;iv. Oversee the efficient delivery of identified services to Prestige clients; v. Support service delivery in a smart, proactive and business centric manner that is aligned to statutory re-
quirements; andvi. To build State capacity in the Built Environment Professions
4.2 The detailed description of the strategic outcome-oriented goals follow in the tables hereunder.
Table 1: Strategic outcome-oriented goal 1
Strategic goal 1To transform the construction and property sectors through the development of policy and legislative prescripts.
Goal statementTo provide leadership to the South African construction and property sectors whilst ensuring transformation and regulation thereof through the development of the Public Works White Pa-per and the Public Works Act.
Programme name Programme 4: Property and Construction Industry Policy and Research
JustificationThe Department is responsible for regulating and promoting growth and transformation in the property and construction sectors.
LinksThrough the development of legislation and best practices, the Department contributes to gov-ernment-wide goals of transformation and skills development (Outcome 4 and Outcome 5).1
Related Strategic Objective
To research and develop policies and legislative prescripts for the construction and property sectors
Table 2: Strategic outcome-oriented goal 2
Strategic goal 2 To provide oversight of the public works sector
Goal statement
To support the sector on concurrent functions through the Technical Minister and Members of the Executive Council (MINMEC) sub-committees (Infrastructure Delivery Management System (IDMS), Immovable Asset Register (IAR), Government Immovable Asset Management Act 19 of 2007 (GIAMA), Property Management, Finance, and Monitoring and Evaluation (M&E)) for coor-dinated and integrated implementation of priorities within the public works sector
Programme name Programme 2: Intergovernmental Coordination (IGC)
Justification
Provinces are mainly responsible for implementation, in accordance with the nationally deter-mined policy and implementation guidelines. To ensure efficient delivery of concurrent func-tions, there must be proper coordination of policy, budgeting, planning, implementation and reporting within the public works sector
Links
In accordance with Schedule 4 (Part A and Part B) of the Constitution (functional areas of con-current national and provincial legislative competence), all spheres of Government and organs of State must collaborate to fulfil the legislative requirements for the effective, efficient, trans-parent, accountable and coherent delivery of services2
Related Strategic Objective To ensure integrated planning and coordination of concurrent functions
1 Medium Term Strategic Framework: Outcome 5: Page 15-16 2 Republic of South Africa. 1996. Constitution of the Republic of South Africa, 1996: Part 4
Department of Public Works4
Table 3: Strategic outcome-oriented goal 3
Strategic Goal 3To provide an oversight role in the implementation of PEPs through EPWP standardised frameworks
Goal StatementOversee the implementation of PEPs through labour intensive delivery methodologies and skills programmes for the participation of the unemployed and unskilled in delivering identified services and the creation of assets
Programme name Programme 3: EPWP
JustificationThe Department is responsible for the overall coordination of the EPWP that is directed at providing work opportunities and income support to poor and unemployed people through the labour intensive delivery of public and community assets and services
LinksAlignment with Government’s strategic interventions to deal with the challenges of unemployment, poverty, inequality and creating a more inclusive society as outlined in Outcome 43
Related Strategic Objectives
§ To monitor and evaluate the implementation of PEPs within the EPWP § To support NPOs to implement PEPs within EPWP in the Non-State Sector. § To support public bodies to implement PEPs within EPWP in the Infrastructure, Social
and Environment and Culture Sectors § To provide strategic guidance on Sector Convergence through the development of
implementation frameworks
Table 4: Strategic outcome-oriented goal 4
Strategic Goal 4 To oversee the efficient delivery of identified services to Prestige clients
Goal StatementTo set Prestige policies, guidelines, norms and standards and ensure the delivery of services to Prestige clients in accordance with the relevant frameworks
Programme name Programme 5: Prestige Policy
JustificationThe Department is required to provide movable and immovable assets to Prestige clients in accordance with the Ministerial Handbook. These assets must be provided in the cor-rect quantities, at the required time and within the allocated budget
LinksProvide reasonable functional accommodation that facilitates the attainment of user departments’ service delivery objectives as outlined in Outcome 124
Related Strategic Objective To improve the delivery of services to Prestige Clients
3 Medium Term Strategic Framework: Outcome 4: Page 3 4 Revised Medium Term Strategic Framework: Outcome 12: Page 12
Annual Performance Plan • 2017/18 5
Table 5: Strategic outcome-oriented goal 5
Strategic Goal 5To support service delivery in a smart, proactive and business-centric manner that is aligned to statutory requirements.
Goal StatementDrive the Efficiency Enhancement Phase (Phase II) of the Turnaround Strategy of the Department and the Property Management Trading Entity (PMTE) to improve efficiencies for rebuilding the Department by 2020.
Programme name Programme 1: Administration
Justification
The Turnaround Strategy and its implementation is a prerequisite for the strategic per-formance of the Department and the PMTE. The Turnaround Strategy is based on the need to address critical and foundational aspects of service delivery as well as to ensure immediate improvements that can be used to elicit further success.
Links
Prioritising the objectives set out in the National Development Plan (NDP), including well-run and effectively coordinated State institutions with skilled public servants who are committed to the public good and capable of delivering consistently high-quality services5.
Related Strategic Objectives
§ To improve governance processes within the Department and PMTE. § To combat fraud and corruption within the Department and PMTE. § To provide compliant internal control, financial and SCM service. § To facilitate organisational transformation through effective performance manage-
ment. § To provide an enterprise ICT architecture to support all business functions. § To protect the interest the Department by providing legal services.
Table 6: Strategic outcome-oriented goal 6
Strategic Goal 6 To build State capacity in the Built Environment Professions
Goal StatementTo restore a managed skills pipeline in the built environment and establish institutional capacity to manage public infrastructure programme(s)
Programme name Programme 2: Intergovernmental Coordination
Justification
To meet the country’s longer-term infrastructure delivery objectives by restoring or replacing the skills pipeline that provides the wide range of skills required within the built environment. To create institutional capacity within the PMTE and public works sector for GIAMA implementation
LinksMedium Term Strategic Framework (MTSF) Outcome 5: A skilled and capable workforce to support an inclusive growth path and NDP Chapter 9: Improving education, training and innovation
Related Strategic Objectives
§ To restore the skills pipeline in the built environment § To introduce Asset Management Tools that enable establishment of institutional ca-
pacity to manage the public infrastructure programme(s)
5 National Development Plan: Chapter 13: Page 363
Department of Public Works6
4.3 Goals linked to the Medium Term Strategic Framework (2015-2020)
The Strategic outcome-oriented goals of the Department are aligned to the priority areas within the Revised Medium Term Strategic Framework (2014-2019) (MTSF) as set out below:
Table 7: Alignment between strategic outcome-oriented goals and MTSF priorities:
MTSF priority National outcome Strategic outcome-oriented goal Programme
Radical economic transformation, rap-id economic growth and job creation.6
4: Decent employ-ment through in-clusive economic growth7
4: To provide an oversight role in the implementation of Public Employment Programmes through EPWP stan-dardised frameworks.
Programme 3
1: To transform the construction and property sectors through the de-velopment of policy and legislative prescripts.
Programme 4
Improving the quality of and expand-ing access to education and training
5: A skilled and capable workforce to support an inclusive growth path
6: To build State capacity in the Built Environment Professions.
Programme 2
Social cohesion and nation building: Create employment to ensure that the country is kept working, individuals are engaged in meaningful activity, and vulnerable groups and citizens are protected from the effects of poverty.8
13: An inclusive and responsive social pro-tection system9
4: To provide an oversight role in the implementation of Public Employment Programmes through EPWP stan-dardised frameworks.
Programme 3
Contributing to a better Africa and a better world: Building a developmental state, including improving public ser-vices and strengthening democratic institutions.10
12: An efficient and effective develop-ment-oriented public service11
5: To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements.
Programme 1
2: To provide oversight of the public works sector.
Programme 2
4: To oversee the efficient delivery of services to Prestige clients.
Programme 5
6 The Strategic Agenda of Government: A summary: Page 8-9 7 Medium Term Strategic Framework: Outcome 4, Sub Outcome 9: Page 27 8 The Strategic Agenda of Government: A summary: Page 8-9 9 Medium Term Strategic Framework: Outcome 13, Sub Outcome 2: Page 11 10 The Strategic Agenda of Government: A summary: Page 8-9 11 Medium Term Strategic Framework: Outcome 12, Sub Outcome 4: Page 15
Annual Performance Plan • 2017/18 7
5 LINKS TO GOVERNMENT-WIDE PLANS
The Department’s Revised Strategic Plan has been synchronised with plans and programmes of Government and describes both direct and indirect links with the priorities of National Government. The alignment with existing and revised MTSF chapters is indicated hereunder.
5.1 Direct links to the National Development Plan (NDP), New Growth Path (NGP) and Medium Term Strategic Framework (MTSF)
Table 8: Direct links to NDP Chapter 3, NGP Job Driver 4 and MTSF Outcome 4
NDP Chapter & MTSF National Outcome
NDP Chapter 3: Economy and employment
New Growth Path: Jobs Driver 4 : Investing in social capital
MTSF Outcome 4: Decent employment through inclusive economic growthSub Outcome 3 Spatial imbalances in economic opportunities are addressed through and public
employment schemes to provide relief for the unemployed and build community solidarity and agency.
MTSF action EPWP Phase 3 (including CWP) implemented, monitored and evaluated12
Description The EPWP continues to be a successful income-generating programme which benefits the poor and the youth. The fundamental objectives are to increase employment oppor-tunities so that individuals, who cannot find work and/or have a low income, can earn an income and gain experience and skills through productive work. Phase III of the EPWP, which covers the period 2014/15 to 2018/19, aims to create 6 million work opportunities. The EPWP must continue to select and deliver assets and services that directly benefit the poor in order to fulfil its transformative and developmental social protection potential.
As referenced in the NDP, the EPWP will:
§ Contribute to the reduction in unemployment by creating temporary employment in response to the number of unemployed South Africans; and
§ Address gaps in social protection for the unemployed who have no access to UIF by providing income support to the unemployed.
Further the NGP advances the EPWP as “Growing public-service employment to meet public needs, including lower-skilled auxiliary support through the EPWP”.
A total of 1 845 523 work opportunities have been created by EPWP in the two years of Phase III implementation, with various outputs reported. This includes the 40 000 km of routine road maintenance carried out, 3 717 km gravel roads re-gravelled, and 589 Ven-tilation Improvement Pit (VIP) latrines constructed.
MTEF Budget The medium-term budget allocation for EPWP (including compensation of employees and goods and services) is R7.6 billion.
Related Key Performance Indicator
§ Number of work opportunities reported in the EPWP-RS by public bodies aligned to the approved EPWP Phase III Business Plan targets.13
§ Percentage EPWP participation among designated groups (women, youth and per-sons with disabilities) reported on the EPWP RS by public bodies14
12 Revised MTSF Outcome 3: Sub Outcome 6: Page 7 13 Department of Public Works: 2017/18 Annual Performance Plan: Programme 314 Department of Public Works: 2017/18 Annual Performance Plan: Programme 3
Department of Public Works8
5.2 Indirect links to the National Development Plan (NDP) and Medium Term Strategic Framework (MTSF)
In addition to the national outcomes mentioned above, the Department indirectly contributes to the following Govern-ment priorities in the NDP and the MTSF as indicated in the table below:
Table 9: Indirect links to NDP Chapter 9 and MTSF Outcome 5
NDP Chapter & MTSF National Outcome
NDP Chapter 9 : Improving education, training and innovation
MTSF Outcome 5 - Skilled and capable workforce to support an inclusive growth path. Sub Outcome 3 Increase access to high-level occupationally directed programmes in needed areasMTSF action Produce and retain a new generation of university academics, transforming the histori-
cal and social composition of the academic work force15
Description The Department has a combination of development programmes for built environment professionals and other professions such as the Young Professionals Programme, the Internship Programme, the Learnership Programme and the Artisan Development Pro-gramme. Participating candidates are involved in a structured programme where they gain valuable on-the-job experience that will lead towards professional registration. During 2015/16 a total of 1 294 beneficiaries participated in the Department’s Skills Development Programme and 133 artisans participated in the Artisan Development Programme.
The Department, through the Professional Services Branch, will create technical capacity for the State in the built environment. The two areas of focus will be (1) the coherent con-solidation, development and management of the Built Environment Skills Pipeline with both State and non-State actors and (2) creating institutional State capacity. The outcome of the Skills Pipeline Programme is to produce competent, skilled and motivated built environment professionals through supported learning interventions and focused experi-ential learning processes. The intervention starts at an early stage in the built environment professional’s life and continues after professional registration. An added bonus is that in the process, the professions in the built environment sector get exposure from an early point in the learner’s school career.
EPWP training is a cross-cutting function which supports all the four EPWP Sectors i.e. Infrastructure, Social, Non-State and Environment & Culture. EPWP training is imple-mented in all nine provinces across the three spheres of the Government i.e. the National, Provincial and Local spheres. Accredited training, which is quality assured by the Sector Education and Training Authorities (SETAs) and other Education and Training Quality As-surance (ETQA) is provided to the EPWP participants through skills programmes, learner-ship programmes and artisan development programmes.
MTEF Budget The medium-term budget allocation for Professional Services is R77 million.Related Key Performance Indicator
Number of beneficiaries participating in the Department’s Skills Development Pro-gramme16.
15 MTSF Outcome 5: Sub Outcome 3: Page 11 16 Department of Public Works: 2017/18 Annual Performance Plan: Programme 1
Annual Performance Plan • 2017/18 9
Table 10: Indirect links to NDP Chapter 11 and MTSF Outcome 13
NDP Chapter & MTSF National Outcome
NDP Chapter 11 : Social protection
MTSF Outcome 13: An inclusive and responsive social protection systemSub Outcome 1
Sub-Outcome 2
Sub Outcome 4
A reformed social welfare sector and services
Improved provision (improved quality and access) of Early Childhood Development Services for children aged 0-4
Strengthened community development interventionsMTSF action Contribute to the strengthening of existing partnership model through consultative pro-
cesses to realise availability of the partnership mode17
Contribute towards the regulatory framework aligned to ECD policy to ensure delivery of ECD services according to the EPWP principles resulting in creation of work opportuni-ties.
Collaborate and facilitate involvement of infrastructure managers of provincial depart-ments of public works and social development in the development of the ECD Infra-structure Plan18
Contribute to the alignment of the community care workers’ policy to EPWP principles for expansion of work opportunities in all programmes delivered through the communi-ty-based approaches.19
Description The NDP argues that “[t]he provision of work opportunities is one of the best forms of social protection” while Outcome 13 of the MTSF identifies the need for an “inclusive and responsive social protection system”. The EPWP’s objective of providing work op-portunities to the unemployed is aligned to both Chapter 11 of the NDP and Outcome 13 of the MTSF. Notably, the EPWP contributes to the following broader social protection functions: § The income transfer, as wages, into poor communities not only reduces poverty but is
also a form of economic stimulus, targeted directly at the poor. The increased focus on Community Works Programmes also allows this stimulus to address spatial inequality, target the poorest areas and strengthen productive activities in marginalised local economies;
§ Participation in work through public employment can assist in building self-esteem and social networks, providing structure in people’s lives, and recognising their value to their communities;
§ The assets and services provided can have transformative impacts on development through various sectors. These sectors comprise the Infrastructure Sector, the So-cial Sector and the Environment & Culture Sector through programmes such as food security, community safety, building community institutions (including schools and clinics), and improving the quality of life in communities; and
§ The increased emphasis on participatory approaches, as well as the use of non-profit agencies in delivery, starts to build new forms of partnership between Government, civil society and communities and deepens participation in development planning and ownership of the process. In addition, it has the potential to unlock new forms of agency and active citizenship by enabling communities to take action in relation to their priority challenges.
MTEF Budget The medium-term budget allocation for EPWP Social Sector Grant is R1.2 billion.
R2.1 billion fot the EPWP Non State Sector (Non Profit Organisations)Related Key Performance Indicator
Number of contracted Non Profit Organisations (NPOs) to implement the Non-State Sector (NSS): NPO Programme supported20.
17 Revised MTSF Outcome 13: Sub Outcome 1: Page 818 Revised MTSF Outcome 13: Sub Outcome 2: Page 1019 Revised MTSF Outcome 13: Sub Outcome 3: Page 1420 Department of Public Works: 2017/18 Annual Performance Plan: Programme 3
Department of Public Works10
6 LEGISLATIVE AND OTHER MANDATES
The Department’s roles and responsibilities are determined by a range of legislative and other mandates, as described hereunder.
6.1 Constitutional mandate
The Constitutional mandate for the Department is provided in Schedule 4, Part 4, of the Consti-tution of the Republic of South Africa, 1996 (Act No. 108 of 1996) [Constitution] which makes ref-erence to “Functional Areas of Concurrent Na-tional and Provincial Legislative Competence.”
In executing its mandate, the Department also has to observe the principles of good coopera-tive governance and intergovernmental relations, as provided for in Section 41 of the Constitution.
6.2 Legislative mandates
The legislative mandates of the Department are underpinned by the following Acts:
6.2.1 The Government Immovable Asset Man-agement Act, 2007 (Act No. 19 of 2007), aims to ensure competent immovable as-set management in National and Provincial Government in order to improve service delivery;
6.2.2 The Construction Industry Development Board Act, 2000 (Act No. 38 of 2000), pro-vides for the establishment of the Construc-tion Industry Development Board (cidb), for the implementation of an integrated strat-egy for the reconstruction, growth and de-velopment of the construction industry and other matters connected thereto;
6.2.3 The Council for the Built Environment Act, 2000 (Act No. 43 of 2000) makes provision for the establishment of a juristic person known as the Council for the Built Environ-ment (CBE), the composition, functions, powers, assets, rights, duties and financ-ing of that Council and for matters con-nected thereto;
6.2.4 The Professional Council Acts regulate the six Built Environment Professions (BEPs) to organise the built environment professions to serve the imperatives of Government, including transformation, public protection, good governance, etc.;
6.2.5 The Agrément South Africa Act, 2015 (Act No. 11 of 2015) establishes Agrément South Africa (ASA) as a juristic person and makes the Public Finance Management Act, 1999 applicable to it. ASA is mandated to, among others, evaluate the fitness-for-purpose of non-standardised con-struction related products or systems for use in the construction industry, and for which a national standard does not exist. The legislation will come into operation on a date to be proclaimed by the President.
6.2.6 The Public Finance Management Act, 1999 (Act No. 1 of 1999) promotes the objective of good fi-nancial management to maximise service delivery through the proficient use of limited resources; and
6.2.7 Other Acts, placing specific responsibilities on the Department, as listed in Annexure A.
6.3 Policy Mandates
The Department’s policy mandates are derived from the following:
6.3.1 Department of Public Works White Paper: Public Works, Towards the 21st Century (1997) [White Pa-per (1997)]
The White Paper (1997) documented the chal-lenges faced by the Department and continues to serve as an overarching policy framework for the Department’s restructuring process. This has led to directing the Department to meet Govern-ment’s socio-economic objectives by becoming a client-orientated organisation which will focus on policy and service reform; Property Investment, Property and Facilities Management and the im-plementation of the National Public Works Pro-grammes.
6.3.2 Department of Public Works White Paper: Creat-ing an Enabling Environment for Reconstruction, Growth and Development in the Construction In-dustry, 1999 [White Paper (1999)]
The White Paper (1999), sets out Government’s policy objectives for the construction industry and focuses on the need to enhance delivery, achieve greater stability, improve industry performance,
Annual Performance Plan • 2017/18 11
create value for money and facilitates growth of the emerging construction sector.
6.3.3 Construction Sector Transformation Charter, 2006 (Charter 2006):
The Charter 2006, inter alia, aims to:
§ Provide the construction sector with the first quantitative method of monitoring and evaluating the progress of an enterprise towards achieving Broad-Based Black Economic Empowerment (BBBEE) targets and thereby contributing to ending the malpractice of fronting;
§ Expand the employment potential and absorp-tion capacity of the sector by using labour-inten-sive approaches, where economically feasible and possible; and
§ Address skills development in a manner that accelerates the advancement of black people, women and designated groups with particular emphasis on learnerships, as well as technical and management training.
6.3.4 Property Sector Transformation Charter, 2007 (Charter 2007)
The Charter 2007 aims to promote the objec-tives contained in Section 2 of the Broad-Based Black Economic Empowerment Act, 2003 (Act No. 53 of 2003) [BBBEE Act) as these relate to the Property Sector and, in particular but without limitation, inter alia, to:
§ Promote economic transformation in the Prop-erty Sector to enable meaningful participation of black people and women;
§ Unlock obstacles to property ownership and participation in the property market by black people;
§ Promote property development and investment in under-resourced areas which enhances basic infrastructure, encourages investment and sup-ports micro and small enterprises; and
§ Facilitate the accessibility of finance for property ownership and property development.
6.3.5 DPW Broad-based Black Economic Empower-ment Strategy, 2006 (DPW BBBEES 2006)
This strategy guides the Department to give ef-fect to the BBBEE Act by addressing enterprise
development, preferential procurement, skills de-velopment and employment equity.
6.3.6 Property Management Strategy on BBBEE, Job Creation and Poverty Alleviation, 2007 (PMS BB-BEE 2007):
The objective of the PMS BBBEE 2007 is to:
§ Address skewed property and equity ownership in the property industry in the country; and
§ Promote black participation in the property in-dustry through management, control and pro-curement.
6.3.7 Green Building Framework, 2001.
This Framework outlines the Department’s com-mitments to address key elements in the NGP and the Industrial Policy Action Plan (IPAP) by promoting, inter alia, sustainable development, reducing greenhouse gas emissions, promoting energy efficiency, stimulating new green indus-tries, etc.
6.4 Relevant court rulings
While there were no court rulings, which were relevant to the Department, in the previous financial year, the court rulings reflected in the Revised Strategic Plan 2015-2020 remain relevant and include the following:
6.4.1 Case Number: 576 / 2011 (Eastern Cape High Court, Mthatha)
Applicant: Azcon Projects CCRespondent: The Minister of Public Works and three others
Mini Sum-mary:
The Applicant obtained an order to review and set aside the awarding of tender MTHPCOL and ordering the Respondent to reconsider the tender. The Respondent had disqualified the bidder on the basis of an outstanding tax clearance certificate. The court order had an adverse impact on service delivery as the project, which involved the renovation of the Mthatha Central Police Station, was put on hold pending the conclusion of the litigation process, which effectively lasted for a year.
Judgement: The judgement for the case reinforces the fact that the Public Finance Management Act, 1999 (Act No. 1 of 1999), as amended by Act 29 of 1999, should be strictly fol-lowed in the procurement process.
Department of Public Works12
6.4.2 Case Number: 2845/12 (Magistrate’s Court, Newcastle)
Applicant: Anton van KaampenRespondent: The Minister of Public Works
Mini Sum-mary:
The Applicant obtained an eviction order against the Respondent in respect of a building occupied by the South African Police Service (SAPS). The lease for the relevant premises had expired and the Respondent owed rentals on the prop-erty. Consequently, the Respondent was locked out of the premises, and police officers had to work from official vehicles.
Judgement: The implication of the judgment is that the backlog in the leasing portfolio is imped-ing service delivery of user departments
6.5 Planned Policy Initiatives
The principal drivers for the policy formulation pro-gramme of the Department as described in the 2015-2020 Strategic Plan has been updated to the following Planned Policy Initiatives:
6.5.1 The Expropriation Bill [B 4D-2015] was passed by the National Assembly and the National Council of Provinces in 2016 and was sub-mitted to the President for assent. During the State of the Nation Address in February 2017, the President announced that the Bill must be referred back to Parliament on the basis that it may not pass constitutional muster. This is due to inadequate public participation during the processing of the Bill. The legislation will ultimately replace the Expropriation Act, 1975 which is inconsistent with the spirit and pro-visions of the Constitution, 1996. The legisla-tion will provide certainty to those involved in an expropriation by prescribing uniform pro-cedures to be followed by expropriating au-thorities in all spheres of Government
6.5.2 Following an investigation by the South Afri-can Law Reform Commission, the Department is processing the draft Public Works General Laws Amendment and Repeal Bill that has been developed to repeal or amend legisla-tion or provisions in legislation assigned to the Department that are inconsistent with the Constitution or are redundant or obsolete;
6.5.3 Emanating from the current review of its White Papers (Public Works towards the 21st Centu-ry, 1997 and Creating an Enabling Environment for Reconstruction, Growth and Development in the Construction Industry, 1999) the Depart-ment will develop enabling legislation (“Pub-lic Works Act”) to, among others, address the concurrent nature of the public works function and the pivotal role of the national department in overseeing this function in the provincial sphere of Government;
6.5.4 The Department will review the Council for the Built Environment Act, 2000 (Act No. 43 of 2000) to address the various challenges with-in the regulatory environment that have been experienced within the built environment over the past few years. The review of the Act seeks to ensure that the CBE effectively discharges its mandate, provides effective oversight and creates synergies between the Built Environ-ment Professions.
6.5.5 Sixteen (16) years after the promulgation of the Construction Industry Development Board Act 38 of 2000, consultation with industry raised the need for the review of the cidb Act tak-ing into consideration the need to strengthen the regulatory role of the cidb and other areas within its mandate, programmes and process-es, maturity of the industry, low levels of trans-formation of the industry as well as to ensure alignment to legislation issued by other organs of State such as National Treasury, the Depart-ment of Labour etc.
6.5.6 The Department is finalising the business case to re-constitute the Independent Development Trust (IDT) as a Schedule 3A public entity that manages built environment project and pro-gramme management services for the State. The business case was tabled at the Gover-nance and Administration (G & A) Cluster in 2016/17. The Department has also engaged with the National Treasury for support on the business case towards submission to Cabinet. Upon approval by Cabinet, the Department will commence with the drafting of the IDT leg-islation to outline the mandate of the IDT.
Annual Performance Plan • 2017/18 13
7 UPDATED SITUATIONAL ANALYSIS
7.1 EXTERNAL ENVIRONMENT
7.1.1 GLOBAL OVERVIEW
At the start of 2016, the three global focal points were (a) China’s growth prospects during economic rebal-ancing; (b) the struggles of primary commodity export-ers; and (c) the timing and impact of the Federal Re-serve’s first interest rate increase since 2006. Halfway through the year, the United Kingdom (UK) sent shock waves across the globe when it voted to exit the Euro-pean Union (EU) (Brexit). Towards the end of the year, the United States of America (USA) presidential elec-tion took place, the results of which may potentially change the global landscape.
China has, however, shown stable growth performance and thereby reduced short to medium term concerns. In addition, commodity prices have partially recov-ered, and the Federal Reserve’s initial interest rate hike has taken place. Forecasts show improving global economic growth in the years ahead. This projected improvement is driven by emerging markets and de-veloping economies, as economic conditions steadily normalise and China’s growth rate - although declining - remains high.
Overall, growth in most advanced economies remained lacklustre, whilst prospects remained disparate across emerging markets and developing economies, with some improvement in a few large emerging markets. The global economy has an estimated growth rate of 3.1% in 2016, down from 3.4% in 2014. Most of the growth contribution was as a result of emerging and developing markets whose estimated growth rate for 2016 is 4.2%. Although recent years’ events left the global market fragile and with uncertainties, global re-covery is gaining traction.
At the end of the second quarter of 2016, the Interna-tional Monetary Fund (IMF) projected a 3.4% econom-ic growth for the global economy in 2017. The factors upon which this estimate is contingent, include the aftermath of Brexit, as well as the USA’s future pol-icy stances. Recent sentiments have been that glo-balisation has had negative effects on certain econo-mies, and, consequently, trends of protectionism have grown in 2016 and appear to be gaining traction as more advanced economies are raising concerns over immigration and trade policies.
These sentiments manifested in the UK Brexit referen-dum. France, the Netherlands, Spain and Austria have followed suit in expressing nationalist sentiments. The same sentiments were sensed when the newly elected US President proposed policy stances which exhibit-ed protectionism and nationalism. If these sentiments materialise, they could lead to inefficiencies, inflation and the impediment of technological advancement. All these contribute towards decreasing business confi-dence due to possible reforms and uncertainty - which could negatively affect global trade and investment flows.
South Africa’s outlook is affected by events occurring across the globe. As Europe and the US are amongst South Africa’s leading trade partners, events occurring in these regions are likely to affect the country’s growth prospects. With China, India and Brazil offering great opportunities through the BRICS partnership, it is im-portant to stay abreast with activities in their econo-mies. The charts below show the actual and forecasted GDP growth for advanced, BRICS and other emerging markets and developing countries from 2014 to 2017. The overview section sets out the economic develop-ments for 2016 in these countries.
Department of Public Works14
Figure 1: GDP Growth Rates
OVERVIEW
The latest growth projections show a down-ward revision in growth rates for the USA, Japan and Euro area. The only two coun-tries expected to still perform in line with prior forecasts are Germany and France. The overall growth projection for developed economies is at 3.1%, down by 0.1% from April 2016 projections.
Despite efforts by the bank of Japan to in-crease demand and spending, the econo-my expanded by 0.3% in the third quarter of 2016, which was already lower than the expected 0.5% growth. The United States followed a growth of 1.2% in the second quarter of 2016, by 2.9% in the third quarter. The near future for developed economies is marked with uncertainties, as a number of major events are still expected to unfold.
The economic outlook for emerging markets and developing countries is more positive than that of the advanced economies. All the BRIC countries had a modest upward revision in growth projections for 2016. The overall growth projection for emerging market and developing economies remains at 4.1% (including South Africa and other emerging countries).
GDP GROWTH RATES: ADVANCED ECONOMIES
GDP GROWTH RATES: EMERGING MARKETS AND DEVELOPING COUNTRIES
GDP GROWTH RATES: OTHER SA TRADING PARTNERS
GD
P G
row
th %
GD
P G
row
th %
GD
P G
row
th %
3.5%
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
-2.0%
-4.0%
-6.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
Annual Performance Plan • 2017/18 15
7.1.2 SOUTH AFRICAN ECONOMIC OVERVIEW
Low growth continued to persist within the South African economy, with growth increasing by 0.2% (annualised quarter on quarter) in the third quarter of 2016, down from a 3.5% increase in the second quarter. However, when compared to the previous year, both the second and third
SA GDP GROWTH
INTEREST RATE AND INFLATION IN SA
GD
P G
row
th %
Inte
rest
Rat
es (%
)
CP
I (5
Cha
nge
y/y)
The recovery of the mining sector is largely dependent on commodity prices. Commodity prices were on a prolonged downward trend in 2015 due to weakened global demand, but have shown recovery in 2016. The effect of the drought continues to impact on the agri-cultural sector. However, given the level of expected rainfall in early 2017, the performance of the sector is likely to improve.
Minerals are a major export product of the country, and as such a rise in the price of minerals is a boost to the economy through the resources sector. The impact
OVERVIEW
The mining industry contributed the most to GDP growth in the third quarter (0.37%), followed by general government services (0.28%) and the finance and business services industry (0.24%). Manufacturing (-0.4%), trade (-0.29%), electricity (-0.06%) and agriculture (-0.01%) contracted in this quarter and con-tributed to the lower growth relative to the pre-vious quarter. Drought continued to affect the agricultural sector and this was the seventh consecutive quarter in which the industry has been contracting.
Inflationary pressures persisted through 2016, as the continued effects of drought fuelled food price inflation. Increasing energy prices contributed to high inflation, and although vol-atility is expected in the near term, it is gener-ally expected to be on an upward trajectory. The November headline CPI measured 6.6% year on year, which is well outside the targeted inflation band of 3 - 6%.
The Reserve Bank Monetary Policy Commit-tee (MPC) decided to keep the repo rate un-changed at 7% in November 2016. This deci-sion comes on the backdrop of uncertainties in advanced economies and persisting tough times domestically as growth remains low and inflation risks continue to rise.
of recovering mineral prices can be seen in the corre-sponding appreciation of the rand against foreign cur-rencies, although there are other global factors adding to the appreciation. The graphs below show the move-ments in commodity prices over time and the rand’s performance against foreign currencies. On the other hand, the recent upward movement in oil prices exerts downward pressure on the rand and increases inflation risks. This is as a result of oil being a major import and input in the South African economy. Therefore, the re-covery of commodity prices has had opposing effects on the South African economy.
quarters of 2016 registered growth rates of 0.7%, whilst the first quarter contracted by 0.1% relative to the first quarter of 2015. The graph below shows the South African GDP growth (year on year), inter-est rates and inflation over time.
Figure 2: SA GDP growth, Interest Rate and Inflation
Department of Public Works16
Figure 3: Commodity prices and trade data
As a developing country, job creation is fundamental for the alleviation of poverty and reduction in inequality. Accordingly, the NDP has set an employment target of 24 million jobs by 2030. As at the end of the third quarter of 2016, the total number of employed people was 15 833 000. The charts below show the breakdown of em-ployment across gender, occupation and race.
GOLD AND PLATINUM PRICES
SOUTH AFRICAN EXCHANGE RATE
BRENT CRUDE OIL PRICE
TOP 5 SA EXPORT DESTINATIONS
TOP 5 COUNTRY OF ORIGIN FOR SA IMPORTS
Pric
e (U
S do
llars
)Ra
nds
per u
nit p
f for
eign
cur
renc
yPr
ice
(US
dolla
rs)
Pric
e (R
ands
)Pr
ice
(Ran
ds)
Annual Performance Plan • 2017/18 17
The unemployment rate increased by 0.5% as at the end of the third quarter of 2016 to 27.1%. The effects of the increase in the number of employed people was offset by an increase in the number of new entrants to the labour force, as well as job losses.
Government plays a major role in the growth of any economy, through policy and participation. Total government expen-diture was 20% of gross domestic expen-diture as at end of the third quarter of 2016. Government revenue for the corresponding period was 23.8% of the GDP, which is very low relative to the set target of 30.2%. The government budget deficit for the cor-responding period was -8.7% of the GDP.
The continuous increase in the Govern-ment’s gross loan debt is of concern. Gross loan debt for the third quarter of 2016 was 50.9%, which equals the figure projected in the 2016/2017 budget by National Trea-sury. The weak business and consumer confidence places additional pressure on Government to spend, which could lead to an increase in borrowings. Government’s efforts to reduce spending is critical as the revenue generating potential is currently limited.
The Gross Fixed Capital Formation (GFCF) is an important indicator of economic ac-tivity. The NDP has set a target of the ra-tio of GFCF to GDP of 30% by 2030. The chart below shows how the ratio of GFCF to GDP has changed over time.
GROSS FIXED CAPITAL FORMATION AS A PERCENTAGE OF GDP
Ratio
30%
25%
20%
15%
10%
5%
0%Mar 13 Sep 13 Mar 14 Sep 14 Mar 15 Sep 15 Mar 16 Sep 16
GFCF to GDPTarget GFCF
Elementary
Plant and machine Operator
Craft and related trade
Skilled agroculture
Sales and services
Clerk
Technician
Professional
Manager
EMPLOYED BY GENDER AND OCCUPATION
EMPLOYED STATISTICS BY RACE
SOUTH AFRICAN LABOUR FORCE
MenWomen
0,0% 5,0% 10% 15% 20% 25%
Figure 5: Gross fixed capital formation as a percentage of GDP
OVERVIEW
The target ratio for developing countries of GFCF to GDP in order to increase per capita income is approxi-mately 25% (according to a report by the SARB during a 2012 budget review). The current ratio is approxi-mately 20%. Some countries have shown significant reduction in poverty with ratios more or less at this level.
Although 2016 has been a challenging year, the outlook is expected to improve in 2017 and more so in 2018. The SARB forecasts GDP growth for 2017 to be 1.2%.
Figure 4: Employment Statistics
Department of Public Works18
Figure 6: Construction Gross Fixed Capital Formation (GFCF)
CONSTRUCTION CONTRIBUTION TO GFCF
GFCF BY ASSET TYPE
OVERALL CONTRIBUTION TO GFCF BY ORGANISATION TYPE
Valu
e (In
mill
ion
rand
s)Va
lue
(In m
illio
n ra
nds)
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
50%
49%
48%
47%
46%
45%
44%
250,000
200,000
150,000
100,000
50,000
0
General government Public corporations Private business enterprises
Residential buildings Non-residential buildings Construction works
GFCF: Construction and buildingGFCF: Others
Contribution of construction to total
OVERVIEW
The contribution to the country’s GFCF from the building and construction sector was ap-proximately 49% as at the end of third quarter of 2016. This is a significant contribution to the overall number, as this indicates that the build-ing and construction sector contributes roughly 9.8% of the GDP. The sector is contributing sig-nificantly to eradicating poverty.
BUILDINGS AND CONSTRUCTION GFCF
The GFCF by asset type chart provides a break-down of GFCF. Construction works is the main contributor to the overall GFCF, with general Government contributing on average approx-imately 60% in the construction works asset class. This highlights the role Government is playing through infrastructure development in addressing poverty and economic growth.
Overall contribution by organisation type shows that private business enterprises are the main contributor to overall buildings and construction GFCF.
7.1.3 THE CONSTRUCTION SECTOR
The construction sector contributed 3.5% to the total GDP in the third quarter of 2016. The seasonally adjusted and annualised quarterly growth in the construction sector was 0.35% for the third quarter of 2016, a significant improvement from the 0.24% decrease in the second quarter.
An overview of the building and construction sector is provided below. The chart below shows the Gross Fixed Capital Formation (GFCF) for the country against the building and construction GFCF.
Annual Performance Plan • 2017/18 19
The section below summarises the activity within the building sector as at the end of October 2016. This provides an indication of the economic environment and confidence amongst businesses and households.
Figure 7: Building plans passed and completed
BUILDING PLANS PASSED AND BUILDING PLANS COMPLETED
Valu
e of
bui
ldin
gs (I
n bi
llion
rand
s)Bu
ildin
gs v
alue
at c
onst
ant p
rices
(In
billi
on ra
nds)
GDP
grow
th %
Building plans passed Buildings completed
Building plans passed Buildings completed GDP growth
120
100
80
60
40
20
0
120
100
80
60
40
20
0
6%
5%
4%
3%
2%
1%
0%
-1%
-2%
2000 2002 2004 2006 2008 2010 2012 2014 2016
2000 2002 2004 2006 2008 2010 2012 2014 2016
OVERVIEW
The overall (cumulative) value of building plans passed from January to the end of October 2016 decreased by 4.2% relative to the corresponding period in 2015. This is in contrast to the 5.8% increase experienced in October 2015 relative to 2014.
The value of residential building plans passed decreased by 2.6% compared to 2015, a contrast to the 7.5% in-crease observed between 2014 and 2015. The corre-sponding value of buildings completed decreased by 1.2% for 2016. This indicates that the residential prop-erty market is still struggling and expected to be un-der pressure in the short term, given the low economic growth, as well as the looming inflation risks.
For the same period, the value of non-residential building plans passed decreased by 7.7%, whilst the completed buildings increased by 21.6% from around R 9.6 billion to R 11.6 billion. The increase in the value of buildings completed does not necessarily reflect the current eco-nomic environment and business confidence, as proj-ects likely commenced in prior years. The decrease in building plans passed resonates the difficult economic climate.
The bottom chart shows how building plans passed and completed buildings move in relation to GDP growth.
Table 11: BEE codes
B-BBEE Level Current Codes Amended Codes1 ≥ 100 ≥ 1002 ≥ 85 but < 100 ≥ 95 but < 1003 ≥ 75 but < 85 ≥ 90 but < 954 ≥ 65 but < 75 ≥ 80 but < 905 ≥ 55 but < 65 ≥ 75 but < 806 ≥ 45 but < 55 ≥ 70 but < 757 ≥ 40 but < 45 ≥ 55 but < 70
8 30 but < 40 ≥ 40 but < 55Non-Compliant <30 <40
The main difference is that the revisions identify priority ele-ments on which companies should focus, namely ownership, skills development and enterprise and supplier development. Failure to comply with a 40% sub-minimum in any of these priority elements leads to an automatic reduction of one lev-el in the BEE contribution level. Before, B-BBEE focused on empowerment, ownership and management. Given the con-cerns of lack of transformation within the sector, the changes are envisaged to improve the status quo.
Although the growth in the construction sector has been subdued, there are a number of initia-tives which are expected to improve growth in the sector. The increase in social infrastructure spend by Government, including investment in housing, schools and roads, creates an oppor-tunity for growth in the sector. In addition, the announcement that the Commonwealth Games will be held in Durban in 2022 will require a host of projects, further improving the outlook for the sector.
There have been some regulatory changes with-in the construction sector affecting B-BBEE. In May 2015, the B-BBEE Codes were amended, with specific emphasis on direct black owner-ship and control of companies. The amendments to the Codes mean that there is a change in the way in which B-BBEE status is calculated, pos-ing challenges to the construction sector. The following table shows the changes in the Codes.
Department of Public Works20
7.1.4 SOUTH AFRICAN LABOUR FORCE
The table below contains the key labour market indica-tors from the Quarterly Labour Force Survey, which is a household based sample survey conducted by Sta-tistics South Africa (Stats SA) that collects data on the labour market activities of individuals aged 15 years and above who live in South Africa. According to the survey, the working age population grew by 159 000 or 0.4% in the third quarter of 2016 while the num-ber of employed increased by 288 000. The growth in employment was offset by an increase in unemploy-ment of 239 000 thus resulting in a rise of 0.5% in the unemployment rate to 27.1% in the third quarter of 2016. The number of discouraged work-seekers fell by 235 000 to 2.3 million as more people started looking for employment during this period.
Table 12: Key labour market indicators [24]
Jul-Sep 2015
Apr-Jun 2016
Jul-Sep 2016
Qtr-to-qtr change
Year-on-year change
Qtr-to-qtr change
Year-on-year change
Thousand Per cent
Population aged 15–64 yrs 36 114 36 591 36 750 159 636 0,4 1,8
Labour force 21 246 21 179 21 706 527 460 2,5 2,2
Employed 15 828 15 545 15 833 288 5 1,9 0,0
Formal sector (non-agricultural) 10 930 10 917 11 029 112 99 1,0 0,9
Informal sector (non-agricultural) 2 721 2 507 2 641 135 - 80 5,4 -2,9
Agriculture 897 825 881 56 - 16 6,8 -1,8
Private households 1 280 1 296 1 281 -15 1 -1,1 0,1
Unemployed 5 418 5 634 5 873 239 455 4,2 8,4
Not economically active 14 867 15 412 15 044 -368 176 -2,4 1,2
Discouraged work-seekers 2 226 2 526 2 291 -235 64 -9,3 2,9
Other (not economically active) 12 641 12 886 12 753 -133 112 -1,0 0,9
Rates (%)
Unemployment rate 25,5 26,6 27,1 0,5 1,6
Employment/population ratio (absorption rate) 43,8 42,5 43,1 0,6 -0,7
Labour force participation rate 58,8 57,9 59,1 1,2 0,3
The quarterly employment gains of 288 000 in the third quarter of 2016 were driven by increases in six of the ten industries. The largest increases were recorded in Construction (104 000), Finance and other business services (103 000), Trade (61 000), Agriculture (56 000) and Transport (53 000). The number of employed persons increased in seven of the nine provinces be-tween quarter 2 of 2016 and quarter 3 of 2016. The largest employment gains were observed in Gauteng (126 000), Eastern Cape (93 000) and Western Cape (49 000).
21 Statistics South Africa: Quarterly Labour Force Survey : Q3: 2016
Annual Performance Plan • 2017/18 21
7.1.5 STRATEGIES TO RESPOND TO THE EXTER-NAL ENVIRONMENT
The Department’s effective and efficient perfor-mance depends on a combination of external and internal environmental influences which either di-rectly or indirectly impact on its operations. Given the economic growth prospects and current ex-change rate dynamics, it is apparent that South Africa’s economic policy environment, like that of many other emerging markets, will be challeng-ing. In consideration of these circumstances, the Department has prioritised certain strategic initia-tives directed at improving the lives of individuals and communities, developing skills in the built en-vironment and reducing costs of service delivery to maintain the growth momentum. In this regard, the Department has put in place the necessary plans to respond to unfolding events and ensure that it is geared toward achieving its goals and objectives.
7.1.5.1 ALLEVIATION OF POVERTY, UNEMPLOYMENT AND INEQUALITY THROUGH PUBLIC EMPLOYMENT PROGRAMMES
The NDP has set a goal of eradicating poverty, reducing inequality, growing the economy by an average of 5.4%, and cutting the unemploy-ment rate to 6% by 2030. The EPWP, Phase III, is a nationwide government-led initiative with the objective “[t]o provide work opportunities and income support to poor and unemployed people through the labour-intensive delivery of public and community assets and services, thereby contributing to development”. The goal of the EPWP Phase III is to create 6 million work opportunities equal to 2.5 million Full Time Equivalents (FTE’s) over the 2014/15 to 2018/19 period.
The EPWP Phase III builds on lessons from the past phases of the programme and, cou-pled, with international experience, aims to in-crease the role of public employment. This will, in part, endeavour to achieve the work oppor-tunities targets set in the MTSF while realising the real development potential of the EPWP. EPWP Phase III continues with the following four sectors: Infrastructure; Environment & Cul-ture; Social and Non-State Sectors. All spheres of government participate in and contribute to the EPWP by implementing projects, within their specific mandates, that are compliant with the set EPWP principles and guidelines for each sector.
In Phase III, the following four universal principles were introduced to ensure adherence to minimum values and the achievement of EPWP objectives across the sectors and sub-programmes:
§ Selection of workers based on a clearly defined process and criteria,
§ Adherence to the EPWP minimum wage and employment conditions under the Ministerial Determination,
§ Work that provides or enhances public goods or community services, and
§ Minimum labour-intensity appropriate to the sector.
The overall objectives and associated targets are expressed in work opportunities. Sectors will con-tinue to express their targets in Full Time Equiva-lents (FTEs) to ensure that the desired quantum of employment created is measured and monitored. The EPWP has created a total of 1 845 523 work opportunities towards its six million five year tar-get, which is 30.75% by the end of the second year of EPWP Phase III. In the 2015/2016 financial year, a total of 40 000 km of road has been main-tained; 3 718 km of gravel roads were re-gravelled and 589 Ventilation Improvement Pit (VIP) latrines were constructed.
7.1.5.2 DEVELOPMENT OF ENTREPRENEURIAL CAPACITY THROUGH THE EPWP
The potential of entrepreneurship and an entre-preneurial culture in economic and social develop-ment is significant. Entrepreneurs create and bring to life new technologies, products and services and create new markets and jobs along the way. Economically, entrepreneurship invigorates mar-kets. The formation of new business leads to job creation and has a multiplying effect on the econo-my and contributes to sustainable livelihoods.
The EPWP Enterprise Development Programme is intended to develop the entrepreneurial ca-pacity of participants to enable them to establish income earning initiatives such as cooperatives and small businesses. Enterprise development is one of many implementation models used by the EPWP, whereby small businesses, that are owned and created by the poor and unemployed, provide goods and services under the programme. Other models include direct employment of either indi-viduals or household members and community
Department of Public Works22
contracting. The objective of the Enterprise Development Programme is to “Contribute to the creation of work opportunities and income support to poor and unemployed people, by providing support to enterprise activities with-in EPWP programmes, where service delivery or participant well-being will be improved”.
The key theme in terms of the Enterprise De-velopment Programme is to ensure sustain-able and successful enterprises to:
§ Create work opportunities within the EPWP;
§ Assist projects to be implemented timeous-ly and correctly; and
§ Ensure that individuals and communities are provided with pathways other than employ-ment to increase income capacities that will assist in sustaining livelihoods beyond the EPWP.
The successful implementation of the Enter-prise Development Programme is dependent on the collaboration between the sectors and enterprise development practitioners to sup-port small businesses operating within the var-ious sectoral sub-programmes. Some of the EPWP programmes with an enterprise devel-opment process component are listed below: § Vuk’uphile contractor development § Public Works Small, Medium and Micro En-
terprises (SMMEs) and cooperatives; § Passenger Rail Agency of South Africa
(PRASA) cleaning cooperatives; § Non state sector SMMEs; § School nutrition cooperatives; § National Public Works: National Youth Ser-
vice (NYS); § Working for Water; § Working for Wetlands; and § Value Added Industries.
The Department has a partnership with the In-ternational Labour Organisation (ILO) to pro-vide technical assistance in terms of enter-prise development. Core to the partnership is training of EPWP officials on the Start and Im-prove Your Business (SIYB) Programme. SIYB was initially developed by the ILO in the 1980s and has grown to a global network of more than 17,000 trainers. This initiative will improve the direct support being offered by the Depart-ment to EPWP enterprises. EPWP enterprises are able to access this training, which is con-ducted by the Department.
7.1.5.3 PROVIDING TRAINING THROUGH THE SKILLS PROGRAMMES, LEARNERSHIPS AND ARTISAN DEVELOPMENT
The shortage of skills in South Africa continues to remain a challenge and therefore training opportunities become critical in the implemen-tation of the EPWP across its four sectors. The EPWP aims to increase the potential of par-ticipants to earn a future income by providing work experience, training and information re-lated to local work opportunities, further ed-ucation and training (FET), and SMME devel-opment. Accredited training (which is quality assured by the SETAs and other Education and Training Quality Assurance (ETQA’s)) is provided to the EPWP participants through:
§ Skills programmes i.e. craft production, horticulture, safety patrol, victim empower-ment, sports coaching, community house building, waste management, and culture site guides.
§ Learnership programmes i.e. end user com-puting, animal production, pharmacy as-sistants, tea production, plant production, early childhood development and child and youth care.
§ Artisan development programmes i.e. boil-er-making, auto-motive body repair, au-to-electrical, diesel mechanic, electricians and fitter and turners.
The EPWP sourced funding from the Depart-ment of Higher Education and Training (DHET) through the National Skills Fund (NSF) to pro-vide training to the EPWP participants for the period 2011 - 2018. For the period 2011 to 2015/16, more than 22,000 EPWP participants were trained through the funding received from the DHET.
7.1.5.4 SKILLS DEVELOPMENT IN THE BUILT ENVIRONMENT PROFESSIONS
South Africa is currently faced with a project-ed quantum skills shortage from the current registered professional base, as captured in the figures below, driven by the forecasted infrastructure development programme up to 2025. Major infrastructure projects are driving growth, however, the country’s lack of skilled professionals is slowing down the growth po-tential.
Annual Performance Plan • 2017/18 23
DEFICIT / SURPLUS FROM CURRENT REGISTERED PROFESSIONALS
Structural EngineerCivil EngineerMechanical EngineerElectrical Engineer
Num
ber
sN
umb
ers
Years
Years
4 000
3 000
2 000
1 000
0
-1 000
-2 000
1 500
1 000
500
0
-500
-1 000
-1500
-2000
-2500
-3000
Architect
Quantity surveyor
Property valuer
Construction manager
Construction project manager
Landscape architect
Figure 8: Deficit/ Surplus of current Registered Professionals
Like most technical disciplines, the built en-vironment is competing for its share of the talent pool. Employers are finding it increas-ingly difficult to fill skilled positions across all construction platforms. It is a challenge that is putting additional strain on the industry’s supply chain and causing disruption to the construction sector, further increasing costs and project delays. The skills gap cannot be immediately resolved by one sector alone and it will require a collaborative effort. Built en-vironment stakeholders have also expressed concern that the supply of skills from tertiary education and training institutions may not be adequate to meet current and future demands for such skills. The concern manifests itself in
at least two primary areas, namely: a general decline in the availability of skilled persons, and slow rates of skills growth among previously disadvantaged South Africans.
The Skills Pipeline Programme has been developed taking into consideration the 2013 National Develop-ment Indicators for Science, Engineering and Tech-nology (SET) graduates. SET graduates are key skilled workers who are critical in supporting economic growth and investment in social infrastructure. Although the trends have improved since 2002, only 29.4% of stu-dents graduated with SET degrees by 2013. The res-toration of the skills pipeline will be framed in a Career Value Chain for an individual from secondary school through to a registered professional in terms of:
Department of Public Works24
a) The Push StrategyThis strategy aims to provide enough compe-tent and skilled professionals in the built envi-ronment through supported and funded sec-ondary and tertiary education programmes.
b) The Intermediate StrategyThis strategy aims to play a stabilisation role in maintaining and sustaining built environment professionals. This will be achieved through a supported candidacy period prior to profession-al registration, and a supported employment period post professional registration.
c) Pull StrategyThis strategy is geared at the long-term reten-tion of professionals and aims to make the built environment an attractive profession through creating exciting and sustainable programmes.
The outcome of the Skills Pipeline Programme is to produce competent, skilled and motivated built environment professionals through sup-ported learning interventions and focused ex-periential learning processes. The intervention starts at an early stage in the built environment professional’s life and continues after profes-sional registration. An added bonus is that in the process, the professions in the built environ-ment sector get exposure from an early stage in the learner’s school career, thus making it a more natural choice as a profession.
To be a sustainable sector, the built environ-ment profession must become more attractive as a career path at every level. The Department will encourage skilled workers to return to the sector, and will draw school leavers and grad-uates towards construction and property sec-tor careers. Training schemes will be prioritised to enable built environment employees to feel empowered in their respective roles. With many older officials retiring, there are only a few men-tors to train new recruits, which places more pressure on acquiring a long term workforce that is well-trained. In addition, females who are employed by the Department are sufficiently ex-posed to the industry to become industry role models, create positive change and encourage further female participation. Attracting a more diverse workforce and encouraging wider ex-pertise from outside the industry will remain key for built environment’s future growth. Har-nessing the power of technology will continue to strengthen the industry and push the bound-aries of design and operations.
7.1.5.5 TRANSFORMATION IN THE CONSTRUCTION AND PROPERTY SECTORS
The Contractor Incubator Programme (CIP) Strategy and Guidelines, developed by the De-partment, is aimed at developing emerging en-terprises into sustainable contracting compa-nies through creating an enabling environment. The CIP targets contractors registered in grades three (3) to seven (7) on the cidb Register of Contractors. The CIP is aligned to the National Contractor Development Programme (NCDP), which is a public sector led programme com-prising of a partnership between the cidb, Na-tional and Provincial Public Works, where par-ticipating stakeholders commit their resources to develop previously disadvantaged contrac-tors (including women, youth and persons with disabilities) and align their individual contractor development programmes or initiatives with the principles set out in the NCDP framework.
The implementation of the CIP will advance through the review of the cidb grading system, which includes a review of the registration pro-cess and government procurement regulations. The ratification of construction sector codes will enhance monitoring and evaluation of the in-dustry, as well as implementation of best prac-tice and standards within the industry.
The 2016 baseline study (Status of Transforma-tion in the South African Built Environment) con-ducted by the Council for the Built Environment (CBE), indicates that although built environment professions are transforming, the rate of change has been slow. As at 2015, black ownership of the BEP sector stood at 12%, 40% for black ex-ecutives and employment equity was reported at 47%. The CBE has a number of partnerships and projects that are designed to contribute towards the transformation of the built environ-ment. The six Built Environment Professional Councils (BEPCs) are also integral in driving transformation in the built environment. These partnerships aim to, amongst others:
§ Collaborate in the mentorship of candidates in all built environment disciplines through inter-sectoral and inter-governmental part-nerships, developing Memoranda of Un-derstanding (MoUs) with other Government Departments, Municipalities, State Owned Entities and the Private Sector;
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§ Ensure that the candidates are linked to pro-fessional role-models in their career fields to guide them on their journey to registration;
§ Create an enabling environment in support and mentorship of the candidates (e.g. ar-ranging candidate workshops to ensure adequate preparation for the Board exams);
§ Ensure the transfer of the relevant skills and knowledge by professional experts to the candidates;
§ Provide a framework for collaboration and good working relations within the CBE, the Department and the International Labour Organisation (ILO) in contributing towards the use of labour-intensive construction methods to promote creation of work op-portunities for Built Environment Profes-sionals; and
§ Facilitate the development of built environ-ment professionals that are knowledgeable on the use of labour-intensive construction methods.
The degree to which these objectives are achieved in practice is a matter which the De-partment through its oversight function will seek to enhance. It is important to acknowl-edge the upward trend of black and female owned construction firms, black executives and employment equity in the construction industry as recorded in various monitoring reports such as the cidb Construction Trans-formation Monitor Report and the CESA Bi-Annual Economic and Capacity Surveys, specifically in the engineering sector. Although the progress towards achieving a truly trans-formed construction industry has to date been slow, the trend is encouraging as professional experience and technical skills form the basis on which higher levels of executives, owner-ship and employment equity can be built.
7.1.5.6 ENSURING VALUE FOR MONEY BY REDUCING FRAUD AND CORRUPTION
Corruption is a universal problem that under-mines growth and development by diverting re-sources away from development programmes. Corruption in the public service affects the en-tire country. The fight against corruption has been a priority in the programme of govern-ment (national, provincial and local) for many
years. Anti-corruption activities have been increased, and Government’s efforts have be-come more systematic, with greater emphasis on instituting appropriate policy measures to prevent corruption.
The Department’s Anti-Fraud and Corruption Strategy is based on effective and efficient management of Fraud Risks. The Department is currently putting measures in place to en-sure effective management of fraud risks in or-der to reduce opportunities for the occurrence of fraud and corruption. The Department will once again conduct a comprehensive Fraud Risk Assessment for the 2017/18 financial year to build on the foundation set within the prior years to strengthen control measures.
These mitigation factors are earmarked to strengthen internal controls to address areas with high prevalence of abuse/fraud/corrup-tion such as the emergency award of contracts and abuse of deviations from normal supply chain management processes. More focus is to be placed on conducting pro-active investi-gations (emphasis on prevention) in respect of areas that are identified as susceptible to fraud and corruption.
7.1.5.7 COST CONTAINMENT AND REDUCTION IN SPENDING ON NON-ESSENTIAL SERVICES
The PMTE is responsible for managing the life cycle of the immovable assets under the cus-todianship of the Department effectively and efficiently. In executing this function, the PMTE must optimise the asset portfolio to ensure im-proved and effective, but cost saving service delivery. To this end, the focus will be on letting out State-owned properties at market-related rentals, marketing the State property portfo-lio to the public, conducting regular assess-ments of the leased out properties, ensuring implementation of the debt collection as per the Revenue Management Policy and ensuring maintenance on the State-owned properties. The PMTE will also consider other socio-eco-nomic benefits, particularly job creation and empowerment, whilst improving services to user departments.
In January 2014 and September 2016, the Na-tional Treasury introduced cost containment measures as a result of the fiscally constrained environment. The Department has factored
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into its planning the current economic realities and the need to intensify efforts to improve efficiency in expenditure and to eliminate wasteful and un-necessary expenditure. Critical internal policies and procedures have been reviewed to ensure that these are aligned to the stipulations outlined in the cost containment measures. In addition, an extensive exercise has been conducted to reprior-itise the baseline allocation so that critical areas of delivery are effectively resourced. Over the medi-um term, the Department will take several steps to strengthen budget controls in line with the Nation-al Treasury’s cost containment instructions. The Department will put in place the following mea-sures aimed at moderating spending:
§ Communication: The Department has capped telephone landline usage for all officials and landlines are locked when limits are exceed-ed. Should the telephone limits be exceeded either on cellular phones or landlines, officials will be required to pay any additional charges. This intervention has already realised sav-ings of 36% on telephone charges during the 2016/17 financial year. A formal Departmental Communication Policy will be put in place once the National Treasury policy guidelines on com-munication are finalised.
§ Subsistence and travelling: The Department will ensure the most economic means of trav-el is used at all times. Discounted economy class travel rates are applied to officials from the level of Deputy Director-General and below. Travel quotations must include quotations from budget airlines and the most cost effective rate will apply. In addition, restricted airline tickets will be used as opposed to the more expensive flexible tickets. A minimum of three quotations
must be obtained for all accommodation requirements to ensure that the most cost effective option is booked. The cheapest mode of transport is also considered. In in-stances where two or more officials travel the same route one car is utilised. Travel and subsistence expenditure may not ex-ceed the allowable rates prescribed.
§ Catering: The Department limited cater-ing expenses to meetings, workshops and training sessions that exceed a 5 hour du-ration. Meetings, conferences and planning sessions are, as far as practically possible, held in-house. In instances where such ses-sions cannot be held in-house, alternate facilities are sought. This has resulted in a saving of 21% in 2016/17 when compared to the expenditure of the previous financial year.
§ Entertainment: The entertainment allow-ance for qualifying line managers has been capped. This has resulted in a savings of approximately 39% in 2016/17 when com-pared to the expenditure of the previous financial year. Entertainment allowances of qualifying line managers may not exceed the rates as prescribed by National Trea-sury.
§ Inventory and Miscellaneous: The utilisa-tion of photocopier paper is being limited and officials are encouraged to minimise printing. All newspapers for non-qualifying officials have been discontinued and ex-isting contracts for the supply and delivery of newspapers were not renewed. Officials have been advised to use water and elec-tricity prudently in order to lower the costs of municipal services. Officials are only al-lowed to purchase essential and basic of-fice furniture and/or equipment of critical importance that impact on service delivery.
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The Department is cognisant of the commitments outlined in its five year Strategic Plan and is plac-ing significant focus on processes to turn its strat-egies and plans into actions in order to accomplish its strategic objectives and goals. This involves the prioritisation and sequencing of programmes whilst managing its performance measures and informa-tion management systems.
As long as South Africa struggles with high rates of structural unemployment, public employment programmes are needed to provide a lifeline for the country’s most impoverished citizens. The EPWP has drawn large numbers of the unemployed pop-ulation into productive work. The EPWP aims not only to increase the income levels of the poor and unemployed but simultaneously allows participants to acquire the relevant skills needed to secure per-manent employment. As the national coordinator of the EPWP, the Department will continue to place emphasis on the coordination between agencies and facilitation of community participation to pro-vide tangible benefits.
The Department has committed itself to promot-ing intergovernmental relations and co-operative government by focusing on capacity building and integrated service delivery within the Public Works Sector. Through the newly established Professional Services and Intergovernmental Relations functions, the Department will ensure that the sector delivers cost-effective and sustainable services that are re-sponsive to the needs of communities and accessi-ble to all. This will also assist the Department to set, execute and monitor key development priorities for concurrent areas.
The regulation and transformation of the construc-tion and property sectors takes place through, and with, the Entities of Public Works being the Con-struction Industry Development Board (cidb) and the Council for the Built Environment (CBE). Trans-formation includes support for black and female contractors and property practitioners; as well as the development of black and female professionals and artisans in the Built Environment disciplines. The Department also supports the Construction Sector Charter Council (CSCC) and Property Sec-tor Charter Council (PSCC) initiative regarding the development of sector codes aligned to the BBBEE
Act. The new sector codes are completed and awaiting ratification by the Department of Trade and Industry (DTI).
The management of the Prestige portfolio is un-dergoing continuous improvement through the development of policies, norms and standards to ensure that infrastructure is provided in the right quantity of sufficient quality, in the right places, at the right time, and in accordance with constitution-al and legislative mandates, and accepted norms and standards (planning guidelines). In addition, the Department will ensure that infrastructure is af-fordable in terms of current and future budgetary projections.
The Department has consolidated its governance, risk and compliance functions into a single unit to manage multiple initiatives across the Depart-ment. This approach has provided the Department with a single point of reference that eliminates all redundant work and reflects not only the resolve to ensure the effective governance and integrity of the Department’s operations, but also to intro-duce innovative and sustainable service delivery improvement.
The Updated Policy Statement of the Executive Authority provides overall strategic direction and guidance in line with the Department’s Business Model as it moves along a new positive trajectory. In setting this out, the Minister’s Policy Statement lists the following priority areas to steer the work of the Department over the MTEF:
7.2.1 STRATEGIC PRIORITIES FOR THE DEPART-MENT OF PUBLIC WORKS
7.2.1.1 LEAD AND COORDINATE PUBLIC SECTOR WIDE EPWP TOWARD THE CREATION OF SIX (6) MILLION WORK OPPORTUNITIES
The 2014-2019 Administration has committed to creating 6 million public employment work opportunities by 2019 as set out in the National Development Plan and Medium Term Strategic Framework (MTSF: Outcome 4 and Outcome 13). The key approach for EPWP Phase III is to drive Public Employment Programmes through community participation to ensure that commu-
7.2 INTERNAL ENVIRONMENT
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nities become actively involved in Government programmes. The EPWP has created a total of 1 845 523 work opportunities towards its six mil-lion five year target, which is 30.75% by the end of the second year of EPWP Phase III.
The Department has put in place interventions to address the poor reporting on EPWP projects by implementing public bodies. These interventions include: providing additional support to public bodies to ensure that projects are implemented labour-intensively; assisting provincial coordinat-ing departments to ensure that the data is cap-tured and verified; assisting provinces to establish EPWP Monitoring and Evaluation functions for accurate reporting and monitoring of the pro-gramme. The Department will further assist public bodies to develop policies to institutionalise the EPWP.
7.2.1.2 STRENGTHENING OF THE GOVERNANCE, RISK AND COMPLIANCE FUNCTION
Creating a focus on Governance, Risk and Com-pliance has realised significant improvement by integrating efforts into a sustainable programme. The approach to integrating governance, risk and compliance is essential for service delivery improvement while remaining adaptable to ad-dressing new risks and compliance requirements. As part of the service delivery improvement pro-gramme, the Department will therefore continue working toward the development of the service delivery model and the associated components of the business model to drive the efficiency en-hancement phase of the Turnaround Strategy. This involves the reorientation of systems, pro-cedures and processes within the Department to drive service delivery improvement.
The effective operationalisation of the PMTE re-quires the appropriate governance arrangements to be established in the Department to ensure the separation of functions. This will enable the PMTE to operate as a specialist on the property management functions. Similarly, the Department will focus on its core function as a regulator and overseer of the Public Works sector, as well as on the transformation of the property and construc-tion industries. This will require appropriate dele-gations of authority from the Director-General to the PMTE, and the development of relevant gov-ernance structures designed exclusively for the trading account and arrangements to regulate the reporting relationship between the PMTE and the Department. These governance arrangements will be in keeping with the level of delegation associ-
ated with a trading account reporting to the De-partment, as well as a single shared support ser-vice infrastructure for the Department and PMTE.
The Department will strengthen compliance and oversight, in terms of the regulatory and policy framework, in relation to the governance of the Department, the Public Works sector, the Enti-ties and the six Built Environment Professional Councils. In addition, the Department will ensure that there is suitable alignment within the sector. Transformation of the Professional Councils is another priority area that the Department will be closely monitoring. Over the medium term peri-od, the Department is planning to partner with its Entities in the following areas:
§ Partnerships will be established with the CBE for the integration of the Infrastructure Delivery Management System into the Built Environ-ment curricula at tertiary institutions, building technical capacity within the public sector and promoting labour intensive construction prac-tices within the built environment professions.
§ The Department will continue to collaborate with the cidb on various projects including the transformation of the construction industry; National Contractor Development Programme (NCDP); Voluntary Rebuild Programme (VRP); Contractor Competence Assessments & Ac-creditation of Prior Learning; National Infra-structure Maintenance Strategy (NIMS) as well as on the Public Works Green Building Policy.
7.2.1.3 RE-LAUNCH OF OPERATION BRING BACK TO RECLAIM MISAPPROPRIATED AND UNLAWFULLY OCCUPIED STATE PROPERTIES
The Department has re-launched Operation Bring Back programme within the public works family to specifically deal with identifying and in-vestigating possible cases where State proper-ties have been misappropriated or unlawfully oc-cupied and recovering such properties, with the assistance of other key custodians. Phase 1 of the Operation Bring Back (OBB) project capital-ised on the Immoveable Asset Register (IAR) re-build programme in order to provide relevant data which may point to possible misappropriation and unlawful occupation of State-owned land.
The data and reconciliations conducted to date have revealed transactions that warrant further analysis and potential investigation and possibly recovery. The OBB project, through the IAR re-
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build programme and data analytics performed on the deeds registry has identified a number of anomalies relating to unlawful disposal and occupation of State owned land. Over the me-dium-term, Phase II of the OBB Project will mainly focus on conducting investigations in respect of anomalies identified during the first phase and addressing identified properties that have been illegally occupied. This will be done through various means including: enter-ing into lease agreements, disposals and evic-tions.
7.2.1.4 MANAGING INTEGRITY AND PROMOTING ETHICAL CONDUCT IN THE DEPARTMENT
The Public Sector Integrity Framework is aimed at protecting the integrity of Govern-ment and fostering public confidence in insti-tutions of the State. It strengthens measures and standards for managing integrity and pro-moting ethical conduct in the public service. The Framework provides for the management of unethical of conduct that may arise as a result of financial and other interests, gifts, hospitality and other benefits as well as remu-nerative work outside the public service. The Department has stepped up its anti-corruption activities, in line with the Public Sector Integri-ty Framework to become more systemic, plac-ing greater emphasis on instituting appropriate measures to combat the scourge of fraud and corruption. To this end the Department is in the process of establishing the Office of the Ethics Officer that will concentrate on promoting an ethical culture in the Department. The Office of the Ethics Officer will be responsible for, amongst others:-
§ Promoting integrity and ethical behaviour in the Department
§ Advising employees on ethical matters;
§ Ensuring the integrity of organisational poli-cies, procedures and practices;
§ Managing conflicts of interest, including: - Financial disclosures of employees; - Applications for external remunerative
work; and - Departmental gift registers; and
§ Developing and implementing awareness programmes to educate officials on ethics, good governance and anti-corruption mea-sures.
The Department will intensify the implementa-tion of the anti-fraud and corruption strategy and continue to emphasise preventative internal controls within the context of a holistic anti-cor-ruption strategy and ethics framework. This will ensure that malpractice is prevented before it occurs. Through the Fraud Risk Assessment, the Department will identify strategies to address ar-eas with a high prevalence of abuse, fraud, and corruption.
7.2.1.5 STRENGTHENING THE OVERSIGHT OF THE PUBLIC WORKS SECTOR IN TERMS OF THE CONCURRENT MANDATE
The Department has established an Intergovern-mental Relations (IGR) function to promote and facilitate collaboration and cooperative decision making within the sector and to ensure that pol-icies and services across all the spheres of Gov-ernment encourage service delivery that meets the needs of the citizenry in an effective way. IGR will also oversee the development of policies and mechanisms to guide processes aimed at integrated development planning and reporting for better intra and intergovernmental relations.
The Department and its provincial counterparts already cooperate on a number of areas, includ-ing: coordination and implementation of EPWP, implementation of the Infrastructure Delivery Management System (IDMS), the Green Build-ing Policy, coordination of payment of rates and municipal services owed to municipalities, the maintenance of immovable asset registers and the implementation of GIAMA.
The intergovernmental system for the public works sector provides a platform for the sector to undertake collaborative projects for efficient and effective service delivery relating to the public works mandate. The intergovernmental challenges receive focused attention at quarterly review sessions that are conducted. Good prac-tices on programme implementation approaches are explored for replication across departments through information sharing and project visitation programmes. The Department will enter into pro-tocol agreements with public bodies across all the spheres of Government to facilitate service delivery. Strategic alignment of the programmes of public entities, user departments, private sec-tor institutions and other tiers of government is necessary for seamless service delivery.
The Department will provide continued support and guidance to the public works sector in terms
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of planning and performance management processes. The Department will also estab-lish monitoring mechanisms to address the negative sector audit outcomes with a view to achieve improved performance in the coming years. The annual sector strategic planning session will further ensure integrated planning and inform regular programme performance reviews with the provinces.
The Department has put in place a policy framework for the oversight of the public works sector to guide proper coordination. The De-partment has identified the need to reinforce inter-governmental structures to deliberate on policy and strategic issues of the sector.
7.2.1.6 OPERATIONALISATION OF A DEDICATED PROFESSIONAL SERVICES FUNCTION
The Department will prioritise the operationali-sation of the Professional Services function to give effect to the mandate to create technical capacity for the State in the built environment. The mandate of the Professional Services function is aligned to Chapter 9 of the NDP and Outcome 5 in the MTSF. The Professional Services function consists of two main work-streams that will ensure:
a) Coherent consolidation, development and management of the Built Environment Skills Pipeline with both State and non-State stake-holders; and
b) Building of institutional State capacity.
The Built Environment Skills Pipeline work stream will entail the full implementation of the Skills Pipeline Strategy which is informed by various studies on the Built Environment skills quantum and qualitative deficiencies. This takes into account the performance of the Built Environment Industry/Competitive Rivalry outlook amongst the built environment professions as it impacts on their sustainabili-ty, relevance in the service delivery value chain and management to achieve the developmen-tal State capacity outcomes. The interventions will cover the pre-tertiary education, tertiary education, candidacy and post-registration for both statutory Built Environment Professions and non-Statutory Built Environment Profes-sions, in responding to identified and agreed professional gaps within Public Works, the PMTE and the public works sector.
The Institutional State Capacity work stream will entail the use of the Gap Closing Plan De-velopment application to drive the profession-alisation programme across all the required GIAMA functions of planning, acquisition, im-plementation and disposal (Decommission). The introduction of professional systems, norms and standards consistent with Gen-erally Accepted Practices in the various Built Environment Professional functional areas will enable an appropriate Asset Management Policy determination to effect GIAMA across the portfolios of both users and custodians. The strategic outcome of the work stream is to determine, acquire and maintain the appro-priate basic operating units, per GIAMA func-tional area. These will be informed by available (current and to be made available through the Skills Pipeline) human capital to operate within the Standards of Uniformity as determined by the cidb (Delivery Models, Pricing Strategies and Forms of Contract) on which incremental State capacity will be built for the Department, PMTE and public works sector. It will enable extraction of Turnaround Efficiency dividends from the IAR, NIMS, IDMS, procurement re-form and GIAMA.
7.2.1.7 STRENGTHENING THE DEPARTMENT’S RESEARCH AND POLICY DEVELOPMENT CAPACITY
From a sustainability perspective, the slow pace of transformation in the Property and Construction Sectors puts these sectors at a disadvantage. The Department will play a lead-ing role in the transformation of the built envi-ronment in consultation with its Entities, Built Environment Professional Councils, Charter Councils and other stakeholders. To this end, the Department has commenced with:
§ The review of the Construction Industry Development Board (cidb) and Council for the Built Environment (CBE) legislation to align to current policy trajectories such as the National Development Plan and Broad Based Black Economic Empowerment Act, 2003 (Act 53 of 2003). The review will ad-dress governance challenges and the slow pace of transformation in both the con-struction industry and built environment professions. The Draft cidb Amendment Bill and the Draft CBE Amendment Bill will be released for public comment in the 2017/18 financial year and submitted to Parliament in the 2018/19 financial year.
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§ The development of a Property Manage-ment Empowerment Policy will serve as an overarching framework for the Department’s empowerment initiatives and programmes in an effort to promote transformation of the Property Industry. The draft Policy was submitted to the Property Sector Charter Council (PSCC) for further input on transfor-mation interventions to this proposed policy initiative.
§ A comprehensive policy review culminat-ing in a new Public Works White Paper and Public Works Act (with particular focus on the concurrent nature of the public works function). The Policy Review, including the appraisal of the Department’s White Papers (1997 and 1999) and broad consultation with the wider Public Works community, will provide a solid foundation for the Public Works Act. Through the Public Works Act, when promulgated, the Department will fur-ther improve its role to perform oversight and performance management functions as they relate to the Department’s provincial counterpart’s delivery capabilities. This pro-cess aligns with Phase III of the Turnaround Strategy and will ensure the creation of co-herent Government structures and process-es that will deliver the mandated services through the three spheres of Government. Due to the scope and complexity of this process, the Department has insourced the essential expertise for the development of the White Paper.
7.2.1.8 IMPROVING THE DELIVERY OF SERVICES TO PRESTIGE CLIENTS.
The Department will continue to prioritise the development of policies that govern Prestige services in line with the Ministerial Handbook and the Presidential Handbook and to improve the delivery of services to Prestige clients. The Prestige portfolio is dynamic and requires an innovative solution to satisfy requirements that are often urgent and critical. To this end the Department will, over the MTEF period, focus on the following areas to improve delivery of services to its clients.
§ Establishment of facilities management contracts: During the 2016/17 financial year, the Department commissioned and completed a condition assessment of all its properties in Cape Town and Preto-ria. Based on the condition assessments
a maintenance plan has been developed to improve the condition of the properties and will be implemented during the MTEF period. Three facilities management contracts will be established to ensure improved turnaround times for day to day maintenance and pre-ventative maintenance. This intervention will ensure that the Department improves the life-cycle of its immoveable assets and eliminate any irregular expenditure due to emergencies.
§ Establishment of a term contract for the provision of furniture and related services: In the past, the provision of moveable assets to Prestige clients has presented various chal-lenges to the Department. In certain cases it took the Department at least six months to deliver furniture in accordance with its Supply Chain Management processes. The provision of furniture is done in a reactive manner result-ing in prolonged delivery timeframes. The es-tablishment of the term contracts will ensure that a proactive approach is adopted. The De-partment will conduct condition assessments of all moveable assets and develop a multi-year demand management plan. The supplier will also develop a three option furniture cat-alogue from which the Department will rollout standardised furniture. The rollout will be guid-ed by the norms and standard document for the provision of moveable assets.
§ Policy development: The Department has made significant progress in developing pol-icies to regulate Prestige services in line with the Ministerial Handbook. During the MTEF period the following policies will be developed to ensure alignment of the policy framework with service delivery expectations: policy on the utilisation of the bus services at the Par-liamentary Villages, policy on the utilisation of Prestige Facilities at the Parliamentary Villages and a policy on the donating of Prestige move-able structures to public bodies or other de-partments. The Department will also be sign-ing a Service Level Agreement (SLA) with the South African Police Service in respect of the implementation and management of security measures at Prestige facilities.
§ Improving the SCM procurement in the events management environment: During the 2017/18 financial year the Department will implement supply chain management reforms specifically for events management and State visits. Through the establishment of term con-tracts the turnaround times in the provision of
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these specialised services will significantly improve. A similar reform will be introduced to deal with State visits and ad hoc State events. The Department will also purchase its own events infrastructure and build inter-nal capacity in order to reduce costs and to provide the required services within accept-able timeframes.
7.2.2 BUSINESS IMPROVEMENT WITHIN THE DEPARTMENT
The second phase of the Turnaround Strategy, namely, Efficiency Enhancement extends from 2014 to 2019. In enhancing performance, nu-merous interventions have been identified to fast track efficiencies within the Department. Turnaround interventions are aimed at driving improvements in processes, systems, technolo-gies and procedures across the Department. The following interventions runs through the Depart-ment and the PMTE:
7.2.2.1 REDUCTION IN FRAUD AND CORRUPTION
The objective of this intervention is to ensure that the Department enhances the implemen-tation of the holistic fraud prevention strate-gy with emphasis being on the application of pro-active measures to enhance operational efficiency. This approach is based on four key pillars being: prevention, detection, investiga-tion and resolution. The objectives of the Strat-egy are to:
§ Combat fraud and corruption in the Depart-ment in all its forms, through the implemen-tation of prevention measures;
§ Promote a culture of adherence to policies and procedures;
§ Promote good governance and best prac-tices;
§ Promote ethical conduct by all stakeholders;
§ Promote awareness, training and education about fraud and corruption including to pro-mote a culture of whistle-blowing; and
§ Emphasise the Department’s culture of zero tolerance for fraud and corruption
To date, the Department has significantly re-duced the backlog of investigation cases (some going as far back as the 2009/10 finan-
cial year). A total of 364 cases were reported for investigation between the 2009/10 and 2016/17 financial years, of which 329 have been finalised; 10 referred to other Business Units and Law En-forcement Agencies for further handling and 25 cases are currently being investigated. The above investigations resulted in 160 disciplinary actions, with sanctions ranging from dismissals, final writ-ten warnings and suspensions without pay. Cur-rently all investigations are instituted within 30 days of receipt of allegations.
The focus over the remaining period of this inter-vention will entail:
i. Conducting pro-active detection reviews on high risk areas within the business operations and advise management on mitigation of iden-tified areas. Through the usage of data ana-lytics and detection reviews (assisted by the Special Investigating Unit - SIU), suspicious payments in relation to expenditure incurred for unscheduled maintenance as well as lease escalations are identified and corrective action recommended.
ii. Assisting in the recovery of State-owned prop-erties that have been misappropriated through the re-launch of Operation Bring Back.
iii. Conducting a comprehensive review of the Department’s fraud prevention plan including the fraud risk management plan. The purpose of the review is to ensure that the Department implements an efficient and responsive fraud prevention plan to mitigate the occurrence of fraud and corruption.
7.2.2.2 SERVICE DELIVERY IMPROVEMENT PROGRAMME (SDIP)
Government has introduced a Service Delivery Improvement Programme to enhance service delivery and citizen satisfaction levels. The De-partment’s SDIP, for the 2014/15 - 2016/17 cycle, was developed to support and enable Strategic Outcome Oriented Goal 5 by driving the Efficien-cy Enhancement Phase of the Turnaround Strat-egy Programme. The Department was, however, unable to fully achieve the set targets over the three year period due to diverse constraints ex-perienced over this period. In addition, the De-partment has critical dependencies within the Operations Management Framework that are still to be developed. The full implementation of the SDIP, for the next cycle, incorporates revisions to operating procedures and processes that will
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enable the Department to be more responsive and efficient with clear lines of responsibility and accountability. It serves as a cornerstone for strategic and operational performance of the Department as it addresses critical aspects of service delivery. The SDIP also incorporates the objectives set out in the NDP including effec-tive and efficient State institutions with skilled public servants who are committed to the pub-lic goods and capable of delivering consistently high quality services.
In order to support the implementation of the SDIP, the Department has commenced devel-oping a macro business and governance model that addresses all macro-economic factors, key driving trends, industry and sectoral forces af-fecting the business operations of the Depart-ment. The main focus will be on the major ex-ternal and uncontrollable factors that influence the Department’s decision making and service delivery environment. These factors include socio-economic, demographics, legal, political and technological changes and economic con-ditions. The implementation of the project will enable the Department to be more responsive to stakeholders including user departments, public entities, public works sector and compli-ance authorities with clear lines of responsibility and accountability.
7.2.2.3 A ROBUST CHANGE MANAGEMENT STRATEGY (CMS) AND CHANGE MANAGEMENT PLANS
The aim of the Change Management Pro-gramme is to facilitate readiness and to support stakeholders during the operationalisation of the Department and the PMTE. Change manage-ment is a by-product of the Turnaround Strategy and occurs in various areas in the Department. All identified Turnaround Strategy projects are change initiatives by nature. During the 2016/17 financial year, the Department finalised the or-ganisational structure for both the Department and the PMTE. The ARCHIBUS/ SAGE train-ing for users and managers has commenced in preparation for the full implementation of the Enterprise Resource Planning (ERP) System.
The main deliverables within the Change Man-agement Strategy are as follows:
§ The Department introduces and manages changes through different platforms and dif-ferent means of communication. The Com-munication Strategy encapsulates change
management as one of its key elements. Go-ing forward, the Department will co-ordinate all change management interventions through various fora such as the Executive Manage-ment Committee (EXCO), Minister and Top Management Committee (MINTOP), Worx-News Bulletins and other media of commu-nication.
§ Creating a platform for Executive Manage-ment to engage, communicate and become transformation leaders, as well as an appro-priate communication strategy. In this regard, the Department will facilitate Service Excel-lence Orientation culture change workshops to enable the adoption of the working envi-ronment.
§ The development of an enabling framework which will empower and put ownership of change in the hands of employees. It provides the tools and techniques of how to manage the change. This will minimise disruptions that occur as a result of the change.
§ Ensure that each and every employee, regard-less of level, takes ownership of the change and change gets embedded in what they do on a daily basis. It provides the tools and techniques of what to do differently when ex-ecuting own duties in line with the new vision of the Department and what it means to be and practice customer centricity through pro-viding improved service delivery. The Depart-ment will therefore prepare individuals to work according to the new processes where new business processes are being designed. This will further enable the successful adoption of the new systems where new systems are be-ing implemented
7.2.3 CUSTOMISED PERFORMANCE INDICATORS (CPIS) FOR PROVINCIAL PUBLIC WORKS
The Department held its annual planning work-shop with its provincial counterparts on 22 June 2016 to update the Customised Performance In-dicators (CPIs) for the 2017/18 financial year. The CPIs form part of the Provincial Annual Perfor-mance Plans in line with the planning, budgeting, monitoring and reporting framework prescribed in the Framework for Strategic Plans and Annual Performance Plans. The Department plays a sup-porting role by assisting provincial counterparts to manage performance information and providing systems training for concurrent functions. The De-partment also monitors the performance informa-
Department of Public Works34
tion produced by the provincial counterparts and uses it to evaluate the overall delivery of services within their sector. The intention is to clarify defini-tions and standards for performance information in support of regular audits, improve integrated struc-tures, systems and processes required to manage performance information and promote account-ability and transparency by providing Parliament, Provincial Legislatures, Municipal Councils and the public with timely, accessible and accurate perfor-mance information.
Table 13: Customised Performance Indicators for provincial public works
No. 2017/18 Performance Indicators: Annual Indicators
2017/18 Performance Indicators: Quarterly Indicators
Programme 2: Public Works Infrastructure
1. CAMP submitted to the relevant Treasury in accor-dance with GIAMA
-
2. Number of infrastructure designs ready for tender Number of infrastructure designs ready for tender
3. Number of capital infrastructure projects completed within the agreed time period
Number of capital infrastructure projects completed within the agreed time period
4. Number of capital infrastructure projects completed within agreed budget
Number of capital infrastructure projects completed within agreed budget
5. Number of planned maintenance projects awarded Number of planned maintenance projects awarded
6. Number of planned maintenance projects completed within the agreed contract period.
Number of planned maintenance projects completed within the agreed contract period.
7. Number of planned maintenance projects completed within agreed budget.
Number of planned maintenance projects completed within agreed budget.
8. Number of immovable assets verified in the Immov-able Asset Register in accordance with the mandato-ry requirements of National Treasury
-
9. Number of condition assessments conducted on state-owned buildings
Number of condition assessments conducted on state-owned buildings
Programme 3: Expanded Public Works Programme
10. Number of EPWP work opportunities created by the Provincial Department of Public Works/Roads
Number of EPWP work opportunities created by the Provincial Department of Public Works/Roads
11. Number of Full Time Equivalents (FTE’s) created by the Provincial Department of Public Works/Roads
Number of Full Time Equivalents (FTE’s) created by the Provincial Department of Public Works/Roads
12. Number of Beneficiary Empowerment Interventions Number of Beneficiary Empowerment Interventions
13. Number of public bodies reporting on EPWP targets within the Province
Number of public bodies reporting on EPWP targets within the Province
14. Number of interventions implemented to support public bodies in the creation of targeted number of work opportunities in the Province
Number of interventions implemented to support public bodies in the creation of targeted number of work opportunities in the Province
Provinces have varying demands and, with limited resources, delivery will differ across provinces. This is due to the fact that provinc-es are at different stages in the development of business processes, operating models and structures which direct the implementation of the Annual Performance Plan and the Strategic Plan. This implies that the CPI’s that have been set for the Provinces have different sources of information, hence data collection will differ across the Provinces.
Annual Performance Plan • 2017/18 35
The 2016/17 financial year has been a year in which the Department has made significant progress in achieving the deliverables of the Turnaround Strategy. Since the introduction of the Turnaround Strategy in 2012, the Department has stabilised a number of op-erational areas of the business as the basis for intro-ducing greater efficiencies during subsequent phases of the Turnaround Strategy. During the Stabilisation Phase, the Department achieved a number of deliver-ables ranging from stability at the management level and the review of the organisational structure to suit the mandate of the Department to stabilising internal controls. Despite having realised significant improve-ment in performance since the Turnaround Strategy was implemented, there are still challenges that have been identified in the 2015/16 audit report in the fol-lowing two areas:
a. Lack of appropriate valid, accurate and com-plete information on work opportunities cre-ated through the EPWP: Information reported by public bodies and implementing agencies of the Expanded Public Works Expanded Pro-gramme (EPWP) in some cases are not sup-ported by reliable portfolios of evidence.
b. Supply Chain Management (SCM): Non adher-ence to guidelines and prescripts governing SCM remains a challenge within the Depart-ment especially within the Prestige environ-ment.
7.3.1 STRATEGIC INTERVENTIONS TO IMPROVE PERFORMANCE
The Department has prioritised the following ar-eas for sustainable improvement to address the challenges and limitations within the operating environment:
7.3.1.1 ENHANCING THE TECHNICAL CAPACITY OF PUBLIC BODIES TO IMPLEMENT THE EPWP.
Additional support will be provided to pub-lic bodies to help implement projects in a labour-intensive manner and to report effec-tively. Local and Provincial Governments as well as organs of State will continue to receive technical support on the EPWP. This will be done through:
§ On-going monitoring of projects funded through the EPWP Integrated Grant to en-
sure compliance to the annual Division of Reve-nue Act (DORA);
§ Assisting public bodies with the collection of data from project sites for reporting on the EPWP Reporting System;
§ Monitoring project documentation, as pre-scribed by the Ministerial Determination, during site visits; and
§ Assisting public bodies to design and imple-ment projects in a labour-intensive manner.
7.3.1.2 IMPROVE REPORTING BY PUBLIC BODIES AS REQUIRED BY THE EPWP REPORTING SYSTEM.
The Department’s provincial counterparts that co-ordinate the EPWP, must ensure that the data cap-tured by public bodies is authorised and verified. The Department will monitor the reporting of work opportunities and communicate to the relevant Ac-counting Officers on areas of non-compliance. Co-ordinating departments will be required to develop action plans to improve reporting and to ensure full compliance to reporting requirements. Report-ing must occur in the prescribed EPWP format and within the required timeframes.
During the site visits, the Department will check the quality of supporting (source) documents for the work opportunities reported in the EPWP Re-porting System. The identified deficiencies will be communicated to the relevant Accounting Officers and will further be addressed as standing items on the agenda of Provincial Steering Committee (PSC) meetings, with the purpose of improving public bodies’ compliance with the requirements of the reporting system and Ministerial Determina-tion.
7.3.1.3 IMPROVE REPORTING BY IMPLEMENTING PUBLIC BODIES ON EPWP PROJECTS.
The EPWP Reporting System is used for the collec-tion, validation; storing and dissemination of work opportunities and project data on EPWP projects and to monitor the performance of the programme as a whole. The reporting procedures and timelines are closely managed, across the spheres of Gov-ernment and EPWP sectors. The EPWP Reporting System is managed by the Department who will address under reporting through:
7.3 PERFORMANCE ENVIRONMENT
Department of Public Works36
a. Engagement with provinces to establish EPWP Monitoring and Evaluation functions to assist with complete and accurate reporting and monitoring of the programme;
b. Providing support to public bodies to capture data as required on the EPWP Reporting Sys-tem;
c. Intensify on-going training and support to the public bodies on the EPWP Reporting System; and
d. Investigate the core reasons for under-report-ing by the public bodies and provide recom-mendations accordingly.
7.3.1.4 ENSURE ATTAINMENT OF EPWP TARGETS FOR YOUTH AND FULL TIME EQUIVALENTS (FTES)
The Department will continue to engage with public bodies to design and identify pro-grammes to increase opportunities for the youth participation in EPWP as well as to fur-ther engage the PMTE to create opportunities for the youth.
Public bodies are encouraged to focus and implement maintenance programmes which have a longer duration and are more labour–intensive in nature in order to maximise the duration of participants in the programme. To this end, more emphasis will be placed on the selection of long term programmes across all sectors in the EPWP.
7.3.1.5 IMPLEMENTATION OF EPWP STANDARD RECRUITMENT GUIDELINES TO ENSURE UNIFORMITY ACROSS ALL SECTORS IN THE PROCESS OF RECRUITING EPWP PARTICIPANTS
The Department has developed EPWP Re-cruitment Guidelines in the 2016/17 financial year to ensure uniformity across all sectors in the recruitment of EPWP participants while en-suring that implementing bodies reach the in-tended target groups. The Guidelines provide guidance to EPWP stakeholders on their roles and responsibilities and apply to all Nation-al and Provincial Government Departments, Municipalities, Public Entities and Non-Profit Organisations implementing the EPWP. The recruitment of EPWP participants by public bodies must comply with the fundamental principles of fairness, transparency, equity,
ethics, accountability, adequate and accessible information and responsiveness to EPWP require-ments.
7.3.1.6 IMPROVED COORDINATION OF EXPANDED PUBLIC WORKS PROGRAMME THROUGH THE PEP-IMC
The Public Employment Programmes-Inter-Minis-terial Committee (PEP-IMC), chaired by the Deputy President and supported by the Department as the Secretariat, champions the importance of the pub-lic employment opportunities within Government and the wider society. The PEP-IMC oversees the coordination of EPWP among local, provincial and national structures in order to sustain prog-ress towards reaching the target of six million work opportunities whilst paying closer attention to the geographic distribution of such programmes in or-der to achieve particular developmental impacts.
7.3.1.7 MANAGING INTERGOVERNMENTAL RELATIONS IN AN EFFECTIVE AND EFFICIENT MANNER
The Intergovernmental Relations function was en-hanced as part of the revised organisational struc-ture of the Department to give greater attention to the coordination of concurrent functions across the sector. An IGR strategy and framework has been developed and approved with various stakehold-ers for implementation during the 2017/18 finan-cial year. This framework will ensure that provinces are adequately supported to deliver on identified government priorities.
The Department will continue to facilitate improve-ment in the delivery of services through the signing of protocol agreements with public bodies across the spheres of government. The Protocol Agree-ments are intended to:
§ Provide clear reference to service ownership, accountability, roles and/or responsibilities be-tween parties;
§ Present a clear, concise and measurable de-scription of service provision to the parties con-cerned; and
§ Match perceptions of expected service provi-sion with actual service delivery and support.
Joint planning and resource sharing is critical for the sector to implement services in an integrated manner. This will ensure collaborative relations with stakeholders in delivering the Public Works mandate.
Annual Performance Plan • 2017/18 37
7.3.1.8 IMPROVEMENTS IN MANAGEMENT PRACTICES
The Department has demonstrated incremental improvement in its Management Performance Assessment Tool (MPAT) improving its ratings from an average of 25% scored in 2012 to a rat-ing of 71% in 2015. The MPAT standards is a ba-rometer of the extent to which the Department has performed against preselected manage-ment practices in its quest to improve service delivery. As such, MPAT has become part of the Annual Performance Plans to demonstrate con-tinuous improvements. The table below shows the average scores from 2012 through 2015.
Table 14: Average MPAT scores from 2012 to 2015
2012 2013 2014 2015
Total number of standards 30 32 33 37
Actual scores against the total standards
45 /120
68 /128
76 /132
105.5 /148
Performance level 25% 53% 58% 71%
While the 2015 MPAT results show a substantial improvement, the Department will focus on im-proving the current controls that will boost poor performing management standards. For the 2017/18 financial year, the Department will fo-cus on the areas scoring below 2.5 whilst main-taining the higher scores through the MPAT Low Score Improvement Plan (MPAT-LSIP).
7.3.1.9 INTEGRATION OF RISK MANAGEMENT INTO PLANNING PROCESSES
The Department recognises risk management as imperative in fulfilling its mandate, service delivery expectations and performance ex-pectations and has therefore adopted a com-prehensive approach to the management of its risks through the Risk Management Policy, Risk Management Committee Charter Strategy and sound management of risk. This will enable the Department to anticipate and respond to changes in its service delivery environment, as well as make informed decisions under condi-tions of uncertainty. The Department has under-taken the review of both strategic and opera-tional risks for the Department and the PMTE which has been incorporated into the Strategic Plan and Annual Performance Plan of the De-partment. The Department provides reports to the Risk Management Committee, Audit Man-agement Committee and EXCO, on a quarterly
basis, to highlight risk management status with-in the Department. The following projects are planned for implementation in order to improve the risk maturity levels of the Department:
§ Development of a Risk Appetite Framework;
§ Development of a Combined Assurance Framework;
§ Development of a Business Continuity Man-agement Framework and Plan; and
§ Development of a Compliance Framework.
7.3.1.10 CONTINUOUS IMPROVEMENT TO HIGH-END LEGAL SERVICES
As part of its commitment to fighting fraud and corruption, the Department ensures that all re-ported fraud and corruption cases are timeously subjected to disciplinary processes. The Depart-ment will continue to give attention to the man-agement of disciplinary hearings and speedy res-olution of grievances. The Department has also embarked on a process to prevent default judg-ments against the Department and attachment of government assets. The high rate of default judg-ments against the Department has been reduced with consequent savings to the State.
In further improving its performance, the Depart-ment will remain focussed on:
§ Increasing awareness and promoting ethical conduct amongst its employees;
§ Preventing the number of judgments against the department and attachment of govern-ment assets;
§ Reducing legal costs;
§ Maintaining fair labour practices through con-tinued engagement with trade unions;
§ Speedily resolving grievances and manage-ment of disciplinary hearings,
§ Continuously enhancing compliance with pro-curement processes leading to the appoint-ment of contractors;
§ Strengthening the collaboration between in-vestigation agencies, law enforcement units and the legal team in order to ensure success-ful prosecution; and
Department of Public Works38
§ Civil recovery with respect to financial losses incurred through fraud and corruption
7.3.1.11 IMPROVING BUSINESS EFFICIENCY THROUGH ICT ENHANCEMENTS
§ The ICT Disaster Recovery Plan (DRP) has recently been updated to include business continuity. The DRP will be implemented by April 2017 using a temporary site at the Jo-hannesburg Regional Office and data centre. The Business Continuity Plan (BCP) will be fully implemented by April 2018 once the re-furbishment of the building at the Johannes-burg site is completed.
§ The Department is currently implementing the Strategic Management System (SAS) to automate its processes in the management, collection, collation, verification, storage and reporting on actual performance. The up-grading and automation of information sys-tems will enable the Department to analyse information and predict tends that will further enhance performance information. The SAS system which has been customised for this purpose will be implemented as from the 2017/18 financial year.
§ The ICT Strategy and Policy will be updated and implemented in 2017/18. The purpose of the review is to focus separately on the oper-ations of the Department while a second ICT Strategy will be developed and implemented for the PMTE. The ICT Security Policy will also be updated, tested and implemented to improve cyber security and repond to the lat-est security threats.
§ In the past the migration of data from legacy systems such as the EPWP reporting system was done manually and without a proper au-dit trail. In order to have an auditable process the migration of data from legacy systems will be handled through the SAS data man-agement software which will ensure proper migration of data. The tool has been put in place during 2016/17 for any new data mi-gration processes and will be fully imple-mented in 2017/18.
7.3.1.12 REDUCTION OF IRREGULAR EXPENDITURE
The review of bids and quotations before awards has resulted in a significant reduction in irregu-lar expenditure. All bids and quotations will con-tinue to be reviewed across the Department to
ensure compliance to relevant prescripts. In-vestigation of reported cases will commence within 30 days of being reported and will be completed within a period of 90 days after the commencement of the investigation. As at the end of the 2015/16 financial year 40% of the total irregular expenditure of R583 mil-lion reported at the end of 2013/14 had been resolved, and the remaining balance will be resolved by the end of 2018/19 financial year.
7.3.1.13 PAYMENTS OF SUPPLIERS WITHIN 30 DAYS
The Department’s performance with regard to compliance with the prescript that payments must be processed within 30 days, has de-clined in 2015/16 when the Department re-corded 75% compliance as compared to the 89% compliance in 2014/15. During the 2015/16 financial year, the Department expe-rienced challenges with financial systems as payments could not be processed in time, resulting in non-compliance. The 30 day pay-ments reporting system has been developed to replace the manual system and to ensure accurate and reliable reporting on a monthly basis. The system is able to track the prog-ress of each invoice, as well as to provide the information related to the date on which the invoice was received, and the date on which it was paid. In 2017/18, the Department will tar-get full compliance with regard to the process-ing of payments within 30 days.
7.3.1.14 IMPROVEMENTS IN SUPPLY CHAIN MANAGEMENT
Awarding of bids within agreed timeframes - The regulatory nature of Government pro-curement implies protracted SCM processes where a bid can take up to 70 days to final-ise within the current system. The turnaround times and extension of bid validity periods impact negatively on the delivery of services, and compromise the integrity of the process and the fairness that is required in terms of the SCM regulatory framework. The SCM business processes in the Department, despite being defined with specific timelines and turnaround times, are not always complied with. Strategic planning and operational planning is not ade-quately linked to procurement planning. As a result, the lead times of procurement are not adequately taken into consideration in project planning and execution.
Annual Performance Plan • 2017/18 39
The Department, in pursuance of its overall Turnaround Strategy, is also focusing on SCM reforms and intends to reduce the time taken to award a bid to 40 days. Business process re-engineering that will align strategy, operations, and procurement processes has therefore been prioritised under the Turnaround Strate-gy. This intervention will ensure alignment of the Strategy to annual operational planning, ultimately leading to improved monitoring and tracking of turnaround times in the delivery of bids for efficient service delivery. Specialised Bid Adjudication Committees will be set up for the procurement of specific services. This will enable the Department to ensure value for money and that the right expertise is sourced.
Awarding of quotations within agreed time-frames - The processing of quotations is nec-essary to sustain the day-to-day operations of the Department. Transactions within the quo-tation threshold are processed as part of the key planning activities that lead to the read-iness of key projects to be delivered as part of the business. The awarding of quotations within the prescribed timeframes remains crit-ical to support the delivery of services within the scheduled time period and budgeted cost. The Department will continue to improve ef-ficiencies within SCM for the acquisition of goods, services and works in support of ser-vice delivery expectations. Through the SCM Reform Plan, the Department will fully auto-mate the quotation process and optimise the use of the Intenda Solution Suite (ISS) system.
Use of term contracts to improve service delivery turnaround times - SCM has already implemented term contracts for State funerals, State visits, stationery, office furniture, protec-tive clothing and cleaning material. Through these term contracts, economies of scale is realised, and service delivery enhanced. The term contracts are further leveraged to pro-mote preferential procurement. The Depart-ment plans to put in place at least three term contracts for commodities to be identified through the strategic sourcing analysis.
Procurement from black-owned companies - The Department will utilise the G-Commerce platform to promote procurement from SM-MEs and Historically Disadvantaged Individu-als (HDIs). The new draft Preferential Procure-ment Policy Framework Act Regulations and the Draft Procurement Bill allow for designat-ing procurement for particular target groups.
The Department will enforce compliance to the new legislation once this is promulgated by the National Treasury.
7.3.2 DEMAND FOR THE EXPANDED PUBLIC WORKS PROGRAMME: GOVERNMENT’S MEDIUM-TO-LONG TERM POLICY AP-PROACH TO REDUCING UNEMPLOYMENT
The Department is responsible for coordinating, monitoring and reporting of work opportunities created through the EPWP by implementing public bodies. To this end, the Department en-sures:
§ Sound leadership and direction in the imple-mentation of EPWP within the public body;
§ Dedicated capacity exists for the coordination and implementation of the EPWP;
§ Work opportunities that are created from the budgets of the public bodies are reported and captured on the EPWP Reporting System for reporting to Cabinet;
§ EPWP Work Opportunity targets set in the Protocol Agreements are met;
§ Effective coordination and monitoring of the EPWP within public bodies; and
§ PMTE projects are implemented using la-bour-intensive methods, where possible, to maximise work opportunities created.
Department of Public Works40
The tables below provide a summary of the EPWP Phase III targets per Sector and Sphere of Government:
Table 15: EPWP progress against 5 year targets relating to work opportunities and FTEs (1 April 2014 – 31 March 2016)
SectorTargeted Work Opportunities
Work Opportunities
% Progress (Work opportunities)
Targeted FTE FTE % Progress
(FTE)
Infrastructure 2 451 003 611 690 25% 799 240 186 274 23%Environment & Culture 1 151 504 368 875 32% 447 884 133 274 30%Social 1 038 929 337 977 33% 570 815 147 743 26%Non-State: NPO 267 000 106 899 40% 148 178 41 570 28%Non-State: CWP 1 470 000 420 082 29% 590 956 162 519 28%TOTAL 6 378 436 1 845 523 29% 2 557 073 671 380 26%
6 000 00022 1 845 523 31% 2 600 000 671 380 26%
Table 16: Work Opportunity targets per sector for the 5 year period
Financial YearInfrastructure Environment &
Culture Social Non-State Total
2014-2015 379 156 227 650 202 714 236 000 1 045 519
2015-2016 447 671 229 208 205 307 245 000 1 127 186
2016-2017 488 636 230 550 205 968 418 000 1 343 154
2017-2018 546 067 231 173 210 496 419 000 1 406 736
2018-2019 589 473 232 923 214 444 419 000 1 455 840
Totals 2 451 003 1 151 504 1 038 929 1 737 000 6 378 436
Table 17: Work Opportunity targets per sphere of government for the 5 year period
Financial Year Municipal Provincial National Total
2014-2015 278 382 354 924 412 213 1 045 5192015-2016 310 992 380 172 436 022 1 127 1862016-2017 347 578 382 869 612 707 1 343 1542017-2018 395 238 391 252 620 246 1 406 7362018-2019 428 875 397 778 629 187 1 455 8405 year total 1 761 065 1 906 996 2 710 375 6 378 436
22 Official 5 year target (2014-2019) for the EPWP
The Department is responsible for the coordination, monitoring and evaluation of the implementation of the EPWP across the four sectors and the three spheres of government. The Department also leads the infrastructure Sector. In performing its coordina-tion role, the Department:
i. Develops strategic policies, guidelines and direc-tives to assist public bodies on implementing the EPWP;
ii. Establishes appropriate institutional arrange-ments such as the National Coordinating Com-mittee (NCC); National Sector Coordination
Committees (NSCCs), and Provincial Steering Committees (PSCs); and
iii. Strengthens data quality through various M&E processes.
It should be noted that each public body is respon-sible for capturing the work opportunities created onto the EPWP Reporting System. However the Department is responsible for validating the infor-mation on the system and plays a secondary role in terms of reporting, that is, to consolidate the reports captured on the EPWP Reporting System.
Annual Performance Plan • 2017/18 41
7.4 ORGANISATIONAL ENVIRONMENT
Figure 9: High Level Organisational Structure of the Department
MinisterMr. T.W. Nxesi
Deputy MinisterMr. J.W. Cronin
Director GeneralMr. M. Dlabantu
Head of PMTEMr. P. Serote
DG’s Direct ReportsInternal Audits : Ms. T. TusikiGender Unit : Ms. N. Stemela
Prestige Unit : Mr. M. Sazona
Finance and Supply Chain Management
BranchMr. B.C. Mokgoro
Governance, Risk and Compliance
Branch Mr. I. Fazel
Corporate Services Branch
Mr. C. Mtshisa
Intergovernment Relations Branch
Mr. M.I.B. Matutle
EPWP BranchMr. S. Henderson
Policy Research and Regulations
BranchActing:
Ms. M. Fatyela-Lindie
Professional Services Branch
Acting: Mr. M.S. Thobakgale
Department of Public Works42
7.4.1 KEY ISSUES RELATING TO THE ORGANISA-TIONAL STRUCTURE
The Department has reviewed its organisation-al structure to ensure that it is optimally aligned to its mandate and strategy. The approval of the revised structure, in September 2016, was followed by several months of extensive inter-nal consultation as well as consultation with the Department of Public Service and Administra-tion (DPSA) and National Treasury. The revised Organisational Structure takes into consider-ation the relevant legislative and regulatory re-quirements, the operationalisation of the PMTE (which resulted in the separation of functions), building the necessary capacity and capability as well as the reduction of non-core services such as security and cleaning.
Although the revised organisational structure has been approved, it does not fully meet the requirements of the Department due to cost containment measures and repeated reductions in the compensation of employees’ budget that have been enforced by the National Treasury. Other pressures hindering full implementation of the structure is that the budget allocation is based on the previous organisational structure resulting in a skewed allocation for compensa-tion of employees’.
The approved organisational structure will be implemented in a phased approach over the MTEF. The Department has developed a Migra-tion Framework to manage the roll-out of the structure. The Framework outlines, in detail, the processes that the Department will follow to deal with issues relating to the decommissioning of the old structure and the commissioning of the new structure, matters around matching and placement of personnel, as well as capacitation through training, re-skilling and recruitment in accordance with the new structure.
7.4.2 FACTORS WITHIN THE ORGANISATIONAL ENVIRONMENT THAT HAVE INFORMED THE ANNUAL PERFORMANCE PLAN
As a result of the operationalistion of the PMTE, the Department will refocus its operating mod-el by placing greater emphasis on the transfor-mation and regulation of the Construction and Property Sectors, coordination of the EPWP as well as the oversight of concurrent functions. The Intergovernmental Relations function en-ables the Department to refine its role and give effect to improved oversight functions. It aims to
ensure that coordinated and integrated delivery of the concurrent functions is implemented with regard to determining legislative and regulatory prescripts, formulating policy, setting norms and standards, Monitoring and Evaluation and over-seeing the implementation of these responsibili-ties. Through the Professional Services function, the Department will oversee and manage the im-plementation of Professional Services Capacity Building Programmes, across all Government spheres.
The newly conceptualised Professional Services function will ensure that the Department plays a pivotal role in the supply of built environment skills to support the work of the Presidential Inte-grated Projects as overseen by the Presidential Infrastructure Coordinating Commission (PICC). Furthermore, Professional Services will maintain partnerships with relevant stakeholders such as institutions of higher learning to strengthen and facilitate the provision of built environment skills. This will enable the Department to support all Government spheres with the institutionalisation of capacity building programmes and the provi-sion of built environment skills and capacity.
The primary focus within the Department will be to capacitate the areas of Intergovernmental Re-lations, Professional Services, Governance, Risk and Compliance, Property and Construction In-dustry Policy and Research, EPWP and Prestige to improve performance and efficiencies across these functions. Since, the MTEF baseline al-location does not cater for the full capacitation of the new structure, the Department will con-tinue to implement cost containment measures to prevent any over expenditure. The following strategies will be used to remain within the MTEF baseline allocation: i. Vacancies caused by natural attrition will not
be filled (except for critical positions that can be funded within the baseline allocation);
ii. Non – renewal of fixed term contracts for non- critical functions;
iii. Management of overtime on critical areas only; and
iv. Activation of funded positions in the imple-mentation of the new structure.
The table below provides a summary of the De-partmental staff complement as at November 2016:
Annual Performance Plan • 2017/18 43
Table 18: Department of Public Works - staff establishment
Salary Level Filled posts Vacant posts Total (Filled &
Vacant)Current vacancy rate (%)
Additional to the establish ment
1 0 0 0 0 572
2 0 0 0 0 1
3 0 0 0 0 79
4 1 5 6 83,33 17
5 34 17 51 33,33 6
6 14 1 15 6,67 11
7 77 33 110 30,00 22
8 87 21 108 19,44 16
9 12 1 13 7,69 2
10 93 23 116 19,83 5
11 11 5 16 31,25 10
12 170 22 192 11,46 7
13 53 16 69 23,19 6
14 18 5 23 21,74 1
15 4 2 6 33,33 2
16 3 0 3 0,00 1
Total 577 151 728 20,74 758
The Department has a total staff establishment of 728 posts of which 577 are filled permanently, 758 are filled additionally and 151 are vacant. An integrated Human Resource Plan has been developed to respond to Government’s priorities and to align the Department’s workforce with the mission, vision, strategic goals and financial resources of the Department. The Human Resource Plan, which identifies current and future hu-man resources needs for the Department to achieve its strategic goals, is reviewed annually in line with the Department’s strategy and structure to ensure that the appropriately skilled people are able to respond to crit-ical areas in the course of delivering on the mandate of the Department. The Department exposes employees to various training interventions to close skills gaps and enhance knowledge and skills in their respective areas. These human resource development interven-tions emanate from the employees’ Personal Devel-opment Plans that are consolidated into a Workplace Skills Plan.
The Department is also implementing a structured Tal-ent Pipeline Strategy that contributes to high level Hu-man Capital Development and to the creation of a pool
of critical skills. Such skills are aimed at changing the profile of the workforce with regard to representatively as well as the size and quality of the Human Capital base required to improve the quality of life of all South Africans. The aim of the Talent Pipeline Programme is to produce professionals who will provide a sustain-able environment. Through these programmes young talent is targeted and inspired to take up careers in the Built and Property environments. Special effort is taken to provide assistance to disadvantaged students who want to further their careers. The implementation of the Talent Pipeline Strategy supports talent management for the Department and the PMTE, and, is operation-alised in the form of the Schools Programme, Bursary Scheme, Internships, Work Integrated Learning, Learn-erships, Young Professionals, Management Trainee, Ar-tisan Development and Mentorship Programmes.
Change Management as a by-product of the Turn-around Strategy, takes place in various areas across the Department. All identified Turnaround Strategy Projects are change initiatives by nature and managed through different platforms and means of communication.
Department of Public Works44
7.5 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS
The Department’s strategic planning process was largely informed by the 2030 Agenda for Sustainable Develop-ment, the National Development Plan (NDP) and Medium Term Strategic Framework (MTSF). The Sustainable Devel-opment Goals (SDGs), are a universal call to action to end poverty, protect the environment and ensure that all peo-ple enjoy peace and prosperity. Building on the Millennium Development Goals (MDGs), the 2030 Agenda aims to go further to end all forms of poverty and provides an integrat-ed approach to address a range of social needs including education, health, social protection, and job opportunities, whilst also addressing climate change and environmental protection. It brings together social, environmental and economic dimensions that are essential for sustainable development.
The NDP is the country’s Strategic Plan which articulates the desired 2030 vision of South Africa. It focuses on de-velopmental challenges in the country and adopts the out-comes-based approach to reflect on the achievement of sectors and intergovernmental implications rather than on individual departmental outputs. The NDP serves as an umbrella for the cross-cutting strategies, namely the New Growth Path (NGP), the National Infrastructure Plan (NIP), the Industrial Policy Action Plan (IPAP) and other govern-ment plans.
This vision is cascaded down into the current administration’s 2014-2019 MTSF which is viewed as the first in a series of five-year Plan-ning Cycles that will advance the goals of the NDP. The MTSF articulates Government’s com-mitment to implementing the NDP and deliver-ing on its electoral mandate as well as its consti-tutional and statutory obligations.
The Department participates in the Technical Implementation Forums that coordinate Gov-ernment’s work towards the achievement of its 14 National Outcomes. The Lead Coordinating Department for each Outcome ensures that all key delivery partners are members of the Im-plementation Forums. The Implementation Fo-rums are responsible for producing 14 Delivery Agreements, coordinating implementation, and monitoring and reporting progress against the 14 Outcomes to Cabinet Committees.
The Estimates of National Expenditure (ENE), which describes in detail the planned spending in all national government votes over three fi-nancial years, is informed by the MTSF.
Annual Performance Plan • 2017/18 45
7.5.1 DEPARTMENTAL STRATEGIC PLANNING PROCESS
The Department’s Strategic Planning Process that informs the development of the 2017/18 Annual Performance Plan is set out hereunder:
Figure 10: The Department’s Strategic Planning Process:
Recap of the Policy Statement
The Minister of Public Works provides his vision to the Executive Committee of the Department and reconfirms the current strategic direction taking into consideration the changes in both the internal and external environments.
Performance Dialogue with National Treasury and DPME
Performance dialogues held with the National Treasury and Department of Planning Monitoring and Evaluation to agree on institutional performance indicators for 2017/18
Integrated Planning Session
An Integrated Planning Session convened to review the Programme Perfor-mance Indicators (i.e. unpack dependencies, address any ommissions and ensure all Programmes are aligned to national cross cutting priorities).
Strategic Management Training
Training sessions conducted for SMS members and middle managers on Strategic Planning, Monitoring and Evaluation
Submission of the 1st Draft APP
The 1st Draft APP submitted to the National Treasury and Department of Planning, Monitoring and Evaluation
Mid Term Review and Planning Session
A Mid Term Review and Planning Session convened to reivew the six month performance, identify emerging strategic risks and identify the priorities to keep the Department moving forward
Submission of the 2nd Draft APP
The 2nd Draft APP submitted to the National Treasury and Department of Planning, Monitoring and Evaluation
Review of the APP based on mid term Cabinet Review,
SoNA, Budget Vote Speech
The APP is updated, where required, based on the outcomes of the Cabinet Lekgotla, budget confirmation from National Treasury, Budget Speech and SoNA.
Review of the final Draft APP (internal/external)
The APP is presented internally (EXCO) for final consideration. Presenta-tions are also made to the Audit Committee, Peer Review Workshop (Na-tional Treasury, DPME, DPSA) and MinTop.
APP tabled in ParliamentThe APP is tabled in Parliament within the timelines provided in the National Treasury Regulations
Development of Business Plans and Performance
Agreements
Business Plans are developed to direct the activities required for imple-mentation of the APP. Performance Agreements are signed based on the activities contained in the Business Plans.
Department of Public Works46
7.6
OV
ER
VIE
W O
F T
HE
2017 B
UD
GE
T A
ND
MT
EF E
ST
IMAT
ES
Tabl
e 19
: Exp
endi
ture
est
imat
es fo
r all
Prog
ram
mes
Pro
gra
mm
es
Aud
ited
out
com
eA
dju
sted
ap
pro
pri
atio
nM
ediu
m-t
erm
exp
end
itur
e es
tim
ate
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Ad
min
istr
atio
n 6
26 6
83
615
939
4
79 1
50
516
006
4
93 8
10
512
348
5
40 4
63
Inte
rgov
ernm
enta
l Coo
rdin
atio
n 1
8 88
0 2
6 71
9 4
4 74
7 2
8 63
9 6
0 23
0 6
5 04
0 6
9 26
3
Exp
and
ed P
ublic
Wor
ks P
rogr
amm
e 1
931
690
1
925
580
1
939
909
2
319
500
2
414
583
2
533
226
2
703
585
Pro
per
ty a
nd C
onst
ruct
ion
Ind
ustr
y P
olic
y R
egul
atio
n 3
323
744
3
268
292
3
735
387
3
552
562
3
969
871
4
287
734
4
516
174
Pre
stig
e 1
21 6
57
185
508
8
1 95
4 9
6 09
2 9
9 63
6 9
5 90
6 1
08 2
95
Tota
l 6
022
654
6
022
038
6
281
147
6
512
799
7
038
130
7
494
254
7
937
782
Eco
nom
ic c
lass
ifica
tio
n
Aud
ited
out
com
eA
dju
sted
ap
pro
pri
atio
nM
ediu
m-t
erm
exp
end
itur
e es
tim
ate
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Cur
rent
pay
men
ts2
787
252
3 02
0 11
1 80
1 89
3 90
5 08
3 96
0 36
6 98
2 24
1 1
050
170
Co
mp
ensa
tio
n o
f em
plo
yees
1 47
1 49
7 1
591
775
435
858
471
825
486
413
518
347
557
826
Sal
arie
s an
d w
ages
1 27
7 03
7 1
389
442
393
112
419
662
431
107
457
308
492
148
Soc
ial c
ontr
ibut
ions
194
460
202
333
42 7
46
52 1
63
55 3
06
61 0
39
65 6
78
Go
od
s an
d s
ervi
ces
1 31
5 75
5 1
428
327
364
462
433
258
473
953
463
894
492
344
Ad
min
istr
ativ
e fe
es69
2 47
4 1
162
1 28
2 44
4 47
0 49
6
Ad
vert
isin
g11
903
12
208
7
389
7 81
2 9
333
9 66
4 10
284
Min
or A
sset
s4
768
11 8
03
3 44
7 7
246
14 6
18
14 0
09
15 0
77
Annual Performance Plan • 2017/18 47
Eco
nom
ic c
lass
ifica
tio
n
Aud
ited
out
com
eA
dju
sted
ap
pro
pri
atio
nM
ediu
m-t
erm
exp
end
itur
e es
tim
ate
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Aud
it co
sts:
Ext
erna
l58
594
58
887
16
420
21
145
14
337
14
379
15
643
Bur
sarie
s: E
mp
loye
es1
572
292
147
2 20
3 2
313
2 44
7 2
584
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
3 53
6 2
246
1 86
6 1
618
1 82
2 1
813
1 91
3
Com
mun
icat
ion
(G&
S)
25 5
93
24 0
30
12 6
44
7 91
6 9
714
9 68
7 10
207
Com
put
er s
ervi
ces
24
764
35
906
40
200
39
573
34
577
31
014
32
324
Con
sulta
nts:
Bus
ines
s an
d a
dvi
sory
ser
vice
s 1
71 3
25
48
169
26
214
15
152
28
763
29
862
31
900
Infr
astr
uctu
re a
nd p
lann
ing
serv
ices
18
224
22
866
25
340
19
442
9 8
99
10
473
11
059
Lega
l ser
vice
s (G
&S
) 1
8 37
8 2
2 46
6 1
4 98
7 2
0 03
8 2
3 47
3 2
0 78
7 2
0 73
6
Con
trac
tors
100
737
1
18 5
80
43
599
38
337
47
470
44
359
48
025
Age
ncy
and
sup
por
t/ou
tsou
rced
ser
vice
s 1
99 1
92
254
676
9
8 89
2 1
10 0
72
127
775
1
20 7
36
129
437
Ent
erta
inm
ent
720
3
01
177
4
49
484
3
98
423
Flee
t se
rvic
es (i
nclu
din
g go
vern
men
t m
otor
tr
ansp
ort)
17
630
18
059
1 9
14
2 2
77
3 0
09
3 1
48
3 1
89
Inve
ntor
y: C
loth
ing
mat
eria
l and
acc
esso
ries
4 2
36
-
-
-
-
Inve
ntor
y: F
uel,
oil a
nd g
as 7
571
-
-
-
-
-
-
Inve
ntor
y: M
ater
ials
and
sup
plie
s 9
01
-
-
-
-
-
-
Inve
ntor
y: O
ther
sup
plie
s 9
4 -
-
-
-
-
-
Con
sum
able
sup
plie
s 1
2 00
1 1
7 07
3 2
071
7
515
2
679
2
825
2
995
Con
sum
able
s: S
tatio
nery
, prin
ting
and
offi
ce
sup
plie
s 1
0 94
4 1
1 50
2 5
482
6
504
7
907
7
729
8
167
Op
erat
ing
leas
es 2
47 5
85
228
190
3
920
2
1 50
7 2
3 99
0 2
6 05
8 2
7 61
1
Ren
tal a
nd h
iring
609
8
37
245
1
292
1
354
1
425
1
505
Pro
per
ty p
aym
ents
254
260
4
19 2
56
1 3
90
35
974
35
417
38
291
40
139
Department of Public Works48
Eco
nom
ic c
lass
ifica
tio
n
Aud
ited
out
com
eA
dju
sted
ap
pro
pri
atio
nM
ediu
m-t
erm
exp
end
itur
e es
tim
ate
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Tran
spor
t p
rovi
ded
: Dep
artm
enta
l act
ivity
-
5 3
14
-
-
Trav
el a
nd s
ubsi
sten
ce 9
5 02
1 8
5 90
9 4
3 54
3 4
9 19
2 5
2 27
6 5
0 40
5 5
3 22
9
Trai
ning
and
dev
elop
men
t 7
130
1
4 74
7 5
083
6
036
1
0 43
7 1
1 24
0 1
1 88
7
Op
erat
ing
pay
men
ts 9
091
1
0 32
6 5
295
5
205
5
624
6
026
6
525
Venu
es a
nd fa
cilit
ies
8 6
84
4 2
10
3 0
35
5 4
71
6 2
38
6 6
49
6 9
89
Inte
rest
and
ren
t o
n la
nd -
9
1
573
-
-
-
-
Inte
rest
(Inc
l. in
tere
st o
n un
itary
pay
men
ts (P
PP
)) -
9
1
573
-
-
-
-
Tran
sfer
s an
d s
ubsi
die
s 2
596
554
2
577
774
5
411
314
5
570
208
6
055
742
6
488
539
6
862
845
Pro
vinc
es a
nd m
unic
ipal
ities
1 2
21 4
45
1 2
00 2
56
1 1
39 3
99
1 4
25 6
68
1 4
72 6
15
1 5
53 3
35
1 6
63 2
69
Pro
vinc
es 6
10 1
67
605
676
5
51 7
10
761
671
7
81 1
62
823
984
8
82 2
98
Pro
vinc
ial a
genc
ies
and
fund
s 6
10 1
67
605
676
5
51 7
10
761
671
7
81 1
62
823
984
8
82 2
98
Mun
icip
aliti
es 6
11 2
78
594
580
5
87 6
89
663
997
6
91 4
53
729
351
7
80 9
71
Mun
icip
al b
ank
acco
unts
4
5
587
689
6
6
6
6
Mun
icip
al a
genc
ies
and
fund
s 6
11 2
74
594
575
-
6
63 9
91
691
447
7
29 3
45
780
965
Dep
artm
enta
l age
ncie
s an
d a
ccou
nts
802
412
8
02 4
76
3 6
53 5
19
3 5
07 3
75
3 9
22 0
86
4 2
35 8
97
4 4
61 1
10
Dep
artm
enta
l age
ncie
s (n
on-b
usin
ess
entit
ies)
802
412
8
02 4
76
3 6
53 5
19
3 5
07 3
75
3 9
22 0
86
4 2
35 8
97
4 4
61 1
10
Fore
ign
gove
rnm
ents
and
inte
rnat
iona
l or
gani
satio
ns 1
7 55
5 2
2 54
8 2
3 36
3 2
8 23
4 2
6 03
1 2
7 52
3 2
9 06
4
Pub
lic c
orp
orat
ions
and
priv
ate
ente
rpris
es 1
00 0
00
50
000
50
000
-
-
-
-
Pub
lic c
orp
orat
ions
100
000
5
0 00
0 5
0 00
0 -
-
-
-
Oth
er t
rans
fers
to
pub
lic c
orp
orat
ions
100
000
5
0 00
0 5
0 00
0 -
-
-
-
Non
-pro
fit in
stitu
tions
448
679
4
88 5
02
535
147
6
00 4
27
624
024
6
60 1
58
697
126
Hou
seho
lds
6 4
63
13
992
9 8
86
8 5
04
10
986
11
626
12
276
Annual Performance Plan • 2017/18 49
Eco
nom
ic c
lass
ifica
tio
n
Aud
ited
out
com
eA
dju
sted
ap
pro
pri
atio
nM
ediu
m-t
erm
exp
end
itur
e es
tim
ate
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Soc
ial b
enefi
ts 6
463
9
407
7
95
3 5
04
5 9
86
6 6
26
6 9
96
Oth
er t
rans
fers
to
hous
ehol
ds
-
4 5
85
9 0
91
5 0
00
5 0
00
5 0
00
5 2
80
Pay
men
ts f
or
cap
ital
ass
ets
631
060
4
20 7
14
23
537
37
508
22
022
23
474
24
765
Bui
ldin
gs a
nd o
ther
fixe
d s
truc
ture
s 5
67 3
65
315
914
-
-
-
-
-
Bui
ldin
gs 5
67 3
65
315
914
-
-
-
-
-
Mac
hine
ry a
nd e
qui
pm
ent
47
511
103
577
2
3 18
0 3
7 50
8 2
2 02
2 2
3 47
4 2
4 76
5
Tran
spor
t eq
uip
men
t 1
37
1 3
74
949
-
-
-
-
Oth
er m
achi
nery
and
eq
uip
men
t 4
7 37
4 1
02 2
03
22
231
37
508
22
022
23
474
24
765
Sof
twar
e an
d o
ther
inta
ngib
le a
sset
s 1
6 18
4 1
223
3
57
-
-
-
-
Pay
men
ts f
or
fina
ncia
l ass
ets
7 7
88
3 4
39
44
403
-
-
-
-
Tota
l eco
nom
ic c
lass
ifica
tio
n 6
022
654
6
022
038
6
281
147
6
512
799
7
038
130
7
494
254
7
937
780
Department of Public Works50
7.6.1 RELATING EXPENDITURE TRENDS TO THE STRATEGIC OUTCOME ORIENTED GOALS OF THE DEPARTMENT
Figure 11: Budget allocation per Programme
Figure 12: Summary Budget allocation per Economic Classification
5 000 000
4 500 000
4 000 000
3 500 000
3 000 000
2 500 000
2 000 000
1 500 000
1 000 000
0Administration Intergovern-
mentalExpanded
Public Works Programme
Property and Construction
Prestige Policy
2017/18
2018/19
2019/20
8 000 000
7 000 000
6 000 000
5 000 000
4 000 000
3 000 000
2 000 000
1 000 000
0
2017/18
2018/19
2019/20
Compensation of employees
Goods and services
Transfers and subsidies
Payments for capital assets
The average growth in the allocation to the Department over the MTEF period is 6.7%. The budget reduction in 2017/18 amounts to R183 million (2.5% of the baseline amount), R168 million in 2018/19 (reducing the base-line amount by 2.2%), and R163 million in 2019/20 (resulting in a 2% reduction). The bulk of the reduc-tions over the MTEF period are against transfers and subsidies. The ceiling for compensation of employees has been reduced over the MTEF period, resulting in a
reduction of R2 million in the first year, R2.2 million in second year, and R2.3 million in third year of the MTEF period.
An average of 86.4% of the total budget over the medi-um term is allocated to transfers and subsidies for the operations of the Department’s entities; this includes the Property Management Trading Entity, which per-forms the immovable asset management functions on
Annual Performance Plan • 2017/18 51
behalf of the Department of Public Works; the Con-struction Industry Development Board, which provides strategic leadership to the construction industry; and the Council for the Built Environment, which promotes and protects the interests of the public in the built en-vironment. The Department also makes transfer pay-ments in the form of conditional grants to Provinces and Municipalities for the implementation of the EPWP.
The spending focus over the medium term within the Administration Programme will be on activities di-rected at combatting fraud and corruption, improving governance processes and internal controls, integrat-ing ICT systems, and implementing change manage-ment activities, as well as on office accommodation. The bulk of the expenditure is on the compensation of employees and goods and services. During 2013/14 and 2014/15, spending on goods and services in-creased significantly due to the implementation of the Turnaround Strategy in the Department. The decrease on the goods and services in this programme from 2015/16 is linked to the phasing out of the completed Turnaround Strategy projects and funds devolving to the PMTE.
The spending focus over the medium term within the Intergovernmental Coordination Programme will be on improving cooperative governance across the three spheres of Government in partnership with relevant State entities, and ensuring integrated planning and implementation of identified public works sector prior-ities. The average growth in the allocation to the Pro-gramme over the medium term period is 30.1%, and the increase is mainly due to the operationalisation of a dedicated Professional Services function within the Department which gives effect to the mandate to build State capacity in the Built Environment Profes-sions. The Department will provide continued support and guidance to the public works sector in terms of planning and coordination of concurrent functions. The Department will also establish monitoring mechanisms to address the negative sector audit outcomes to im-prove performance in the medium term.
The EPWP continues to be a successful income-gen-erating programme which benefits the poor and the youth. Its fundamental objective is to increase employ-ment opportunities so that individuals, who cannot find work and/or have a low income, can earn an income and gain experience and skills through productive work, using of labour intensive methods. The bulk of the Programme’s budget goes towards the payment for performance based incentives to eligible Provinc-es, Municipalities and Non-Profit Organisations (NPOs) to incentivise them to increase job creation efforts in the EPWP. Over the medium term, the budget for the EPWP will increase at an average of 5%, with the bulk
of the expenditure aimed towards the transfers for the payment of performance-based incentives to eligi-ble Provinces, Municipalities and NPOs to incentivise them to increase job creation efforts in the EPWP.
The average growth in the allocation to the Property and Construction Industry Policy and Research Pro-gramme over the medium term period is 8.2%. The spending focus over the medium term will be on pro-viding strategic leadership for the regulation of the construction sector to contribute to growth and trans-formation and sound public sector immovable asset management. This will be achieved through the review of the Public Works White Papers, as well as the review of the cidb and CBE legislation. The programme’s ex-penditure decreased from R4.9 billion to R3.8 billion in 2015/16 at an average rate of 8,3%.
The spending focus over the medium term within the Prestige Policy Programme will be on developing and reviewing policies for the prestige accommodation portfolio in line with the Ministerial Handbook, improv-ing the delivery of services to Prestige clients with re-gard to the provision of both movable and immovable assets, as well as meeting the protocol responsibilities for State functions. The increased expenditure during 2013/14 and 2014/15 was due to State functions for State funerals and presidential inaugurations.
Department of Public Works52
Annual Performance Plan • 2017/18 53
PART B
PROGRAMME AND SUB-PROGRAMME
OBJECTIVES
Department of Public Works54
Programme Sub-programme
1. Administration Ministry
Management
Finance and Supply Chain Management
Corporate Services
Office Accommodation
2. Intergovernmental Coordination
Monitoring, Evaluations and Reporting
Intergovernmental Relations and Coordination
Professional Services
3. Expanded Public Works Programme (EPWP)
EPWP Monitoring and Evaluation
EPWP Infrastructure
EPWP Operations
EPWP Partnership Support
Public Employment Coordinating Commission
4. Property and Construction Industry Policy and Research
Construction Policy Development Programme
Property Policy Development Programme
Sector Research and Analysis
Property Management Trading Entity
Construction Industry Development Board
Council for the Built Environment
Independent Development Trust
Construction Education Training Authority
Assistance to Organisations for Preservation of National Memorials
5. Prestige Policy Prestige Accommodation and State Functions
Parliamentary Villages Management Board
8. PROGRAMME BUDGET STRUCTURE
Annual Performance Plan • 2017/18 55
8.1
PR
OG
RA
MM
E 1
: A
DM
INIS
TR
AT
ION
Pur
po
se o
f th
e p
rog
ram
me:
Pro
vid
e st
rate
gic
lead
ersh
ip m
anag
emen
t an
d s
upp
ort
serv
ices
to
the
Dep
artm
ent
8.1.
1 P
RO
GR
AM
ME
1: S
TR
AT
EG
IC O
BJE
CT
IVE
S A
ND
ME
DIU
M-T
ER
M T
AR
GE
TS
FO
R 2
017/
18 T
O 2
019/
20
Tabl
e 20
: Str
ateg
ic o
bjec
tives
and
med
ium
-term
targ
ets
for 2
017/
18 –
201
9/20
Stra
tegi
c Ob
ject
ive
Stra
tegi
c Pl
an
Targ
et (5
yea
r ta
rget
)
Audi
ted/
Act
ual P
erfo
rman
ceEs
timat
ed
Perf
orm
ance
20
16/1
7
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
Sub
Pro
gra
mm
e: M
anag
emen
t
1.To
imp
rove
go
vern
ance
p
roce
sses
w
ithin
the
De-
par
tmen
t an
d
PM
TE
100%
com
-p
lianc
e of
m
anag
emen
t p
ract
ices
as
per
MPA
T
50%
(2.0
) co
mp
lianc
e of
m
anag
emen
t p
ract
ices
as
per
M
PAT
46%
(1.8
) com
pli-
ance
of m
anag
e-m
ent
pra
ctic
es a
s p
er M
PAT
67.5
% (2
.7)
com
plia
nce
of
man
agem
ent
pra
ctic
es a
s p
er
MPA
T
88%
(3.5
) co
mp
lianc
e of
m
anag
emen
t p
ract
ices
as
per
MPA
T
95%
com
-p
lianc
e of
m
anag
emen
t p
ract
ices
as
per
MPA
T
100%
com
-p
lianc
e of
m
anag
emen
t p
ract
ices
as
per
MPA
T
100%
com
-p
lianc
e of
m
anag
emen
t p
ract
ices
as
per
MPA
T
2.To
com
bat
fr
aud
and
cor
-ru
ptio
n w
ithin
th
e D
epar
tmen
t an
d P
MTE
85%
red
uctio
n in
frau
d a
nd
corr
uptio
n ris
k le
vels
__
40%
(1,7
) re-
duc
tion
in fr
aud
an
d c
orru
ptio
n ris
k le
vels
65%
red
uctio
n in
frau
d a
nd
corr
uptio
n ris
k le
vels
75%
red
uctio
n in
frau
d a
nd
corr
uptio
n ris
k le
vels
80%
red
uctio
n in
frau
d a
nd
corr
uptio
n ris
k le
vels
85%
red
uctio
n in
frau
d a
nd
corr
uptio
n ris
k le
vels
Sub
Pro
gra
mm
e: F
inan
ce a
nd S
upp
ly C
hain
Man
agem
ent
3.To
pro
vid
e a
com
plia
nt
inte
rnal
con
trol
, fin
anci
al a
nd
SC
M s
ervi
ce
Cle
an a
udit
outc
ome
Imp
rove
d a
udit
outc
ome
for
2012
/13
(Qua
li-fic
atio
n)
Imp
rove
d a
udit
out-
com
e fo
r D
PW
for
2012
/13
(Unq
uali-
fied
out
com
e w
ith 4
m
atte
rs o
f em
pha
sis
and
13
mat
ters
of
non-
com
plia
nce)
Unq
ualifi
ed
aud
it ou
tcom
e fo
r 20
14/1
5 w
ith 2
neg
ativ
e em
pha
sis
of
mat
ter
Unq
ualifi
ed
aud
it ou
tcom
e fo
r 20
15/1
6 w
ith 2
neg
ativ
e em
pha
sis
of
mat
ter
Cle
an a
udit
outc
ome
for
2016
/17
Cle
an a
udit
outc
ome
for
2017
/18
Cle
an a
udit
outc
ome
for
2018
/19
Sub
Pro
gra
mm
e: C
orp
ora
te S
ervi
ces
4.To
faci
litat
e or
gani
satio
nal
tran
sfor
ma-
tion
thro
ugh
effe
ctiv
e p
erfo
rman
ce
man
agem
ent.
An
inte
grat
-ed
HR
Pla
n fo
r D
PW
and
P
MTE
dev
el-
oped
ann
ually
DP
W H
R P
lan
sub
mitt
ed t
o D
PS
A b
y 31
M
arch
201
4
DP
W H
R P
lan
sub
-m
itted
to
DP
SA
by
31 M
arch
201
5
HR
Pla
n fo
r D
PW
and
PM
TE
deve
lope
d an
d su
bmitt
ed
to D
PS
A b
y 31
Mar
ch 2
016
HR
Pla
n fo
r D
PW
and
PM
TE
deve
lope
d an
d su
bmitt
ed
to D
PS
A b
y 31
Mar
ch 2
017
HR
Pla
n fo
r D
PW
and
PM
TE
deve
lope
d an
d su
bmitt
ed
to D
PS
A b
y 31
Mar
ch 2
018
HR
Pla
n fo
r D
PW
and
PM
TE
deve
lope
d an
d su
bmitt
ed
to D
PS
A b
y 31
Mar
ch 2
019
HR
Pla
n fo
r D
PW
and
PM
TE
deve
lope
d an
d su
bmitt
ed
for
DP
SA
by
31 M
arch
202
0
Department of Public Works56
Stra
tegi
c Ob
ject
ive
Stra
tegi
c Pl
an
Targ
et (5
yea
r ta
rget
)
Audi
ted/
Act
ual P
erfo
rman
ceEs
timat
ed
Perf
orm
ance
20
16/1
7
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
5.To
pro
vid
e an
en
terp
rise
ICT
arch
itect
ure
that
sup
por
ts
all b
usin
ess
func
tions
An
inte
grat
ed
Bus
ines
s sy
s-te
m fo
r P
MTE
_B
illin
g an
d a
ccou
nt-
ing
finan
cial
sys
tem
im
ple
men
ted
Fina
ncia
l sys
-te
m in
tegr
ated
Fina
ncia
l sy
stem
imp
le-
men
ted
Pro
per
ty
Man
agem
ent
Sys
tem
s in
te-
grat
ed
Pro
per
ty,
Con
stru
ctio
n sy
stem
s an
d
Fina
nce
inte
-gr
ated
-
6.To
pro
tect
the
in
tere
sts
of t
he
Dep
artm
ent
by
pro
vid
ing
lega
l se
rvic
es
100%
of
litig
atio
n ca
ses
man
aged
with
-in
the
per
iod
st
ipul
ated
by
cour
t p
roce
-d
ures
107
(100
%)
litig
atio
n ca
ses
man
aged
with
in
the
per
iod
stip
-ul
ated
by
cour
t p
roce
dur
es
126
(100
%) l
itiga
-tio
n ca
ses
man
aged
w
ithin
the
per
iod
st
ipul
ated
by
cour
t p
roce
dur
es
129
(100
%)
litig
atio
n ca
ses
man
aged
with
in
the
per
iod
stip
-ul
ated
by
cour
t p
roce
dur
es
160
(100
%) o
f lit
igat
ion
case
s m
anag
ed w
ith-
in t
he p
erio
d
stip
ulat
ed b
y co
urt
pro
ce-
dur
es
100%
of
litig
atio
n ca
ses
man
aged
with
-in
the
per
iod
st
ipul
ated
by
cour
t p
roce
-d
ures
100%
of
litig
atio
n ca
ses
man
aged
with
-in
the
per
iod
st
ipul
ated
by
cour
t p
roce
-d
ures
100%
of
litig
atio
n ca
ses
man
aged
with
-in
the
per
iod
st
ipul
ated
by
cour
t p
roce
-d
ures
8.1.
2 P
RO
GR
AM
ME
1: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D M
ED
IUM
-TE
RM
TA
RG
ET
S F
OR
201
7/18
TO
201
9/20
Tabl
e 21
: Per
form
ance
indi
cato
rs a
nd m
ediu
m-te
rm ta
rget
s fo
r 201
7/18
– 2
019/
20
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce
2016
/17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
Sub
Pro
gra
mm
e: M
anag
emen
tS
trat
egic
Ob
ject
ive:
To
imp
rove
gov
erna
nce
pro
cess
es w
ithin
the
Dep
artm
ent
and
PM
TE1.
Cha
nge
in t
he in
dex
sc
ore
for
man
age-
men
t p
ract
ices
2 A
vera
ge s
core
fo
r m
anag
emen
t p
ract
ices
1.8
Ave
rage
sco
re
for
man
agem
ent
pra
ctic
es
2.7
Ave
rage
sco
re
for
man
agem
ent
pra
ctic
es
3.5
Ave
rage
sco
re
for
man
agem
ent
pra
ctic
es
3.8
ind
ex s
core
fo
r m
anag
emen
t p
ract
ices
4.0
ind
ex s
core
fo
r m
anag
emen
t p
ract
ices
4.0
ind
ex s
core
fo
r m
anag
emen
t p
ract
ices
Str
ateg
ic O
bje
ctiv
e: T
o co
mb
at fr
aud
and
cor
rup
tion
with
in t
he D
epar
tmen
t an
d P
MTE
2.P
erce
ntag
e of
in-
vest
igat
ions
initi
at-
ed w
ithin
30
day
s in
re
spec
t of
val
idat
ed
alle
gatio
ns
0 in
vest
igat
ions
in
itiat
ed w
ithin
30
day
s in
res
pec
t of
va
lidat
ed a
llega
-tio
ns
100%
(35)
inve
s-tig
atio
ns in
itiat
ed
with
in 3
0 d
ays
in
resp
ect
of v
alid
at-
ed a
llega
tions
100%
(50)
inve
s-tig
atio
ns in
itiat
ed
with
in 3
0 d
ays
in
resp
ect
of v
alid
at-
ed a
llega
tions
100%
(24)
23 in
ves-
tigat
ions
initi
ated
w
ithin
30
day
s in
re
spec
t of
val
idat
-ed
alle
gatio
ns
100%
inve
sti-
gatio
ns in
itiat
ed
with
in 3
0 d
ays
in
resp
ect
of v
alid
at-
ed a
llega
tions
100%
inve
sti-
gatio
ns in
itiat
ed
with
in 3
0 d
ays
in
resp
ect
of v
ali-
dat
ed a
llega
tions
100%
inve
sti-
gatio
ns in
itiat
ed
with
in 3
0 d
ays
in
resp
ect
of v
ali-
dat
ed a
llega
tions
3.N
umb
er o
f int
erve
n-tio
ns r
ecom
men
ded
re
sulti
ng fr
om fr
aud
ris
k m
anag
emen
t
__
_4
inte
rven
tions
re
com
men
ded
for
miti
gatio
n of
frau
d
risks
with
in D
PW
an
d P
MTE
4 in
terv
entio
ns
reco
mm
end
ed fo
r m
itiga
tion
of fr
aud
ris
ks w
ithin
DP
W
and
PM
TE
4 in
terv
entio
ns
reco
mm
end
ed
for
miti
gatio
n of
fr
aud
ris
ks w
ithin
D
PW
and
PM
TE
4 in
terv
entio
ns
reco
mm
end
ed
for
miti
gatio
n of
fr
aud
ris
ks w
ithin
D
PW
and
PM
TE
23
24
Inve
stig
atio
ns in
itiat
ed w
ithin
30
days
as
at 3
1 D
ecem
ber
2016
Annual Performance Plan • 2017/18 57
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce
2016
/17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
Sub
Pro
gra
mm
e: F
inan
ce a
nd S
upp
ly C
hain
Man
agem
ent
Str
ateg
ic O
bje
ctiv
e: T
o p
rovi
de
a co
mp
liant
inte
rnal
con
trol
, fina
ncia
l and
sup
ply
cha
in m
anag
emen
t se
rvic
e4.
Per
cent
age
chan
ge
in t
he ir
regu
lar
exp
end
iture
bas
e-lin
e
R58
3 m
illio
n (c
umul
ativ
e si
nce
2009
)
R40
0 m
illio
n (c
umul
ativ
e si
nce
2009
)
44%
(R25
4 m
il-lio
n) r
educ
tion
of
irreg
ular
exp
end
i-tu
re b
asel
ine
40%
(R14
6 m
il-lio
n) r
educ
tion
of
irreg
ular
exp
end
i-tu
re b
asel
ine
80%
red
uctio
n of
th
e irr
egul
ar e
x-p
end
iture
bas
elin
e
100%
red
uctio
n of
the
irre
gula
r ex
pen
ditu
re
bas
elin
e
100%
red
uctio
n of
the
irre
gula
r ex
pen
ditu
re
bas
elin
e5.
Per
cent
age
of
com
plia
nt in
voic
es
sett
led
with
in 3
0 d
ays
75%
(80
384)
co
mp
liant
invo
ic-
es s
ettle
d w
ithin
21
day
s fo
r D
PW
89%
(60
522)
co
mp
liant
invo
ic-
es s
ettle
d w
ithin
30
day
s fo
r D
PW
75%
(20
209)
co
mp
liant
invo
ic-
es s
ettle
d w
ithin
30
day
s
100%
(22
700)
co
mp
liant
invo
ic-
es s
ettle
d w
ithin
30
day
s
100%
com
plia
nt
invo
ices
set
tled
w
ithin
30
day
s
100%
com
plia
nt
invo
ices
set
tled
w
ithin
30
day
s
100%
com
plia
nt
invo
ices
set
tled
w
ithin
30
day
s
6.P
erce
ntag
e of
bid
s aw
ard
ed w
ithin
56
wor
king
day
s of
cl
osur
e of
ten
der
ad
vert
isem
ent
89 b
ids
awar
ded
in
201
2/13
for
DP
W
119
bid
s aw
ard
ed
in 2
013/
14 fo
r D
PW
78%
(20
out
of
25 b
ids)
of b
ids
awar
ded
with
in 5
6 d
ays
for
DP
W
31%
(5 o
ut o
f 16)
of
bid
s aw
ard
ed
with
in 5
6 w
orki
ng
day
s of
clo
sure
of
tend
er a
dve
rtis
e-m
ent
65%
of b
ids
awar
ded
with
in 5
6 w
orki
ng d
ays
of
clos
ure
of t
end
er
adve
rtis
emen
t
70%
of b
ids
awar
ded
with
in
56 w
orki
ng d
ays
of c
losu
re o
f te
nder
ad
vert
ise-
men
t
75%
of b
ids
awar
ded
with
in
56 w
orki
ng d
ays
of c
losu
re o
f te
nder
ad
vert
ise-
men
t7.
Per
cent
age
of
quo
tatio
ns a
war
ded
w
ithin
30
day
s fr
om
req
uisi
tion
dat
e
741
Quo
tatio
ns
awar
ded
in
2013
/14
for
DP
W
873
Quo
tatio
ns
awar
ded
in
2014
/15
for
DP
W
58%
(268
out
of
455
quo
tatio
ns)
awar
ded
with
in 1
4 d
ays
for
DP
W
79%
(122
out
of
155)
of q
uota
tions
aw
ard
ed w
ithin
30
day
s fr
om r
equi
si-
tion
dat
e
88%
of q
uota
-tio
ns a
war
ded
w
ithin
30
day
s fr
om r
equi
sitio
n d
ate
90%
of q
uota
-tio
ns a
war
ded
w
ithin
30
day
s fr
om r
equi
sitio
n d
ate
92%
of q
uota
-tio
ns a
war
ded
w
ithin
30
day
s fr
om r
equi
sitio
n d
ate
Sub
Pro
gra
mm
e: C
orp
ora
te S
ervi
ces
Str
ateg
ic O
bje
ctiv
e: T
o fa
cilit
ate
orga
nisa
tiona
l tra
nsfo
rmat
ion
thro
ugh
effe
ctiv
e p
erfo
rman
ce m
anag
emen
t.8.
Per
cent
age
of
fund
ed p
riorit
ised
va
canc
ies
fille
d
as p
er a
pp
rove
d
recr
uitm
ent
pla
n
565
pos
ition
s fil
led
1 62
6 p
ositi
ons
fille
d10
0% fu
nded
pri-
oriti
sed
vac
anci
es
fille
d (6
03 a
p-
poi
ntm
ents
mad
e,
107
pro
mot
ions
)
52%
(129
of 2
50)
fund
ed p
riorit
ised
va
canc
ies
fille
d
with
in 4
mon
ths
from
the
dat
e of
ad
vert
isem
ent
100%
fund
ed
prio
ritis
ed v
acan
-ci
es fi
lled
with
in 6
m
onth
s fr
om t
he
dat
e of
ad
vert
ise-
men
t
100%
fund
ed
prio
ritis
ed v
acan
-ci
es fi
lled
with
in 6
m
onth
s fr
om t
he
dat
e of
ad
vert
ise-
men
t
100%
fund
ed
prio
ritis
ed v
acan
-ci
es fi
lled
with
in 6
m
onth
s fr
om t
he
dat
e of
ad
vert
ise-
men
t
Str
ateg
ic O
bje
ctiv
e: T
o p
rovi
de
an e
nter
pris
e IC
T ar
chite
ctur
e to
sup
por
t al
l bus
ines
s fu
nctio
ns9.
Num
ber
of p
rop
erty
m
anag
emen
t m
od-
ules
imp
lem
ente
d
__
Pro
cure
men
t of
a
Pro
per
ty M
anag
e-m
ent
Sys
tem
2 m
odul
es im
ple
-m
ente
d fo
r P
MTE
(A
sset
Reg
iste
r an
d L
ease
)
1 m
odul
e im
ple
-m
ente
d fo
r P
MTE
(In
fras
truc
ture
M
anag
emen
t)
__
23
24
Inve
stig
atio
ns in
itiat
ed w
ithin
30
days
as
at 3
1 D
ecem
ber
2016
Department of Public Works58
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce
2016
/17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
10.
ER
P s
yste
m d
evel
-op
ed fo
r th
e p
ublic
w
orks
sec
tor
--
-A
sses
smen
t of
cur
rent
ER
P
acro
ss t
he s
ecto
r
Sp
ecifi
catio
n of
th
e ne
w E
RP
sys
-te
m d
evel
oped
Pha
sed
imp
le-
men
ted
on
the
ER
P s
yste
m fo
r th
e se
ctor
Str
ateg
ic O
bje
ctiv
e: T
o p
rote
ct t
he in
tere
sts
of t
he D
epar
tmen
t b
y p
rovi
din
g le
gal s
ervi
ces
11.
Per
cent
age
of
rep
orte
d fr
aud
and
co
rrup
tion
mis
con-
duc
t ca
ses
sub
ject
-ed
to
dis
cip
linar
y p
roce
sses
1 fr
aud
and
co
rrup
tion
mis
-co
nduc
t ca
ses
final
ised
3 fr
aud
and
co
rrup
tion
mis
-co
nduc
t ca
ses
final
ised
100%
(7) f
raud
an
d c
orru
ptio
n m
isco
nduc
t ca
ses
sub
ject
ed
to d
isci
plin
ary
pro
cess
es
100%
(7) r
epor
ted
fr
aud
and
cor
rup
-tio
n m
isco
nduc
t ca
ses
sub
ject
ed
to d
isci
plin
ary
pro
cess
es
100%
rep
orte
d
frau
d a
nd c
orru
p-
tion
mis
cond
uct
case
s su
bje
cted
to
dis
cip
linar
y p
roce
sses
100%
rep
orte
d
frau
d a
nd c
orru
p-
tion
mis
cond
uct
case
s su
bje
cted
to
dis
cip
linar
y p
roce
sses
100%
rep
orte
d
frau
d a
nd c
orru
p-
tion
mis
cond
uct
case
s su
bje
cted
to
dis
cip
linar
y p
roce
sses
12.
Per
cent
age
of
def
ault
jud
gmen
ts
agai
nst
the
Dep
art-
men
t p
reve
nted
86%
(13)
Def
ault
Jud
gem
ents
pre
-ve
nted
98%
(2) D
efau
lt Ju
dge
men
ts p
re-
vent
ed
99%
(1) d
efau
lt ju
dge
men
ts p
re-
vent
ed
100%
(0) d
efau
lt ju
dgm
ents
aga
inst
th
e D
epar
tmen
t p
reve
nted
100%
def
ault
jud
gmen
ts a
gain
st
the
Dep
artm
ent
pre
vent
ed
100%
def
ault
jud
gmen
ts
agai
nst
the
De-
par
tmen
t p
re-
vent
ed
100%
def
ault
jud
gmen
ts
agai
nst
the
De-
par
tmen
t p
re-
vent
ed
Annual Performance Plan • 2017/18 59
8.1.
3 P
RO
GR
AM
ME
1: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D Q
UA
RT
ER
LY T
AR
GE
TS
FO
R 2
017/
18
Tabl
e 22
: Per
form
ance
indi
cato
rs a
nd q
uart
erly
targ
ets
for 2
017/
18
Perf
orm
ance
Indi
cato
rRe
port
ing
perio
dAn
nual
Tar
get 2
017/
18Qu
arte
rly T
arge
ts
1st2nd
3rd4th
Sub
Pro
gra
mm
e: M
anag
emen
t
1.C
hang
e in
the
ind
ex
scor
e fo
r m
anag
e-m
ent
pra
ctic
es
Qua
rter
ly3.
8 in
dex
sco
re fo
r m
anag
emen
t p
ract
ices
--
3.8
ind
ex s
core
for
man
agem
ent
pra
ctic
es-
2.P
erce
ntag
e of
in-
vest
igat
ion
initi
ated
w
ithin
30
day
s in
re
spec
t of
val
idat
ed
alle
gatio
ns
Qua
rter
ly10
0% In
vest
igat
ions
in
itiat
ed w
ithin
30
day
s in
res
pec
t of
val
idat
ed
alle
gatio
ns
100%
Inve
stig
atio
ns
initi
ated
with
in 3
0 d
ays
in r
esp
ect
of v
alid
ated
al
lega
tions
100%
Inve
stig
atio
ns
initi
ated
with
in 3
0 d
ays
in r
esp
ect
of v
alid
ated
al
lega
tions
100%
Inve
stig
atio
ns
initi
ated
with
in 3
0 d
ays
in r
esp
ect
of v
alid
ated
al
lega
tions
100%
Inve
stig
atio
ns
initi
ated
with
in 3
0 d
ays
in r
esp
ect
of v
alid
ated
al
lega
tions
3.N
umb
er o
f int
erve
n-tio
ns r
ecom
men
ded
re
sulti
ng fr
om fr
aud
ris
k m
anag
emen
t
Bi-
annu
ally
4 in
terv
entio
ns r
ecom
-m
end
ed fo
r m
itiga
tion
of fr
aud
ris
k w
ithin
D
PW
and
PM
TE
-2
inte
rven
tions
rec
om-
men
ded
for
miti
gatio
n of
frau
d r
isk
with
in
DP
W a
nd P
MTE
-2
inte
rven
tions
rec
om-
men
ded
for
miti
gatio
n of
frau
d r
isk
with
in
DP
W a
nd P
MTE
Sub
Pro
gra
mm
e: F
inan
ce a
nd S
upp
ly C
hain
Man
agem
ent
4.P
erce
ntag
e ch
ange
in
the
irreg
ular
exp
end
i-tu
re b
asel
ine
Qua
rter
ly80
% r
educ
tion
of t
he
irreg
ular
exp
end
iture
b
asel
ine
--
-80
% r
educ
tion
of t
he
irreg
ular
exp
end
iture
b
asel
ine
5.P
erce
ntag
e of
com
-p
liant
invo
ices
pai
d
with
in 3
0 d
ays
Qua
rter
ly10
0% c
omp
liant
in
voic
es p
aid
with
in 3
0 d
ays
100%
com
plia
nt
invo
ices
pai
d w
ithin
30
day
s
100%
com
plia
nt
invo
ices
pai
d w
ithin
30
day
s
100%
com
plia
nt
invo
ices
pai
d w
ithin
30
day
s
100%
com
plia
nt
invo
ices
pai
d w
ithin
30
day
s6.
Per
cent
age
of b
ids
awar
ded
with
in p
re-
scrib
ed t
imef
ram
es
Qua
rter
ly65
% o
f bid
s aw
ard
ed
with
in 5
6 w
orki
ng d
ays
of c
losu
re o
f ten
der
ad
vert
isem
ent
65%
of b
ids
awar
ded
w
ithin
56
wor
king
day
s of
clo
sure
of t
end
er
adve
rtis
emen
t
65%
of b
ids
awar
ded
w
ithin
56
wor
king
day
s of
clo
sure
of t
end
er
adve
rtis
emen
t
65%
of b
ids
awar
ded
w
ithin
56
wor
king
day
s of
clo
sure
of t
end
er
adve
rtis
emen
t
65%
of b
ids
awar
ded
w
ithin
56
wor
king
day
s of
clo
sure
of t
end
er
adve
rtis
emen
t7.
Per
cent
age
of q
uota
-tio
ns a
war
ded
with
in
agre
ed t
imef
ram
es
Qua
rter
ly88
% o
f quo
tatio
ns
awar
ded
with
in 3
0 d
ays
from
req
uisi
tion
dat
e
88%
of q
uota
tions
aw
ard
ed w
ithin
30
day
s fr
om r
equi
sitio
n d
ate
88%
of q
uota
tions
aw
ard
ed w
ithin
30
day
s fr
om r
equi
sitio
n d
ate
88%
of q
uota
tions
aw
ard
ed w
ithin
30
day
s fr
om r
equi
sitio
n d
ate
88%
of q
uota
tions
aw
ard
ed w
ithin
30
day
s fr
om r
equi
sitio
n d
ate
Department of Public Works60
Perf
orm
ance
Indi
cato
rRe
port
ing
perio
dAn
nual
Tar
get 2
017/
18Qu
arte
rly T
arge
ts
1st2nd
3rd4th
Sub
Pro
gra
mm
e: C
orp
ora
te S
ervi
ces
8.P
erce
ntag
e of
fund
ed
prio
ritis
ed v
acan
cies
fil
led
as
per
rec
ruit-
men
t p
lan
Qua
rter
ly
100%
fund
ed p
riori-
tised
vac
anci
es fi
lled
w
ithin
6 m
onth
s fr
om
the
dat
e of
ad
vert
ise-
men
t
-10
0% fu
nded
prio
ri-tis
ed v
acan
cies
fille
d
with
in 6
mon
ths
from
th
e d
ate
of a
dve
rtis
e-m
ent
100%
fund
ed p
riori-
tised
vac
anci
es fi
lled
w
ithin
6 m
onth
s fr
om
the
dat
e of
ad
vert
ise-
men
t
100%
fund
ed p
riori-
tised
vac
anci
es fi
lled
w
ithin
6 m
onth
s fr
om
the
dat
e of
ad
vert
ise-
men
t 9.
Num
ber
of p
rop
erty
m
anag
emen
t m
od-
ules
imp
lem
ente
d
Qua
rter
ly1
mod
ule
imp
lem
ente
d
for
PM
TE (I
nfra
stru
c-tu
re M
anag
emen
t)
1 m
odul
es im
ple
men
t-ed
at
HO
1 m
odul
es im
ple
-m
ente
d a
t 4
Reg
iona
l O
ffice
s
1 m
odul
es im
ple
-m
ente
d a
t 3
Reg
iona
l O
ffice
s
1 m
odul
es im
ple
-m
ente
d a
t 4
Reg
iona
l O
ffice
s10
.E
RP
sys
tem
dev
el-
oped
for
the
pub
lic
wor
ks s
ecto
r
Qua
rter
ly
(cum
ulat
ive)
Ass
essm
ent
of c
urre
nt
ER
P a
cros
s th
e se
ctor
Ass
essm
ent
of c
urre
nt
ER
Ps
in 3
pro
vinc
esA
sses
smen
t of
cur
rent
E
RP
s in
6 p
rovi
nces
Ass
essm
ent
of c
urre
nt
ER
Ps
in 9
pro
vinc
esC
onso
lidat
ed s
ecto
r re
por
t on
the
ER
P fo
r al
l 9 p
rovi
nces
11.
Per
cent
age
of r
epor
t-ed
frau
d a
nd c
or-
rup
tion
mis
cond
uct
case
s su
bje
cted
to
dis
cip
linar
y p
roce
ss-
es
Qua
rter
ly10
0% r
epor
ted
frau
d
and
cor
rup
tion
mis
-co
nduc
t ca
ses
sub
-je
cted
to
dis
cip
linar
y p
roce
sses
100%
rep
orte
d fr
aud
an
d c
orru
ptio
n m
is-
cond
uct
case
s su
b-
ject
ed t
o d
isci
plin
ary
pro
cess
es
100%
rep
orte
d fr
aud
an
d c
orru
ptio
n m
is-
cond
uct
case
s su
b-
ject
ed t
o d
isci
plin
ary
pro
cess
es
100%
rep
orte
d fr
aud
an
d c
orru
ptio
n m
is-
cond
uct
case
s su
b-
ject
ed t
o d
isci
plin
ary
pro
cess
es
100%
rep
orte
d fr
aud
an
d c
orru
ptio
n m
is-
cond
uct
case
s su
b-
ject
ed t
o d
isci
plin
ary
pro
cess
es
12.
Per
cent
age
of d
efau
lt ju
dgm
ents
aga
inst
th
e D
epar
tmen
t p
re-
vent
ed
Qua
rter
ly10
0% d
efau
lt ju
dg-
men
ts a
gain
st t
he
Dep
artm
ent
pre
vent
ed
100%
def
ault
jud
g-m
ents
aga
inst
the
D
epar
tmen
t p
reve
nted
100%
def
ault
jud
g-m
ents
aga
inst
the
D
epar
tmen
t p
reve
nted
100%
def
ault
jud
g-m
ents
aga
inst
the
D
epar
tmen
t p
reve
nted
100%
def
ault
jud
g-m
ents
aga
inst
the
D
epar
tmen
t p
reve
nted
Annual Performance Plan • 2017/18 61
8.1.
4 R
EC
ON
CIL
ING
PE
RFO
RM
AN
CE
TA
RG
ET
S W
ITH
TH
E B
UD
GE
T A
ND
MT
EF
Tabl
e 23
: Exp
endi
ture
est
imat
es fo
r Pro
gram
me
1: A
dmin
istr
atio
n
Prog
ram
mes
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-T
erm
Tar
gets
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Min
istr
y 1
9 51
2 2
3 43
5 2
5 26
5 3
1 15
5 3
7 18
1 3
9 71
9 4
2 28
2 M
anag
emen
t 8
8 81
2 1
03 7
52
114
739
9
0 47
2 1
02 5
51
106
457
1
13 9
00
Cor
por
ate
Ser
vice
s 2
48 3
55
281
617
2
71 6
94
275
715
2
38 3
48
247
463
2
58 0
26
Fina
nce
and
Sup
ply
Cha
in M
anag
emen
t 2
70 0
04
207
135
6
7 45
2 6
9 26
4 6
2 58
2 6
4 21
7 6
8 98
7 O
ffice
Acc
omm
odat
ion
-
-
-
49
400
53
148
54
492
57
268
Tota
l 6
26 6
83
615
939
4
79 1
50
516
006
4
93 8
10
512
348
5
40 4
63
Econ
omic
cla
ssifi
catio
n
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Cur
rent
pay
men
ts 5
96 0
09
545
965
4
27 4
17
486
029
4
80 1
61
494
881
5
26 6
58
Com
pen
satio
n of
em
plo
yees
217
673
2
04 3
12
251
731
2
54 2
47
250
032
2
69 7
59
290
316
S
alar
ies
and
wag
es 1
92 7
42
184
597
2
29 0
33
226
910
2
20 9
89
238
534
2
56 7
12
Soc
ial c
ontr
ibut
ions
24
931
19
715
22
698
27
337
29
043
31
225
33
604
Goo
ds
and
ser
vice
s 3
78 3
36
341
653
1
74 4
48
231
782
2
30 1
29
225
122
2
36 3
42
Ad
min
istr
ativ
e fe
es 6
32
461
1
162
1
282
4
44
470
4
96
Ad
vert
isin
g 2
218
2
103
3
904
2
308
3
155
3
084
3
331
M
inor
Ass
ets
272
5
25
597
6
55
707
7
48
789
A
udit
cost
s: E
xter
nal
20
127
58
887
16
420
21
145
14
337
14
379
15
643
Bur
sarie
s: E
mp
loye
es 1
570
2
92
147
2
203
2
313
2
447
2
584
C
ater
ing:
Dep
artm
enta
l act
iviti
es 1
317
1
036
9
80
1 2
00
1 3
79
1 3
46
1 4
21
Com
mun
icat
ion
(G&
S)
8 6
95
5 2
23
10
993
5 6
09
7 1
12
6 7
22
7 0
53
Com
put
er s
ervi
ces
23
875
35
266
39
860
39
069
34
049
30
456
31
735
Con
sulta
nts:
Bus
ines
s an
d a
dvi
sory
ser
-vi
ces
48
484
24
049
18
785
8 0
51
7 4
33
6 8
26
7 5
71
Lega
l ser
vice
s (G
&S
) 1
8 29
7 2
2 46
6 1
4 98
7 2
0 03
8 2
3 47
3 2
0 78
7 2
0 73
6 C
ontr
acto
rs 2
0 23
8 4
770
4
770
3
681
1
0 22
9 8
831
9
339
A
genc
y an
d s
upp
ort/
outs
ourc
ed s
ervi
ces
165
775
1
42 8
82
23
503
24
639
16
332
14
765
15
357
Department of Public Works62
Econ
omic
cla
ssifi
catio
n
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Ent
erta
inm
ent
397
1
25
107
2
09
234
1
33
144
Fl
eet
serv
ices
(inc
lud
ing
gove
rnm
ent
mot
or
tran
spor
t) 1
758
1
576
1
425
1
852
2
567
2
678
2
694
Inve
ntor
y: F
uel,
oil a
nd g
as 3
-
-
-
-
-
Inve
ntor
y: L
earn
er a
nd t
each
er s
upp
ort
mat
eria
l -
-
-
-
-
-
Inve
ntor
y: M
ater
ials
and
sup
plie
s 5
-
-
-
-
-
Inve
ntor
y: O
ther
sup
plie
s -
-
-
-
-
-
Con
sum
able
sup
plie
s 4
5 1
013
1
300
1
196
1
261
1
326
1
411
C
onsu
mab
les:
Sta
tione
ry, p
rintin
g an
d
offic
e su
pp
lies
4 3
65
3 2
71
3 1
44
3 6
77
3 8
89
4 2
56
4 4
90
Op
erat
ing
leas
es 3
0 69
2 2
887
2
733
2
0 53
6 2
3 17
7 2
5 05
7 2
6 47
0 R
enta
l and
hiri
ng 5
9 4
65
4
512
5
37
563
5
95
Pro
per
ty p
aym
ents
2 3
70
3 0
96
1 3
90
35
619
35
042
37
897
39
723
Trav
el a
nd s
ubsi
sten
ce16
642
18
079
20
856
2
7 38
0 2
7 17
4 2
6 08
1 2
7 54
2 Tr
aini
ng a
nd d
evel
opm
ent
3 94
8 9
440
4 61
0 5
835
9
248
9
975
1
0 53
1 O
per
atin
g p
aym
ents
3 51
8 2
300
1 72
2 2
630
2
828
2
843
3
075
Ve
nues
and
faci
litie
s3
034
1 44
1 1
049
2 4
56
3 2
09
3 4
52
3 6
12
Inte
rest
and
ren
t on
land
-
-
1 23
8 -
-
-
-
In
tere
st (I
ncl.
inte
rest
on
unita
ry p
aym
ents
(P
PP
)) -
-
1
238
-
-
-
-
Tran
sfer
s an
d s
ubsi
die
s85
6 5
196
9 60
8 7
650
5
264
5
882
6
230
P
rovi
nces
and
mun
icip
aliti
es 2
3
4
6
6
6
6
M
unic
ipal
ities
2
3
4
6
6
6
6
Mun
icip
al b
ank
acco
unts
2
3
4
6
6
6
6
Hou
seho
lds
854
5 19
3 9
604
7 6
44
5 2
58
5 8
76
6 2
24
Soc
ial b
enefi
ts85
4 6
08
513
2
644
5
258
5
876
6
224
O
ther
tra
nsfe
rs t
o ho
useh
old
s-
4 58
5 9
091
5 0
00
P
aym
ents
fo
r ca
pit
al a
sset
s22
030
64
657
10
045
2
2 32
7 8
385
1
1 58
5 7
575
M
achi
nery
and
eq
uip
men
t5
978
63 4
69
9 68
8 2
2 32
7 8
385
1
1 58
5 7
575
Tr
ansp
ort
equi
pm
ent
-
1 37
4 9
18
-
-
-
-
Oth
er m
achi
nery
and
eq
uip
men
t5
978
62 0
95
8 77
0 2
2 32
7 8
385
1
1 58
5 7
575
S
oftw
are
and
oth
er in
tang
ible
ass
ets
16 0
52
1 18
8 3
57
-
-
-
-
Pay
men
ts f
or
fina
ncia
l ass
ets
7 78
8 1
21
32 0
80
-
-
-
-
Tota
l62
6 68
3 61
5 93
9 47
9 15
0 51
6 00
6 49
3 81
0 51
2 34
8 54
0 46
3
Annual Performance Plan • 2017/18 63
8.1.
5 P
ER
FOR
MA
NC
E A
ND
EX
PE
ND
ITU
RE
TR
EN
DS
FO
R P
RO
GR
AM
ME
1
The
spen
din
g fo
cus
over
the
med
ium
-ter
m w
ill b
e on
act
iviti
es d
irect
ed a
t fig
htin
g fr
aud
and
cor
rup
tion,
imp
rovi
ng g
over
nanc
e p
roce
sses
and
inte
rnal
con
trol
s,
inte
grat
ion
of IT
sys
tem
s, im
ple
men
tatio
n of
cha
nge
man
agem
ent
activ
ities
as
wel
l as
offic
e ac
com
mod
atio
n. T
he b
ulk
of t
his
exp
end
iture
is o
n co
mp
ensa
tion
of
emp
loye
es a
nd g
ood
s an
d s
ervi
ces.
Ove
r th
e m
ediu
m t
erm
, the
exp
end
iture
on
tran
sfer
s an
d s
ubsi
die
s is
pro
ject
ed t
o in
crea
se a
t an
ave
rage
rat
e of
1.5
per
cen
t, a
nd t
his
is d
ue t
o d
ecre
ased
bud
get
for
com
pen
satio
n of
em
plo
yees
, go
ods
and
ser
vice
s, p
aym
ents
for
cap
ital a
sset
s as
wel
l as
rep
riorit
isat
ion
of f
und
s to
Pro
gram
me
2 fo
r th
e op
erat
iona
lizat
ion
of
the
Pro
fess
iona
l Ser
vice
s fu
nctio
n.
Dur
ing
2013
/14
and
201
4/15
, sp
end
ing
on g
ood
s an
d s
ervi
ces
incr
ease
d s
igni
fican
tly d
ue t
o th
e im
ple
men
tatio
n of
the
Tur
naro
und
Str
ateg
y in
the
Dep
artm
ent.
Th
e d
ecre
ase
on t
he g
ood
s an
d s
ervi
ces
in t
his
pro
gram
me
from
201
5/16
is li
nked
to
the
com
ple
ted
Tur
naro
und
pro
ject
s an
d f
und
s d
evol
ved
to
the
PM
TE. D
urin
g 20
16/1
7 go
ods
and
ser
vice
s in
crea
sed
due
to
oper
atin
g le
ase
and
pro
per
ty m
anag
emen
t co
sts
asso
ciat
ed w
ith t
he D
epar
tmen
t’s p
rop
erty
por
tfol
io.
8.2
Pro
gra
mm
e 2
: In
terg
ove
rnm
enta
l C
oord
inati
on
Pur
po
se o
f the
pro
gra
mm
e: P
rovi
de
soun
d s
ecto
ral i
nter
gove
rnm
enta
l rel
atio
ns a
nd s
trat
egic
par
tner
ship
s. C
oord
inat
e w
ith P
rovi
nces
on
imm
ovab
le a
sset
regi
ster
, co
nstr
uctio
n an
d p
rop
erty
man
agem
ent,
the
imp
lem
enta
tion
of G
over
nmen
t Im
mov
able
Ass
et M
anag
emen
t Act
(200
7).a
nd th
e re
por
ting
on p
erfo
rman
ce in
form
atio
n w
ithin
the
pub
lic w
orks
sec
tor
8.2.
1 P
RO
GR
AM
ME
2: S
TR
AT
EG
IC O
BJE
CT
IVE
S A
ND
ME
DIU
M-T
ER
M T
AR
GE
TS
FO
R 2
017/
18 T
O 2
019/
20
Tabl
e 24
: Str
ateg
ic o
bjec
tive
and
med
ium
term
targ
ets
for 2
017/
18 –
201
9/20
Stra
tegi
c Ob
ject
ive
Stra
tegi
c Pl
an
Targ
et (5
yea
r ta
rget
)
Audi
ted/
Act
ual P
erfo
rman
ceEs
timat
ed
Perf
orm
ance
20
16/1
7
Med
ium
-Ter
m T
arge
ts
2013
/201
420
14/1
520
15/1
620
17/1
820
18/1
920
19/2
0
1.To
ens
ure
inte
-gr
ated
pla
nnin
g an
d c
oord
inat
ion
of c
oncu
rren
t fu
nctio
ns
5 In
terv
entio
ns
intr
oduc
ed t
o im
pro
ve p
erfo
r-m
ance
of t
he
sect
or
_In
tegr
ated
pla
n-ni
ng p
roce
ss
intr
oduc
ed fo
r th
e se
ctor
.
Inte
rgov
ern-
men
tal P
rop
erty
R
ates
and
Tax
es
Tech
nica
l Min
Mec
su
b-c
omm
ittee
es
tab
lishe
d
PIC
C 1
20 d
ays
focu
ssed
pro
j-ec
t in
trod
uced
fo
r th
e se
ctor
.
Gre
en b
uild
ing
pla
n d
evel
oped
fo
r th
e p
ublic
w
orks
sec
tor
Pro
gram
me
sup
por
t p
rovi
d-
ed t
o im
pro
ve
GIA
MA
imp
le-
men
tatio
n
Sec
tor
guid
elin
es
for
the
Nat
iona
l In
fras
truc
ture
M
aint
enan
ce
Str
ateg
y (N
IMS
) d
evel
oped
for
the
sect
or
Sec
tor
guid
e-lin
es fo
r th
e re
dev
elop
men
t of
the
sm
all h
ar-
bou
rs d
evel
oped
fo
r th
e se
ctor
-
2.To
res
tore
the
sk
ills
pip
elin
e in
th
e b
uilt
envi
ron-
men
t
Bui
lt E
nviro
n-m
ent
Sec
tor
Pla
n d
evel
oped
(w
ith a
gree
d t
ar-
gets
on
criti
cal
skill
s)
--
--
Agr
eem
ent
bet
wee
n S
tate
an
d N
on S
tate
st
akeh
old
ers
in
the
iden
tified
p
rofe
ssio
ns
Fund
ing
mod
el
app
rove
d fo
r th
e B
uilt
Env
i-ro
nmen
t S
ecto
r P
lan
Bui
lt E
nviro
n-m
ent
Sec
tor
Pla
n ap
pro
ved
(M
inis
ter)
Department of Public Works64
Stra
tegi
c Ob
ject
ive
Stra
tegi
c Pl
an
Targ
et (5
yea
r ta
rget
)
Audi
ted/
Act
ual P
erfo
rman
ceEs
timat
ed
Perf
orm
ance
20
16/1
7
Med
ium
-Ter
m T
arge
ts
2013
/201
420
14/1
520
15/1
620
17/1
820
18/1
920
19/2
0
3.To
intr
oduc
e A
s-se
t M
anag
emen
t To
ols
that
ena
ble
es
tab
lishm
ent
of in
stitu
tiona
l ca
pac
ity t
o m
an-
age
the
pub
lic
infr
astr
uctu
re
pro
gram
me(
s)
Inst
itutio
nal c
a-p
acity
ser
vice
s es
tab
lishe
d
in a
cqui
sitio
n,
oper
atio
ns a
nd
imp
lem
enta
tion
in t
he G
IAM
A
func
tion
pha
ses
--
--
Inst
itutio
nal
cap
acity
es-
tab
lishe
d in
the
ac
qui
sitio
n p
hase
of
GIA
MA
(SC
M
pro
cure
men
t re
form
in c
on-
stru
ctio
n an
d
pro
per
ty)
Inst
itutio
nal
cap
acity
es-
tab
lishe
d in
th
e op
erat
ions
p
hase
of G
IAM
A
(leas
ing,
faci
litie
s m
anag
emen
t fu
nctio
ns in
P
MTE
)
Inst
itutio
nal
cap
acity
es-
tab
lishe
d in
the
im
ple
men
tatio
n p
hase
of G
IAM
A
(con
stru
ctio
n)
8.2.
2 P
RO
GR
AM
ME
2: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D M
ED
IUM
-TE
RM
TA
RG
ET
S F
OR
201
7/18
TO
201
9/20
Tabl
e 25
: Pro
gram
me
perf
orm
ance
indi
cato
rs a
nd m
ediu
m te
rm ta
rget
s fo
r 201
7/18
– 20
19/2
0
Prog
ram
me
Perf
orm
ance
Indi
cato
rs
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce
2016
/17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
Str
ateg
ic O
bje
ctiv
e: T
o e
nsur
e in
teg
rate
d p
lann
ing
and
co
ord
inat
ion
of
conc
urre
nt f
unct
ions
1.N
umb
er o
f per
-fo
rman
ce r
evie
w
rep
orts
for
the
Sec
tor
Pro
gram
me
of A
ctio
n p
rese
nt-
ed t
o M
inM
ec
__
__
2 p
erfo
rman
ce
revi
ew r
epor
ts
for
the
2017
/18
Sec
tor
Pro
-gr
amm
e of
A
ctio
n p
rese
nted
to
Min
Mec
4 p
erfo
rman
ce
revi
ew r
epor
ts
for
the
2018
/19
Sec
tor
Pro
-gr
amm
e of
A
ctio
n p
rese
nted
to
Min
Mec
4 p
erfo
rman
ce
revi
ew r
epor
ts
for
the
2019
/20
Sec
tor
Pro
-gr
amm
e of
A
ctio
n p
rese
nted
to
Min
Mec
2.N
umb
er o
f agr
ee-
men
ts s
igne
d fo
r jo
int
serv
ice
del
iv-
ery
with
Pro
vinc
es
and
Mun
icip
aliti
es
__
2 ag
reem
ents
sig
ned
for
join
t se
rvic
e d
eliv
ery
with
P
rovi
nces
and
Mun
icip
al-
ities
10 a
gree
men
ts
sign
ed fo
r jo
int
serv
ice
del
iver
y w
ith
Pro
vinc
es a
nd
Mun
icip
aliti
es
20 a
gree
men
ts
sign
ed fo
r jo
int
serv
ice
del
iver
y w
ith P
rovi
nces
an
d M
unic
ipal
-iti
es
25 a
gree
men
ts
sign
ed fo
r jo
int
serv
ice
del
iver
y w
ith P
rovi
nces
an
d M
unic
ipal
-iti
es
30 a
gree
men
ts
sign
ed fo
r jo
int
serv
ice
del
iver
y w
ith P
rovi
nces
an
d M
unic
ipal
-iti
es
Annual Performance Plan • 2017/18 65
Prog
ram
me
Perf
orm
ance
Indi
cato
rs
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce
2016
/17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
3.N
umb
er o
f rev
iew
s co
nduc
ted
on
the
inte
rgov
ernm
enta
l go
vern
ance
str
uc-
ture
s
__
Inte
rgov
ernm
enta
l Coo
rdi-
natio
n P
olic
y ap
pro
ved
2 re
view
s co
nduc
ted
on
the
inte
r-go
vern
men
tal
gove
rnan
ce
stru
ctur
es
2 re
view
s co
n-d
ucte
d o
n th
e in
terg
over
nmen
-ta
l gov
erna
nce
stru
ctur
es
2 re
view
s co
n-d
ucte
d o
n th
e in
terg
over
nmen
-ta
l gov
erna
nce
stru
ctur
es
1 re
view
con
-d
ucte
d o
n th
e In
terg
over
nmen
-ta
l gov
erna
nce
stru
ctur
es
4.N
umb
er o
f Pol
-ic
y Fr
amew
orks
d
evel
oped
for
the
Pub
lic W
orks
S
ecto
r
--
--
2 P
olic
y Fr
ame-
wor
ks d
evel
-op
ed fo
r th
e P
ublic
Wor
ks
Sec
tor
1 P
olic
y Fr
ame-
wor
k d
evel
oped
fo
r th
e P
ublic
W
orks
Sec
tor
1 P
olic
y Fr
ame-
wor
k d
evel
oped
fo
r th
e P
ublic
W
orks
Sec
tor
Str
ateg
ic O
bje
ctiv
e: T
o r
esto
re t
he s
kills
pip
elin
e in
the
bui
lt e
nvir
onm
ent
5.N
umb
er o
f ben
-efi
ciar
ies
par
-tic
ipat
ing
in t
he
DP
W/P
MTE
ski
lls
dev
elop
men
t p
ro-
gram
me
1 02
7 b
enefi
cia-
ries
par
ticip
atin
g in
the
DP
W s
kills
im
pro
vem
ent
-19
8 Yo
ung
pro
-fe
ssio
nals
-53
9 in
tern
s -26
1 Le
arne
r-sh
ips
-29
Man
agem
ent
Trai
nees
1 11
4 b
enefi
cia-
ries
par
ticip
atin
g in
the
DP
W s
kills
d
evel
opm
ent
pro
gram
me
-18
9 Yo
ung
pro
-fe
ssio
nals
-58
2 in
tern
s -24
9 Le
arne
r-sh
ips
-55
Man
agem
ent
Trai
nees
1 29
4 B
enefi
ciar
ies
par
tic-
ipat
ing
in t
he D
PW
Ski
lls
Dev
elop
men
t -90
You
ng P
rofe
ssio
nals
-70
0 In
tern
s -31
9 Le
arne
rshi
ps
-52
Man
agem
ent
Trai
n-ee
s -13
3 P
rogr
amm
e A
rtis
ans
1 06
7 b
enefi
-ci
arie
s p
artic
-ip
atin
g in
the
D
PW
ski
lls
dev
elop
men
t p
rogr
amm
e
1 07
5 b
enefi
cia-
ries
par
ticip
atin
g in
the
DP
W s
kills
d
evel
opm
ent
pro
gram
me
-Yo
ung
Pro
fes-
sion
als:
104
-In
tern
s: 1
99
-Le
arne
rshi
ps:
39
6 -M
anag
emen
t Tr
aine
es: 4
3 -P
rogr
amm
e A
rtis
ans:
100
-B
ursa
ry P
ro-
gram
me:
233
520
ben
efici
arie
s p
artic
ipat
ing
in
the
DP
W s
kills
d
evel
opm
ent
pro
gram
me
-Yo
ung
Pro
fes-
sion
als:
104
-In
tern
s: 5
0 -Le
arne
rshi
ps:
12
0 -M
anag
emen
t Tr
aine
es: 0
-P
rogr
amm
e A
rtis
ans:
100
-B
ursa
ry P
ro-
gram
me:
146
350
ben
efici
arie
s p
artic
ipat
ing
in
the
DP
W s
kills
d
evel
opm
ent
pro
gram
me
-Yo
ung
Pro
fes-
sion
als:
54
-In
tern
s: 5
0 -Le
arne
rshi
ps:
0 -M
anag
emen
t Tr
aine
es: 0
-P
rogr
amm
e A
rtis
ans:
100
-B
ursa
ry P
ro-
gram
me:
146
S
trat
egic
Ob
ject
ive:
To
intr
od
uce
Ass
et M
anag
emen
t To
ols
tha
t en
able
est
ablis
hmen
t o
f in
stit
utio
nal c
apac
ity
to m
anag
e th
e p
ublic
infr
astr
uctu
re
pro
gra
mm
e(s)
6.N
umb
er o
f Ass
et
Man
agem
ent
Ser
vice
too
ls a
p-
pro
ved
(with
in t
he
diff
eren
t G
IAM
A
pha
ses)
--
--
2 A
sset
Man
-ag
emen
t S
ervi
ce
tool
s ap
pro
ved
fo
r th
e ac
qui
si-
tion
pha
se
2 A
sset
Man
-ag
emen
t S
ervi
ce
tool
s ap
pro
ved
fo
r th
e op
era-
tions
pha
se
1 A
sset
Man
-ag
emen
t S
ervi
ce
tool
s ap
pro
ved
fo
r th
e co
nstr
uc-
tion
pha
se
Department of Public Works66
8.2.
3 P
RO
GR
AM
ME
2: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D Q
UA
RT
ER
LY T
AR
GE
TS
FO
R 2
017/
18
Tabl
e 26
: Per
form
ance
indi
cato
rs a
nd q
uart
erly
targ
ets
for 2
017/
18
Prog
ram
me
Perf
orm
ance
Indi
cato
rs
Perf
orm
ance
Indi
cato
rRe
port
ing
perio
dAn
nual
Tar
get 2
017/
18Qu
arte
rly T
arge
ts
1st2nd
3rd4th
1.N
umb
er o
f per
form
ance
re
view
rep
orts
for
the
Sec
tor
Pro
gram
me
of
Act
ion
pre
sent
ed t
o M
inM
ec
Bi a
nnua
l2
per
form
ance
rev
iew
re
por
ts fo
r th
e 20
17/1
8 S
ecto
r P
rogr
amm
e of
Act
ion
pre
sent
ed t
o M
inM
ec
-1
per
form
ance
re
view
rep
orts
for
the
2017
/18
Sec
-to
r P
rogr
amm
e of
A
ctio
n p
rese
nted
to
Min
Mec
-1
per
form
ance
rev
iew
rep
orts
fo
r th
e 20
17/1
8 S
ecto
r P
ro-
gram
me
of A
ctio
n p
rese
nted
to
Min
Mec
2.N
umb
er o
f agr
eem
ents
si
gned
for
join
t se
rvic
e d
eliv
ery
with
Pro
vinc
es
and
Mun
icip
aliti
es
Qua
rter
ly20
agr
eem
ents
sig
ned
for
join
t se
rvic
e d
eliv
ery
with
P
rovi
nces
and
Mun
icip
aliti
es
5 ag
reem
ents
si
gned
for
join
t se
rvic
e d
eliv
ery
with
Pro
vinc
es
and
Mun
icip
aliti
es
5 ag
reem
ents
si
gned
for
join
t se
rvic
e d
eliv
ery
with
Pro
vinc
es a
nd
Mun
icip
aliti
es
5 ag
reem
ents
si
gned
for
join
t se
rvic
e d
eliv
ery
with
Pro
vinc
es a
nd
Mun
icip
aliti
es
5 ag
reem
ents
sig
ned
for
join
t se
rvic
e d
eliv
ery
with
Pro
vinc
es
and
Mun
icip
aliti
es
3.N
umb
er o
f rev
iew
s co
n-d
ucte
d o
n th
e in
terg
ov-
ernm
enta
l gov
erna
nce
stru
ctur
es
Ann
ual
2 re
view
s co
nduc
ted
on
the
inte
rgov
ernm
enta
l gov
er-
nanc
e st
ruct
ures
--
-2
revi
ews
cond
ucte
d o
n th
e in
terg
over
nmen
tal g
over
nanc
e st
ruct
ures
4.N
umb
er o
f Pol
icy
Fram
ewor
ks d
evel
oped
fo
r th
e P
ublic
Wor
ks
Sec
tor
Ann
ual
2 S
ecto
r P
olic
y Fr
amew
orks
d
evel
oped
for
the
Pub
lic
Wor
ks S
ecto
r -M
aint
enan
ce F
ram
ewor
k -In
stitu
tiona
l Fra
mew
orks
on
Sm
all H
arb
ours
--
-2
Sec
tor
Pol
icy
Fram
ewor
ks
dev
elop
ed fo
r th
e P
ublic
W
orks
Sec
tor
5N
umb
er o
f ben
efici
arie
s p
artic
ipat
ing
in D
PW
sk
ills
dev
elop
men
t p
ro-
gram
me
Ann
ual
1 07
5 b
enefi
ciar
ies
par
tic-
ipat
ing
in t
he D
PW
ski
lls
dev
elop
men
t p
rogr
amm
e -Yo
ung
Pro
fess
iona
ls: 1
04 -In
tern
s: 1
99
-Le
arne
rshi
ps:
396
-M
anag
emen
t Tr
aine
es: 4
3 -P
rogr
amm
e A
rtis
ans:
100
-B
ursa
ry P
rogr
amm
e: 2
33
--
-1
075
ben
efici
arie
s p
artic
ipat
-in
g in
the
DP
W s
kills
dev
elop
-m
ent
pro
gram
me
-Yo
ung
Pro
fess
iona
ls: 1
04 -In
tern
s: 1
99
-Le
arne
rshi
ps:
396
-M
anag
emen
t Tr
aine
es: 4
3 -P
rogr
amm
e A
rtis
ans:
100
-B
ursa
ry P
rogr
amm
e: 2
336.
Num
ber
of A
sset
Man
-ag
emen
t S
ervi
ce t
ools
ap
pro
ved
(with
in t
he
diff
eren
t G
IAM
A p
hase
s)
Qua
rter
ly2
Ass
et M
anag
emen
t S
er-
vice
too
ls a
pp
rove
d fo
r th
e ac
qui
sitio
n p
hase
--
1 A
sset
Man
age-
men
t S
ervi
ce t
ool
for
cons
truc
tion
app
rove
d
1 A
sset
Man
agem
ent
Ser
vice
to
ol fo
r p
rop
erty
man
agem
ent
app
rove
d.
Annual Performance Plan • 2017/18 67
8.2.
4 R
EC
ON
CIL
ING
PE
RFO
RM
AN
CE
TA
RG
ET
S W
ITH
TH
E B
UD
GE
T A
ND
MT
EF
Tabl
e 27
: Exp
endi
ture
est
imat
es fo
r Pro
gram
me
2: In
terg
over
nmen
tal C
oord
inat
ion
Prog
ram
mes
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Mon
itorin
g, E
valu
atio
n an
d R
epor
ting
11
274
17
928
34
186
14
903
14
026
15
000
16
055
Inte
rgov
ernm
enta
l Rel
atio
ns a
nd C
oord
inat
ion
7 6
06
8 7
91
10
561
13
736
46
204
50
040
53
208
Tota
l 1
8 88
0 2
6 71
9 4
4 74
7 2
8 63
9 6
0 23
0 6
5 04
0 6
9 26
3
Econ
omic
cla
ssifi
catio
nAu
dite
d ou
tcom
eAd
just
ed
appr
opria
tion
Med
ium
-ter
m e
xpen
ditu
re e
stim
ate
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Cur
rent
pay
men
ts 1
8 78
7 2
6 29
3 3
1 89
2 2
6 33
9 5
4 35
5 5
9 16
5 6
3 10
8 C
omp
ensa
tion
of e
mp
loye
es 1
4 83
6 2
1 66
3 2
5 89
7 2
0 28
1 3
9 27
3 4
3 01
5 4
6 06
6 S
alar
ies
and
wag
es 1
2 75
9 1
8 96
4 2
3 14
3 1
7 19
0 3
4 12
7 3
7 39
6 4
0 04
6 S
ocia
l con
trib
utio
ns 2
077
2
699
2
754
3
091
5
146
5
619
6
020
G
ood
s an
d s
ervi
ces
3 9
51
4 6
30
5 9
95
6 0
58
15
082
16
150
17
042
Ad
vert
isin
g 3
6 2
34
176
2
95
313
3
29
347
M
inor
Ass
ets
1
166
4
8 7
0 1
78
193
2
08
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
49
116
1
39
155
1
64
173
1
83
Com
mun
icat
ion
(G&
S)
200
2
04
231
5
00
605
7
10
755
C
omp
uter
ser
vice
s 2
40
50
49
350
3
70
391
4
13
Con
sulta
nts:
Bus
ines
s an
d a
dvi
sory
ser
vice
s 1
41
617
1
431
3
65
470
5
28
557
C
ontr
acto
rs -
9
6 -
-
- -
- A
genc
y an
d s
upp
ort/
outs
ourc
ed s
ervi
ces
-
-
-
1 0
50
6 4
51
6 7
14
6 8
76
Ent
erta
inm
ent
28
12
13
60
60
64
68
Flee
t se
rvic
es (i
nclu
din
g go
vern
men
t m
otor
tr
ansp
ort)
4
10
18
10
11
12
13
Con
sum
able
sup
plie
s -
1
5 1
3 1
25
175
1
87
199
C
onsu
mab
les:
Sta
tione
ry, p
rintin
g an
d o
ffice
su
pp
lies
296
7
85
491
4
37
417
3
91
415
Op
erat
ing
leas
es 2
-
6
2
00
355
5
16
628
R
enta
l and
hiri
ng 1
5 -
-
-
-
-
Pro
per
ty p
aym
ents
-
2
-
-
-
-
Tr
avel
and
sub
sist
ence
1 0
71
1 3
65
1 8
46
1 2
02
3 2
46
3 3
41
3 5
28
Department of Public Works68
Econ
omic
cla
ssifi
catio
nAu
dite
d ou
tcom
eAd
just
ed
appr
opria
tion
Med
ium
-ter
m e
xpen
ditu
re e
stim
ate
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Trai
ning
and
dev
elop
men
t -
-
4
00
20
998
1
063
1
143
O
per
atin
g p
aym
ents
1 2
12
754
7
52
750
8
72
1 1
03
1 2
48
Venu
es a
nd fa
cilit
ies
656
2
04
382
4
69
397
4
35
461
Tr
ansf
ers
and
sub
sid
ies
-
29
4
300
5
150
5
150
5
430
H
ouse
hold
s -
2
9 4
3
00
5 1
50
5 1
50
5 4
30
Soc
ial b
enefi
ts -
2
9 4
3
00
150
1
50
150
O
ther
tra
nsfe
rs t
o ho
useh
old
s-
- -
- 5
000
5
000
5
280
P
aym
ents
for
cap
ital a
sset
s 9
3 3
97
528
2
000
7
25
725
7
25
Mac
hine
ry a
nd e
qui
pm
ent
93
397
5
28
2 0
00
725
7
25
725
O
ther
mac
hine
ry a
nd e
qui
pm
ent
93
397
5
28
2 0
00
725
7
25
725
P
aym
ents
fo
r fi
nanc
ial a
sset
s -
-
1
2 32
3 -
-
-
-
Tota
l 1
8 88
0 2
6 71
9 4
4 74
7 2
8 63
9 6
0 23
0 6
5 04
0 6
9 26
3
8.2.
5 P
ER
FOR
MA
NC
E A
ND
EX
PE
ND
ITU
RE
TR
EN
DS
FO
R P
RO
GR
AM
ME
2
The
spen
din
g fo
cus
over
the
med
ium
-ter
m w
ill b
e on
imp
rovi
ng c
oop
erat
ive
gove
rnan
ce a
cros
s th
e th
ree
sphe
res
of G
over
nmen
t in
par
tner
ship
with
rel
evan
t S
tate
Ent
ities
and
ens
urin
g in
tegr
ated
pla
nnin
g an
d im
ple
men
tatio
n of
iden
tified
pub
lic w
orks
sec
tor
prio
ritie
s.
The
aver
age
grow
th in
the
allo
catio
n to
the
pro
gram
me
over
the
med
ium
ter
m p
erio
d is
30.
1 p
er c
ent,
and
the
incr
ease
is m
ainl
y d
ue t
o th
e op
erat
iona
lisat
ion
of a
ded
icat
ed P
rofe
ssio
nal S
ervi
ces
func
tion
in th
e D
epar
tmen
t. T
he b
ulk
of th
e ex
pen
ditu
re in
this
pro
gram
me
is s
pen
t tow
ard
s co
mp
ensa
tion
of e
mp
loye
es
as w
ell a
s go
ods
and
ser
vice
s. T
he in
crea
se is
bei
ng fi
nanc
ed t
hrou
gh t
he r
eprio
ritis
atio
n of
fun
ds
from
Pro
gram
me
1. T
he D
epar
tmen
t ha
s p
riorit
ised
the
op
erat
iona
lisat
ion
of t
he P
rofe
ssio
nal S
ervi
ces
func
tion
to g
ive
effe
ct t
o th
e m
and
ate
to c
reat
e te
chni
cal c
apac
ity f
or t
he S
tate
in t
he b
uilt
envi
ronm
ent.
The
m
and
ate
of P
rofe
ssio
nal S
ervi
ces
is a
ligne
d t
o C
hap
ter
9 of
the
Nat
iona
l Dev
elop
men
t P
lan
and
Out
com
e 5
in t
he M
ediu
m T
erm
Str
ateg
ic F
ram
ewor
k. T
he
Pro
fess
iona
ls S
ervi
ces
func
tion
cons
ists
of t
wo
mai
n w
orks
trea
ms
that
see
k to
ens
ure:
§C
oher
ent
cons
olid
atio
n, d
evel
opm
ent
and
man
agem
ent
of t
he b
uilt
envi
ronm
ent
skill
s p
ipel
ine
with
bot
h S
tate
and
non
-sta
te s
take
hold
ers
and
§B
uild
ing
of in
stitu
tiona
l Sta
te c
apac
ity.
The
Dep
artm
ent
will
pro
vid
e co
ntin
ued
sup
por
t an
d g
uid
ance
to
the
pub
lic w
orks
sec
tor
in t
erm
s of
pla
nnin
g an
d c
oord
inat
ion
of c
oncu
rren
t fu
nctio
ns.
The
Dep
artm
ent
will
als
o es
tab
lish
mon
itorin
g m
echa
nism
s to
ad
dre
ss t
he n
egat
ive
sect
or a
udit
outc
omes
to
imp
rove
per
form
ance
in t
he m
ediu
m-t
erm
.
Annual Performance Plan • 2017/18 69
8.3
Pro
gra
mm
e 3
: E
xpan
ded
Pu
blic
Work
s P
rogra
mm
e
Purp
ose
of th
e pr
ogra
mm
e: C
oord
inat
e th
e im
ple
men
tatio
n of
the
exp
and
ed p
ublic
wor
ks p
rogr
amm
e w
hich
aim
s to
cre
ate
wor
k op
por
tuni
ties
and
pro
vid
e tr
aini
ng
for
unsk
illed
, mar
gina
lised
and
une
mp
loye
d p
eop
le in
Sou
th A
fric
a.
8.3.
1 P
RO
GR
AM
ME
3: S
TR
AT
EG
IC O
BJE
CT
IVE
S A
ND
ME
DIU
M-T
ER
M T
AR
GE
TS
FO
R 2
017/
18 T
O 2
019/
20
Tabl
e 28
: St
rate
gic
obje
ctiv
es a
nd m
ediu
m te
rm ta
rget
s fo
r 201
7/18
– 2
019/
20
Stra
tegi
c Ob
ject
ive
Stra
tegi
c Pl
an
Targ
et (5
yea
r ta
rget
)
Actu
al P
erfo
rman
ceEs
timat
ed
Perf
orm
ance
20
16/1
7
Med
ium
-Ter
m T
arge
ts
2014
/15
2013
/14
2015
/16
2017
/18
2018
/19
2019
/20
1.To
mon
itor
and
ev
alua
te t
he
imp
lem
enta
tion
of
PE
Ps
with
in t
he
EP
WP.
5 A
nnua
l Pro
g-re
ss R
epor
ts
on P
EP
s w
ithin
E
PW
P P
hase
III
com
ple
ted
EP
WP
Pha
se II
re
por
t co
m-
ple
ted
_1
Ann
ual P
rog-
ress
Rep
ort
com
ple
ted
on
PE
Ps
with
in
the
EP
WP
for
2014
/15
1 A
nnua
l Pro
g-re
ss R
epor
t co
mp
lete
d o
n P
EP
s w
ithin
th
e E
PW
P fo
r 20
15/1
6
1 A
nnua
l Pro
g-re
ss R
epor
t co
mp
lete
d o
n P
EP
s w
ithin
th
e E
PW
P fo
r 20
16/1
7
1 A
nnua
l Pro
g-re
ss R
epor
t co
mp
lete
d o
n P
EP
s w
ithin
th
e E
PW
P fo
r 20
17/1
8
1 A
nnua
l Pro
g-re
ss R
epor
t co
mp
lete
d o
n P
EP
s w
ithin
th
e E
PW
P fo
r 20
18/1
92.
To s
upp
ort
NP
Os
to im
ple
men
t P
EP
s w
ithin
E
PW
P in
the
Non
-S
tate
Sec
tor
300
NP
Os
pro
-vi
din
g se
rvic
es
to c
omm
uni-
ties
as p
er t
he
EP
WP
prin
ci-
ple
s
__
300
NP
Os
pro
-vi
din
g se
rvic
es
to c
omm
uniti
es
as p
er t
he E
PW
P
prin
cip
les.
300
NP
Os
pro
-vi
din
g se
rvic
es
to c
omm
uniti
es
as p
er t
he E
PW
P
prin
cip
les
350
NP
Os
pro
-vi
din
g se
rvic
es
to c
omm
uniti
es
as p
er t
he E
PW
P
prin
cip
les
400
NP
Os
pro
-vi
din
g se
rvic
es
to c
omm
uniti
es
as p
er t
he E
PW
P
prin
cip
les.
400
NP
Os
pro
-vi
din
g se
rvic
es
to c
omm
uniti
es
as p
er t
he E
PW
P
prin
cip
les
3.To
sup
por
t p
ublic
b
odie
s to
imp
le-
men
t P
EP
s w
ithin
E
PW
P in
the
Infr
a-st
ruct
ure,
Soc
ial
and
Env
ironm
ent
and
Cul
ture
Sec
-to
rs
290
Pub
lic
bod
ies
imp
le-
men
ting
EP
WP
p
roje
cts
as p
er
EP
WP
req
uire
-m
ents
__
280
Pub
lic b
od-
ies
imp
lem
entin
g E
PW
P p
roje
cts
as p
er E
PW
P
req
uire
men
ts.
280
Pub
lic b
od-
ies
imp
lem
entin
g E
PW
P p
roje
cts
as p
er E
PW
P
req
uire
men
ts
290
Pub
lic b
od-
ies
imp
lem
entin
g E
PW
P p
roje
cts
as p
er E
PW
P
req
uire
men
ts
290
Pub
lic b
od-
ies
imp
lem
entin
g E
PW
P p
roje
cts
as p
er E
PW
P
req
uire
men
ts
290
Pub
lic b
od-
ies
imp
lem
entin
g E
PW
P p
roje
cts
as p
er E
PW
P
req
uire
men
ts
4.To
pro
vid
e st
ra-
tegi
c gu
idan
ce
on s
ecto
r co
nver
-ge
nce
thro
ugh
the
dev
elop
men
t of
im
ple
men
tatio
n fr
amew
ork
3 P
roje
cts
imp
lem
ent-
ed b
y p
ublic
b
odie
s as
p
er a
pp
rove
d
Fram
ewor
k.
__
_-
1 P
roje
ct im
-p
lem
ente
d b
y a
pub
lic b
ody
as
per
ap
pro
ved
Fr
amew
ork.
1 P
roje
ct im
-p
lem
ente
d b
y a
pub
lic b
ody
as
per
ap
pro
ved
Fr
amew
ork.
1 P
roje
ct im
-p
lem
ente
d b
y a
pub
lic b
ody
as
per
ap
pro
ved
Fr
amew
ork.
Department of Public Works70
8.3.
2 P
RO
GR
AM
ME
3: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D M
ED
IUM
-TE
RM
TA
RG
ET
S F
OR
201
7/18
TO
201
9/20
Tabl
e 29
: Pro
gram
me
perf
orm
ance
indi
cato
rs a
nd m
ediu
m te
rm ta
rget
s fo
r 201
7/18
– 2
019/
20
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce 2
016/
17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
Co
nso
lidat
ed In
dic
ato
rsS
trat
egic
Ob
ject
ive:
To
mo
nito
r an
d e
valu
ate
the
imp
lem
enta
tio
n o
f P
EP
s w
ithi
n th
e E
PW
P.1.
Num
ber
of w
ork
opp
ortu
ni-
ties
rep
orte
d in
the
EP
WP
-RS
b
y p
ublic
bod
ies
1 01
2 66
5 va
lidat
ed w
ork
opp
ortu
nitie
s re
por
ted
.
1 10
3 98
3 va
lidat
ed w
ork
opp
ortu
nitie
s re
por
ted
.
741
540
valid
at-
ed w
ork
opp
or-
tuni
ties
rep
orte
d.
1 34
3 15
4 w
ork
op-
por
tuni
ties
rep
orte
d
in t
he E
PW
P-R
S b
y p
ublic
bod
ies.
1 40
6 73
6 w
ork
opp
ortu
nitie
s re
por
ted
in t
he
EP
WP
-RS
by
pub
lic b
odie
s.
1 45
5 84
0 w
ork
opp
ortu
nitie
s re
por
ted
in t
he
EP
WP
-RS
by
pub
lic b
odie
s.
1 45
5 00
0 w
ork
opp
ortu
nitie
s re
por
ted
in t
he
EP
WP
-RS
by
pub
lic b
odie
s.2.
Per
cent
age
EP
WP
par
tici-
pat
ion
amon
g d
esig
nate
d
grou
ps
(wom
en, y
outh
and
p
erso
ns w
ith d
isab
ilitie
s)
rep
orte
d o
n th
e E
PW
P-R
S b
y p
ublic
bod
ies
49%
You
th
(496
205
)
61%
Wom
en
(617
725
)
0.98
% p
erso
ns
with
dis
abili
ties
(9 9
24)
51%
You
th (5
63
031)
63%
Wom
en (6
95
509)
0.71
% p
erso
ns
with
dis
abili
ties
(7 8
38)
45.9
4% Y
outh
(3
40 6
63)
68.5
2% W
omen
(5
08 1
03)
1.68
% p
erso
ns
with
dis
abili
ties
(12
457)
55%
You
th (7
38
735)
55%
Wom
en (7
38
735)
2% p
erso
ns w
ith
dis
abili
ties
(26
863)
55%
You
th
55%
Wom
en
2% p
erso
ns
with
dis
abili
ties
55%
You
th
55%
Wom
en
2% p
erso
ns
with
dis
abili
ties
55%
You
th
55%
Wom
en
2% p
erso
ns
with
dis
abili
ties
3.N
umb
er o
f dat
a q
ualit
y as
-se
ssm
ent
rep
orts
pro
duc
ed.
__
_2
dat
a q
ualit
y as
sess
men
t re
por
ts
pro
duc
ed.
2 d
ata
qua
lity
asse
ssm
ent
re-
por
ts p
rod
uced
.
2 d
ata
qua
lity
asse
ssm
ent
rep
orts
pro
-d
uced
.
2 d
ata
qua
lity
asse
ssm
ent
rep
orts
pro
-d
uced
Str
ateg
ic O
bje
ctiv
e: T
o s
upp
ort
NP
Os
to im
ple
men
t P
EP
s w
ithi
n E
PW
P in
the
No
n-S
tate
Sec
tor
4.N
umb
er o
f con
trac
ted
Non
P
rofit
Org
anis
atio
ns (N
PO
s)
to im
ple
men
t th
e N
on-S
tate
S
ecto
r (N
SS
): N
on P
rofit
O
rgan
isat
ions
Pro
gram
me
sup
por
ted
.
329
NP
Os
con-
trac
ted
.30
0 N
PO
s co
n-tr
acte
d.
396
NP
Os
con-
trac
ted
.30
0 N
PO
s co
ntra
ct-
ed.
350
cont
ract
ed
NP
Os
sup
por
t-ed
.
400
cont
ract
ed
NP
Os
sup
por
t-ed
.
400
cont
ract
ed
NP
Os
sup
por
t-ed
.
Str
ateg
ic O
bje
ctiv
e: T
o s
upp
ort
pub
lic b
od
ies
to im
ple
men
t P
EP
s w
ithi
n E
PW
P in
the
Infr
astr
uctu
re, S
oci
al a
nd E
nvir
onm
ent
and
Cul
ture
Sec
tors
5.N
umb
er o
f pub
lic b
odie
s p
ro-
vid
ed w
ith t
echn
ical
sup
por
t.27
1 m
unic
ipal
-iti
es p
rovi
ded
w
ith t
echn
ical
su
pp
ort.
274
mun
icip
al-
ities
pro
vid
ed
with
tec
hnic
al
sup
por
t.
278
mun
icip
al-
ities
pro
vid
ed
with
tec
hnic
al
sup
por
t.
290
pub
lic b
odie
s p
rovi
ded
with
tec
h-ni
cal s
upp
ort.
290
pub
lic
bod
ies
pro
vid
ed
with
tec
hnic
al
sup
por
t.
290
pub
lic
bod
ies
pro
vid
-ed
with
tec
hni-
cal s
upp
ort.
290
pub
lic
bod
ies
pro
vid
-ed
with
tec
hni-
cal s
upp
ort.
Str
ateg
ic O
bje
ctiv
e: T
o p
rovi
de
stra
teg
ic g
uid
ance
on
sect
or
conv
erg
ence
thr
oug
h th
e d
evel
op
men
t o
f im
ple
men
tati
on
fram
ewo
rk6.
Num
ber
of f
ram
ewor
ks o
n se
ctor
con
verg
ence
ap
-p
rove
d.
--
-1
Fram
ewor
k ap
-p
rove
d (R
ecru
itmen
t gu
idel
ines
on
EP
WP
P
artic
ipan
ts).
1 Fr
amew
ork
app
rove
d (A
udit
guid
elin
es).
1 Fr
amew
ork
app
rove
d.
1 Fr
amew
ork
app
rove
d.
Annual Performance Plan • 2017/18 71
8.3.
3 P
RO
GR
AM
ME
3: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D Q
UA
RT
ER
LY T
AR
GE
TS
FO
R 2
017/
18
Tabl
e 30
: Per
form
ance
indi
cato
rs a
nd q
uart
erly
targ
ets
for 2
017/
18
Perf
orm
ance
Indi
cato
rRe
port
ing
perio
dAn
nual
Tar
get
2017
/18
Quar
terly
Tar
gets
1st2nd
3rd4th
Co
nso
lidat
ed In
dic
ato
rs1.
Num
ber
of w
ork
opp
ortu
nitie
s re
por
ted
in t
he E
PW
P-R
S b
y p
ublic
bod
ies
Qua
rter
ly
(Cum
ulat
ive)
1 40
6 73
6 w
ork
op-
por
tuni
ties
rep
orte
d
in t
he E
PW
P-R
S b
y p
ublic
bod
ies.
250
000
wor
k op
-p
ortu
nitie
s re
por
ted
in
the
EP
WP
-RS
by
pub
lic b
odie
s.
650
000
wor
k op
por
-tu
nitie
s re
por
ted
in
the
EP
WP
-RS
by
pub
lic b
odie
s.
950
000
wor
k op
-p
ortu
nitie
s re
por
ted
in
the
EP
WP
-RS
by
pub
lic b
odie
s.
1 40
6 73
6 w
ork
op-
por
tuni
ties
rep
orte
d
in t
he E
PW
P-R
S b
y p
ublic
bod
ies.
2.P
erce
ntag
e E
PW
P p
artic
i-p
atio
n am
ong
des
igna
ted
gr
oup
s (w
omen
, you
th a
nd
per
sons
with
dis
abili
ties)
re
por
ted
on
the
EP
WP
RS
by
pub
lic b
odie
s
Qua
rter
ly
(Cum
ulat
ive)
55
% Y
outh
55
% W
omen
) 2%
per
sons
with
d
isab
ilitie
s
55%
You
th
55%
Wom
en)
2% p
erso
ns w
ith
dis
abili
ties
55%
You
th
55%
Wom
en)
2% p
erso
ns w
ith
dis
abili
ties
55%
You
th
55%
Wom
en)
2% p
erso
ns w
ith
dis
abili
ties
55%
You
th
55%
Wom
en)
2% p
erso
ns w
ith
dis
abili
ties
Pro
gra
mm
e P
erfo
rman
ce In
dic
ato
rs3.
Num
ber
of d
ata
qua
lity
as-
sess
men
t re
por
ts p
rod
uced
.B
i-an
nual
(Cum
ulat
ive)
2 d
ata
qua
lity
asse
ssm
ent
rep
orts
p
rod
uced
.
-1
dat
a q
ualit
y as
sess
men
t re
por
t p
rod
uced
.
-2
dat
a q
ualit
y as
sess
men
t re
por
ts
pro
duc
ed.
4.N
umb
er o
f con
trac
ted
Non
P
rofit
Org
anis
atio
ns (N
PO
s)
to im
ple
men
t th
e N
on-S
tate
S
ecto
r (N
SS
): N
PO
Pro
-gr
amm
e su
pp
orte
d.
Qua
rter
ly
(Cum
ulat
ive)
350
cont
ract
ed
NP
Os
sup
por
ted
.-
350
cont
ract
ed
NP
Os
sup
por
ted
.35
0 co
ntra
cted
N
PO
s su
pp
orte
d.
350
cont
ract
ed
NP
Os
sup
por
ted
.
5.N
umb
er o
f pub
lic b
odie
s p
ro-
vid
ed w
ith t
echn
ical
sup
por
t.B
i-an
nual
(Cum
ulat
ive)
290
pub
lic b
odie
s p
rovi
ded
with
tec
h-ni
cal s
upp
ort.
-20
0 p
ublic
bod
ies
pro
vid
ed w
ith t
ech-
nica
l sup
por
t
-29
0 p
ublic
bod
ies
pro
vid
ed w
ith t
ech-
nica
l sup
por
t6.
Num
ber
of f
ram
ewor
ks o
n se
ctor
con
verg
ence
ap
pro
ved
Bi-
annu
al
(Cum
ulat
ive)
1 Fr
amew
ork
app
rove
d (A
udit
guid
elin
es).
-D
raft
fram
ewor
k d
evel
oped
for
con-
sulta
tion
-1
Fram
ewor
k ap
-p
rove
d.
Department of Public Works72
8.3.
4 R
EC
ON
CIL
ING
PE
RFO
RM
AN
CE
TA
RG
ET
S W
ITH
TH
E B
UD
GE
T A
ND
MT
EF
Tabl
e 31
: Exp
endi
ture
est
imat
es fo
r Pro
gram
me
3: E
xpan
ded
Publ
ic W
orks
Pro
gram
me
Prog
ram
mes
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Exp
and
ed P
ublic
Wor
ks P
rogr
amm
e M
onito
ring
and
Eva
luat
ion
63
808
66
581
63
541
81
085
70
135
65
107
70
827
Exp
and
ed P
ublic
Wor
ks P
rogr
amm
e In
fras
truc
-tu
re 1
039
386
1
034
985
1
016
075
1
166
222
1
191
281
1
242
795
1
337
669
Exp
and
ed P
ublic
Wor
ks P
rogr
amm
e O
per
atio
ns 7
27 6
57
781
107
7
99 2
13
1 0
08 3
79
1 0
77 0
92
1 1
48 6
75
1 2
13 4
34
Exp
and
ed P
ublic
Wor
ks P
rogr
amm
e P
artn
er-
ship
Sup
por
t 1
00 8
39
42
907
57
273
56
504
68
539
69
155
73
620
Exp
and
ed P
ublic
Wor
ks P
rogr
amm
e P
ublic
E
mp
loym
ent
Coo
rdin
atin
g C
omm
issi
on -
-
3
807
7
310
7
536
7
494
8
035
Tota
l 1
931
690
1
925
580
1
939
909
2
319
500
2
414
583
2
533
226
2
703
585
Econ
omic
cla
ssifi
catio
n
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Cur
rent
pay
men
ts 2
70 2
57
245
781
2
63 3
09
290
933
3
15 2
90
316
797
3
40 2
45
Com
pen
satio
n of
em
plo
yees
108
310
1
12 4
25
133
953
1
54 7
48
156
379
1
63 2
07
175
631
S
alar
ies
and
wag
es 9
6 01
8 9
9 66
3 1
19 2
75
137
726
1
39 6
43
143
506
1
54 4
30
Soc
ial c
ontr
ibut
ions
12
292
12
762
14
678
17
022
16
736
19
701
21
201
Goo
ds
and
ser
vice
s 1
61 9
47
133
356
1
29 3
56
136
185
1
58 9
11
153
590
1
64 6
14
Ad
min
istr
ativ
e fe
es 6
0 -
-
-
-
-
-
A
dve
rtis
ing
7 0
90
4 5
26
3 2
12
4 8
03
5 0
38
5 3
33
5 6
32
Min
or A
sset
s 2
71
197
3
26
201
2
12
224
2
37
Cat
erin
g: D
epar
tmen
tal a
ctiv
ities
515
2
50
731
2
47
259
2
72
286
C
omm
unic
atio
n (G
&S
) 1
261
1
291
1
059
1
415
1
484
1
572
1
661
C
omp
uter
ser
vice
s 4
99
208
2
91
154
1
58
167
1
76
Con
sulta
nts:
Bus
ines
s an
d a
dvi
sory
ser
vice
s 7
5 70
9 7
754
7
94
2 1
46
12
733
13
472
14
226
Infr
astr
uctu
re a
nd p
lann
ing
serv
ices
9 4
27
15
958
25
340
19
442
9 8
99
10
473
11
059
Con
trac
tors
1 2
48
656
2
46
554
1
418
6
11
645
A
genc
y an
d s
upp
ort/
outs
ourc
ed s
ervi
ces
32
998
76
963
73
967
83
812
103
254
9
7 70
7 1
05 6
04
Ent
erta
inm
ent
118
3
8 4
4 7
5 7
9 8
3 8
7 Fl
eet
serv
ices
(inc
lud
ing
gove
rnm
ent
mot
or
tran
spor
t) 1
147
3
02
230
3
11
321
3
41
359
Annual Performance Plan • 2017/18 73
Econ
omic
cla
ssifi
catio
n
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Con
sum
able
sup
plie
s 7
91
661
2
91
677
7
15
758
8
00
Con
sum
able
s: S
tatio
nery
, prin
ting
and
offi
ce
sup
plie
s 1
313
1
618
1
665
1
929
2
046
2
162
2
283
Op
erat
ing
leas
es 1
00
236
5
82
221
2
34
247
2
61
Ren
tal a
nd h
iring
524
6
0 2
41
421
4
40
466
4
92
Tran
spor
t p
rovi
ded
: Dep
artm
enta
l act
ivity
-
5 3
14
-
-
-
-
Tr
avel
and
sub
sist
ence
24
887
13
607
18
240
16
992
17
517
16
417
17
337
Trai
ning
and
dev
elop
men
t 3
55
464
7
3 1
81
191
2
02
213
O
per
atin
g p
aym
ents
853
1
612
4
55
1 0
85
1 1
47
1 2
13
1 2
82
Venu
es a
nd fa
cilit
ies
2 7
81
1 6
41
1 5
69
1 5
19
1 7
66
1 8
70
1 9
74
Tran
sfer
s an
d s
ubsi
die
s 1
659
895
1
677
903
1
674
424
2
026
079
2
096
681
2
213
665
2
360
577
P
rovi
nces
and
mun
icip
aliti
es 1
221
441
1
200
251
1
139
395
1
425
662
1
472
609
1
553
329
1
663
263
P
rovi
nces
610
167
6
05 6
76
551
710
7
61 6
71
781
162
8
23 9
84
882
298
P
rovi
ncia
l age
ncie
s an
d fu
nds
610
167
6
05 6
76
551
710
7
61 6
71
781
162
8
23 9
84
882
298
M
unic
ipal
ities
611
274
5
94 5
75
587
685
6
63 9
91
691
447
7
29 3
45
780
965
M
unic
ipal
age
ncie
s an
d fu
nds
611
274
5
94 5
75
587
685
6
63 9
91
691
447
7
29 3
45
780
965
N
on-p
rofit
inst
itutio
ns 4
38 2
81
477
481
5
34 8
16
600
257
6
23 9
04
660
158
6
97 1
26
Hou
seho
lds
173
1
71
213
1
60
168
1
78
188
S
ocia
l ben
efits
173
1
71
213
1
60
168
1
78
188
P
aym
ents
fo
r ca
pit
al a
sset
s 1
538
1
803
2
176
2
488
2
612
2
764
2
763
M
achi
nery
and
eq
uip
men
t 1
538
1
803
2
176
2
488
2
612
2
764
2
763
Tr
ansp
ort
equi
pm
ent
5
-
31
-
-
-
O
ther
mac
hine
ry a
nd e
qui
pm
ent
1 5
33
1 8
03
2 1
45
2 4
88
2 6
12
2 7
64
2 7
63
Pay
men
ts f
or
fina
ncia
l ass
ets
-
93
-
-
-
-
-
Tota
l 1
931
690
1
925
580
1
939
909
2
319
500
2
414
583
2
533
226
2
703
585
8.3.
5 P
ER
FOR
MA
NC
E A
ND
EX
PE
ND
ITU
RE
TR
EN
DS
FO
R P
RO
GR
AM
ME
3
The
spen
din
g fo
cus
over
the
med
ium
-ter
m w
ill b
e on
coo
rdin
atin
g th
e im
ple
men
tatio
n of
the
Exp
and
ed P
ublic
Wor
ks P
rogr
amm
e w
hich
aim
s to
cre
ate
wor
k op
por
-tu
nitie
s an
d p
rovi
de
inco
me
sup
por
t to
poo
r an
d u
nem
plo
yed
thr
ough
the
use
of
lab
our
inte
nsiv
e m
etho
ds.
The
bul
k of
the
pro
gram
me’
s b
udge
t go
es t
owar
ds
the
pay
men
t for
per
form
ance
bas
ed in
cent
ives
to e
ligib
le P
rovi
nces
, Mun
icip
aliti
es a
nd n
on-p
rofit
org
anis
atio
ns to
ince
ntiv
ise
them
to in
crea
se jo
b c
reat
ion
effo
rts
in th
e E
xpan
ded
Pub
lic W
orks
Pro
gram
me.
The
aver
age
incr
ease
of
5.3
per
cen
t in
sp
end
ing
bet
wee
n 20
13/1
4 an
d 2
015/
16 w
as d
ue t
o th
e al
loca
tion
of a
dd
ition
al f
und
ing
in t
he f
orm
of
per
form
ance
ince
n-tiv
es t
o el
igib
le p
ublic
bod
ies
for
the
crea
tion
effo
rt in
sup
por
t of
the
Pha
se II
I. O
ver
the
med
ium
-ter
m,
the
bud
get
for
the
Exp
and
ed P
ublic
Wor
ks P
rogr
amm
e w
ill
incr
ease
at
an a
vera
ge o
f 5
per
cen
t w
ith t
he b
ulk
of t
he o
f th
e ex
pen
ditu
re g
oing
tow
ard
s th
e tr
ansf
ers
to P
rovi
nces
, M
unic
ipal
ities
and
Non
-Pro
fit O
rgan
isat
ions
fo
r th
e cr
eatio
n of
job
op
por
tuni
ties.
Com
pen
satio
n of
em
plo
yees
and
goo
ds
and
ser
vice
s ar
e p
roje
cted
to
incr
ease
at
an a
vera
ge o
f 4.3
and
6.5
per
cen
t re
spec
tivel
y ov
er t
he m
ediu
m t
erm
.
Department of Public Works74
8.4
Pro
gra
mm
e 4
: P
rop
ert
y an
d C
onst
ructi
on Indust
ry P
olic
y and R
ese
arc
h
Purp
ose
of th
e pr
ogra
mm
e: P
rom
ote
the
grow
th a
nd tr
ansf
orm
atio
n of
the
cons
truc
tion
and
pro
per
ty in
dus
trie
s. P
rom
ote
a st
and
ard
ised
ap
pro
ach
and
bes
t pra
c-tic
e in
con
stru
ctio
n an
d im
mov
able
ass
et m
anag
emen
t in
the
pub
lic s
ecto
r.
8.4.
1 P
RO
GR
AM
ME
4: S
TR
AT
EG
IC O
BJE
CT
IVE
S A
ND
ME
DIU
M-T
ER
M T
AR
GE
TS
FO
R 2
017/
18 T
O 2
019/
20
Tabl
e 32
: Str
ateg
ic o
bjec
tive
and
med
ium
-term
targ
ets
for 2
017/
18 –
201
9/20
Stra
tegi
c Ob
ject
ive
Stra
tegi
c Pl
an
Targ
et (5
yea
r ta
rget
)
Actu
al P
erfo
rman
ceEs
timat
ed
Perf
orm
ance
20
16/1
7
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
1.To
res
earc
h an
d
dev
elop
pol
icie
s an
d le
gisl
ativ
e p
resc
ripts
for
the
cons
truc
tion
and
p
rop
erty
sec
tor
3 Le
gisl
ativ
e P
resc
ripts
ap
-p
rove
d
-A
grém
ent
Sou
th
Afr
ica
(AS
A) B
ill
[B3-
2015
] and
E
xpro
pria
tion
Bill
[B
4-20
15] s
ubm
it-te
d t
o P
arlia
men
t
AS
A A
ct p
rom
ulga
ted
Exp
rop
riatio
n B
ill
[B 4
B-2
015]
ad
opte
d
by
Nat
iona
l Ass
emb
ly
3 D
raft
pol
icie
s to
war
ds
pro
-p
osed
legi
sla-
tive
pre
scrip
ts
dev
elop
ed fo
r co
nsul
tatio
n
-2
Legi
slat
ive
Pre
scrip
t su
bm
itted
to
Par
liam
ent
1 Le
gisl
ativ
e P
resc
ript
sub
mitt
ed t
o P
arlia
men
t
8.4.
2 P
RO
GR
AM
ME
4: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D M
ED
IUM
-TE
RM
TA
RG
ET
S F
OR
201
7/18
TO
201
9/20
Tabl
e 33
: Pro
gram
me
perf
orm
ance
indi
cato
rs a
nd m
ediu
m-te
rm ta
rget
s fo
r 201
7/18
– 2
019/
20
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce 2
016/
17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
Str
ateg
ic o
bje
ctiv
e: T
o r
esea
rch
and
dev
elo
p p
olic
ies
and
leg
isla
tive
pre
scri
pts
fo
r th
e co
nstr
ucti
on
and
pro
per
ty s
ecto
rs
1.P
ublic
Wor
ks B
ill
dev
elop
ed_
__
Situ
atio
nal a
naly
sis
and
rec
omm
end
ed
rese
arch
the
mes
su
bm
itted
to
Min
is-
ter
for
app
rova
l
Dra
ft P
ublic
Wor
ks
Whi
te P
aper
ga-
zett
ed fo
r p
ublic
co
mm
ent
Pub
lic W
orks
Whi
te
Pap
er s
ubm
itted
to
Cab
inet
for
app
rova
l
Dra
ft P
ublic
Wor
ks
Bill
dev
elop
ed fo
r co
nsul
tatio
n
Pub
lic W
orks
Bill
su
bm
itted
to
Par
lia-
men
t
2.A
men
ded
Con
-st
ruct
ion
Ind
ustr
y D
evel
opm
ent
Boa
rd (c
idb
) Act
cid
b 5
Yea
r R
evie
w_
Pro
mp
t re
gula
-tio
ns g
azet
ted
Dra
ft c
idb
Am
end
-m
ent
Bill
dev
elop
ed
for
cons
ulta
tion
Sta
keho
lder
con
sul-
tatio
n on
the
dra
ft
cid
b A
men
dm
ent
Bill
cid
b A
men
dm
ent
Bill
sub
mitt
ed t
o P
arlia
men
t
24P
artic
ipat
ion
in
the
Par
liam
enta
ry
pro
cess
3.A
men
ded
Cou
ncil
for
the
Bui
lt E
n-vi
ronm
ent
(CB
E)
Act
BE
P P
olic
y d
e-ve
lop
edC
onsu
ltatio
n on
th
e B
EP
Pol
icy
_R
evis
ed B
uilt
En-
viro
nmen
t P
rofe
s-si
ons
(BE
P) P
olic
y su
bm
itted
to
Min
is-
ter
for
app
rova
l
Sta
keho
lder
con
sul-
tatio
n on
the
dra
ft
CB
E A
men
dm
ent
Bill
CB
E A
men
dm
ent
Bill
sub
mitt
ed t
o P
arlia
men
t
Par
ticip
atio
n in
th
e P
arlia
men
tary
p
roce
ss
24
Par
ticip
atio
n in
the
Par
liam
enta
ry p
roce
ss in
clud
es re
spon
ding
to p
ublic
com
men
ts o
n th
e B
ill an
d de
velo
ping
sug
gest
ed a
men
dmen
ts in
resp
onse
to th
e de
liber
atio
n of
the
Por
tfolio
and
Sel
ect C
om-
mitt
ees
Annual Performance Plan • 2017/18 75
8.4.
3 P
RO
GR
AM
ME
4: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D Q
UA
RT
ER
LY T
AR
GE
TS
FO
R 2
017/
18
Tabl
e 34
: Per
form
ance
indi
cato
rs a
nd q
uart
erly
targ
ets
for 2
017/
18
Perf
orm
ance
Indi
cato
rRe
port
ing
perio
dAn
nual
Tar
get 2
017/
18Qu
arte
rly T
arge
ts
1st2nd
3rd4th
1.P
ublic
Wor
ks W
hite
P
aper
dev
elop
edQ
uart
erly
Dra
ft P
ublic
Wor
ks
Whi
te P
aper
gaz
ette
d
for
pub
lic c
omm
ent
Dra
ft 1
of P
ublic
W
orks
Whi
te P
aper
ci
rcul
ated
to
stak
e-ho
lder
s fo
r co
mm
ent
Dra
ft 2
of P
ublic
W
orks
Whi
te P
aper
ci
rcul
ated
to
stak
e-ho
lder
s fo
r co
mm
ent
Dra
ft 3
of P
ublic
W
orks
Whi
te P
aper
su
bm
itted
to
Min
is-
ter
for
app
rova
l to
gaze
tte
for
pub
lic
com
men
t.
Dra
ft P
ublic
Wor
ks
Whi
te P
aper
gaz
ette
d
for
pub
lic c
omm
ent
2.A
men
ded
Con
stru
c-tio
n In
dus
try
Dev
el-
opm
ent
Boa
rd (c
idb
) A
ct
Qua
rter
lyS
take
hold
er c
onsu
l-ta
tion
on t
he d
raft
ci
db
Am
end
men
t B
ill
--
Con
stru
ctio
n in
dus
try
stak
ehol
der
s co
nsul
t-ed
on
the
Dra
ft c
idb
A
men
dm
ent
Bill
Dra
ft c
idb
Am
end
-m
ent
Bill
ap
pro
ved
b
y M
inis
ter
to g
azet
te
for
pub
lic c
omm
ent
3.A
men
ded
Cou
ncil
for
the
Bui
lt E
nviro
n-m
ent
(CB
E) A
ct
Qua
rter
lyS
take
hold
er c
onsu
l-ta
tion
on t
he d
raft
C
BE
Am
end
men
t B
ill
-
-B
uilt
Env
ironm
ent
and
Pro
per
ty S
ecto
r S
take
hold
ers
con-
sulte
d o
n th
e D
raft
C
BE
Am
end
men
t B
ill
Dra
ft C
BE
Am
end
-m
ent
Bill
ap
pro
ved
b
y M
inis
ter
to g
azet
te
for
pub
lic c
omm
ent
Department of Public Works76
8.4.
4 R
EC
ON
CIL
ING
PE
RFO
RM
AN
CE
TA
RG
ET
S W
ITH
TH
E B
UD
GE
T A
ND
MT
EF
Tabl
e 35
: Exp
endi
ture
est
imat
es fo
r Pro
gram
me
4: P
rope
rty
and
Con
stru
ctio
n In
dust
ry P
olic
y R
egul
atio
ns
Prog
ram
mes
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Con
stru
ctio
n P
olic
y D
evel
opm
ent
Pro
gram
me
19
083
18
738
20
861
26
243
45
896
49
211
52
135
Pro
per
ty P
olic
y D
evel
opm
ent
Pro
gram
me
13
675
12
625
8 4
16
12
665
14
954
16
494
17
575
Sec
tor
Res
earc
h an
d A
naly
sis
72
361
77
212
65
626
52
059
74
984
75
203
79
414
Con
stru
ctio
n In
dus
try
Dev
elop
men
t B
oard
37
959
41
572
41
994
43
413
48
568
51
385
54
263
Cou
ncil
for
the
Bui
lt E
nviro
nmen
t 1
00 0
00
50
000
50
000
-
-
-
-
Ind
epen
den
t D
evel
opm
ent
Trus
t 1
468
1
630
4
75
500
5
16
546
5
77
Con
stru
ctio
n E
duc
atio
n an
d T
rain
ing
Aut
horit
y 3
061
643
3
043
967
3
524
652
3
389
448
3
758
922
4
067
372
4
283
146
P
rop
erty
Man
agem
ent
Trad
ing
Ent
ity 1
7 55
5 2
2 54
8 2
3 36
3 2
8 23
4 2
6 03
1 2
7 52
3 2
9 06
4 A
ssis
tanc
e to
Org
anis
atio
ns fo
r th
e P
rese
rvat
ion
of N
atio
nal M
emor
ials
19
083
18
738
20
861
26
243
45
896
49
211
52
135
Tota
l 3
323
744
3
268
292
3
735
387
3
552
562
3
969
871
4
287
734
4
516
174
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Cur
rent
pay
men
ts 1
798
397
2
049
037
1
7 08
6 2
6 03
6 3
1 17
5 3
4 42
6 3
6 69
6 C
omp
ensa
tion
of e
mp
loye
es 1
109
856
1
230
172
8
726
1
6 28
4 1
5 54
6 1
7 02
1 1
8 31
6 S
alar
ies
and
wag
es 9
57 2
41
1 0
65 8
02
7 9
84
14
460
13
841
15
155
16
318
Soc
ial c
ontr
ibut
ions
152
615
1
64 3
70
742
1
824
1
705
1
866
1
998
G
ood
s an
d s
ervi
ces
688
541
8
18 8
56
8 3
60
9 7
52
15
629
17
405
18
380
Ad
min
istr
ativ
e fe
es -
1
3 -
-
-
-
-
A
dve
rtis
ing
2 5
02
5 3
06
43
363
7
81
870
9
23
Min
or A
sset
s 3
039
1
056
-
-
-
-
-
A
udit
cost
s: E
xter
nal
38
467
-
-
-
-
-
-
Bur
sarie
s: E
mp
loye
es 2
-
-
-
-
-
-
C
ater
ing:
Dep
artm
enta
l act
iviti
es 1
647
8
34
4
4
5
6
6
Com
mun
icat
ion
(G&
S)
15
287
17
102
106
1
80
290
4
49
491
C
omp
uter
ser
vice
s 1
50
382
-
-
-
-
Con
sulta
nts:
Bus
ines
s an
d a
dvi
sory
ser
vice
s 4
6 95
5 1
5 74
9 4
825
4
590
8
127
9
036
9
546
In
fras
truc
ture
and
pla
nnin
g se
rvic
es 8
797
6
908
-
-
Annual Performance Plan • 2017/18 77
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Lega
l ser
vice
s (G
&S
) 8
1 -
-
-
-
-
Con
trac
tors
-
1 1
17
21
3 6
02
4 3
49
4 6
18
4 8
77
Age
ncy
and
sup
por
t/ou
tsou
rced
ser
vice
s -
3
4 31
3 6
50
-
700
9
20
935
E
nter
tain
men
t 1
51
114
6
5
6
7
7
Fl
eet
serv
ices
(inc
lud
ing
gove
rnm
ent
mot
or
tran
spor
t) 1
4 69
6 1
6 16
0 1
4
5
6
6
Inve
ntor
y: C
loth
ing
mat
eria
l and
acc
esso
ries
4 2
36
-
-
-
-
-
-
Inve
ntor
y: F
uel,
oil a
nd g
as 7
568
-
-
-
-
-
-
In
vent
ory:
Mat
eria
ls a
nd s
upp
lies
840
-
-
-
-
-
-
In
vent
ory:
Oth
er s
upp
lies
94
-
-
-
-
-
-
Con
sum
able
sup
plie
s 1
1 16
4 1
3 82
7 1
-
-
-
-
C
onsu
mab
les:
Sta
tione
ry, p
rintin
g an
d o
ffice
su
pp
lies
4 7
80
5 5
25
97
61
435
4
79
513
Op
erat
ing
leas
es 2
16 7
66
225
031
1
0 2
0 1
72
183
1
94
Ren
tal a
nd h
iring
11
1
-
-
-
-
P
rop
erty
pay
men
ts 2
51 8
90
415
835
-
-
-
-
Trav
el a
nd s
ubsi
sten
ce 5
1 33
9 4
9 34
7 9
40
432
4
55
478
5
05
Trai
ning
and
dev
elop
men
t 2
827
4
843
-
-
-
-
Op
erat
ing
pay
men
ts 3
039
4
992
1
621
4
0 4
2 9
5 1
05
Venu
es a
nd fa
cilit
ies
2 2
13
401
3
5 4
51
262
2
58
272
In
tere
st a
nd r
ent
on la
nd -
9
-
-
-
-
-
In
tere
st (I
ncl.
inte
rest
on
unita
ry p
aym
ents
(P
PP
)) -
9
-
-
-
-
-
Tran
sfer
s an
d s
ubsi
die
s 9
27 5
50
885
926
3
718
166
3
526
407
3
938
396
4
253
008
4
479
178
P
rovi
nces
and
mun
icip
aliti
es 2
2
-
-
-
-
-
M
unic
ipal
ities
2
2
-
-
-
-
-
Mun
icip
al b
ank
acco
unts
2
2
-
-
-
-
-
Dep
artm
enta
l age
ncie
s an
d a
ccou
nts
794
214
7
93 7
86
3 6
44 4
29
3 4
97 8
03
3 9
12 0
35
4 2
25 2
63
4 4
49 8
80
Dep
artm
enta
l age
ncie
s (n
on-b
usin
ess
entit
ies)
794
214
7
93 7
86
3 6
44 4
29
3 4
97 8
03
3 9
12 0
35
4 2
25 2
63
4 4
49 8
80
Fore
ign
gove
rnm
ents
and
inte
rnat
iona
l org
ani-
satio
ns 1
7 55
5 2
2 54
8 2
3 36
3 2
8 23
4 2
6 03
1 2
7 52
3 2
9 06
4
Pub
lic c
orp
orat
ions
and
priv
ate
ente
rpris
es 1
00 0
00
50
000
50
000
-
-
-
-
Pub
lic c
orp
orat
ions
100
000
5
0 00
0 5
0 00
0 -
-
-
-
O
ther
tra
nsfe
rs t
o p
ublic
cor
por
atio
ns 1
00 0
00
50
000
50
000
-
-
-
-
Non
-pro
fit in
stitu
tions
10
398
11
021
331
1
70
120
-
-
H
ouse
hold
s 5
381
8
569
4
3 2
00
210
2
22
234
Department of Public Works78
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Soc
ial b
enefi
ts 5
381
8
569
4
3 2
00
210
2
22
234
P
aym
ents
fo
r ca
pit
al a
sset
s 5
97 7
97
330
104
1
35
119
3
00
300
3
00
Bui
ldin
gs a
nd o
ther
fixe
d s
truc
ture
s 5
67 3
65
315
914
-
-
-
-
-
B
uild
ings
567
365
3
15 9
14
-
-
-
-
-
Mac
hine
ry a
nd e
qui
pm
ent
30
300
14
155
135
1
19
300
3
00
300
Tr
ansp
ort
equi
pm
ent
132
-
-
-
-
-
-
O
ther
mac
hine
ry a
nd e
qui
pm
ent
30
168
14
155
135
1
19
300
3
00
300
S
oftw
are
and
oth
er in
tang
ible
ass
ets
132
3
5 -
-
-
-
-
P
aym
ents
fo
r fi
nanc
ial a
sset
s -
3
225
-
-
-
-
-
Tota
l 3
323
744
3
268
292
3
735
387
3
552
562
3
969
871
4
287
734
4
516
174
8.4.
5 P
ER
FOR
MA
NC
E A
ND
EX
PE
ND
ITU
RE
TR
EN
DS
FO
R P
RO
GR
AM
ME
4
The
spen
din
g fo
cus
over
the
med
ium
-ter
m w
ill b
e on
pro
vid
ing
stra
tegi
c le
ader
ship
for
the
reg
ulat
ion
of t
he c
onst
ruct
ion
sect
or t
o co
ntrib
ute
to g
row
th a
nd t
rans
-fo
rmat
ion
and
sou
nd p
ublic
sec
tor
imm
ovab
le a
sset
man
agem
ent.
Thi
s w
ill b
e ac
hiev
ed t
hrou
gh t
he r
evie
w o
f the
Pub
lic W
orks
Whi
te P
aper
s, a
s w
ell a
s th
e re
view
of
the
cid
b a
nd C
BE
Act
s.
The
aver
age
grow
th in
the
allo
catio
n to
the
pro
gram
me
over
the
med
ium
ter
m p
erio
d is
8.2
per
cen
t. E
xpen
ditu
re in
crea
sed
in t
he P
rogr
amm
e fr
om R
4.9
bill
ion
to
R3.
8 b
illio
n in
201
5/16
at
an a
vera
ge r
ate
nega
tive
8.3
per
cen
t.
Ove
r th
e m
ediu
m t
erm
, the
exp
end
iture
on
tran
sfer
s an
d s
ubsi
die
s is
pro
ject
ed t
o in
crea
se a
t an
ave
rage
rat
e of
8.3
per
cen
t. A
n av
erag
e p
erce
ntag
e of
95
per
cen
t of
the
tot
al b
udge
t fo
r th
e p
rogr
amm
e is
allo
cate
d t
o th
e P
rop
erty
Man
agem
ent
Trad
ing
Ent
ity o
ver
the
MTE
F p
erio
d.
Com
pen
satio
n of
em
plo
yees
is p
roje
cted
to
incr
ease
at
an a
vera
ge o
f 4 p
er c
ent
over
the
med
ium
ter
m.
The
incr
ease
of 6
0 p
er c
ent
from
201
6/17
to
2017
/18
for
good
s an
d s
ervi
ces
is d
ue t
o th
e re
view
of a
cts
to a
lign
the
curr
ent
pol
icy
traj
ecto
ries
such
as
the
natio
nal
dev
elop
men
t p
lan
and
BB
BE
E A
ct a
nd w
as fi
nanc
ed t
hrou
gh r
eprio
ritis
atio
n fr
om p
rogr
amm
e 1.
The
bul
k of
the
sp
end
ing
und
er g
ood
s an
d s
ervi
ces
will
be
for
out-
sour
ced
ser
vice
s un
der
con
sulta
nts.
Annual Performance Plan • 2017/18 79
8.5
Pro
gra
mm
e 5
: P
rest
ige P
olic
y
Purp
ose
of th
e pr
ogra
mm
e: P
rovi
de
norm
s an
d s
tand
ard
s fo
r th
e p
rest
ige
acco
mm
odat
ion
por
tfol
io a
nd m
eet
the
pro
toco
l res
pon
sib
ilitie
s fo
r S
tate
func
tions
.
8.5.
1 P
RO
GR
AM
ME
5: S
TR
AT
EG
IC O
BJE
CT
IVE
S A
ND
ME
DIU
M-T
ER
M T
AR
GE
TS
FO
R 2
017/
18 T
O 2
019/
20
Tabl
e 36
: Str
ateg
ic o
bjec
tives
and
med
ium
term
targ
ets
for 2
017/
18 –
201
9/20
Stra
tegi
c Ob
ject
ive
Stra
tegi
c Pl
an
Targ
et (5
yea
r ta
rget
)
Audi
ted/
Act
ual P
erfo
rman
ceEs
timat
ed
Perf
orm
ance
20
16/1
7
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
1.To
imp
rove
the
d
eliv
ery
of s
er-
vice
s to
Pre
s-tig
e cl
ient
s
80%
imp
rove
-m
ent
in t
urn-
arou
nd t
ime
for
the
reso
lutio
ns
of m
aint
enan
ce
bre
akd
owns
35 d
ays
turn
-ar
ound
tim
e fo
r th
e re
solu
tion
of m
aint
enan
ce
bre
akd
owns
35 d
ays
turn
-ar
ound
tim
e fo
r th
e re
solu
tion
of m
aint
enan
ce
bre
akd
owns
35 d
ays
turn
-ar
ound
tim
e fo
r th
e re
solu
tion
of m
aint
enan
ce
bre
akd
owns
60%
imp
rove
-m
ent
in t
urn-
arou
nd t
imes
for
the
reso
lutio
ns
of m
aint
enan
ce
bre
akd
owns
70%
imp
rove
-m
ent
in t
urn-
arou
nd t
imes
for
the
reso
lutio
ns
of m
aint
enan
ce
bre
akd
owns
75%
imp
rove
-m
ent
in t
urn-
arou
nd t
imes
for
the
reso
lutio
ns
of m
aint
enan
ce
bre
akd
owns
80%
imp
rove
-m
ent
in t
urn-
arou
nd t
imes
for
the
reso
lutio
ns
of m
aint
enan
ce
bre
akd
owns
8.5.
2 P
RO
GR
AM
ME
5: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D M
ED
IUM
-TE
RM
TA
RG
ET
S F
OR
201
7/18
TO
201
9/20
Tabl
e 37
: Pro
gram
me
perf
orm
ance
indi
cato
rs a
nd m
ediu
m te
rm ta
rget
s fo
r 201
7/18
– 2
019/
20
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce 2
016/
17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
Str
ateg
ic o
bje
ctiv
e: T
o im
pro
ve t
he d
eliv
ery
of
serv
ices
to
Pre
stig
e cl
ient
s
1.N
umb
er o
f P
rest
ige
pol
icie
s ap
pro
ved
_N
orm
s an
d s
tan-
dar
ds
for
pro
visi
on
of a
ccom
mod
atio
n fo
r P
resi
den
t, D
ep-
uty
Pre
sid
ent
and
M
emb
ers
of t
he
Exe
cutiv
e d
evel
-op
ed
Pol
icy
guid
elin
es
on in
stal
latio
n,
man
agem
ent
and
m
aint
enan
ce o
f se
curit
y in
fra-
stru
ctur
e at
Na-
tiona
l Key
Poi
nts
dev
elop
ed
4 P
rest
ige
pol
icie
s ap
pro
ved
4
Pre
stig
e p
olic
ies
app
rove
d
3 P
rest
ige
pol
icie
s ap
pro
ved
-
2.A
vera
ge n
umb
er
of w
orki
ng d
ays
take
n to
res
olve
m
echa
nica
l b
reak
dow
ns a
fter
lo
ggin
g of
com
-p
lain
t
30 W
orki
ng d
ays
take
n to
res
olve
m
echa
nica
l m
aint
enan
ce
bre
akd
owns
.
30 W
orki
ng d
ays
take
n to
res
olve
m
echa
nica
l mai
n-te
nanc
e b
reak
-d
owns
.
30 W
orki
ng d
ays
take
n to
res
olve
m
echa
nica
l mai
n-te
nanc
e b
reak
-d
owns
.
20 w
orki
ng d
ays
to
reso
lve
mec
han-
ical
bre
akd
owns
af
ter
logg
ing
of
com
pla
int
by
Pre
s-tig
e cl
ient
s
15 w
orki
ng d
ays
to
reso
lve
mec
han-
ical
bre
akd
owns
af
ter
logg
ing
of
com
pla
int
by
Pre
s-tig
e cl
ient
s
10 w
orki
ng d
ays
to
reso
lve
mec
han-
ical
bre
akd
owns
af
ter
logg
ing
of
com
pla
int
by
Pre
s-tig
e cl
ient
s
5 w
orki
ng d
ays
to
reso
lve
mec
han-
ical
bre
akd
owns
af
ter
logg
ing
of
com
pla
int
by
Pre
s-tig
e cl
ient
s
Department of Public Works80
Perf
orm
ance
Indi
cato
rAu
dite
d/ A
ctua
l Per
form
ance
Estim
ated
Pe
rfor
man
ce 2
016/
17
Med
ium
-Ter
m T
arge
ts
2013
/14
2014
/15
2015
/16
2017
/18
2018
/19
2019
/20
3.A
vera
ge n
umb
er
of w
orki
ng d
ays
take
n to
res
olve
em
erge
ncy
bre
ak-
dow
ns a
fter
log-
ging
of c
omp
lain
t
5 W
orki
ng d
ays
take
n to
res
olve
el
ectr
ical
and
p
lum
bin
g b
reak
-d
owns
5 W
orki
ng d
ays
take
n to
res
olve
el
ectr
ical
and
p
lum
bin
g b
reak
-d
owns
5 W
orki
ng d
ays
take
n to
res
olve
el
ectr
ical
and
p
lum
bin
g b
reak
-d
owns
4 w
orki
ng d
ays
to
reso
lve
emer
genc
y b
reak
dow
ns a
fter
lo
ggin
g of
com
-p
lain
t b
y P
rest
ige
clie
nt
2 w
orki
ng d
ays
to
reso
lve
emer
genc
y b
reak
dow
ns a
fter
lo
ggin
g of
com
-p
lain
t b
y P
rest
ige
clie
nt
1 w
orki
ng d
ay t
o re
solv
e em
erge
ncy
bre
akd
owns
aft
er
logg
ing
of c
om-
pla
int
by
Pre
stig
e cl
ient
1 w
orki
ng d
ay t
o re
solv
e em
erge
ncy
bre
akd
owns
aft
er
logg
ing
of c
om-
pla
int
by
Pre
stig
e cl
ient
4.N
umb
er o
f p
lann
ed S
tate
ev
ents
sup
por
t-ed
with
mov
able
st
ruct
ures
12 S
tate
eve
nts
sup
por
ted
with
m
ovab
le s
truc
-tu
res
13 S
tate
eve
nts
sup
por
ted
with
m
ovab
le s
truc
-tu
res
15 S
tate
eve
nts
sup
por
ted
with
m
ovab
le s
truc
-tu
res
8 P
lann
ed S
tate
ev
ents
sup
por
t-ed
with
mov
able
st
ruct
ures
8 P
lann
ed S
tate
ev
ents
sup
por
t-ed
with
mov
able
st
ruct
ures
8 P
lann
ed S
tate
ev
ents
sup
por
t-ed
with
mov
able
st
ruct
ures
12 P
lann
ed S
tate
ev
ents
sup
por
t-ed
with
mov
able
st
ruct
ures
5.A
vera
ge n
umb
er
of w
orki
ng d
ays
take
n to
pro
vid
e M
ovab
le A
sset
s to
Pre
stig
e cl
ient
s
--
-60
wor
king
day
s to
p
rovi
de
mov
able
as
sets
(offi
ce a
nd
resi
den
tial)
to
Pre
stig
e C
lient
s fr
om r
ecei
pt
of
req
uest
.
60 w
orki
ng d
ays
to
pro
vid
e m
ovab
le
asse
ts (o
ffice
and
re
sid
entia
l) to
P
rest
ige
Clie
nts
from
rec
eip
t of
re
que
st.
60 w
orki
ng d
ays
to
pro
vid
e m
ovab
le
asse
ts (o
ffice
and
re
sid
entia
l) to
P
rest
ige
Clie
nts
from
rec
eip
t of
re
que
st.
60 w
orki
ng d
ays
to
pro
vid
e m
ovab
le
asse
ts (o
ffice
and
re
sid
entia
l) to
P
rest
ige
Clie
nts
from
rec
eip
t of
re
que
st.
8.5.
3 P
RO
GR
AM
ME
5: P
RO
GR
AM
ME
PE
RFO
RM
AN
CE
IND
ICA
TO
RS
AN
D Q
UA
RT
ER
LY T
AR
GE
TS
FO
R 2
017/
18
Tabl
e 38
: Per
form
ance
indi
cato
rs a
nd q
uart
erly
targ
ets
for 2
017/
18
Perf
orm
ance
Indi
cato
rRe
port
ing
perio
dAn
nual
Tar
get 2
017/
18Qu
arte
rly T
arge
ts
1st2nd
3rd4th
1.N
umb
er o
f P
rest
ige
pol
icie
s ap
pro
ved
Qua
rter
ly4
Pre
stig
e p
olic
ies
app
rove
d1
Pre
stig
e p
olic
y ap
-p
rove
d
1 P
rest
ige
pol
icy
ap-
pro
ved
1
Pre
stig
e p
olic
y ap
-p
rove
d
1 P
rest
ige
pol
icy
ap-
pro
ved
2.A
vera
ge n
umb
er
of w
orki
ng d
ays
take
n to
res
olve
m
echa
nica
l bre
ak-
dow
ns a
fter
log-
ging
of c
omp
lain
t
Qua
rter
ly15
wor
king
day
s to
re
solv
e m
echa
nica
l b
reak
dow
ns a
fter
log-
ging
of c
omp
lain
t b
y P
rest
ige
clie
nts
15 w
orki
ng d
ays
to
reso
lve
mec
hani
cal
bre
akd
owns
aft
er lo
g-gi
ng o
f com
pla
int
by
Pre
stig
e cl
ient
s
15 w
orki
ng d
ays
to
reso
lve
mec
hani
cal
bre
akd
owns
aft
er lo
g-gi
ng o
f com
pla
int
by
Pre
stig
e cl
ient
s
15 w
orki
ng d
ays
to
reso
lve
mec
hani
cal
bre
akd
owns
aft
er lo
g-gi
ng o
f com
pla
int
by
Pre
stig
e cl
ient
s
15 w
orki
ng d
ays
to
reso
lve
mec
hani
cal
bre
akd
owns
aft
er lo
g-gi
ng o
f com
pla
int
by
Pre
stig
e cl
ient
s
Annual Performance Plan • 2017/18 81
Perf
orm
ance
Indi
cato
rRe
port
ing
perio
dAn
nual
Tar
get 2
017/
18Qu
arte
rly T
arge
ts
1st2nd
3rd4th
3.A
vera
ge n
umb
er
of w
orki
ng d
ays
take
n to
res
olve
em
erge
ncy
bre
ak-
dow
ns a
fter
log-
ging
of c
omp
lain
t
Qua
rter
ly2
wor
king
day
s to
re
solv
e em
erge
ncy
bre
akd
owns
aft
er lo
g-gi
ng o
f com
pla
int
by
Pre
stig
e cl
ient
2 w
orki
ng d
ays
to
reso
lve
emer
genc
y b
reak
dow
ns a
fter
log-
ging
of c
omp
lain
t b
y P
rest
ige
clie
nt
2 w
orki
ng d
ays
to
reso
lve
emer
genc
y b
reak
dow
ns a
fter
log-
ging
of c
omp
lain
t b
y P
rest
ige
clie
nt
2 w
orki
ng d
ays
to
reso
lve
emer
genc
y b
reak
dow
ns a
fter
log-
ging
of c
omp
lain
t b
y P
rest
ige
clie
nt
2 w
orki
ng d
ays
to
reso
lve
emer
genc
y b
reak
dow
ns a
fter
log-
ging
of c
omp
lain
t b
y P
rest
ige
clie
nt
4.N
umb
er o
f p
lann
ed S
tate
ev
ents
sup
por
t-ed
with
mov
able
st
ruct
ures
Qua
rter
ly8
Pla
nned
Sta
te
even
ts s
upp
orte
d w
ith
mov
able
str
uctu
res
2 P
lann
ed S
tate
ev
ents
sup
por
ted
with
m
ovab
le s
truc
ture
s
2 P
lann
ed S
tate
ev
ents
sup
por
ted
with
m
ovab
le s
truc
ture
s
2 P
lann
ed S
tate
ev
ents
sup
por
ted
with
m
ovab
le s
truc
ture
s
2 P
lann
ed S
tate
ev
ents
sup
por
ted
with
m
ovab
le s
truc
ture
s
5A
vera
ge n
umb
er
of w
orki
ng d
ays
take
n to
pro
vid
e fu
rnitu
re t
o P
res-
tige
clie
nts
Qua
rter
ly60
wor
king
day
s to
p
rovi
de
mov
able
as
sets
(offi
ce a
nd
resi
den
tial)
to P
rest
ige
Clie
nts
from
rec
eip
t of
re
que
st.
60 w
orki
ng d
ays
to
pro
vid
e m
ovab
le
asse
ts (o
ffice
and
re
sid
entia
l) to
Pre
stig
e C
lient
s fr
om r
ecei
pt
of
req
uest
.
60 w
orki
ng d
ays
to
pro
vid
e m
ovab
le
asse
ts (o
ffice
and
re
sid
entia
l) to
Pre
stig
e C
lient
s fr
om r
ecei
pt
of
req
uest
.
60 w
orki
ng d
ays
to
pro
vid
e m
ovab
le
asse
ts (o
ffice
and
re
sid
entia
l) to
Pre
stig
e C
lient
s fr
om r
ecei
pt
of
req
uest
.
60 w
orki
ng d
ays
to
pro
vid
e m
ovab
le
asse
ts (o
ffice
and
re
sid
entia
l) to
Pre
stig
e C
lient
s fr
om r
ecei
pt
of
req
uest
.
8.5.
4 R
econ
cilin
g p
erfo
rman
ce t
arge
ts w
ith t
he B
udge
t an
d M
TEF
Tabl
e 39
: Exp
endi
ture
est
imat
es fo
r Pro
gram
me
5: P
rest
ige
Polic
y
Prog
ram
mes
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Pre
stig
e A
ccom
mod
atio
n an
d S
tate
Fun
ctio
ns 1
13 4
59
176
818
7
2 86
4 8
6 52
0 8
9 58
5 8
5 27
2 9
7 06
5 P
arlia
men
tary
Vill
ages
Man
agem
ent
Boa
rd 8
198
8
690
9
090
9
572
1
0 05
1 1
0 63
4 1
1 23
0
Tota
l 1
21 6
57
185
508
8
1 95
4 9
6 09
2 9
9 63
6 9
5 90
6 1
08 2
95
Department of Public Works82
Econ
omic
cla
ssifi
catio
n
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Cur
rent
pay
men
ts 1
03 8
02
153
035
6
2 18
9 7
5 74
6 7
9 38
5 7
6 97
2 8
3 46
3 C
omp
ensa
tion
of e
mp
loye
es 2
0 82
2 2
3 20
3 1
5 55
1 2
6 26
5 2
5 18
3 2
5 34
5 2
7 49
7 S
alar
ies
and
wag
es 1
8 27
7 2
0 41
6 1
3 67
7 2
3 37
6 2
2 50
7 2
2 71
7 2
4 64
2 S
ocia
l con
trib
utio
ns 2
545
2
787
1
874
2
889
2
676
2
628
2
855
G
ood
s an
d s
ervi
ces
82
980
129
832
4
6 30
3 4
9 48
1 5
4 20
2 5
1 62
7 5
5 96
6 A
dve
rtis
ing
57
39
54
43
46
48
51
Min
or A
sset
s 1
185
9
859
2
476
6
320
1
3 52
1 1
2 84
4 1
3 84
3 C
ater
ing:
Dep
artm
enta
l act
iviti
es 8
1
0 1
2 1
2 1
5 1
6 1
7 C
omm
unic
atio
n (G
&S
) 1
50
210
2
55
212
2
23
234
2
47
Con
sulta
nts:
Bus
ines
s an
d a
dvi
sory
ser
vice
s 3
6 -
3
79
-
-
-
-
Con
trac
tors
79
251
111
941
3
8 56
2 3
0 50
0 3
1 47
4 3
0 29
9 3
3 16
4 A
genc
y an
d s
upp
ort/
outs
ourc
ed s
ervi
ces
419
5
18
772
5
71
1 0
38
630
6
65
Ent
erta
inm
ent
26
12
7
100
1
05
111
1
17
Flee
t se
rvic
es (i
nclu
din
g go
vern
men
t m
otor
tra
nsp
ort)
25
11
240
1
00
105
1
11
117
In
vent
ory:
Mat
eria
ls a
nd s
upp
lies
56
-
-
-
-
-
-
Con
sum
able
sup
plie
s 1
1
557
4
66
5 5
17
528
5
54
585
C
onsu
mab
les:
Sta
tione
ry, p
rintin
g an
d o
ffice
sup
plie
s 1
90
303
8
5 4
00
1 1
20
441
4
66
Op
erat
ing
leas
es 2
5 3
6 5
89
530
5
2 5
5 5
8 R
enta
l and
hiri
ng -
3
11
-
359
3
77
396
4
18
Pro
per
ty p
aym
ents
-
323
-
3
55
375
3
94
416
Tr
avel
and
sub
sist
ence
1 0
82
3 5
11
1 6
61
3 1
86
3 8
84
4 0
88
4 3
17
Trai
ning
and
dev
elop
men
t -
-
-
-
-
-
-
O
per
atin
g p
aym
ents
469
6
68
745
7
00
735
7
72
815
Ve
nues
and
faci
litie
s -
5
23
-
576
6
04
634
6
70
Inte
rest
and
ren
t on
land
335
In
tere
st (I
ncl.
inte
rest
on
unita
ry p
aym
ents
(PP
P))
335
Tr
ansf
ers
and
sub
sid
ies
8 2
53
8 7
20
9 1
12
9 7
72
10
251
10
834
11
430
Dep
artm
enta
l age
ncie
s an
d a
ccou
nts
8 1
98
8 6
90
9 0
90
9 5
72
10
051
10
634
11
230
Dep
artm
enta
l age
ncie
s (n
on-b
usin
ess
entit
ies)
8 1
98
8 6
90
9 0
90
9 5
72
10
051
10
634
11
230
Hou
seho
lds
55
30
22
200
2
00
200
2
00
Soc
ial b
enefi
ts 5
5 3
0 2
2 2
00
200
2
00
200
P
aym
ents
for
cap
ital a
sset
s 9
602
2
3 75
3 1
0 65
3 1
0 57
4 1
0 00
0 8
100
1
3 40
2 M
achi
nery
and
eq
uip
men
t 9
602
2
3 75
3 1
0 65
3 1
0 57
4 1
0 00
0 8
100
1
3 40
2
Annual Performance Plan • 2017/18 83
Econ
omic
cla
ssifi
catio
n
Audi
ted
outc
ome
Adju
sted
ap
prop
riatio
nM
ediu
m-t
erm
exp
endi
ture
est
imat
e
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
(R’0
00)
Oth
er m
achi
nery
and
eq
uip
men
t 9
602
2
3 75
3 1
0 65
3 1
0 57
4 1
0 00
0 8
100
1
3 40
2 P
aym
ents
fo
r fi
nanc
ial a
sset
s-
--
--
--
Tota
l 1
21 6
57
185
508
8
1 95
4 9
6 09
2 9
9 63
6 9
5 90
6 1
08 2
95
8.5.
5 P
ER
FOR
MA
NC
E A
ND
EX
PE
ND
ITU
RE
TR
EN
DS
FO
R P
RO
GR
AM
ME
5
The
spen
din
g fo
cus
over
the
med
ium
ter
m w
ill b
e on
dev
elop
ing
and
rev
iew
ing
pol
icie
s fo
r th
e p
rest
ige
acco
mm
odat
ion
por
tfol
io in
line
with
the
Min
iste
rial H
and
-b
ook,
imp
rovi
ng t
he d
eliv
ery
of s
ervi
ces
to P
rest
ige
clie
nts
with
reg
ard
to
the
pro
visi
on o
f b
oth
mov
able
and
imm
ovab
le a
sset
s as
wel
l as
mee
ting
the
pro
toco
l re
spon
sib
ilitie
s fo
r S
tate
func
tions
. Com
pen
satio
n of
em
plo
yees
is p
roje
cted
to
incr
ease
at
an a
vera
ge o
f 3 p
er c
ent
over
the
med
ium
ter
m.
The
high
exp
end
iture
dur
ing
2013
/14
and
201
4/15
was
due
to
Sta
te f
unct
ions
for
the
Sta
te f
uner
als
and
pre
sid
entia
l ina
ugur
atio
ns.
The
bul
k of
the
exp
end
iture
in
this
pro
gram
me
is s
pen
t to
war
ds
com
pen
satio
n of
em
plo
yees
as
wel
l as
good
s an
d s
ervi
ces.
The
mai
n ex
pen
ditu
re it
em w
ithin
the
goo
ds
and
ser
vice
s re
late
to
Sta
te fu
nctio
ns.
Department of Public Works84
Annual Performance Plan • 2017/18 85
PART C
LINKS TO LONG TERM PLANS
Department of Public Works86
As from the 2015/16 financial year, the in-frastructure plan is reflected on the Annual Performance Plan of the Property Manage-ment Trading Entity (PMTE), which assumed the immovable asset management functions of providing office accommodation to user departments at the National Government level. The PMTE is therefore responsible for the planning, acquiring, managing and dis-posing of immovable assets under the cus-tody of the Department of Public Works. The infrastructure budget has been transferred to the PMTE and the Department shares its office accommodation with the PMTE.
10
S
ER
VIC
E D
EL
IVE
RY
IM
PR
OV
EM
EN
T P
LA
N (
20
17
/18
– 2
01
9/2
0)
SERV
ICE
BENE
FICI
ARY
AREA
FOR
SE
RVIC
E IM
PROV
EMEN
T
KEY
IMPR
OVEM
ENT
ACTI
VITI
ES
CLIE
NT
IMPA
CT O
F IM
PROV
EMEN
T
KEY
PERF
ORM
ANCE
IN
DICA
TOR
CURR
ENT
STAN
DARD
(B
ASEL
INE)
TARG
ET
2017
/18
TARG
ET
2018
/19
TARG
ET
2019
/20
TARG
ET
2020
/21
PR
ES
TIG
E P
OLI
CY
Pre
stig
e C
lient
Act
ive
Man
-ag
emen
t o
f cl
ient
Rel
a-ti
ons
Dev
elop
P
rest
ige
Clie
nt
targ
et r
atio
.[1]
Cle
ar a
nd
shar
ed e
x-p
ecta
tions
.
Pre
stig
e C
lient
ta
rget
rat
io1:
1 P
arlia
men
t,
1:1
Min
iste
rs
and
1:1
Dep
-ut
y M
inis
ters
(D
Ms)
, 8:P
ar-
liam
enta
ry
villa
ges
1:1
Par
liam
ent,
1:
1 M
inis
ters
an
d 1
:1 D
Ms,
1:
1 U
nion
B
uild
ings
an
d 1
:1 C
hief
Ju
stic
e
1:1
Par
liam
ent,
1:
1 M
inis
ters
an
d 1
:1 D
Ms,
1:
1 U
nion
B
uild
ings
, 1:1
C
hief
Jus
tice,
1:
1 D
Gs
1:1
Par
liam
ent,
1:
1 M
inis
ters
an
d 1
:1 D
Ms,
1:
1 U
nion
B
uild
ings
, 1:1
C
hief
Jus
tice,
1:
1 D
Gs,
10:
P
arlia
men
t vi
llage
s
2:1
(Par
-lia
men
t) 2:
1 U
nion
B
uild
ing,
1:1
P
resi
den
cy,
1:1
Min
iste
rs,
1:1
DM
s, 1
:1
Chi
ef J
ustic
e,
1:1
DG
s
9 LINKS TO LONG-TERM INFRASTRUCTURE PLAN
Annual Performance Plan • 2017/18 87
SERV
ICE
BENE
FICI
ARY
AREA
FOR
SE
RVIC
E IM
PROV
EMEN
T
KEY
IMPR
OVEM
ENT
ACTI
VITI
ES
CLIE
NT
IMPA
CT O
F IM
PROV
EMEN
T
KEY
PERF
ORM
ANCE
IN
DICA
TOR
CURR
ENT
STAN
DARD
(B
ASEL
INE)
TARG
ET
2017
/18
TARG
ET
2018
/19
TARG
ET
2019
/20
TARG
ET
2020
/21
Dev
elop
and
im
ple
men
t C
RM
and
C
omp
lain
ts
man
agem
ent
syst
em.
Pot
entia
l is
sues
p
re-e
mp
tive-
ly a
dd
ress
ed.
Pre
stig
e C
RM
and
co
mp
lain
ts
man
agem
ent
syst
em
Pre
stig
e C
lient
Fo
rum
sD
evel
op a
b
usin
ess
case
an
d s
pec
ifica
-tio
ns
Sys
tem
ac-
qui
sitio
n an
d
dep
loym
ent
Sys
tem
de-
plo
ymen
t an
d
mon
itorin
g
Sys
tem
im-
pro
vem
ent
and
m
onito
ring
Mea
sure
Pre
s-tig
e cl
ient
ind
ex
(SLA
& B
atho
P
ele
stan
dar
ds)
Ser
vice
ex-
celle
nce
Pre
stig
e C
lient
sa
tisfa
ctio
n in
dex
Non
e 50
% p
lus
60%
70%
80%
plu
s
Pre
stig
e C
lient
Eff
ecti
ve
man
age-
men
t o
f le
ase
rela
ted
p
aym
ents
b
y P
rest
ige
Clie
nts
Imp
lem
ent
an o
ptim
ised
le
ase
pay
men
t p
roce
ss in
line
w
ith t
he le
ase
agre
emen
t
Ser
vice
ex-
celle
nce
Per
cent
age
in
pre
stig
e le
ase
und
er p
ay-
men
ts
70%
pay
men
t ra
tes
80%
pay
men
t ra
tes
90%
pay
men
t ra
tes
100%
pay
men
t ra
tes
100%
pay
-m
ent
rate
s
Pre
stig
e C
lient
P
rest
ige
acco
mm
o-
dat
ion
en-
hanc
emen
t
Con
duc
t co
n-d
ition
ass
ess-
men
t fo
r P
res-
tige
por
tfol
io
Ser
vice
ex-
celle
nce
Num
ber
of
cond
ition
as
sess
men
ts
cond
ucte
d p
er
por
tfol
io a
nd
per
pro
per
ty
Out
dat
ed
cond
ition
as-
sess
men
ts in
5
por
tfol
ios
1 co
nditi
on
asse
ssm
ent
for
Uni
on B
uild
ing
2 co
nditi
on a
s-se
ssm
ents
for
Min
iste
rs a
nd
Chi
ef J
ustic
e
2 co
nditi
on
asse
ssm
ents
fo
r P
arlia
men
t &
Par
liam
enta
-ry
vill
age
All
5 id
enti-
fied
por
tfol
ios
with
con
diti
on
asse
ssm
ents
p
er p
rop
erty
PO
LIC
Y
Pro
per
ty
ind
ustr
y (in
clus
ive
of
the
PM
TE
)
Pro
per
ty
Po
licy
Re-
sear
ch &
De-
velo
pm
ent
Res
earc
h &
d
evel
opm
ent
of p
rop
erty
m
anag
emen
t em
pow
erm
ent
pol
icy
Eq
uita
ble
ec
onom
ic
opp
ortu
ni-
ties
with
in
the
pro
per
ty
ind
ustr
y.
Pro
per
ty
Man
agem
ent
Em
pow
erm
ent
Pol
icy
Pro
per
ty M
an-
agem
ent
Str
at-
egy
on B
EE
Job
C
reat
ion
and
P
over
ty A
llevi
a-tio
n (2
007)
.
Dev
elop
ed
Pub
lic W
orks
p
rop
erty
m
anag
emen
t em
pow
erm
ent
pol
icy
Imp
lem
en-
tatio
n of
the
p
rop
erty
m
anag
emen
t em
pow
erm
ent
pol
icy
Mon
itor
imp
le-
men
tatio
n of
th
e p
rop
erty
m
anag
emen
t em
pow
erm
ent
pol
icy
Eva
luat
ion
of
the
pro
per
ty
man
agem
ent
emp
ower
men
t p
olic
y im
pac
t
Department of Public Works88
SERV
ICE
BENE
FICI
ARY
AREA
FOR
SE
RVIC
E IM
PROV
EMEN
T
KEY
IMPR
OVEM
ENT
ACTI
VITI
ES
CLIE
NT
IMPA
CT O
F IM
PROV
EMEN
T
KEY
PERF
ORM
ANCE
IN
DICA
TOR
CURR
ENT
STAN
DARD
(B
ASEL
INE)
TARG
ET
2017
/18
TARG
ET
2018
/19
TARG
ET
2019
/20
TARG
ET
2020
/21
EX
PAN
DE
D P
UB
LIC
WO
RK
S P
RO
GR
AM
ME
(EP
WP
)
Pub
lic b
od
-ie
s im
ple
-m
enti
ng t
he
EP
WP
Imp
rove
d
recr
uitm
ent
pro
ced
ures
in
the
EP
WP
Und
erta
ke
awar
enes
s ca
mp
aign
s
EP
WP
p
artic
ipan
ts
recr
uite
d
fairl
y
Num
ber
of
pub
lic b
odie
s b
riefe
d o
n th
e E
PW
P
Rec
ruitm
ent
guid
elin
es
New
ind
icat
or75
pub
lic
bod
ies
brie
fed
on
the
EP
WP
R
ecru
itmen
t gu
idel
ines
150
pub
lic
bod
ies
brie
fed
on
the
EP
WP
R
ecru
itmen
t gu
idel
ines
250
pub
lic
bod
ies
brie
fed
on
the
EP
WP
R
ecru
itmen
t gu
idel
ines
250
pub
lic
bod
ies
brie
fed
on
the
EP
WP
R
ecru
itmen
t gu
idel
ines
SU
PP
LY C
HA
IN M
AN
AG
EM
EN
T (S
CM
)
DP
W
PM
TE
Infr
astr
uc-
ture
pro
cure
-m
ent
Est
ablis
h an
d
inst
itutio
nalis
e a
ded
icat
ed
Nat
iona
l Bid
A
dju
dic
atio
n C
omm
ittee
(N
BA
C) f
or
Infr
astr
uctu
re
pro
cure
men
t
Exp
edie
ncy
of s
ervi
ces
rend
ered
Imp
rove
d tu
rn-
arou
nd t
ime
for
awar
din
g of
infr
astr
uc-
ture
pro
ject
s
No
infr
astr
uc-
ture
NB
AC
. In
adeq
uate
co
mp
lianc
e w
ith 5
6 d
ays
stan
dar
d.
NB
AC
for
infr
astr
uctu
re
pro
cure
men
t es
tab
lishe
d
and
inst
itutio
n-al
ised
.
Num
ber
of
infr
astr
uc-
ture
pro
ject
s ad
jud
icat
ed
by
spec
ial
infr
astr
uctu
re
NB
AC
Num
ber
of
infr
astr
uc-
ture
pro
ject
s ad
jud
icat
ed
by
spec
ial
infr
astr
uctu
re
NB
AC
Num
ber
of
infr
astr
uc-
ture
pro
ject
s ad
jud
icat
ed
by
spec
ial
infr
astr
uctu
re
NB
AC
Tend
er
neg
oti
atio
ns
pri
or
awar
d-
ing
Dev
elop
and
im
ple
men
t a
stan
dar
d o
per
-at
ing
pro
ced
ure
(SO
P) t
o fa
cil-
itate
neg
otia
-tio
ns o
f ten
der
s p
rior
awar
din
g
Ser
vice
ex-
celle
nce
Sta
ndar
d
Op
erat
ing
Pro
-ce
dur
e (S
OP
) d
evel
oped
and
im
ple
men
ted
Non
e S
OP
imp
le-
men
ted
in a
ll p
roje
cts
in IP
IP
SO
P im
ple
-m
ente
d in
all
pro
ject
s in
IPIP
SO
P im
ple
-m
ente
d in
all
pro
ject
s in
IPIP
SO
P im
ple
-m
ente
d in
all
pro
ject
s in
IP
IP
Annual Performance Plan • 2017/18 89
The Risk Management processes are guided by the Risk Management Policy and Risk Management Strat-egy which are intended to provide a systematic ap-proach and also create an environment that allows for risk taking while ensuring that public interest and in-vestment is protected.
In compliance with the approved Risk Management Plan, the Department conducted risk reviews to up-date the Strategic Risk Registers. The strategic risks for 2017/18 were reviewed in line with the revised strategic goals of the Department and included in the Department’s Annual Performance. The review of the strategic risks takes into consideration the Audit Re-port, Internal Audit Reports and information contained in the risk registers.
The updated Strategic Risk Register is based on vari-ous engagements that were held before, during and af-ter the Annual Strategic Planning session. A Strategic Risk Workshop was conducted on 02 February 2017 to reflect on the consolidated risk information and finalise the Strategic Risk Register for 2017/18. The updated
11 STRATEGIC RISK PLAN FOR THE DEPARTMENT OF PUBLIC WORKS
Strategic Risk Register was subsequently presented and discussed at various forms including EXCO and Audit Committee.
As per the Departmental risk management policy and risk management strategy, these risks will be tracked throughout the financial year through the implementa-tion of the 2017/18 APP to ensure that the Department maximises its efforts to achieve the identified strategic objectives and associated targets.
The action plans that have been identified in the Stra-tegic Risk Register assist the Department to focus its attention and resources on the most significant risks that could negatively impact the delivery of its man-date. The identified strategic risks, takes into consider-ation the Department’s role in providing oversight over the public works sector, including the entities to which it has decentralised certain responsibilities. The table below highlights the key contributing factors, conse-quences, controls, action plans and responsibilities associated with each strategic risk as aligned to the relevant strategic goals.
Department of Public Works90
Tabl
e 40
: Str
ateg
ic R
isk
Reg
iste
r for
the
Dep
artm
ent o
f Pub
lic W
orks
Stra
tegi
c Go
alNo
. Ri
sk
Desc
riptio
nRo
ot C
ause
/ Co
ntrib
utin
g fa
ctor
Cons
eque
nces
IRCu
rren
t Con
trol
sRR
Actio
n Pl
ans
Resp
onsi
bilit
yTa
rget
(C
ompl
etio
n Da
te)
To s
upp
ort
ser-
vice
del
iver
y in
a
smar
t, p
roac
tive
and
bus
ines
s ce
ntric
man
ner
that
is a
ligne
d t
o st
atut
ory
req
uire
-m
ents
1.Lo
ss o
f Sta
te
Res
ourc
es
thro
ugh
Frau
d a
nd
Cor
rup
tion
Lack
of c
ultu
re in
em
bed
din
g fr
aud
and
aw
aren
ess
in t
he D
e-p
artm
ent
Col
lusi
on in
the
per
-p
etra
tion
of fr
aud
and
co
rrup
tion
Poo
r in
tern
al c
ontr
ol a
nd
info
rmat
ion
syst
ems
Poo
r et
hica
l con
duc
t
Mis
use
of d
eleg
atio
ns
for
emer
genc
y m
aint
e-na
nce
wor
k
Irre
gula
r tr
ansa
ctio
ns
aris
ing
from
failu
re t
o co
mp
ly w
ith le
gisl
ativ
e p
resc
ripts
and
oth
er
inte
rnal
pro
ced
ures
Inad
equa
te c
ontr
ols
arou
nd t
he p
roce
sses
fo
r in
fras
truc
ture
pro
-cu
rem
ent
Inef
fect
ive
man
agem
ent
of c
ontr
acts
aw
ard
ed t
o co
ntra
ctor
s
Rep
utat
iona
l d
amag
e
Low
leve
ls o
f es
teem
by
the
pub
lic t
owar
ds
the
Dep
artm
ent
Hig
h p
reva
lenc
e of
fr
aud
and
cor
rup
-tio
n in
cid
ents
Poo
r se
rvic
e d
eliv
ery
Dec
line
in a
vail-
able
res
ourc
es
High
Op
erat
iona
l-iz
atio
n of
GR
C
Bra
nch
Ant
i-Fr
aud
and
C
orru
ptio
n P
oli-
cy a
nd S
trat
egy
in p
lace
Usa
ge o
f the
W
hist
le b
low
ing
Pol
icy
High
Imp
lem
enta
tion
of t
he F
raud
P
reve
ntio
n P
lan
and
the
hol
istic
an
ti- c
orru
ptio
n st
rate
gy b
ased
on
min
imum
A
nti –
corr
uptio
n re
qui
rem
ents
Imp
lem
enta
tion
of t
he E
thic
s an
d C
omp
lianc
e Fr
amew
ork
Ap
pro
val o
f the
C
ontr
act
Man
-ag
emen
t P
olic
y
Imp
lem
enta
tion
of t
he e
lect
roni
c C
ontr
act
Man
-ag
emen
t sy
stem
DD
G: G
over
-na
nce
Ris
k an
d
Com
plia
nce
C
hief
Fin
anci
al
Offi
cer
31/0
3/20
18
31/0
3/20
18
Annual Performance Plan • 2017/18 91
Stra
tegi
c Go
alNo
. Ri
sk
Desc
riptio
nRo
ot C
ause
/ Co
ntrib
utin
g fa
ctor
Cons
eque
nces
IRCu
rren
t Con
trol
sRR
Actio
n Pl
ans
Resp
onsi
bilit
yTa
rget
(C
ompl
etio
n Da
te)
To s
upp
ort
ser-
vice
del
iver
y in
a
smar
t, p
roac
tive
and
bus
ines
s ce
ntric
man
ner
that
is a
ligne
d t
o st
atut
ory
req
uire
-m
ents
2.B
reac
h of
key
le
gisl
atio
n p
resc
ripts
, ac
ts, r
egu-
latio
ns a
nd
pol
icie
s (e
.g.
PFM
A a
nd
Trea
sury
R
egul
atio
ns,
GR
AP,
FM
PI,
Saf
ety
and
H
eath
, GIA
-M
A e
tc.)
Lack
of c
omp
lianc
e un
it to
fost
er in
tegr
ated
co
mp
lianc
e
Lack
of C
omp
lianc
e Fr
amew
ork
Inef
fect
ive
Cha
nge
Man
-ag
emen
t w
ith r
egar
ds
to
new
Pol
icie
s, r
egul
atio
ns
and
sta
ndar
ds
Lack
of e
ffect
ive
ac-
coun
ting
cont
rols
ove
r fin
anci
al r
ecor
ds
Irre
gula
r ex
pen
-d
iture
Rep
utat
iona
l D
amag
e
Pen
altie
s an
d
Crim
inal
Cha
rges
fo
r d
eath
and
in-
jury
of p
eop
le a
nd
othe
r lit
igat
ions
Qua
lified
aud
it re
por
ts
High
EX
CO
res
olu-
tions
and
DG
d
irect
ive
HR
Pla
n (R
e-cr
uitm
ent
Pla
n)
in p
lace
Par
tial M
anua
l A
ccou
ntin
g S
yste
m
High
Est
ablis
hmen
t of
a
Com
plia
nce
Uni
t
Dev
elop
& im
ple
-m
ent
Com
plia
nce
Fram
ewor
k M
odel
fo
r th
e D
epar
tmen
t
Rol
l-ou
t of
the
fr
aud
aw
aren
ess
pla
n
Con
duc
t co
ntin
u-ou
s aw
aren
ess
and
tr
aini
ng o
n E
PW
P
Fram
ewor
ks
DD
G: C
orp
o-ra
te S
ervi
ces
DD
G: G
over
-na
nce,
Ris
k an
d C
omp
li-an
ce
DD
G: E
x-p
and
ed P
ublic
W
orks
Pro
-gr
amm
e
31/0
3/20
18
31/0
3/20
18
31/0
3/20
18
To o
vers
ee t
he e
f-fic
ient
del
iver
y of
id
entifi
ed s
ervi
ces
to p
rest
ige
clie
nts
3.Fa
ilure
to
pro
-vi
de
qua
lity
acco
mm
o-d
atio
n w
ithin
tim
e an
d c
ost
(i.e.
bui
ldin
g ne
w, m
ain-
tain
ing
or
refu
rbis
hing
ex
istin
g p
rop
-er
ties)
Unc
lear
job
sp
ecifi
ca-
tions
and
poo
r w
ork-
man
ship
Bre
akd
own
of in
ter-
gove
rnm
enta
l rel
atio
ns
bet
wee
n D
PW
and
its
clie
nts
Non
ad
here
nce
to
Reg
ulat
ory
fram
ewor
ks
and
/ o
r al
l Ser
vice
Lev
el
Agr
eem
ents
Non
ad
here
nce
to
agre
ed p
lann
ing
and
d
eliv
ery
pro
cess
es
Rep
utat
iona
l d
amag
e
Dis
agre
emen
ts
with
Dep
artm
ents
High
SC
M p
resc
ripts
in
pla
ce
Min
iste
rial
Han
db
ook
in
pla
ce
Pre
sid
entia
l ha
ndb
ook
in
pla
ce”
High
Ap
poi
ntm
ent
of
Dep
artm
ents
ow
n si
te s
taff
to m
onito
r th
e w
orks
of b
oth
cont
ract
or/
cons
ul-
tant
s
Imp
lem
enta
tion
of t
he n
orm
s an
d
stan
dar
ds
for
Pre
s-tig
e cl
ient
s
Rev
iew
of b
usin
ess
pro
cess
es a
nd
stan
dar
d o
per
atin
g p
roce
dur
es
Nat
iona
l C
oord
inat
or:
Pre
stig
e P
olic
y
31/0
3/20
18
Department of Public Works92
Stra
tegi
c Go
alNo
. Ri
sk
Desc
riptio
nRo
ot C
ause
/ Co
ntrib
utin
g fa
ctor
Cons
eque
nces
IRCu
rren
t Con
trol
sRR
Actio
n Pl
ans
Resp
onsi
bilit
yTa
rget
(C
ompl
etio
n Da
te)
To t
rans
form
the
co
nstr
uctio
n an
d
pro
per
ty s
ec-
tors
thr
ough
the
d
evel
opm
ent
of
Pol
icy
and
Leg
is-
lativ
e p
resc
ripts
4.Fa
ilure
to
influ
ence
the
se
ctor
with
re
gard
s to
tr
ansf
orm
a-tio
n in
the
C
onst
ruct
ion
and
Pro
per
ty
sect
or
Mis
alig
nmen
t /
gap
s b
etw
een
the
CB
E A
ct
and
the
Act
s go
vern
ing
the
coun
cils
(BE
PC
’s)
Lack
of t
rans
form
atio
n w
ithin
the
Con
stru
ctio
n in
dus
try
Pub
lic w
orks
func
tion
is
a co
ncur
rent
man
dat
e in
th
e co
nstit
utio
n
Lack
of a
war
enes
s of
th
e E
PW
P F
ram
ewor
ks
(e.g
. Min
iste
rial d
eter
mi-
natio
n an
d E
PW
P in
cen-
tive
gran
t re
qui
rem
ents
)
Lack
of a
war
enes
s of
th
e E
PW
P F
ram
ewor
ks
(e.g
. Min
iste
rial d
eter
mi-
natio
n an
d E
PW
P in
cen-
tive
gran
t re
qui
rem
ents
)
Low
leve
ls o
f tr
ansf
orm
atio
n in
th
e C
onst
ruct
ion
and
Pro
per
ty
Ind
ustr
ies
Failu
re t
o co
-or
din
ate
EP
WP
p
roje
cts
Failu
re t
o m
eet
the
EP
WP
gra
nt
req
uire
men
ts
Inef
fect
ive
imp
le-
men
tatio
n of
the
P
EP
s b
y im
ple
-m
entin
g b
odie
s fo
r th
e in
fras
truc
-tu
re s
ecto
r
Qua
lified
Aud
it re
por
ts
High
Per
iod
ic r
evie
w
of t
he P
olic
y /
Legi
slat
ions
Pro
visi
on o
f te
chni
cal s
up-
por
t to
pub
lic
bod
ies
Trai
ning
on
EP
WP
Fra
me-
wor
ks p
rovi
ded
to
pub
lic b
odie
s
High
Dev
elop
men
t of
th
e ne
w D
PW
W
hite
Pap
ers
Rev
iew
of t
he C
BE
A
ct
Rev
iew
of C
IDB
A
ct
Con
duc
t co
ntin
u-ou
s aw
aren
ess
and
tr
aini
ng o
n E
PW
P
Fram
ewor
ks.
Ad
opt
and
sig
n p
erfo
rman
ce s
core
ca
rds
with
all
entit
ies
AD
DG
: Pol
icy
and
Con
stru
c-tio
n
DD
G: E
x-p
and
ed P
ublic
W
orks
Pro
-gr
amm
e
DD
G: I
nter
-go
vern
men
tal
Rel
atio
ns
31/0
3/20
18
31/0
3/20
18
31/0
3/20
18
To b
uild
sta
te
cap
acity
in t
he
bui
lt en
viro
nmen
t p
rofe
ssio
ns
5.Fa
ilure
to
achi
eve
EP
WP,
B
BB
EE
and
sk
ills
de-
velo
pm
ent
targ
ets
Lack
of d
edic
ated
ca-
pac
ity a
nd p
lan
to g
row
th
e b
uilt
envi
ronm
ent
Lack
of p
olic
ies
to g
uid
e ho
w D
PW
and
PM
TE
shou
ld p
ursu
e sk
ills
dev
elop
men
t ta
rget
s
Sub
-op
timal
co
ntrib
utio
n to
tr
ansf
orm
atio
n b
y D
PW
and
PM
TE
High
Ski
lls d
evel
-op
men
t p
ro-
gram
mes
High
Pro
vid
e su
pp
ort
to
pub
lic b
odie
s on
th
e im
ple
men
tatio
n of
the
EP
WP
Est
ablis
hmen
t an
d
oper
atio
nalis
atio
n of
the
Pro
fess
iona
l S
ervi
ces
Bra
nch
DD
G: E
x-p
and
ed P
ublic
W
orks
Pro
-gr
amm
e
DD
G: P
rofe
s-si
onal
Ser
-vi
ces
31/0
3/20
18
31/0
3/20
18
Annual Performance Plan • 2017/18 93
Stra
tegi
c Go
alNo
. Ri
sk
Desc
riptio
nRo
ot C
ause
/ Co
ntrib
utin
g fa
ctor
Cons
eque
nces
IRCu
rren
t Con
trol
sRR
Actio
n Pl
ans
Resp
onsi
bilit
yTa
rget
(C
ompl
etio
n Da
te)
To p
rovi
de
over
sigh
t of
th
e p
ublic
w
orks
sec
tor
6.La
ck o
f co
oper
atio
n th
at e
nab
les
seam
less
se
rvic
e d
e-liv
ery
with
in
the
sect
or
Dep
artm
ents
Lack
of l
egal
fram
e-w
ork
(Pub
lic W
orks
A
ct) t
o go
vern
the
co
ncur
rent
func
tions
Aut
onom
y of
the
sp
here
s of
gov
ernm
ent
Ab
senc
e of
the
sig
ned
S
hare
hold
er C
omp
act
Rep
utat
iona
l d
amag
e
Poo
r p
lann
ing
lead
ing
to p
oor
serv
ice
del
iver
y
Mis
dire
cted
str
at-
egie
s
High
Inte
rgov
ernm
enta
l pro
-to
cols
in p
lace
Ser
vice
Lev
el A
gree
-m
ents
(SLA
’s) w
ith u
ser
dep
artm
ents
Inte
rgov
ernm
enta
l S
truc
ture
s (M
INM
EC
, Te
chni
cal M
INM
EC
, C
FO’s
foru
m, G
IAM
A
tech
nica
l for
um
Bui
ldin
g Te
chni
cal
Com
mitt
ee e
tc.)
High
Pro
vid
e in
put
s on
th
e re
view
of t
he
whi
te p
aper
on
conc
urre
nt fu
nc-
tions
Dev
elop
men
t of
th
e cu
stom
ised
fr
amew
ork
for
Pub
lic p
artic
ipat
ion
pro
gram
me
(PP
P).
Coo
rdin
ate
annu
al
stra
tegi
c se
ssio
ns
with
the
Sec
tor
Dep
artm
ents
DD
G:
Inte
rgov
ern-
men
tal
Rel
atio
ns
31/0
3/20
18
To s
upp
ort
serv
ice
del
iv-
ery
in a
sm
art,
p
roac
tive
and
b
usin
ess
cen-
tric
man
ner
that
is a
ligne
d
to s
tatu
tory
re
qui
rem
ent
7.Fa
ilure
to
inte
grat
e b
usin
ess
in-
form
atio
n fo
r cr
oss-
cutt
ing
func
tions
th
at in
form
s p
rop
er p
lan-
ning
’s
Non
-alig
nmen
t of
Bus
i-ne
ss P
roce
sses
Man
ual p
roce
ssin
g of
tra
nsac
tions
and
sc
hed
ules
Lack
of i
nteg
rate
d E
RP
sy
stem
Sys
tem
s ac
ross
dif-
fere
nt fu
nctio
nal a
reas
w
ithin
ass
et m
anag
e-m
ent
do
not
inte
rfac
e
Lack
of i
nteg
rate
d
Pro
per
ty M
anag
emen
t S
yste
m
PM
TE d
oes
not
have
in
tegr
ated
and
effe
c-tiv
e ac
coun
ting
and
P
roje
ct m
anag
emen
t sy
stem
s
No
inte
grat
ion
of
asse
t re
gist
ers
for
all s
phe
res
of
Gov
ernm
ent
High
Use
of m
anua
l pro
cess
-es U
se o
f DP
W b
usin
ess
pro
cess
es a
nd u
se o
f ci
rcul
ars
Com
plia
nce
crite
ria
with
Pro
vinc
es
Rel
ianc
e on
exi
stin
g no
n-in
tegr
ated
pro
per
-ty
and
pro
ject
man
-ag
emen
t in
form
atio
n sy
stem
s an
d u
se o
f ex
tern
al p
rop
erty
dat
a in
form
atio
n sy
stem
s
Qua
rter
ly G
IAM
A fo
-ru
ms
Pro
per
ty M
anag
emen
t S
yste
m in
tegr
ated
to
a ne
w fi
nanc
ial m
anag
e-m
ent
syst
em
High
Imp
lem
enta
tion
and
rev
iew
of t
he
Pro
per
ty M
an-
agem
ent
Sys
tem
(A
RC
HIB
US
)
DD
G:
Cor
por
ate
Ser
vice
s
31/0
3/20
18
Stra
tegi
c Go
alNo
. Ri
sk
Desc
riptio
nRo
ot C
ause
/ Co
ntrib
utin
g fa
ctor
Cons
eque
nces
IRCu
rren
t Con
trol
sRR
Actio
n Pl
ans
Resp
onsi
bilit
yTa
rget
(C
ompl
etio
n Da
te)
To t
rans
form
the
co
nstr
uctio
n an
d
pro
per
ty s
ec-
tors
thr
ough
the
d
evel
opm
ent
of
Pol
icy
and
Leg
is-
lativ
e p
resc
ripts
4.Fa
ilure
to
influ
ence
the
se
ctor
with
re
gard
s to
tr
ansf
orm
a-tio
n in
the
C
onst
ruct
ion
and
Pro
per
ty
sect
or
Mis
alig
nmen
t /
gap
s b
etw
een
the
CB
E A
ct
and
the
Act
s go
vern
ing
the
coun
cils
(BE
PC
’s)
Lack
of t
rans
form
atio
n w
ithin
the
Con
stru
ctio
n in
dus
try
Pub
lic w
orks
func
tion
is
a co
ncur
rent
man
dat
e in
th
e co
nstit
utio
n
Lack
of a
war
enes
s of
th
e E
PW
P F
ram
ewor
ks
(e.g
. Min
iste
rial d
eter
mi-
natio
n an
d E
PW
P in
cen-
tive
gran
t re
qui
rem
ents
)
Lack
of a
war
enes
s of
th
e E
PW
P F
ram
ewor
ks
(e.g
. Min
iste
rial d
eter
mi-
natio
n an
d E
PW
P in
cen-
tive
gran
t re
qui
rem
ents
)
Low
leve
ls o
f tr
ansf
orm
atio
n in
th
e C
onst
ruct
ion
and
Pro
per
ty
Ind
ustr
ies
Failu
re t
o co
-or
din
ate
EP
WP
p
roje
cts
Failu
re t
o m
eet
the
EP
WP
gra
nt
req
uire
men
ts
Inef
fect
ive
imp
le-
men
tatio
n of
the
P
EP
s b
y im
ple
-m
entin
g b
odie
s fo
r th
e in
fras
truc
-tu
re s
ecto
r
Qua
lified
Aud
it re
por
ts
High
Per
iod
ic r
evie
w
of t
he P
olic
y /
Legi
slat
ions
Pro
visi
on o
f te
chni
cal s
up-
por
t to
pub
lic
bod
ies
Trai
ning
on
EP
WP
Fra
me-
wor
ks p
rovi
ded
to
pub
lic b
odie
s
High
Dev
elop
men
t of
th
e ne
w D
PW
W
hite
Pap
ers
Rev
iew
of t
he C
BE
A
ct
Rev
iew
of C
IDB
A
ct
Con
duc
t co
ntin
u-ou
s aw
aren
ess
and
tr
aini
ng o
n E
PW
P
Fram
ewor
ks.
Ad
opt
and
sig
n p
erfo
rman
ce s
core
ca
rds
with
all
entit
ies
AD
DG
: Pol
icy
and
Con
stru
c-tio
n
DD
G: E
x-p
and
ed P
ublic
W
orks
Pro
-gr
amm
e
DD
G: I
nter
-go
vern
men
tal
Rel
atio
ns
31/0
3/20
18
31/0
3/20
18
31/0
3/20
18
To b
uild
sta
te
cap
acity
in t
he
bui
lt en
viro
nmen
t p
rofe
ssio
ns
5.Fa
ilure
to
achi
eve
EP
WP,
B
BB
EE
and
sk
ills
de-
velo
pm
ent
targ
ets
Lack
of d
edic
ated
ca-
pac
ity a
nd p
lan
to g
row
th
e b
uilt
envi
ronm
ent
Lack
of p
olic
ies
to g
uid
e ho
w D
PW
and
PM
TE
shou
ld p
ursu
e sk
ills
dev
elop
men
t ta
rget
s
Sub
-op
timal
co
ntrib
utio
n to
tr
ansf
orm
atio
n b
y D
PW
and
PM
TE
High
Ski
lls d
evel
-op
men
t p
ro-
gram
mes
High
Pro
vid
e su
pp
ort
to
pub
lic b
odie
s on
th
e im
ple
men
tatio
n of
the
EP
WP
Est
ablis
hmen
t an
d
oper
atio
nalis
atio
n of
the
Pro
fess
iona
l S
ervi
ces
Bra
nch
DD
G: E
x-p
and
ed P
ublic
W
orks
Pro
-gr
amm
e
DD
G: P
rofe
s-si
onal
Ser
-vi
ces
31/0
3/20
18
31/0
3/20
18
Department of Public Works94
Below are the updated Conditional Grant Tables for 2017/18:
Table 41: EPWP Conditional Grants: EPWP Integrated Grant for Provinces
Name of Grant Purpose of Grant Performance Indicators
2017/18 Target
EPWP Integrated Grant to Provinces
To incentivise provinces to increase labour intensive employ-ment through programmes that maximise job creation and skills development as encapsulated in the Expanded Public Works Pro-gramme Integrated Grant Manual.
Number of Full Time Equivalents (FTEs) per annum
34, 346 FTEs.
Percentage of grant disbursed per annum.
95% disbursement
Table 42: EPWP Conditional Grants: EPWP Integrated Grant for Municipalities
Name of Grant Purpose of Grant Performance Indicators 2017/18 Targets
EPWP Integrated Grant to Municipalities
To incentivise municipalities to increase labour intensive employ-ment through programmes that maximise job creation and skills development as encapsulated in the Expanded Public Works Pro-gramme Integrated Grant Manual.
Number of Full Time Equivalents (FTEs) per annum
60,099 FTEs.
Percentage of grant dis-bursed per annum.
95% disbursement
Table 43: Social Sector EPWP Incentive Grant for Provinces
Name of Grant Purpose of Grant Performance Indicators
2017/18 Targets
Social Sector EPWP Grant to Provinces
§ To incentivise provincial Social Sector departments identified in the 2014 Social Sector EPWP Log-frame to increase job creation by focusing on the strengthening and expansion of social service pro-grammes that have employment potential
§ 80 % of the grant is meant for payment of stipends to the EPWP beneficiaries and 20% can be utilised to strengthen the de-livery capacity at the Not-for-Profit (NPO)/Implementing Agent’s (IA) level
Number of Public Bodies incentiv-ised
40 sector public bodies incentiv-ised
Number of bene-ficiaries receiving services
250 000
Number of NPOs/IAs supported
350
Percentage of grant disbursed per annum
90% disburse-ment
Table 44: EPWP Incentive: Non State Sector Wage Subsidy
Name of Grant Purpose of Grant Performance Indicators 2017/18 Targets
Non-State Sector Wage Subsidy.
To increase job creation through the expansion of Non State Sector EPWP pro-grammes.
Number of work opportu-nities reported per annum
54 270
Number of NPOs con-tracted;
350
Percentage of wage subsidy disbursed per annum.
100%
12 CONDITIONAL GRANTS
Annual Performance Plan • 2017/18 95
13
P
UB
LIC
EN
TIT
IES
Tabl
e 45
: Pub
lic E
ntiti
es re
port
ing
to th
e M
inis
ter o
f Pub
lic W
orks
Nam
e o
f P
ublic
Ent
ity
Man
dat
eO
utp
uts
2017
/18
bud
get
(R
’000
)
Dat
e o
f ne
xt
eval
uati
on
Co
nstr
ucti
on
Ind
ustr
y D
evel
op
men
t B
oar
d (c
idb
)
Pro
vid
e st
rate
gic
lead
ersh
ip t
o co
n-st
ruct
ion
ind
ustr
y st
akeh
old
ers
to
stim
ulat
e su
stai
nab
le g
row
th, r
efor
m
and
imp
rove
men
t of
the
con
stru
c-tio
n se
ctor
.
Tran
sfor
mat
ion
of t
he c
onst
ruct
ion
ind
ustr
y
§G
row
the
eco
nom
y th
roug
h co
nstr
uctio
n in
dus
try
colla
bor
atio
n
§M
onito
r an
d in
crea
se g
over
nmen
t ca
pita
l sp
ent
infr
astr
uctu
re t
o 90
%
by
2020
§E
nsur
e ac
cess
ibili
ty o
f wor
k b
y d
esig
nate
d g
roup
by
2020
§G
row
BB
BE
E o
wne
d c
onst
ruct
ion
com
pan
ies
to p
lay
mea
ning
ful r
ole
in
cons
truc
tion
ind
ustr
y.
§E
nsur
e th
at p
erce
ntag
e of
pub
lic c
ontr
acto
rs a
re r
ing-
fenc
ed fo
r B
B-
BE
E c
ontr
acto
rs.
R14
9 47
7Q
uart
erly
E
valu
atio
ns
July
201
7 O
ctob
er
2017
Jan
-ua
ry 2
018
Ap
ril 2
018
Pro
mot
e su
stai
nab
le g
row
th o
f the
co
nstr
uctio
n in
dus
try
and
the
par
tic-
ipat
ion
of t
he e
mer
ging
sec
tor
in t
he
ind
ustr
y;
Con
trac
tor
Dev
elop
men
t an
d P
artn
ersh
ip
§E
nsur
e an
inno
vativ
e an
d t
hriv
ing
cons
truc
tion
envi
ronm
ent
§S
upp
ort
all c
ontr
acto
rs t
o d
eliv
er q
ualit
y w
ork
and
val
ue fo
r m
oney
§S
upp
ort
cont
ract
ors
thro
ugh
trai
ning
and
dev
elop
men
tD
eter
min
e, e
stab
lish
and
pro
mot
e im
pro
ved
per
form
ance
and
bes
t p
ract
ice
of p
ublic
and
priv
ate
sect
or
clie
nts,
con
trac
tors
and
oth
er p
ar-
ticip
ants
in t
he c
onst
ruct
ion
del
iver
y p
roce
ss;
Con
stru
ctio
n In
dus
try
Dev
elop
men
t
§M
onito
r an
d e
valu
ate
cont
ract
or d
evel
opm
ent
succ
ess
§M
onito
r th
e p
erfo
rman
ce o
f the
con
stru
ctio
n in
dus
try
agai
nst
das
h-b
oard
.
§In
dus
try
per
form
ance
das
hboa
rd t
o m
onito
r cl
ient
and
con
trac
tor
per
-fo
rman
ce.
§C
ond
uct
cons
truc
tion
ind
ustr
y b
ench
mar
king
stu
die
s to
ass
ess
ind
us-
try
per
form
ance
and
dev
elop
men
t
§P
rovi
de
exp
erie
ntia
l lea
rnin
g op
por
tuni
ties
§R
evie
w t
he a
rtis
an t
rain
ing
lear
ning
pro
gram
and
inve
stig
ate
revi
talis
a-tio
n of
col
lege
s.
Department of Public Works96
Nam
e o
f P
ublic
Ent
ity
Man
dat
eO
utp
uts
2017
/18
bud
get
(R
’000
)
Dat
e o
f ne
xt
eval
uati
on
Pro
mot
e un
iform
ap
plic
atio
n of
p
olic
y th
roug
hout
all
sphe
res
of
gove
rnm
ent
and
pro
mot
e un
iform
an
d e
thic
al s
tand
ard
s, c
onst
ruct
ion
pro
cure
men
t re
form
, and
imp
rove
d
pro
cure
men
t an
d d
eliv
ery
man
age-
men
t –
incl
udin
g a
cod
e of
con
duc
t;
Reg
ulat
ory
Fram
ewor
k an
d P
artn
ersh
ip
§P
rovi
de
a w
ell-
regu
late
d c
onst
ruct
ion
ind
ustr
y b
y 20
20 t
hrou
gh le
gisl
a-tiv
e re
view
s
§E
nsur
e th
at p
erce
ntag
e of
con
trac
tors
and
clie
nts
adhe
re t
o ci
db
reg
u-la
tions
by
2020
§M
aint
ain
and
util
ise
cons
truc
tion
regi
ster
s to
ens
ure
per
cent
age
of
cont
ract
ors
are
com
ply
ing
with
reg
ulat
ions
§In
fluen
cing
sta
keho
lder
s to
ens
ure
that
hig
her
per
cent
age
of b
udge
ts
are
spen
t on
tar
gete
d g
roup
s D
evel
op s
yste
mat
ic m
etho
ds
for
mon
itorin
g an
d r
egul
atin
g th
e p
erfo
rman
ce o
f the
ind
ustr
y an
d it
s st
akeh
old
ers,
incl
udin
g th
e re
gist
ra-
tion
of p
roje
cts
and
con
trac
tors
.
Reg
ulat
ory
Fram
ewor
k an
d H
igh
Per
form
ing
Org
anis
atio
n
§M
aint
ain
and
util
ise
cons
truc
tion
regi
ster
s to
ens
ure
per
cent
age
of
cont
ract
ors
are
com
ply
ing
with
reg
ulat
ions
§P
rovi
de
valu
e ad
ded
ser
vice
s to
all
regi
ster
ed c
ontr
acto
rs
§Im
pro
ve t
he o
vera
ll p
erfo
rman
ce o
f the
cid
b
§M
anag
e th
e ci
db
to
be
fair
and
cor
rup
tive
free
.
§D
igita
lised
ser
vice
– O
nlin
e re
gist
ratio
n se
rvic
es
§R
educ
e ad
min
istr
ativ
e b
urd
en o
n co
ntra
ctor
s d
urin
g th
e re
gist
ratio
n p
roce
ss
Annual Performance Plan • 2017/18 97
Nam
e o
f P
ublic
Ent
ity
Man
dat
eO
utp
uts
2017
/18
bud
get
(R
’000
)
Dat
e o
f ne
xt
eval
uati
on
Co
unci
l fo
r th
e B
uilt
E
nvir
onm
ent
(CB
E)
The
CB
E b
ases
its
pro
gram
mes
and
p
roje
cts
as c
onta
ined
in it
s 20
15-
2020
Str
ateg
ic P
lan
on it
s m
and
ate
as e
lab
orat
ed in
Sec
tion
3 of
the
C
BE
Act
as
follo
ws:
1.
Pro
mot
e an
d p
rote
ct t
he in
tere
st
of t
he p
ublic
in t
he b
uilt
envi
ron-
men
t
2.
Pro
mot
e an
d m
aint
ain
a su
s-ta
inab
le b
uilt
envi
ronm
ent
and
na
tura
l env
ironm
ent
3.
Pro
mot
e on
goin
g hu
man
re-
sour
ces
dev
elop
men
t in
the
bui
lt en
viro
nmen
t
4.
Faci
litat
e p
artic
ipat
ion
by
the
bui
lt en
viro
nmen
t p
rofe
ssio
ns in
in
tegr
ated
dev
elop
men
t in
the
co
ntex
t of
nat
iona
l goa
ls
5.
Pro
mot
e ap
pro
pria
te s
tand
ard
s of
hea
lth, s
afet
y an
d e
nviro
n-m
enta
l pro
tect
ion
with
in t
he b
uilt
envi
ronm
ent
6.
Pro
mot
e so
und
gov
erna
nce
of
the
bui
lt en
viro
nmen
t p
rofe
ssio
ns
7.
Pro
mot
e lia
ison
in t
he fi
eld
of
trai
ning
in t
he R
epub
lic a
nd
else
whe
re a
nd t
o p
rom
ote
the
stan
dar
ds
of s
uch
trai
ning
in t
he
Rep
ublic
8.
Ser
ve a
s a
foru
m w
here
the
bui
lt en
viro
nmen
t p
rofe
ssio
ns c
an
dis
cuss
rel
evan
t is
sues
9.
Ens
ure
unifo
rm a
pp
licat
ion
of
norm
s an
d g
uid
elin
es s
et b
y th
e P
rofe
ssio
nal C
ounc
ils t
hrou
ghou
t th
e b
uilt
envi
ronm
ent
§To
ens
ure
that
all
BE
aca
dem
ic p
rogr
amm
es in
clud
e ad
equa
te c
ov-
erag
e of
issu
es o
n he
alth
and
saf
ety
in c
onst
ruct
ion,
env
ironm
enta
l su
stai
nab
ility
and
job
cre
atio
n th
roug
h la
bou
r in
tens
ive
cons
truc
tion
in
thei
r cu
rric
ulum
by
30 M
arch
202
0.
§To
ens
ure
that
all
Nat
iona
l Sta
ndar
ds
for
the
pla
nnin
g d
esig
n, p
ro-
cure
men
t, c
onst
ruct
ion,
op
erat
ion
and
mai
nten
ance
of i
nfra
stru
ctur
e em
bod
y he
alth
and
saf
ety,
env
ironm
enta
l sus
tain
abili
ty a
nd jo
b c
reat
ion
thro
ugh
lab
our
inte
nsiv
e co
nstr
uctio
n b
y 30
Mar
ch 2
020.
§To
be
the
lead
driv
er o
f ski
lls d
evel
opm
ent
initi
ativ
es fo
r p
ublic
sec
tor
infr
astr
uctu
re d
eliv
ery
with
a fo
cus
on S
IPs
skill
s in
itiat
ives
by
30 M
arch
20
20.
§To
mon
itor
and
eva
luat
e th
e im
ple
men
tatio
n of
a s
tand
ard
ised
and
q
ualit
y as
sure
d W
orkp
lace
Tra
inin
g
§Fr
amew
ork
by
BE
em
plo
yers
to
pro
duc
e co
mp
eten
t p
rofe
ssio
nals
and
gr
adua
tes
for
the
BE
ind
ustr
y b
y 30
Mar
ch 2
020.
§To
lead
the
imp
lem
enta
tion
of t
he C
BE
Tra
nsfo
rmat
ion
Mod
el b
y al
l BE
st
akeh
old
ers
in o
rder
to
incr
ease
the
num
ber
s, d
emog
rap
hic
and
gen
-d
er r
epre
sent
ativ
e of
BE
Ps
to r
eflec
t th
e d
emog
rap
hics
of t
he c
ount
ry
by
30 M
arch
202
0.
§To
pro
vid
e ad
vice
to
Gov
ernm
ent
of B
E p
riorit
y m
atte
rs t
hat
are
iden
-tifi
ed in
the
201
4-19
MTS
F an
d t
he N
DP,
and
pro
vid
e in
form
atio
n an
d
know
led
ge m
anag
emen
t re
sour
ces
for
the
BE
to
info
rm g
over
nmen
t p
olic
y on
an
annu
al b
asis
.
§To
act
as
an a
pp
eal b
ody
on m
atte
rs o
f law
ref
erre
d t
o it
in t
erm
s of
le
gisl
atio
n re
gula
ting
the
BE
Ps,
and
to
pro
mot
e an
d e
nhan
ce h
igh
stan
-d
ard
s of
pro
fess
iona
l eth
ics
with
in t
he B
E.
DP
W T
rans
fer
R48
568
Oth
er In
com
e R
2 8
61
Tota
l Exp
end
i-tu
re R
51 4
29
Qua
rter
ly
Eva
luat
ions
Ju
ly 2
018
Oct
ober
20
18
Janu
ary
2019
Ap
ril 2
019
Department of Public Works98
Nam
e o
f P
ublic
Ent
ity
Man
dat
eO
utp
uts
2017
/18
bud
get
(R
’000
)
Dat
e o
f ne
xt
eval
uati
on
Ind
epen
den
t D
evel
op
men
t Tr
ust
(IDT
)
The
Man
dat
e, a
s ad
opte
d b
y C
ab-
inet
in 1
997,
tas
ks t
he ID
T to
be
“a
gove
rnm
ent
dev
elop
men
t ag
ency
th
at im
ple
men
ts p
roje
cts
that
are
co
mm
issi
oned
by
gove
rnm
ent
de-
par
tmen
ts.”
§To
con
trib
ute
to t
he S
tate
’s c
apac
ity b
y ef
fect
ivel
y im
ple
men
ting
dev
el-
opm
ent
pro
gram
mes
tha
t d
eliv
er q
ualit
y so
cial
infr
astr
uctu
re o
n tim
e,
with
in b
udge
t an
d s
cop
e
§To
ens
ure
a d
istin
ctiv
e d
evel
opm
enta
l ap
pro
ach
to s
ocia
l inf
rast
ruct
ure
del
iver
y th
at e
mp
ower
s co
mm
uniti
es t
o re
ceiv
e, o
wn,
man
age
and
su
stai
n th
eir
own
dev
elop
men
t.
§To
cre
ate
an e
ffect
ive,
effi
cien
t an
d s
usta
inab
le o
rgan
isat
ion
that
is
finan
cial
ly v
iab
le, c
omp
liant
, res
ults
-bas
ed, e
ffici
ent
and
focu
sed
.
§To
bui
ld a
sus
tain
able
org
anis
atio
n an
d m
aint
aini
ng a
cle
an a
dm
inis
-tr
atio
n w
hich
is c
omm
itted
to
the
effic
ient
ap
plic
atio
n of
res
ourc
es,
com
plia
nce
with
reg
ulat
ions
and
legi
slat
ion
and
whi
ch is
acc
ount
able
.
R74
6, 2
80, 0
00Q
uart
erly
E
valu
atio
ns
July
201
7 O
ctob
er
2017
Jan
-ua
ry 2
018
Ap
ril 2
018
Annual Performance Plan • 2017/18 99
Nam
e o
f P
ublic
Ent
ity
Man
dat
eO
utp
uts
2017
/18
bud
get
(R
’000
)
Dat
e o
f ne
xt
eval
uati
on
Ag
rém
ent
So
uth
Afr
ica
(AS
A)
Pro
mot
e th
e us
e of
inno
vativ
e co
nstr
uctio
n b
y p
rovi
din
g as
sura
nce
to s
pec
ifier
s an
d u
sers
via
con
fir-
mat
ion
and
cer
tifica
tion
of “
fitne
ss
for
pur
pos
e” a
fter
suc
cess
fully
ca
rryi
ng o
ut t
echn
ical
ass
essm
ent
of
non-
stan
dar
dis
ed o
r un
conv
entio
nal
pro
duc
ts, c
onst
ruct
ion
syst
ems,
co
mp
onen
ts, m
ater
ials
or
dev
ices
fo
r w
hich
no
Sou
th A
fric
an n
atio
nal
stan
dar
d o
r co
des
of p
ract
ice
exis
ts,
here
by
sup
por
ting
Sou
th A
fric
a’s
pla
ce a
nd c
ontr
ibut
ion
in t
he g
lob
al
com
mun
ity.
Faci
litat
e th
e sa
fe in
trod
uctio
n,
app
licat
ion
and
util
isat
ion
of s
atis
-fa
ctor
y in
nova
tion
and
tec
hnol
ogy
dev
elop
men
t in
the
con
stru
ctio
n in
dus
try
as t
he in
tern
atio
nally
ac-
know
led
ged
, ob
ject
ive
Sou
th A
fric
an
cent
re b
y p
rovi
din
g as
sura
nce
of
fitne
ss-f
or-p
urp
ose
of s
uch
tech
-no
logi
es w
hich
op
timis
e re
sour
ce
utili
satio
n an
d r
ealis
e co
st s
avin
gs in
th
e in
dus
try.
§Te
chni
cal r
epor
ts a
nd c
ertifi
cate
s of
“fit
ness
for
pur
pos
e” o
f suc
cess
ful-
ly a
sses
sed
and
cer
tified
res
ults
of n
on-s
tand
ard
ised
or
unco
nven
tiona
l p
rod
ucts
, con
stru
ctio
n sy
stem
s, c
omp
onen
ts, m
ater
ials
or
dev
ices
for
whi
ch n
o S
outh
Afr
ican
nat
iona
l sta
ndar
d o
r co
des
of p
ract
ice
exis
ts.
§Fo
rmul
ate
and
up
dat
e p
erfo
rman
ce c
riter
ia u
sed
as
guid
elin
es in
th
e te
chni
cal a
sses
smen
ts p
roce
ss. D
isse
min
atio
n of
info
rmat
ion
on
app
rop
riate
inno
vativ
e co
nstr
uctio
n te
chno
logi
es a
nd in
fras
truc
ture
to
pro
mot
e ac
cep
tanc
e am
ongs
t th
e co
nstr
uctio
n fr
ater
nity
.
§Te
chni
cal a
sses
smen
t an
d c
ertifi
catio
n of
non
-sta
ndar
dis
ed in
nova
tive
and
non
-sta
ndar
d b
uild
ing
and
con
stru
ctio
n p
rod
ucts
.
§S
ervi
ce t
o co
nsum
ers
and
use
r in
tere
sts
by
pro
vid
ing
assu
ranc
e of
fit-
ness
-for
-pur
pos
e an
d v
alue
for
mon
ey o
f inn
ovat
ive,
non
-sta
ndar
dis
ed
cons
truc
tion
tech
nolo
gy a
s w
ell a
s on
-goi
ng q
ualit
y as
sura
nce.
§W
orki
ng w
ith t
he c
onst
ruct
ion
sect
or t
o fa
cilit
ate
the
intr
oduc
tion
of
cost
effe
ctiv
e te
chno
logy
and
non
-sta
ndar
dis
ed c
onst
ruct
ion
tech
nol-
ogy.
§D
isse
min
atio
n of
cor
rect
, ob
ject
ive
and
rel
evan
t in
form
atio
n to
all
conc
erne
d in
res
pec
t of
the
tec
hnic
al, s
ocio
-eco
nom
ic a
nd r
egul
ator
y as
pec
ts o
f inn
ovat
ive
tech
nolo
gy a
nd n
on-s
tand
ard
ised
con
stru
ctio
n te
chno
logy
.
§P
rovi
de
sup
por
t to
pol
icy
mak
ers
at a
ll le
vels
and
min
imis
e th
e ris
k as
soci
ated
with
the
use
of i
nnov
atio
ns.
§P
rovi
de
sup
por
t on
the
ap
plic
atio
n of
the
Nat
iona
l Bui
ldin
g R
egul
atio
ns.
§A
ctiv
ely
mai
ntai
n in
tern
atio
nal l
inks
with
pee
r or
gani
satio
ns a
nd s
up-
por
t to
the
Sou
th A
fric
an c
onst
ruct
ion
ind
ustr
y in
its
exp
ort
activ
ities
b
y fa
cilit
atin
g th
e ap
pro
val o
f Sou
th A
fric
an in
nova
tive
cons
truc
tion
pro
duc
ts in
fore
ign
coun
trie
s.
§Fa
cilit
ate
the
acce
pta
nce
of in
nova
tive
pro
duc
ts w
ithin
the
con
text
of
the
gove
rnm
ent’s
new
prio
ritie
s an
d p
olic
ies.
R15
401
460
.00
(DP
W t
rans
fer
of R
13 2
11
460.
00 a
nd o
th-
er r
even
ue o
f R
2 19
0 00
0.00
).
Qua
rter
ly
Eva
luat
ions
Ju
ly 2
017
Oct
ober
20
17 J
an-
uary
201
8 A
pril
201
8
Department of Public Works100
Tabl
e 46
: The
six
Bui
lt En
viro
nmen
t Pro
fess
iona
l Cou
ncils
Nam
e o
f B
uilt
E
nvir
onm
ent
Pro
fess
iona
l C
oun
cil
Man
dat
eD
ate
of
next
ev
alua
tio
n
So
uth
Afr
ican
C
oun
cil f
or
the
Pro
per
ty V
alue
rs
Pro
fess
ion
(SA
CP
VP
)
The
SA
CP
VP
AC
T re
qui
res
and
em
pow
ers
SA
CP
VP
to
per
form
the
follo
win
g fu
nctio
ns:
1.
Est
ablis
h a
pro
per
ty v
alue
rs s
tand
ard
s ge
nera
ting
bod
y an
d d
evel
op s
tand
ard
s fo
r p
rop
erty
val
uers
ed
ucat
ion
and
p
rofe
ssio
nal c
omp
eten
cy
2.
Vis
it ed
ucat
ion
pro
vid
ers
to e
valu
ate
pro
gram
mes
and
acc
red
it ed
ucat
iona
l pro
gram
mes
tha
t m
eet
the
educ
atio
nal
req
uire
men
ts t
owar
d r
egis
trat
ion
in e
ach
of t
he c
ateg
orie
s;
3.
Reg
iste
r p
erso
ns in
pro
fess
iona
l cat
egor
ies
who
dem
onst
rate
com
pet
ency
aga
inst
the
sta
ndar
ds
for
the
cate
gorie
s;
4.
Eva
luat
e ed
ucat
iona
l qua
lifica
tions
tha
t ar
e no
t al
read
y ac
cred
ited
or
reco
gnis
ed;
5.
Reg
iste
r p
erso
ns w
ho m
eet
educ
atio
nal r
equi
rem
ents
in c
and
idat
e ca
tego
ries;
6.
Est
ablis
h sp
ecifi
ed c
ateg
orie
s of
reg
istr
atio
n to
mee
t sp
ecifi
c he
alth
and
saf
ety
licen
cing
req
uire
men
ts a
nd r
egis
ter
per
sons
in t
hese
cat
egor
ies;
7.
Req
uire
reg
iste
red
per
sons
to
rene
w r
egis
trat
ion
at in
terv
als
and
und
er c
ond
ition
s th
at t
he C
ounc
il p
resc
ribes
;
8.
Ent
er in
to in
tern
atio
nal a
gree
men
ts fo
r th
e re
cogn
ition
of e
duc
atio
nal p
rogr
amm
es a
nd r
egis
trat
ion;
9.
Dev
elop
and
mai
ntai
n a
cod
e of
con
duc
t, s
upp
orte
d w
here
nec
essa
ry b
y co
des
of p
ract
ice;
10. I
nves
tigat
e co
mp
lain
ts o
f im
pro
per
con
duc
t ag
ains
t re
gist
ered
per
sons
and
con
duc
t en
qui
ries
and
imp
ose
sanc
-tio
ns a
s ea
ch c
ase
req
uire
s;
11. A
nnua
lly p
ublis
h gu
idel
ine
pro
fess
iona
l fee
s an
d s
cop
e of
wor
k;
12. R
ecog
nise
Vol
unta
ry A
ssoc
iatio
ns (V
A’s)
;
13. R
ecom
men
d t
o th
e C
ounc
il fo
r th
e B
uilt
Env
ironm
ent
(CB
E) S
AC
PV
P’s
iden
tifica
tion
of t
he t
ype
of P
rop
erty
val
uers
w
ork
whi
ch m
ay b
e p
erfo
rmed
by
per
sons
reg
iste
red
in a
ny c
ateg
ory.
14. A
dvi
se g
over
nmen
t an
d o
ther
par
ties
and
to
take
nec
essa
ry s
tep
s to
pro
tect
the
pub
lic in
tere
st, h
ealth
and
saf
e-ty
, im
pro
ve s
tand
ard
s of
pro
per
ty v
alue
rs s
ervi
ces,
cre
ate
awar
enes
s of
the
nee
d t
o p
rote
ct t
he e
nviro
nmen
t an
d
cond
uct
rese
arch
.
Qua
rter
ly E
valu
-at
ions
July
201
8
Oct
ober
201
8
Janu
ary
2019
Ap
ril 2
019
Annual Performance Plan • 2017/18 101
Nam
e o
f B
uilt
E
nvir
onm
ent
Pro
fess
iona
l C
oun
cil
Man
dat
eD
ate
of
next
ev
alua
tio
n
Eng
inee
ring
Co
unci
l o
f S
out
h A
fric
a (E
CS
A)
The
Eng
inee
ring
Cou
ncil
of S
outh
Afr
ica
(EC
SA
) is
a st
atut
ory
bod
y es
tab
lishe
d in
ter
ms
of t
he
1.
Eng
inee
ring
Pro
fess
ion
Act
, 200
0 (A
ct N
o. 4
6 of
200
0) (E
PA).
2.
The
EPA
req
uire
s an
d e
mp
ower
s E
CS
A t
o p
erfo
rm t
he fo
llow
ing
func
tions
:
3.
Est
ablis
h an
eng
inee
ring
stan
dar
ds
gene
ratin
g b
ody
and
dev
elop
sta
ndar
ds
for
engi
neer
ing
educ
atio
n an
d p
rofe
s-si
onal
com
pet
ency
;
4.
Vis
it ed
ucat
ion
pro
vid
ers
to e
valu
ate
pro
gram
mes
and
acc
red
it ed
ucat
iona
l pro
gram
mes
tha
t m
eet
the
educ
atio
nal
req
uire
men
ts t
owar
d r
egis
trat
ion
in e
ach
of t
he c
ateg
orie
s;
5.
Reg
iste
r p
erso
ns in
pro
fess
iona
l cat
egor
ies
who
dem
onst
rate
com
pet
ency
aga
inst
the
sta
ndar
ds
for
the
cate
gorie
s;
6.
Eva
luat
e ed
ucat
iona
l qua
lifica
tions
tha
t ar
e no
t al
read
y ac
cred
ited
or
reco
gnis
ed;
7.
Reg
iste
r p
erso
ns w
ho m
eet
educ
atio
nal r
equi
rem
ents
in c
and
idat
e ca
tego
ries;
8.
Est
ablis
h sp
ecifi
ed c
ateg
orie
s of
reg
istr
atio
n to
mee
t sp
ecifi
c he
alth
and
saf
ety
licen
cing
req
uire
men
ts a
nd r
egis
ter
per
sons
in t
hese
cat
egor
ies;
9.
Req
uire
reg
iste
red
per
sons
to
rene
w r
egis
trat
ion
at in
terv
als
and
und
er c
ond
ition
s th
at t
he c
ounc
il p
resc
ribes
;
10. E
nter
into
inte
rnat
iona
l agr
eem
ents
for
the
reco
gniti
on o
f ed
ucat
iona
l pro
gram
mes
and
reg
istr
atio
n;
11. D
evel
op a
nd m
aint
ain
a co
de
of c
ond
uct,
sup
por
ted
whe
re n
eces
sary
by
cod
es o
f pra
ctic
e;
12. I
nves
tigat
e co
mp
lain
ts o
f im
pro
per
con
duc
t ag
ains
t re
gist
ered
per
sons
and
con
duc
t en
qui
ries
and
imp
ose
sanc
-tio
ns a
s ea
ch c
ase
req
uire
s;
13. A
nnua
lly p
ublis
h gu
idel
ine
pro
fess
iona
l fee
s an
d s
cop
e of
wor
k;
14. R
ecog
nise
Vol
unta
ry A
ssoc
iatio
ns (V
A’s)
;
15. R
ecom
men
d t
o th
e C
ounc
il fo
r th
e B
uilt
Env
ironm
ent
(CB
E) E
CS
A’s
iden
tifica
tion
of t
he t
ype
of e
ngin
eerin
g w
ork
whi
ch m
ay b
e p
erfo
rmed
by
per
sons
reg
iste
red
in a
ny c
ateg
ory;
16. T
o ad
vise
gov
ernm
ent
and
oth
er p
artie
s an
d t
o ta
ke n
eces
sary
ste
ps
to p
rote
ct t
he p
ublic
inte
rest
, hea
lth a
nd
safe
ty, i
mp
rove
sta
ndar
ds
of e
ngin
eerin
g se
rvic
es, c
reat
e aw
aren
ess
of t
he n
eed
to
pro
tect
the
env
ironm
ent
and
co
nduc
t re
sear
ch.
Qua
rter
ly E
valu
-at
ions
July
201
8
Oct
ober
201
8
Janu
ary
2019
Ap
ril 2
019
Tabl
e 46
: The
six
Bui
lt En
viro
nmen
t Pro
fess
iona
l Cou
ncils
Nam
e o
f B
uilt
E
nvir
onm
ent
Pro
fess
iona
l C
oun
cil
Man
dat
eD
ate
of
next
ev
alua
tio
n
So
uth
Afr
ican
C
oun
cil f
or
the
Pro
per
ty V
alue
rs
Pro
fess
ion
(SA
CP
VP
)
The
SA
CP
VP
AC
T re
qui
res
and
em
pow
ers
SA
CP
VP
to
per
form
the
follo
win
g fu
nctio
ns:
1.
Est
ablis
h a
pro
per
ty v
alue
rs s
tand
ard
s ge
nera
ting
bod
y an
d d
evel
op s
tand
ard
s fo
r p
rop
erty
val
uers
ed
ucat
ion
and
p
rofe
ssio
nal c
omp
eten
cy
2.
Vis
it ed
ucat
ion
pro
vid
ers
to e
valu
ate
pro
gram
mes
and
acc
red
it ed
ucat
iona
l pro
gram
mes
tha
t m
eet
the
educ
atio
nal
req
uire
men
ts t
owar
d r
egis
trat
ion
in e
ach
of t
he c
ateg
orie
s;
3.
Reg
iste
r p
erso
ns in
pro
fess
iona
l cat
egor
ies
who
dem
onst
rate
com
pet
ency
aga
inst
the
sta
ndar
ds
for
the
cate
gorie
s;
4.
Eva
luat
e ed
ucat
iona
l qua
lifica
tions
tha
t ar
e no
t al
read
y ac
cred
ited
or
reco
gnis
ed;
5.
Reg
iste
r p
erso
ns w
ho m
eet
educ
atio
nal r
equi
rem
ents
in c
and
idat
e ca
tego
ries;
6.
Est
ablis
h sp
ecifi
ed c
ateg
orie
s of
reg
istr
atio
n to
mee
t sp
ecifi
c he
alth
and
saf
ety
licen
cing
req
uire
men
ts a
nd r
egis
ter
per
sons
in t
hese
cat
egor
ies;
7.
Req
uire
reg
iste
red
per
sons
to
rene
w r
egis
trat
ion
at in
terv
als
and
und
er c
ond
ition
s th
at t
he C
ounc
il p
resc
ribes
;
8.
Ent
er in
to in
tern
atio
nal a
gree
men
ts fo
r th
e re
cogn
ition
of e
duc
atio
nal p
rogr
amm
es a
nd r
egis
trat
ion;
9.
Dev
elop
and
mai
ntai
n a
cod
e of
con
duc
t, s
upp
orte
d w
here
nec
essa
ry b
y co
des
of p
ract
ice;
10. I
nves
tigat
e co
mp
lain
ts o
f im
pro
per
con
duc
t ag
ains
t re
gist
ered
per
sons
and
con
duc
t en
qui
ries
and
imp
ose
sanc
-tio
ns a
s ea
ch c
ase
req
uire
s;
11. A
nnua
lly p
ublis
h gu
idel
ine
pro
fess
iona
l fee
s an
d s
cop
e of
wor
k;
12. R
ecog
nise
Vol
unta
ry A
ssoc
iatio
ns (V
A’s)
;
13. R
ecom
men
d t
o th
e C
ounc
il fo
r th
e B
uilt
Env
ironm
ent
(CB
E) S
AC
PV
P’s
iden
tifica
tion
of t
he t
ype
of P
rop
erty
val
uers
w
ork
whi
ch m
ay b
e p
erfo
rmed
by
per
sons
reg
iste
red
in a
ny c
ateg
ory.
14. A
dvi
se g
over
nmen
t an
d o
ther
par
ties
and
to
take
nec
essa
ry s
tep
s to
pro
tect
the
pub
lic in
tere
st, h
ealth
and
saf
e-ty
, im
pro
ve s
tand
ard
s of
pro
per
ty v
alue
rs s
ervi
ces,
cre
ate
awar
enes
s of
the
nee
d t
o p
rote
ct t
he e
nviro
nmen
t an
d
cond
uct
rese
arch
.
Qua
rter
ly E
valu
-at
ions
July
201
8
Oct
ober
201
8
Janu
ary
2019
Ap
ril 2
019
Department of Public Works102
Nam
e o
f B
uilt
E
nvir
onm
ent
Pro
fess
iona
l C
oun
cil
Man
dat
eD
ate
of
next
ev
alua
tio
n
The
So
uth
Afr
ican
C
oun
cil f
or
the
Arc
hite
ctur
al
Pro
fess
ion
(SA
CA
P)
The
Arc
hite
ctur
al P
rofe
ssio
n A
ct, 2
000
(Act
No.
44
of 2
000)
req
uire
s an
d e
mp
ower
s S
AC
AP
to
per
form
the
follo
win
g fu
nctio
ns:
1.
Est
ablis
h a
stan
dar
ds
gene
ratin
g b
ody
and
dev
elop
sta
ndar
ds
for
arch
itect
ural
ed
ucat
ion
and
pro
fess
iona
l com
pe-
tenc
y
2.
Vis
it ed
ucat
ion
pro
vid
ers
to e
valu
ate
pro
gram
mes
and
acc
red
it ed
ucat
iona
l pro
gram
mes
tha
t m
eet
the
educ
atio
nal
req
uire
men
ts t
owar
d r
egis
trat
ion
in e
ach
of t
he c
ateg
orie
s;
3.
Reg
iste
r p
erso
ns in
pro
fess
iona
l cat
egor
ies
who
dem
onst
rate
com
pet
ency
aga
inst
the
sta
ndar
ds
for
the
cate
gorie
s;
4.
Eva
luat
e ed
ucat
iona
l qua
lifica
tions
tha
t ar
e no
t al
read
y ac
cred
ited
or
reco
gnis
ed;
5.
Reg
iste
r p
erso
ns w
ho m
eet
educ
atio
nal r
equi
rem
ents
in c
and
idat
e ca
tego
ries;
6.
Est
ablis
h sp
ecifi
ed c
ateg
orie
s of
reg
istr
atio
n to
mee
t sp
ecifi
c he
alth
and
saf
ety
licen
cing
req
uire
men
ts a
nd r
egis
ter
per
sons
in t
hese
cat
egor
ies;
7.
Req
uire
reg
iste
red
per
sons
to
rene
w r
egis
trat
ion
at in
terv
als
and
und
er c
ond
ition
s th
at t
he c
ounc
il p
resc
ribes
;
8.
Ent
er in
to in
tern
atio
nal a
gree
men
ts fo
r th
e re
cogn
ition
of e
duc
atio
nal p
rogr
amm
es a
nd r
egis
trat
ion;
9.
Dev
elop
and
mai
ntai
n a
cod
e of
con
duc
t, s
upp
orte
d w
here
nec
essa
ry b
y co
des
of p
ract
ice;
10. I
nves
tigat
e co
mp
lain
ts o
f im
pro
per
con
duc
t ag
ains
t re
gist
ered
per
sons
and
con
duc
t en
qui
ries
and
imp
ose
sanc
-tio
ns a
s ea
ch c
ase
req
uire
s;
11. A
nnua
lly p
ublis
h gu
idel
ine
pro
fess
iona
l fee
s an
d s
cop
e of
wor
k;
12. R
ecog
nise
Vol
unta
ry A
ssoc
iatio
ns (V
A’s)
;
13. R
ecom
men
d t
o th
e C
ounc
il fo
r th
e B
uilt
Env
ironm
ent
(CB
E) S
AC
AP
’s id
entifi
catio
n of
the
typ
e of
arc
hite
ctur
al w
ork
whi
ch m
ay b
e p
erfo
rmed
by
per
sons
reg
iste
red
in a
ny c
ateg
ory.
14. A
dvi
se g
over
nmen
t an
d o
ther
par
ties
and
to
take
nec
essa
ry s
tep
s to
pro
tect
the
pub
lic in
tere
st, h
ealth
and
saf
ety,
im
pro
ve s
tand
ard
s of
arc
hite
ctur
al s
ervi
ces,
cre
ate
awar
enes
s of
the
nee
d t
o p
rote
ct t
he e
nviro
nmen
t an
d c
ond
uct
rese
arch
.
July
201
8
Oct
ober
201
8
Janu
ary
2019
Ap
ril 2
019
Annual Performance Plan • 2017/18 103
Nam
e o
f B
uilt
E
nvir
onm
ent
Pro
fess
iona
l C
oun
cil
Man
dat
eD
ate
of
next
ev
alua
tio
n
The
So
uth
Afr
ican
C
oun
cil f
or
the
Qua
ntit
y S
urve
ying
P
rofe
ssio
n (S
AC
QS
P)
The
Qua
ntity
Sur
veyi
ng P
rofe
ssio
n A
ct, 2
000
(Act
No.
49
of 2
000)
req
uire
s an
d e
mp
ower
s S
AC
QS
P t
o p
erfo
rm t
he
follo
win
g fu
nctio
ns:
1.
Est
ablis
h a
stan
dar
ds
gene
ratin
g b
ody
and
dev
elop
sta
ndar
ds
for
qua
ntity
sur
veyi
ng e
duc
atio
n an
d p
rofe
ssio
nal
com
pet
ency
.
2.
Vis
it ed
ucat
ion
pro
vid
ers
to e
valu
ate
pro
gram
mes
and
acc
red
it ed
ucat
iona
l pro
gram
mes
tha
t m
eet
the
educ
atio
nal
req
uire
men
ts t
owar
d r
egis
trat
ion
in e
ach
of t
he c
ateg
orie
s;
3.
Reg
iste
r p
erso
ns in
pro
fess
iona
l cat
egor
ies
who
dem
onst
rate
com
pet
ency
aga
inst
the
sta
ndar
ds
for
the
cate
gorie
s;
4.
Eva
luat
e ed
ucat
iona
l qua
lifica
tions
tha
t ar
e no
t al
read
y ac
cred
ited
or
reco
gnis
ed;
5.
Reg
iste
r p
erso
ns w
ho m
eet
educ
atio
nal r
equi
rem
ents
in c
and
idat
e ca
tego
ries;
6.
Est
ablis
h sp
ecifi
ed c
ateg
orie
s of
reg
istr
atio
n to
mee
t sp
ecifi
c he
alth
and
saf
ety
licen
cing
req
uire
men
ts a
nd r
egis
ter
per
sons
in t
hese
cat
egor
ies;
7.
Req
uire
reg
iste
red
per
sons
to
rene
w r
egis
trat
ion
at in
terv
als
and
und
er c
ond
ition
s th
at t
he C
ounc
il p
resc
ribes
; Ent
er
into
inte
rnat
iona
l agr
eem
ents
for
the
reco
gniti
on o
f ed
ucat
iona
l pro
gram
mes
and
reg
istr
atio
n;
8.
Dev
elop
and
mai
ntai
n a
cod
e of
con
duc
t, s
upp
orte
d w
here
nec
essa
ry b
y co
des
of p
ract
ice;
9.
Inve
stig
ate
com
pla
ints
of i
mp
rop
er c
ond
uct
agai
nst
regi
ster
ed p
erso
ns a
nd c
ond
uct
enq
uirie
s an
d im
pos
e sa
nc-
tions
as
each
cas
e re
qui
res;
10. A
nnua
lly p
ublis
h gu
idel
ine
pro
fess
iona
l fee
s an
d s
cop
e of
wor
k;
11. R
ecog
nise
Vol
unta
ry A
ssoc
iatio
ns (V
A’s)
;
12. R
ecom
men
d t
o th
e C
ounc
il fo
r th
e B
uilt
Env
ironm
ent
(CB
E) S
AC
QS
P’s
iden
tifica
tion
of t
he t
ype
of q
uant
ity s
urve
y-in
g w
ork
whi
ch m
ay b
e p
erfo
rmed
by
per
sons
reg
iste
red
in a
ny c
ateg
ory;
13. A
dvi
se g
over
nmen
t an
d o
ther
par
ties
and
to
take
nec
essa
ry s
tep
s to
pro
tect
the
pub
lic in
tere
st, h
ealth
and
saf
ety,
im
pro
ve s
tand
ard
s of
qua
ntity
sur
veyi
ng s
ervi
ces,
cre
ate
awar
enes
s of
the
nee
d t
o p
rote
ct t
he e
nviro
nmen
t an
d
cond
uct
rese
arch
.
Qua
rter
ly E
valu
-at
ions
July
201
8
Oct
ober
201
8
Janu
ary
2019
Ap
ril 2
019
Department of Public Works104
Nam
e o
f B
uilt
E
nvir
onm
ent
Pro
fess
iona
l C
oun
cil
Man
dat
eD
ate
of
next
ev
alua
tio
n
So
uth
Afr
ican
La
ndsc
ape
Arc
hite
ctur
al
Pro
fess
ions
(S
AC
LAP
)
The
Land
scap
e A
rchi
tect
ural
Pro
fess
ion
Act
, 200
0 (A
ct N
o. 4
5 of
200
0) r
equi
res
and
em
pow
ers
SA
CLA
P t
o p
erfo
rm t
he
follo
win
g fu
nctio
ns:
1.
Est
ablis
h a
stan
dar
ds
gene
ratin
g b
ody
and
dev
elop
sta
ndar
ds
for
land
scap
e ar
chite
ctur
al e
duc
atio
n an
d p
rofe
s-si
onal
com
pet
enc.
2.
Vis
it ed
ucat
ion
pro
vid
ers
to e
valu
ate
pro
gram
mes
and
acc
red
it ed
ucat
iona
l pro
gram
mes
tha
t m
eet
the
educ
atio
nal
req
uire
men
ts t
owar
d r
egis
trat
ion
in e
ach
of t
he c
ateg
orie
s;
3.
Reg
iste
r p
erso
ns in
pro
fess
iona
l cat
egor
ies
who
dem
onst
rate
com
pet
ency
aga
inst
the
sta
ndar
ds
for
the
cate
gorie
s;
4.
Eva
luat
e ed
ucat
iona
l qua
lifica
tions
tha
t ar
e no
t al
read
y ac
cred
ited
or
reco
gnis
ed;
5.
Reg
iste
r p
erso
ns w
ho m
eet
educ
atio
nal r
equi
rem
ents
in c
and
idat
e ca
tego
ries;
6.
Est
ablis
h sp
ecifi
ed c
ateg
orie
s of
reg
istr
atio
n to
mee
t sp
ecifi
c he
alth
and
saf
ety
licen
cing
req
uire
men
ts a
nd r
egis
ter
per
sons
in t
hese
cat
egor
ies;
7.
Req
uire
reg
iste
red
per
sons
to
rene
w r
egis
trat
ion
at in
terv
als
and
und
er c
ond
ition
s th
at t
he C
ounc
il p
resc
ribes
;
8.
Ent
er in
to in
tern
atio
nal a
gree
men
ts fo
r th
e re
cogn
ition
of e
duc
atio
nal p
rogr
amm
es a
nd r
egis
trat
ion;
9.
Dev
elop
and
mai
ntai
n a
cod
e of
con
duc
t, s
upp
orte
d w
here
nec
essa
ry b
y co
des
of p
ract
ice;
10. I
nves
tigat
e co
mp
lain
ts o
f im
pro
per
con
duc
t ag
ains
t re
gist
ered
per
sons
and
con
duc
t en
qui
ries
and
imp
ose
sanc
-tio
ns a
s ea
ch c
ase
req
uire
s;
11. A
nnua
lly p
ublis
h gu
idel
ine
pro
fess
iona
l fee
s an
d s
cop
e of
wor
k;
12. R
ecog
nise
Vol
unta
ry A
ssoc
iatio
ns (V
A’s)
;
13. R
ecom
men
d t
o th
e C
ounc
il fo
r th
e B
uilt
Env
ironm
ent
(CB
E) S
AC
LAP
’s id
entifi
catio
n of
the
typ
e of
land
scap
e ar
chi-
tect
ural
wor
k w
hich
may
be
per
form
ed b
y p
erso
ns r
egis
tere
d in
any
cat
egor
y;
14. A
dvi
se g
over
nmen
t an
d o
ther
par
ties
and
to
take
nec
essa
ry s
tep
s to
pro
tect
the
pub
lic in
tere
st, h
ealth
and
saf
ety,
im
pro
ve s
tand
ard
s of
land
scap
e ar
chite
ctur
al s
ervi
ces,
cre
ate
awar
enes
s of
the
nee
d t
o p
rote
ct t
he e
nviro
nmen
t an
d c
ond
uct
rese
arch
.
Qua
rter
ly E
valu
-at
ions
July
201
8
Oct
ober
201
8
Janu
ary
2019
Ap
ril 2
019
Annual Performance Plan • 2017/18 105
Nam
e o
f B
uilt
E
nvir
onm
ent
Pro
fess
iona
l C
oun
cil
Man
dat
eD
ate
of
next
ev
alua
tio
n
So
uth
Afr
ican
C
oun
cil f
or
Pro
ject
an
d C
ons
truc
tio
n M
anag
emen
t P
rofe
ssio
n (S
AC
PC
MP
)
The
Pro
ject
and
Con
stru
ctio
n M
anag
emen
t P
rofe
ssio
ns A
ct, 2
000
(Act
No.
48
of 2
000)
req
uire
s an
d e
mp
ower
s S
AC
P-
CM
P t
o p
erfo
rm t
he fo
llow
ing
func
tions
:
1.
Est
ablis
h a
stan
dar
ds
gene
ratin
g b
ody
and
dev
elop
sta
ndar
ds
for
pro
ject
and
con
stru
ctio
n m
anag
emen
t ed
ucat
ion
and
pro
fess
iona
l com
pet
ency
;
2.
Vis
it ed
ucat
ion
pro
vid
ers
to e
valu
ate
pro
gram
mes
and
acc
red
it ed
ucat
iona
l pro
gram
mes
tha
t m
eet
the
educ
atio
nal
req
uire
men
ts t
owar
d r
egis
trat
ion
in e
ach
of t
he c
ateg
orie
s;
3.
Reg
iste
r p
erso
ns in
pro
fess
iona
l cat
egor
ies
who
dem
onst
rate
com
pet
ency
aga
inst
the
sta
ndar
ds
for
the
cate
gorie
s;
4.
Eva
luat
e ed
ucat
iona
l qua
lifica
tions
tha
t ar
e no
t al
read
y ac
cred
ited
or
reco
gnis
ed;
5.
Reg
iste
r p
erso
ns w
ho m
eet
educ
atio
nal r
equi
rem
ents
in c
and
idat
e ca
tego
ries;
6.
Est
ablis
h sp
ecifi
ed c
ateg
orie
s of
reg
istr
atio
n to
mee
t sp
ecifi
c he
alth
and
saf
ety
licen
cing
req
uire
men
ts a
nd r
egis
ter
per
sons
in t
hese
cat
egor
ies;
7.
Req
uire
reg
iste
red
per
sons
to
rene
w r
egis
trat
ion
at in
terv
als
and
und
er c
ond
ition
s th
at t
he c
Cou
ncil
pre
scrib
es;
8.
Ent
er in
to in
tern
atio
nal a
gree
men
ts fo
r th
e re
cogn
ition
of e
duc
atio
nal p
rogr
amm
es a
nd r
egis
trat
ion;
9.
Dev
elop
and
mai
ntai
n a
cod
e of
con
duc
t, s
upp
orte
d w
here
nec
essa
ry b
y co
des
of p
ract
ice;
10. I
nves
tigat
e co
mp
lain
ts o
f im
pro
per
con
duc
t ag
ains
t re
gist
ered
per
sons
and
con
duc
t en
qui
ries
and
imp
ose
sanc
-tio
ns a
s ea
ch c
ase
req
uire
s;
11. A
nnua
lly p
ublis
h gu
idel
ine
pro
fess
iona
l fee
s an
d s
cop
e of
wor
k;
12. R
ecog
nise
Vol
unta
ry A
ssoc
iatio
ns (V
A’s)
;
13. R
ecom
men
d t
o th
e C
ounc
il fo
r th
e B
uilt
Env
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Department of Public Works106
Annual Performance Plan • 2017/18 107
PART D
ANNEXURES TO THE ANNUAL
PERFORMANCE PLAN
Department of Public Works108
15 AMENDMENTS TO THE FIVE YEAR STRATEGIC PLAN
The Department has established a new Professional Services Branch in the 2016/17 financial year to give effect to the mandate to create technical capacity for the State in the built environment. To give effect to this Branch a new organisational structure has been developed. In line with the new structure the Department has developed a new or-ganisational goal and two additional strategic objectives.
PROGRAMME 2: INTERGOVERNMENTAL COORDINATION
Table 47: Strategic outcome oriented goal 6
Strategic Goal 6 To build State capacity in the Built Environment Professions
Goal Statement To restore a managed skills pipeline in the built environment and introduce asset man-agement service tools that enable the establishment of institutional capacity to manage public infrastructure programme(s)
Programme name Programme 2: Intergovernmental Coordination
Justification To meet the country’s longer-term infrastructure delivery objectives by restoring or replacing the skills pipeline that provides the wide range of skills required within the built environment. To create institutional capacity within the PMTE and Public Works Sector for GIAMA implementation.
Links MTSF Outcome 5: A skilled and capable workforce to support an inclusive growth path and NDP Chapter 9: Improving education, training and innovation
South Africa needs built environment skills to deliver on the National Infrastructure Plan which aims to transform the country’s economic landscape while simultaneously strengthening the delivery of basic services.
Related Strategic Objectives
§ To restore the skills pipeline in the built environment
§ To establish institutional capacity to manage the public infrastructure programme(s)
Table 48: Strategic Objective 2.2
Strategic objective 2.2 To restore the skills pipeline in the built environment
Objective statementTo develop a plan to restore the skills pipeline in the built environment targeting identified areas of skills shortages in the PMTE
Objective indicator Development of a Built Environment Sector Plan (with agreed targets on critical skills)
Baseline -
5 Year target Built Environment Sector Plan approved by the Minister
JustificationTo professionalise the business of public works through the PMTE to support the imple-mentation of infrastructure programme(s) in the portfolio
Links
Through building capacity for the Built Environment Professionals, expanding the pro-duction of highly skilled Professionals and enhancing the capacity of the nation, the De-partment contributes to Chapter 9 of the NDP and Outcome 5 in the MTSF of a “skilled and capable workforce to support an inclusive growth path”.
Strategic goal 3: To build State capacity in the Built Environment Professions
Annual Performance Plan • 2017/18 109
Table 49: Strategic Objective 2.3
Strategic objective 2.3To introduce Asset Management Tools to enable establishment of institutional capacity to manage the public infrastructure programme(s)
Objective statementTo develop asset management service tools across the GIAMA lifecycle functions for DPW and PMTE for the effective delivery of State infrastructure
Objective indicator Establishment of institutional capacity services in the GIAMA function phases
Baseline -
5 Year targetInstitutional capacity Asset Management service tools developed in acquisition, opera-tions and implementation in the GIAMA function phases
JustificationTo enable extraction of Turnaround efficiency dividends from the Immovable Asset Reg-ister, IDMS, NIMS and procurement reforms.
Links
Through building capacity for the Built Environment Professionals, expanding the pro-duction of highly skilled Professionals and enhancing the capacity of the nation, the De-partment contributes to Chapter 9 of the NDP and Outcome 5 in the MTSF of a “skilled and capable workforce to support an inclusive growth path”.
Strategic goal 3: To build State capacity in the Built Environment Professions
Table 50: Strategic Objective 3.1
Strategic objective 3.1 To monitor and evaluate the implementation of PEPs within the EPWP.
Objective statement To collate, monitor and report data on the EPWP 6 million work opportunities to be cre-ated by Public Bodies as per the EPWP Phase III Business Plan.
Objective indicator Number of annual progress reports completed on the EPWP
Baseline Annual EPWP Evaluation Report developed for 2016/17.
5 Year target 5 Annual Progress Reports on PEPs within EPWP Phase III completed.
Justification To track and report progress on the implementation of the EPWP Phase III targets. The EPWP Programme is a strategic intervention to provide work opportunities for the poor and unemployed.
Links [1]Outcome 4: EPWP Phase III (including CWP) implemented, monitored and evaluated including the establishment of a Presidential Public Employment Commission to coordi-nate the rollout of Public Employment Programmes
Strategic Goal 3: To provide an oversight role in the implementation of Public Employ-ment Programmes through Expanded Public Works Programme (EPWP) standardised frameworks.
Department of Public Works110
Goal title To build state capacity in the Built Environment Professionals
Short definition To restore a managed skills pipeline in the built environment and introduction of Asset Management Service Tools to enable establishment of institutional capacity to manage public infrastructure programme(s)
Purpose/importance To meet the country’s longer-term infrastructure delivery objectives by restoring or re-placing the skills pipeline that produces the wide range of skills required within the built environment. Introduction of Asset Management Service Tools to enable to create insti-tutional capacity within the PMTE and Public Works Sector for GIAMA implementation.
Source/collection of data
State of Built Environment Professionals Report, Council for Built Environment Skills Audit Report (2008), Development Indicators, International Infrastructure Management Manual, State of the Built Environment Professions Industry reports
Method of calculation None
Data limitations Insufficient/ Inadequate data on the Built Environment Professions in the country and skills for and through SIPS.
Type of goal Outcome
Calculation type Non-cumulative
Reporting cycle 5 Year Reporting Period
New goal Yes
Desired performance To produce competent, skilled and motivated built environment professionals through supported learning interventions and focused experiential learning processes.
Goal responsibility Deputy Director-General: Professional Services
Objective title To restore the skills pipeline in the built environment
Short definition To develop a plan to restore the skills pipeline in the built environment targeting identi-fied areas of skills shortages in the PMTE
Purpose/importance To professionalise the business of public works through the PMTE to support the imple-mentation of infrastructure programme(s) in the portfolio
Source/collection of data
State of Built Environment Professionals Report, Council for Built Environment Skills Audit Report (2008), Development Indicators, International Infrastructure Management Manual, State of the Built Environment Professions Industry reports
Method of calculation NoneData limitations Insufficient/ Inadequate data on the Built Environment Professions in the countryType of objective OutputCalculation type Non-cumulativeReporting cycle AnnualNew objective YesDesired performance A skills pipeline plan that addresses the identified skills gap and informs sustainable
growth of the built environment professions in the short, medium and long-term hori-zons
Objective responsibility Chief Director: Professional Services
Annual Performance Plan • 2017/18 111
Objective title To establish institutional capacity to manage the public infrastructure programme(s)
Short definition To implement asset management service tools across the GIAMA lifecycle functions for DPW and PMTE for the effective delivery of State infrastructure
Purpose/importance To enable extraction of Turnaround efficiency dividends from the Asset Register, IDMS, NIMS and procurement reforms.
Source/collection of data
State of Built Environment Professionals Report, Council for Built Environment Skills Audit Report (2008), Development Indicators, International Infrastructure Management Manual, State of the Built Environment Professions Industry reports
Method of calculation NoneData limitations Insufficient/ Inadequate data on the Built Environment Professionals in the countryType of objective OutputCalculation type Non-cumulativeReporting cycle AnnualNew objective YesDesired performance To create the required institutional capacity to meet the long term service delivery objec-
tives of the Department and PMTEObjective responsibility Chief Director: Professional Services
Department of Public Works112
The Department has amended its Key Performance Indicators on Programme 3: Expanded Public Works Programme to ensure better alignment to the Medium Term Strategic Framework.
Table 51: Links to NDP Chapter 3, NGP Job Driver 4 and MTSF Outcome 4
NDP Chapter & MTSF National Outcome
NDP Chapter 3: Economy and employment
New Growth Path: Jobs Driver 4 : Investing in Social Capital
MTSF Outcome 4: Decent employment through inclusive economic growthSub Outcome 9 Public employment schemes provide relief for the unemployed and build community
solidarity and agency.MTSF action 25EPWP Phase 3 (including CWP) implemented, monitored and evaluated including the
establishment of a Presidential Public Employment Commission to coordinate the roll-out of Public Employment Programmes
Description The EPWP continues to be a successful income-generating programme which bene-fits the poor and the youth. The fundamental objectives are to increase employment opportunities so that individuals, who cannot find work and/or have a low income, can earn an income and gain experience and skills through productive work. Phase III of the EPWP, which covers the period 2014/15 to 2018/19, aims to create 6 million work opportunities. The EPWP must continue to select and deliver assets and services that directly benefit the poor in order to fulfil its transformative and developmental social protection potential.
As referenced in the NDP, the EPWP will:
§ contribute to the reduction in unemployment by creating temporary employment in response to the number of unemployed South Africans; and
§ address gaps in social protection for the unemployed who have no access to UIF by providing income support to the unemployed.
Further the NGP advances the EPWP as “Growing public-service employment to meet public needs, including lower-skilled auxiliary support through the EPWP”.
A total of 1,845,523 work opportunities have been created by EPWP in the two years of Phase III implementation, with various outputs reported. This includes the 40 000 km of routine road maintenance carried out, 3 717 km gravel roads re-gravelled, and 589 Ventilation Improvement Pit (VIP) latrines constructed.
MTEF Budget The medium-term budget allocation for EPWP (including compensation of employees and goods and services) is R7.6 billion.
Related APP performance indicator
§ Number of work opportunities reported in the EPWP-RS by public bodies aligned to the approved EPWP Phase III Business Plan targets.26
§ Percentage EPWP participation among designated groups (women, youth and per-sons with disabilities) reported on the EPWP RS by public bodies27
25 MTSF Outcome 4: Sub Outcome 6: Page 27 26 Department of Public Works: 2017/18 Annual Performance Plan: Programme 327 Department of Public Works: 2017/18 Annual Performance Plan: Programme 3
Annual Performance Plan • 2017/18 113
Table 52: Links to NDP Chapter 11 and MTSF Outcome 13
NDP Chapter & MTSF National Outcome
NDP Chapter 11 : Social protection
MTSF Outcome 13 – An inclusive and responsive social protection systemSub Outcome 1 Strengthening social welfare delivery through legislative, policy reforms; capacity build-
ingSub Outcome 2 Improved quality and access of Early Childhood Development Services for children
aged 0-4Sub Outcome 4 Deepening social assistance and expanding access to social securityMTSF action 28Integrate and rationalize the various Home and Community-Based Care (HBC) and
other community based workers, as a key group for improving services 29Develop an Integrated Strategy for Early Childhood Development policy implementa-tion30Improve access to social insurance for vulnerable people of working age
Description The NDP argues that “(T) the provision of work opportunities is one of the best forms of social protection” while Outcome 13 of the MTSF identifies the need for an “inclu-sive and responsive social protection system”. The EPWP’s objective of providing work opportunities to the unemployed is aligned to both Chapter 11 of the NDP and Outcome 13 of the MTSF. Notably, the EPWP contributes to the following broader social protec-tion functions:
§ The income transfer, as wages, into poor communities not only reduces poverty but is also a form of economic stimulus, targeted directly at the poor. The increased focus on Community Works Programmes also allows this stimulus to address spatial inequality, target the poorest areas and strengthen productive activities in marginal-ised local economies;
§ Participation in work through public employment can assist in building self-esteem, social networks, providing structure in people’s lives, and recognition of their value to their communities;
§ The assets and services provided can have transformative impacts on development through various sectors. These sectors comprise the Infrastructure Sector, the Social Sector and the Environment & Culture Sector through programmes such as food security, community safety, building community institutions (including schools and clinics), and improving the quality of life in communities.
§ The increased emphasis on participatory approaches, as well as the use of non-prof-it agencies in delivery, starts to build new forms of partnership between Government, civil society and communities and deepens participation in development planning and ownership of the process. In addition, it has the potential to unlock new forms of agency and active citizenship by enabling communities to take action in relation to their priority challenges.
MTEF Budget The medium-term budget allocation for EPWP Social Sector Grant is R1, 2 billion.Related Key Performance Indicator
Number of contracted Non Profit Organisations (NPOs) to implement the Non-State Sector (NSS): NPO Programme supported31.
28 MTSF Outcome 13: Sub Outcome 1: Page 9 29 MTSF Outcome 13: Sub Outcome 3: Page 11 30 MTSF Outcome 13: Sub Outcome 4: Page 13 31 Department of Public Works: 2017/18 Annual Performance Plan: Programme 3
Department of Public Works114
16 TECHNICAL INDICATOR DESCRIPTIONS
16.1 Programme 1: Administration
SUB PROGRAMME MANAGEMENT
Key Performance Indicator 1.1
Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements
Strategic Objective Improve governance processes within the Department and PMTE
Indicator Title Change in the index score for management practices
Short description The indicator measures the average index score attained in the management practices guided by various MPAT standards. The end goal is to determine the degree of improve-ment.
Purpose/importance To use the percentage change to determine the degree of improvement of management practices within the Department over time. If the percentage score in the current year (Y1) is higher than the previous score (Y0), the more the degree of improvement. The percentages are then worked into an index. Changes upwards of the index score shows improvement in MPAT
Source/collection of data
Branch inputs and evidence as per each MPAT standard under the 4 KPA: Strategic Management, Governance and Accountability Management, Human Resource Manage-ment and Financial Management
Method of calculation Multiply the average percentage of each KPA with the weight allocated to the KPA to get a score and then sum the scores of the KPAs to determine the index
Unit of Measure Index
Data limitations Lack of evidence to support a particular management practice and standard affecting the score
Type of indicator Output
Calculation type Non-Cumulative
Reporting cycle Annual
New indicator No
Desired performance To ensure full compliance to the MPAT process and reaching the highest score on the basis of evidence that supports each reported MPAT standards
Indicator owner Deputy Director-General: Governance, Risk and Compliance
Indicator updater Chief Director Monitoring and Evaluation
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year (Estimated
Performance)2 1.8 2.7 3.5
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
3.5 3.8 4.0 4.0 4.0
Portfolio of EvidenceM&E Report on
MPAT Analysis of Final Scores
M&E Report on MPAT Analysis of Final Scores
M&E Report on MPAT Analysis of Final Scores
M&E Report on MPAT Analysis of Final Scores
M&E Report on MPAT Analysis of Final Scores
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- - 3.8 -
Portfolio of Evidence- - M&E Report on
MPAT Analysis of Final Scores
-
Annual Performance Plan • 2017/18 115
Key Performance Indicator 1.2
Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements
Strategic Objective To combat fraud and corruption within the Department and PMTEIndicator Title Percentage of investigation initiated within 30 days in respect of validated allegationsShort description The indicator is measuring the percentage of investigations that have been initiated within
30 days of receipt of validated fraud and corruption allegations reported. The 30 day peri-od commences after the allegations have been validated. This indicator is linked to Phase II of the Turnaround Strategy.
Purpose/importance To ensure that all validated fraud and corruption allegations are investigated timeously. The time period to conclude an investigation will vary based on the nature of the allegation.
Source/collection of data
Register of allegations maintained within the Anti-Corruption Unit.
Method of calculation
Count the number of investigations initiated within 30 days after a fraud and corruption allegation has been validated and express that as a percentage of the total number of vali-dated fraud and corruption allegations reported for the same time period.
Count the number of investigations initiated within 30 days after a fraud and corruption allegation is validated
Total number of valid investigations reported for the same time periodUnit of Measure PercentageData limitations Inaccurate and/or incomplete Register of AllegationsType of indicator OutputCalculation type Non- cumulativeReporting cycle QuarterlyNew indicator NoDesired performance 100% of all investigations instituted within 30 days of receipt of admissible allegations that
have been verified.Indicator owner Deputy Director-General: Governance, Risk and ComplianceIndicator updater Director: Fraud awareness and investigations
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)0 35 50 100%
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
100% 100% 100% 100% 100%
Portfolio of Evidence
Extract of the allegation register indicating the date on which the allegation was re-ceived, validated and investigation commencement date
Extract of the allegation register indicating the date on which the allegation was re-ceived, validated and investigation commencement date
Extract of the allegation register indicating the date on which the allegation was re-ceived, validated and investigation commencement date
Extract of the allegation register indicating the date on which the allegation was re-ceived, validated and investigation commencement date
Extract of the allegation register indicating the date on which the allegation was re-ceived, validated and investigation commencement date
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4100% 100% 100% 100%
Portfolio of Evidence
Extract of the allega-tion register indicating the date on which the allegation was received, validated and investigation com-mencement date
Extract of the allega-tion register indicating the date on which the allegation was received, validated and investigation com-mencement date
Extract of the allega-tion register indicating the date on which the allegation was received, validated and investigation com-mencement date
Extract of the allega-tion register indicating the date on which the allegation was received, validated and investigation com-mencement date
Department of Public Works116
Key Performance Indicator 1.3
Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements
Strategic Objective To combat fraud and corruption within the Department and PMTEIndicator Title Number of interventions recommended resulting from fraud risk managementShort description The indicator is measuring the number of interventions that have been identified to im-
prove transparency and accountability within the Department and PMTE based on fraud risk assessments that have been conducted.
Purpose/importance Through the fraud risk assessments the Department will be in a position to identify areas that requires attention in respect of internal control deficiencies identified. Relevant miti-gating factors shall be required from the relevant line function managers which will lead to the reduction in fraud risk ratings.
Source/collection of data
Fraud Risk Register
Method of calculation
A simple count of the interventions recommended to DPW and PMTE
Unit of Measure NumberData limitations Fraud Risk Register not updated / Inaccurate Fraud Risk RegisterType of indicator OutputCalculation type Non- cumulativeReporting cycle Bi annual New indicator NoDesired performance Reduction in the fraud and corruption risk levels across the DepartmentIndicator owner Deputy Director-General Governance, Risk and ComplianceIndicator updater Director: Fraud awareness and investigations
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - - 4
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
4 4 4 4 4
Portfolio of Evidence
Extract of the detection review report to man-agement
Extract of the detection review report to man-agement
Extract of the detection review report to man-agement
Extract of the detection review report to man-agement
Extract of the detection review report to man-agement
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- 2 - 2
Portfolio of Evidence- Extract of the detec-
tion review report to management
- Extract of the detec-tion review report to management
Annual Performance Plan • 2017/18 117
SUB PROGRAMME: FINANCE AND SUPPLY CHAIN MANAGEMENT
Key Performance Indicator 1.4
Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements
Strategic Objective To provide a compliant internal control, financial and SCM serviceIndicator Title Percentage change in the irregular expenditure baselineShort description This indicator is measuring the percentage of irregular expenditure transactions reduced
from the irregular expenditure that was reported from the 2014/15 financial year.Purpose/importance This performance measure seeks to demonstrate how effectively the Department is resolv-
ing the irregular expenditure as disclosed in the annual reportSource/collection of data
Irregular expenditure register
Method of calculation
Calculate the rand value of the irregular expenditure as the end of the current financial year and divide that by the rand value of the irregular expenditure of the previous financial year expressed as a percentage
Current financial year’s rand value of irregular expenditure
Previous financial year’s rand value of irregular expenditureUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle AnnualNew indicator NoDesired performance Eradication of all irregular expenditure in the DepartmentIndicator owner Chief Financial OfficerIndicator updater Director: Inspectorate and Compliance
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated
Performance)R583 million R400 million 44% reduction of
irregular expenditure baseline
40% reduction of the irregular expenditure baseline
Annual Targets2016/17 (EP) 2017/18 2018/19 2019/2020 2020/2021
40% 80% 100% 100% 100%
Portfolio of Evidence
Irregular expen-diture register indicating the baseline of the prior year and current year
Irregular expen-diture register indicating the baseline of the prior year and current year
Irregular expen-diture register indicating the baseline of the prior year and current year
Irregular expen-diture register indicating the baseline of the prior year and current year
Irregular expen-diture register indicating the baseline of the prior year and current year
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- - - 80% reduction of the irreg-
ular expenditure baseline
Portfolio of Evidence
- - - Irregular expenditure register indicating the baseline of the prior year and current year
Department of Public Works118
Key Performance Indicator 1.5
Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements
Strategic Objective To provide a compliant internal control, financial and SCM serviceIndicator Title Percentage of compliant invoices settled within 30 daysShort description The indicator is measuring the percentage of compliant invoices received from service
providers for services rendered which are required to be paid within 30 days in accor-dance with the Treasury Regulations 8.3.1. Invoice is only regarded as valid once the work has been certified as completed in accordance with the requirements of the Department.
Purpose/importance Tracks the turnaround time of payments to ensure compliance with regulatory prescripts and to ensure that suppliers are not disadvantaged with regard to late payments
Source/collection of data
Invoices received from suppliers, payments register/ Reapatala Invoice Tracking System
Method of calculation
Count the number of compliant invoices settled within 30 days and express this as a per-centage of the total number of compliant invoices paid.
Number of compliant invoices paid within 30 days
Total number of compliant invoices paid for the same periodUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance 100% of compliant invoices should be paid within 30 days Indicator owner Chief Director: FinanceIndicator updater Director: Finance
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)75% 89% 75% 100%
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
100% 100% 100% 100% 100%
Portfolio of Evidence
Reapatala Re-port indicating date of invoice received, status, compliance, date paid
Reapatala Re-port indicating date of invoice received, status, compliance, date paid
Reapatala Re-port indicating date of invoice received, status, compliance, date paid
Reapatala Re-port indicating date of invoice received, status, compliance, date paid
Reapatala Re-port indicating date of invoice received, status, compliance, date paid
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4100% 100% 100% 100%
Portfolio of Evidence
Reapatala Report indicating date of invoice received, status, compliance, date paid
Reapatala Report indicating date of invoice received, status, compliance, date paid
Reapatala Report indicating date of invoice received, status, compliance, date paid
Reapatala Report indicating date of invoice received, status, compliance, date paid
Annual Performance Plan • 2017/18 119
Key Performance Indicator 1.6
Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements
Strategic Objective To provide a compliant internal control, financial and SCM serviceIndicator Title Percentage of bids awarded within 56 working days of closure of tenderShort description The indicator is measuring the percentage of relevant bids awarded for services procured
above R500 000 for the Department within 56 days of closure of tenderPurpose/importance To demonstrate that the end to end business process for processing bids is able to be
executed within the agreed timeframes thereby enhancing service delivery to clients and ensuring compliance to regulations. This performance measure indicates how effectively the Department will achieve the efficiency of acquiring goods, services and works over the R500 000 threshold.
Source/collection of data
Bids Register and Procurement Plan
Method of calculation
Count the number of bids over the R500 000 threshold awarded within 56 working days of closure of tender advertisement and express this as a percentage of the total number of bids awarded for the same time period.
Count the number of bids awarded within 56 working days of closure of tender advertisement
Total number of bids awarded over the periodUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance The aim is to award all bids within the agreed timeframes with no variationsIndicator owner Deputy Director-General: supply Chain ManagementIndicator updater Chief Director: Supply Chain Management
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)89 119 78% 31%
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
31% 65% 70% 75% 80%
Portfolio of Evidence
Register of bids awarded (above R 500 000) indi-cating the date of tender closure and award date (supported by letter of award)
Register of bids awarded (above R 500 000) indi-cating the date of tender closure and award date (supported by letter of award)
Register of bids awarded (above R 500 000) indi-cating the date of tender closure and award date (supported by letter of award)
Register of bids awarded (above R 500 000) indi-cating the date of tender closure and award date (supported by letter of award)
Register of bids awarded (above R 500 000) indi-cating the date of tender closure and award date (supported by letter of award)
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 465% 65% 65% 65%
Portfolio of Evidence
Register of bids awarded (above R 500 000) indicating the date of tender closure and award date (supported by letter of award)
Register of bids awarded (above R 500 000) indicating the date of tender closure and award date (supported by letter of award)
Register of bids awarded (above R 500 000) indicating the date of tender closure and award date (supported by letter of award)
Register of bids awarded (above R 500 000) indicating the date of tender closure and award date (supported by letter of award)
Department of Public Works120
Key Performance Indicator 1.7Strategic Goal To support service delivery in a smart, proactive and business centric manner that is
aligned to statutory requirementsStrategic Objective To provide a compliant internal control, financial and SCM serviceIndicator Title Percentage of quotations awarded within 30 days from requisition dateShort description The indicator is measuring the percentage of relevant quotations awarded for services
below R500 000 procured for the Department within the 30 days period from the date of requisition to support the delivery of services within time and cost
Purpose/importance To indicate the efficiency in which Supply Chain Management is acquiring goods, services and works below the R500 000 threshold
Source/collection of data
Register of all quotations awarded for DPW services through the quotation process
Method of calculation Count the number of quotes awarded within 30 days from requisition date and express this as a percentage of the total number of quotes awarded.
Count the number of quotes awarded within 30 days from the requisition date
Total number of quotes awarded over the periodUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator YesDesired performance The aim is to award quotations within 30 days from the requisition date for the next three
years with no deviations Indicator owner Deputy Director-General: Supply Chain ManagementIndicator updater Chief Director: Supply Chain Management
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)741 873 58% 79%
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
79% 88% 90% 92% 94%
Portfolio of Evidence
Register of quo-tations awarded (below R500 000) indicating date of requisi-tion and award date (supported with letters of appointment/ purchase order)
Register of quo-tations awarded (below R500 000) indicating date of requisi-tion and award date (supported with letters of appointment/ purchase order)
Register of quo-tations awarded (below R500 000) indicating date of requisi-tion and award date (supported with letters of appointment/ purchase order)
Register of quo-tations awarded (below R500 000) indicating date of requisi-tion and award date (supported with letters of appointment/ purchase order)
Register of quo-tations awarded (below R500 000) indicating date of requisi-tion and award date (supported with letters of appointment/ purchase order)
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 488% 88% 88% 88%
Portfolio of Evidence
Register of quota-tions awarded (below R500 000) indicating date of requisition and award date (supported with let-ters of appointment/ purchase order)
Register of quota-tions awarded (below R500 000) indicating date of requisition and award date (supported with let-ters of appointment/ purchase order)
Register of quota-tions awarded (below R500 000) indicating date of requisition and award date (supported with let-ters of appointment/ purchase order)
Register of quota-tions awarded (below R500 000) indicating date of requisition and award date (supported with let-ters of appointment/ purchase order)
Annual Performance Plan • 2017/18 121
SUB PROGRAMME: CORPORATE SERVICES
Key Performance Indicator 1.8
Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements
Strategic Objective To facilitate organisational transformation through effective performance management.Indicator Title Percentage of funded prioritised vacancies filled as per approved recruitment planShort description The indicator is measuring the percentage of funded critical vacancies that have been
filled as reflected in the Recruitment Plan. The Recruitment Plan identifies critical vacan-cies prioritised and approved for advertising and filling.
Purpose/importance Intended to facilitate the capacitation of the Department and the PMTE through the filling of critical funded vacancies and thereby reduce the vacancy rate. The Department com-plies with the requirements set out by the DPSA when filling of vacancies.
Source/collection of data
PERSAL information and reports, Vulindlela schedule of posts advertised and filled.
Method of calculation
A count of the number of vacant prioritised posts that have been filled within 6 months ex-press that as a percentage of the total number of prioritised vacant posts that have been filled for the same timeframe.
Number of prioritised posts filled within 6 months
Total number of prioritised posts filled for the same periodUnit of Measure PercentageData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle Quarterly New indicator NoDesired performance To fill all vacant prioritised posts within 6 months or less from the date of advertisementIndicator owner Chief Director: Human Resource ManagementIndicator updater Director :Human Resource Planning and Recruitment
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)565 1 626 603 52%
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
52% 100% 100% 100% 100%
Portfolio of Evidence
Database with dates of posts advertised and filled (support-ed by letters of appointment)
Database with dates of posts advertised and filled (support-ed by letters of appointment)
Database with dates of posts advertised and filled (support-ed by letters of appointment)
Database with dates of posts advertised and filled (support-ed by letters of appointment)
Database with dates of posts advertised and filled (support-ed by letters of appointment)
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- 100% 100% 100%
Portfolio of Evidence
- Database with dates of posts advertised and filled (supported by letters of appoint-ment)
Database with dates of posts advertised and filled (supported by letters of appoint-ment)
Database with dates of posts advertised and filled (supported by letters of appoint-ment)
Department of Public Works122
Key Performance Indicator 1.9Strategic Goal To support service delivery in a smart, proactive and business centric manner that is
aligned to statutory requirementsStrategic Objective To provide and enterprise ICTarchitecture to support all business functionsIndicator Title Number of Property Management modules implementedShort description The indicator is measuring the number of ICT modules (Asset Register and Lease) imple-
mented on the ARCHIBUS system at Head Office and all Regional Offices for Property Management.
Purpose/importance To automate business functions in order to provide integrated data for enhanced business decisions
Source/collection of data
Project implementation reporting plan
Method of calculation
Simple count of the testing of each module that has been added to the ARCHIBUS system for Head Office and each Regional Office
Unit of Measure NumberData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance ICT modules implemented for use by the end user that will automate all data and inform
business decisions. End users full trained on new modules.Indicator owner Deputy Director-General Corporate ServicesIndicator updater Chief Director: Information Services
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated
Performance)- - Procurement of a
Property Manage-ment System
2 modules imple-mented PMTE
Annual Targets
2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/20212 modules implemented PMTE
1 module imple-mented PMTE (infrastructure management)
- - -
Portfolio of EvidenceSigned off user acceptance test-ing and training
Signed off user acceptance test-ing and training
- - -
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 41 module implemented at Head Office
1 module implemented at 4 Regional Offices
1 module implemented at 3 Regional Offices
1 module implemented at 4 Regional Offices
Portfolio of EvidenceSigned off user acceptance testing and training
Signed off user acceptance testing and training
Signed off user acceptance testing and training
Signed off user acceptance testing and training
Annual Performance Plan • 2017/18 123
Key Performance Indicator 1.10Strategic Goal To support service delivery in a smart, proactive and business centric manner that is
aligned to statutory requirements
Strategic Objective To provide an enterprise ICT architecture to support all business functions
Indicator Title ERP system developed for the public works sector
Short description An Enterprise Resource Planning System that will be used for Property Management func-tions such as the Immovable Asset Register, Facilities Management, Lease Management and Construction Project Management amongst others.
Purpose/importance To have a single system for the public works sector in order to have interoperability and be able to produce a single Immovable Asset Register for the State
Source/collection of data
Project implementation plan
Method of calculation
None
Unit of Measure None
Data limitations Lack of / Inadequate information obtained from Provinces on their current ERPs
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator Yes
Desired performance To develop and implement an ERP system for the public works sector to serve the long term needs of the sector
Indicator owner Deputy Director-General Corporate Services
Indicator updater Chief Director: Information Services
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - - -
Annual Targets
2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021- Assessment
of current ERP across the sector
Specification of the new ERP system devel-oped
Phased imple-mented on the ERP system for the sector
Phased imple-mented on the ERP system for the sector
Portfolio of Evidence
- Consolidated sector report on the ERP for all 9 provinces
Proof of com-pleted procure-ment process
User Accep-tance test re-sults for NDPW and 2 provinces
User Accep-tance test re-sults for NDPW and 2 provinces
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Assessment of current ERPs in 3 provinces
Assessment of current ERPs in 6 provinces
Assessment of current ERPs in 9 provinces
Consolidated sector report on the ERP for all 9 provinces
Portfolio of EvidenceAssessment reports for 3 provinces
Assessment reports for 6 provinces
Assessment of 9 provinces
Consolidated report for all 9 provinces
Department of Public Works124
Key Performance Indicator 1.11
Strategic Goal To support service delivery in a smart, proactive and business centric manner that is aligned to statutory requirements
Strategic Objective To protect the interests of the Department by providing legal services
Indicator Title Percentage of reported fraud and corruption misconduct cases subjected to disci-plinary processes
Short description The indicator is measuring the percentage of reported fraud and corruption misconduct cases subjected to disciplinary processes to ensure that all reported fraud and corruption misconduct cases subjected to disciplinary processes and officials are held accountable. There can be no time period specified for the completion of the disciplinary process since each case is different in nature.
Purpose/importance To root out fraud and corruption in the Department and PMTE.
Source/collection of data
All Business Units in the Department and PMTE
Method of calculation
Count the number of valid fraud and corruption misconduct cases that are subjected to disciplinary processes and express that as a percentage of the total number of valid fraud and corruption misconduct cases reported for the same period
The number of reported fraud and corruption misconduct cases subjected to disciplinary processes
The total number of fraud and corruption cases reported for the same periodUnit of Measure Percentage
Data limitations Non availability of information to investigate allegations of misconduct.
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance All reported fraud and corruption misconduct cases finalised within acceptable time-frames.
Indicator owner Chief Director: Legal Services
Indicator updater Director: Labour Relations
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated
Performance)1 misconduct case finalised
3 misconduct cases finalised
100% 100%
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
100% 100% 100% 100% 100%
Portfolio of EvidenceAnnual oversight report
Annual oversight report
Annual oversight report
Annual oversight report
Annual oversight report
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4
100% 100% 100% 100%
Portfolio of EvidenceDatabase of miscon-duct cases
Database of miscon-duct cases
Database of miscon-duct cases
Database of miscon-duct cases
Annual Performance Plan • 2017/18 125
Key Performance Indicator 1.12Strategic Goal To support service delivery in a smart, proactive and business centric manner that is
aligned to statutory requirementsStrategic Objective To protect the interests of the Department by providing legal servicesIndicator Title Percentage of default judgments against the Department preventedShort description The Department and PMTE faces litigation cases on an on-going basis. The indicator is
measuring how effective litigations cases are managed thereby preventing default judge-ments from being granted, in other words, the Department and PMTE should not face fruitless or wasteful expenditure. . The summons that are issued by the courts are received by the State Attorney and then forwarded to the Department. The Department therefore can only prevent default judgements where the summons are received.
Purpose/importance To ensure that litigation is proactively managed and default judgements are prevented from taking place so that the interests of the Department are protected
Source/collection of data
Register book used for receiving legal correspondence (summons, applications), Litigation workbook for all matters-provide status of each matter
Method of calculation
Count the number of default judgements against the Department that have been pre-vented and express this as a percentage of the total number of summons that have been received from the State Attorney for the same timeframe
Number of default judgements against the Department prevented
Total number of summons served to the Department for the same timeframeUnit of Measure Percentage Data limitations Delays in summons served to the Department and are late or are served at a wrong ad-
dressType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance All litigious matters served to the Department are timeously defended and/or settledIndicator owner Chief Director: Legal ServicesIndicator updater Director: Legal Services
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)86% (13) 98% (2) 99% (1) 100%
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
100% 100% 100% 100% 100%
Portfolio of Evidence
Consolidated liti-gation workbook indicating the default judge-ments prevented and the sum-mons served to the Department
Consolidated liti-gation workbook indicating the default judge-ments prevented and the sum-mons served to the Department
Consolidated liti-gation workbook indicating the default judge-ments prevented and the sum-mons served to the Department
Consolidated liti-gation workbook indicating the default judge-ments prevented and the sum-mons served to the Department
Consolidated liti-gation workbook indicating the default judge-ments prevented and the sum-mons served to the Department
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4100% 100% 100% 100%
Portfolio of Evidence
Consolidated litigation workbook indicating the default judge-ments prevented and the summons served to the Department
Consolidated litigation workbook indicating the default judge-ments prevented and the summons served to the Department
Consolidated litigation workbook indicating the default judge-ments prevented and the summons served to the Department
Consolidated litigation workbook indicating the default judge-ments prevented and the summons served to the Department
Department of Public Works126
16.2 Programme 2: Intergovernmental Coordination
Key Performance Indicator 2.1Strategic Goal To provide oversight of the public works sectorStrategic Objective To ensure integrated planning and coordination of concurrent functionsIndicator Title Number of performance review reports for the Sector Programme of Action present-
ed to MinMecShort description The indicator is measuring the number of performance review reports that are developed
and monitored on the performance of the public works sector to ensure a coordinated approach for the implementation of concurrent function of Public Works Sector
Purpose/importance Ensuring alignment and synergy of concurrent functions within the sector considering various critical interventions for service delivery implementation in the Sector
Source/collection of data
Quarterly performance reports
Method of calculation
Simple count of the number of performance review reports presented for discussion at MinMec
Unit of Measure NumberData limitations Incomplete/ inaccurate performance information received from national / provincesType of indicator Output Calculation type Non-cumulativeReporting cycle Bi-annualNew indicator YesDesired performance Completed reports tabled at MinMec showing a positive trend in the service delivery per-
formance of the sectorIndicator owner Deputy Director-General: Intergovernmental Coordination Indicator updater Chief Director: Intergovernmental Relations
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - - -
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2016/17 (EP)
- 2 4 4 4
Portfolio of Evidence
- Copy of reports tabled at MinMec supported with MinMec Agenda
Copy of reports tabled at MinMec supported with MinMec Agenda
Copy of reports tabled at MinMec supported with MinMec Agenda
Copy of reports tabled at MinMec supported with MinMec Agenda
Quarterly targets 2017/18
Quarter 1 Quarterly targets 2017/18 Quarter 1 Quarterly targets
2017/18 - 1 - 1
Portfolio of Evidence- Copy of reports tabled
at MinMec supported with MinMec Agenda
Copy of reports tabled at MinMec supported with MinMec Agenda
Annual Performance Plan • 2017/18 127
Key Performance Indicator 2.2Strategic Goal To provide oversight of the public works sectorStrategic Objective To ensure integrated planning and coordination of concurrent functionsIndicator Title Number of agreements signed for joint service delivery signed with Provinces and
MunicipalitiesShort description Cooperation and protocol agreements signed with Provinces and Municipalities for collab-
oration in areas where joint service delivery is requiredPurpose/importance To ensure that the National Department of Public Works and relevant sphere of Govern-
ment achieve maximum impact in identified service delivery areasSource/collection of data
Provincial Growth and Development Strategy (PGDS) , IDPS, APPS and Strategic Plans of the Public Bodies
Method of calculation
Simple count of signed agreements between the Department and the relevant Provincial / Municipal Department
Unit of Measure NumberData limitations NoneType of indicator Output Calculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance Signed agreements with relevant sphere of Government that enhances service delivery
implementationIndicator owner Deputy Director-General: Intergovernmental Relations Indicator updater Chief Director: Intergovernmental Relations
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - 2 10
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
10 20 25 30 -
Portfolio of Evidence
Signed agree-ments between the Department and the rele-vant Provincial Department / Municipality
Signed agree-ments between the Department and the rele-vant Provincial Department / Municipality
Signed agree-ments between the Department and the rele-vant Provincial Department / Municipality
Signed agree-ments between the Department and the rele-vant Provincial Department / Municipality
-
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 45 5 5 5
Portfolio of Evidence
Signed agreements between the De-partment and the relevant Provincial Department / Munic-ipality
Signed agreements between the De-partment and the relevant Provincial Department / Munic-ipality
Signed agreements between the De-partment and the relevant Provincial Department / Munic-ipality
Signed agreements between the De-partment and the relevant Provincial Department / Munic-ipality
Department of Public Works128
Key Performance Indicator 2.3Strategic Goal To provide oversight of the public works sector
Strategic Objective To ensure integrated planning and coordination of concurrent functions
Indicator Title Number of reviews conducted on the intergovernmental governance structures
Short description The indicator is measuring the number of reviews that are conducted to determine the efficiency and effectiveness of the IGR governance structures in the delivery of concur-rent functions and identify the areas of improvements in collaboration with Provinces. The intention is to improve planning and coordination within the sector so that service delivery is undertaken in a coherent manner
Purpose/importance To unblock any challenges in the intergovernmental governance in order to improve the coordination and collaboration within the Public Works sector
Source/collection of data
IGR structures governance protocol and TOR’s IGR approved policy
Method of calculation
Simple count of reviews conducted on the identified intergovernmental structures
Unit of Measure Number
Data limitations None
Type of indicator Output
Calculation type Non-Cumulative
Reporting cycle Annual
New indicator Yes
Desired performance Effective coordination of the sector and smooth decision making processes
Indicator owner Deputy Director-General: Intergovernmental Relations
Indicator updater Chief Director: Intergovernmental Relations
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated
Performance)- - Intergovernmental
Coordination Policy approved
2
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
2 2 2 1 1
Portfolio of Evidence
Stakeholder survey report
Stakeholder survey report
Stakeholder survey report
Stakeholder survey report
Stakeholder survey report
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4
- - - 2
Portfolio of Evidence- - - 2 Stakeholder survey
reports
Annual Performance Plan • 2017/18 129
Key Performance Indicator 2.4Strategic Goal To provide oversight of the public works sectorStrategic Objective To ensure integrated planning and coordination of concurrent functionsIndicator Title Number of Policy Frameworks developed for the Public Works SectorShort description The indicator is measuring the number of policy frameworks that are developed for the
public works sector that regulate and guide policy implementation within the SectorPurpose/importance To ensure that the Sector achieves maximum impact in identified service delivery areasSource/collection of data
Relevant Legislation, Provincial Growth and Development Strategy (PGDS), IDPS, APPS and Strategic Plans of the Public Bodies
Method of calculation
Simple count of Public Works Sector Policy Frameworks developed
Unit of Measure NumberData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle AnnualNew indicator YesDesired performance Implementation of the developed Policy Framework through effective coordination and
monitoringIndicator owner Deputy Director-General: Intergovernmental RelationsIndicator updater Chief Director: Intergovernmental Relations
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - - -
Annual Targets
2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021- 2 Policy Frame-
works devel-oped for the Public Works Sector § Maintenance
Framework § Institutional
Arrangement Framework for Small Harbours
1 Policy Frame-work developed for the Public Works Sector
1 Policy Frame-work developed for the Public Works Sector
1 Policy Frame-work developed for the Public Works Sector
Portfolio of Evidence2 Policy Frame-works
1 Policy Frame-work
1 Policy Frame-work
-
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- - - 2 Policy Frameworks
developed for the Public Works Sector
Portfolio of Evidence
- - - Final Policy documents § Maintenance Frame-
work § Institutional Arrange-
ment Framework for Small Harbours
Department of Public Works130
SUB PROGRAMME: PROFESSIONAL SERVICES
Key Performance Indicator 2.5Strategic Goal To build state capacity in the Built Environment ProfessionalsStrategic Objective To restore the skills pipeline in the built environmentIndicator Title Number of beneficiaries participating in the DPW/PMTE skills development pro-
grammeShort description The indicator is measuring the number of beneficiaries that are participating in the Depart-
ment’s skills development programme that aims to capacitate the Department and PMTE. There will be participation in in the following categories (young professionals, interns, learners, management trainees, artisan trainees)
Purpose/importance The purpose is to create a pool of qualified potential employees for critical and scarce skills areas of the Department. This intervention contributes to the National Skills De-velopment Strategy, and the National Development Plan Vision 2030 that articulates the accelerated production of black Built Environment Professionals. The skills development programme is mandatory with DPSA set targets at 5% of the organisational structure to be comprised of trainees.
Source/collection of data
PERSAL, Vulindlela, workplace skills plan
Method of calculation
Simple count of the beneficiaries participating in the programme as recorded on the data-base
Unit of Measure NumberData limitations None Type of indicator OutputCalculation type Non-cumulativeReporting cycle AnnualNew indicator NoDesired performance To ensure the maximum participation of participants in the Department’s skills develop-
ment programme and where possible exceed the mandatory DPSA requirementsIndicator owner Deputy Director-General: Professional ServicesIndicator updater Director: Human Capital Investment
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)1 027 1 114 1 294 1067
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
1 067 1 075 520 350 350
Portfolio of Evidence
Database with list of beneficia-ries (supported by letter of appointment)
Database with list of beneficia-ries (supported by letter of appointment)
Database with list of beneficia-ries (supported by letter of appointment)
Database with list of beneficia-ries (supported by letter of appointment)
Database with list of beneficia-ries (supported by letter of appointment)
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- - - 1 075
Portfolio of Evidence- - - Database with list of
beneficiaries
Annual Performance Plan • 2017/18 131
Key Performance Indicator 2.6Strategic Goal To build state capacity in the Built Environment ProfessionalsStrategic Objective To introduce institutional capacity to manage the public infrastructure programme(s)Indicator Title Number of Asset Management Service tools approved (within the different GIAMA
phases)Short description This indicator is measuring the number of asset management tools that will be developed
to drive the professionalisation programme across all the required GIAMA functions of Planning, Acquisition, Implementation, and Disposal Phases. The development of Asset Management Tools Professional Systems, Norms, Standards consistent with Generally Ac-cepted Practices in the various Built Environment Professional Function Areas, will enable appropriate Asset Management Policy determination to effect GIAMA across the portfolios of both Users and Custodians
Purpose/importance To incrementally build State capacity to acquire and maintain the appropriate Basic Op-erating units per GIAMA Functional Area, informed by available (current and to be made available through the Skills Pipeline) Human Capital to operate within the Standards of Uniformity as determined by the cidb (Delivery Models, Pricing Strategies and Forms of Contract)
Source/collection of data
Analysis of the technical capacity to implement the GIAMA functions within PMTE and the Public Works Sector, risk registers of GIAMA functional areas.
Method of calculation
Simple count of asset management service tools approved by the Accounting Officer
Unit of Measure NumberData limitations Lack of accurate assessment of skills competencies within the GIAMA functional areasType of indicator OutputCalculation type Non-CumulativeReporting cycle Quarterly New indicator YesDesired performance Approved asset management tools to drive the professionalisation programme across all
the required GIAMA functions of Planning, Acquisition, Implementation, Disposal PhasesIndicator owner Deputy Director-General: Professional ServicesIndicator updater Deputy Director-General: Professional Services
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - - -
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
- 2 2 1 -
Portfolio of Evidence
- Accounting Of-ficer sign off of the asset man-agement service tools – acquisi-tion phase
Accounting Of-ficer sign off of the asset man-agement service tools – opera-tions phase
Accounting Of-ficer sign off of the asset man-agement service tool – construc-tion phase
-
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- - 1 1
Portfolio of Evidence
- Accounting Officer sign off of the asset management service tool for construction
Accounting Officer sign off of the asset management service tool for property management
Department of Public Works132
16.3 Programme 3: Expanded Public Works Programme
Key Performance Indicator 3.1Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes
through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To monitor and evaluate the implementation PEPs within the EPWP.Indicator Title Number of work opportunities reported in the EPWP-RS by public bodies Short description Coordinate, monitor and report on the number of work opportunities captured by public
bodies, in all spheres of Government as well as Non-Profit Organisations, in the EPWP Reporting System aligned to the approved EPWP Phase III Business Plan. The 5 year tar-get of 6 million work opportunities is based on baseline funding received by public bodies from Treasury over the MTEF.
Purpose/importance The indicator measures the coordination and monitoring efforts of the Department of Public Works to ensure that work opportunities created by the implementing public bodies (national departments; provincial departments, municipalities, non-state and state entities) are reported in the Expanded Public Works Programme Reporting System (EPWP-RS).
Source/collection of data
Report drawn from EPWP Reporting System
Method of calculation
Aggregate work opportunities reported/ created by public bodies
Work opportunity is paid work created for an individual on an EPWP project for any period of time. The same person can be employed on different projects and each period of em-ployment will be counted as work opportunity.
Unit of Measure Number Data limitations Inaccurate records provided by public bodies, work opportunities not reported and
non-compliant data captured in the system.Type of indicator OutputCalculation type Cumulative Reporting cycle QuarterlyNew indicator YesDesired performance Actual performance exceeding targeted performance is desirable.Indicator owner Chief Director: EPWP Monitoring and EvaluationIndicator updater Director: Data quality and Incentive modelling
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)1 012 665 1 103 983 741 540 1 343 154
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
1 343 154 1 406 736 1 455 840 1 455 000 1 455 000
Portfolio of EvidenceEPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4250 000 650 000 950 000 1 406 736
Portfolio of EvidenceEPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
Annual Performance Plan • 2017/18 133
Key Performance Indicator 3.2Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes
through Expanded Public Works Programme (EPWP) standardised frameworks.
Strategic Objective To monitor and evaluate the implementation PEPs within the EPWP.
Indicator Title Percentage EPWP participation among designated groups (women, youth and per-sons with disabilities) reported on the EPWP RS by public bodies
Short description The indicator is measuring the number of work opportunities reported by public bodies disaggregated into women, youth and persons with disabilities: § The number of work opportunities reported by public bodies for women in the pro-
gramme as a percentage of the total number of EPWP work opportunities. § The number of work opportunities reported by public bodies for people with disabilities
in the programme as a percentage of the total number of EPWP work opportunities. § The number of work opportunities reported by public bodies for young people of the
age between 16-35 years as a percentage of the total number of EPWP work opportu-nities.
Purpose/importance The indicator measures the work opportunities reported for women, youth and people with disabilities by the EPWP across all spheres and sectors created by the implementing public bodies (national departments; provincial departments, municipalities, non-state and state entities) on the Expanded Public Works Programme Reporting System (EPWP-RS).
Source/collection of data
Report drawn from EPWP Reporting System
Method of calculation
The work opportunities reported by public bodies are disaggregated into women, youth and people with disabilities. Percentage calculation of: § Number of work opportunities reported for women
Total number of EPWP work opportunities reported § Number of work opportunities reported for people with disabilities
Total number of work opportunities reported § Number of work opportunities reported for youth
Total number of work opportunities reportedUnit of Measure Percentage
Data limitations Inaccurate records provided by public bodies, work opportunities not reported and non-compliant data captured in the system.
Type of indicator Output
Calculation type Cumulative
Reporting cycle Quarterly
New indicator YesDesired performance Actual performance exceeding targeted performance is desirable.
Indicator owner Chief Director: EPWP Monitoring and Evaluation
Indicator updater Director: Data quality and Incentive modelling
Department of Public Works134
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated
Performance)49% Youth
61% Women
0.98% persons with disabilities
51% Youth
63% Women
0.71% persons with disabilities
45.94% Youth
68.52% Women
1.68% persons with disabilities
55% Youth
55% Women
2% persons with disabilities
Annual Targets
2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/202155% Youth
55% Women
2% persons with disabilities
55% Youth
55% Women
2% persons with disabilities
55% Youth
55% Women
2% persons with disabilities
55% Youth
55% Women
2% persons with disabilities
55% Youth
55% Women
2% persons with disabilities
Portfolio of EvidenceEPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4
55% Youth
55% Women)
2% persons with disabilities
55% Youth
55% Women)
2% persons with disabilities
55% Youth
55% Women)
2% persons with disabilities
55% Youth
55% Women)
2% persons with disabilities
Portfolio of EvidenceEPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
EPWP Annexure Report
Annual Performance Plan • 2017/18 135
Key Performance Indicator 3.3Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes
through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To monitor and evaluate the implementation of PEPs within the EPWP.Indicator Title Number of data quality assessment reports produced.Short description The data quality assessment report that is being measured will speak to the assessment
of data quality reported on the EPWP reporting system (EPWP RS) by reporting bodies from all spheres of government.
Purpose/importance To assess the data quality reported on the EPWP Reporting System.Source/collection of data
Report drawn from EPWP Reporting System and EPWP Surveys.
Method of calculation
Simple count of the number of data quality assessment reports completed
Unit of Measure Number Data limitations Inaccurate reporting on the EPWP Reporting System as well as inaccurate records provid-
ed by public bodies. Type of indicator OutputCalculation type Cumulative Reporting cycle Bi-annual New indicator NoDesired performance All data reported on the EPWP RS is complete and accurate.Indicator owner Chief Director: EPWP Monitoring and EvaluationIndicator updater Director: Data quality and modelling
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - - 2
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
2 2 2 2 2
Portfolio of EvidenceData Quality Assessment Reports.
Data Quality Assessment Reports.
Data Quality Assessment Reports.
Data Quality Assessment Reports.
Data Quality Assessment Reports.
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- 1 - 2
Portfolio of Evidence- Data Quality Assess-
ment Report.- Data Quality Assess-
ment Reports.
Department of Public Works136
Key performance Indicator 3.4Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes
through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To support NPOs to implement PEPs within EPWP in the Non-State Sector.Indicator Title Number of contracted NPOs to implement the NSS: NPOs programme supported. Short description The indicator is measuring the number of contracted NPOs that are supported into the
Non-State Sector (NSS) NPOs programme to implement Public Employment Programmes (PEPs), through a wage subsidy and the provision of capacity building training. The NPOs are appointed on multi-year contracts. The same NPOs are carried through during the financial year.
Purpose/importance The indicator contributes to the work opportunities reported by NPOs within the EPWP.Source/collection of data
Reports from the EPWP-RS showing the number of contracted NSS: NPOs supported.
Method of calculation
A simple count of the number of contracted NPOs supported
Unit of Measure Number Data limitations Late contracting with NPOs by intermediariesType of indicator OutputCalculation type CumulativeReporting cycle QuarterlyNew indicator NoDesired performance All contracted NPOs provided with the necessary support to implement the NSS: NPOs
programme effectivelyIndicator owner Chief Director: EPWP OperationsIndicator updater Director: Non-state sector
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)329 300 396 300
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
300 350 400 400 400
Portfolio of Evidence
Database of contracted NPOs indicating the contract start date and contract period (supported by Intermediary report).
Database of contracted NPOs indicating the contract start date and contract period (supported by Intermediary report).
Database of contracted NPOs indicating the contract start date and contract period (supported by Intermediary report).
Database of contracted NPOs indicating the contract start date and contract period (supported by Intermediary report).
Database of contracted NPOs indicating the contract start date and contract period (supported by Intermediary report).
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4
- 350 350 350
Portfolio of Evidence
- Database of con-tracted NPOs indicat-ing the contract start date and contract period (supported by Intermediary report).
Database of con-tracted NPOs indicat-ing the contract start date and contract period (supported by Intermediary report).
Database of con-tracted NPOs indicat-ing the contract start date and contract period (supported by Intermediary report).
Annual Performance Plan • 2017/18 137
Key performance Indicator 3.5Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes
through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To support public bodies to implement PEPs within EPWP in the Infrastructure, Social and
Environment and Culture SectorsIndicator Title Number of public bodies provided with technical support.Short description The indicator measures the number of public bodies provided with technical support
by the National Department of Public Works to implement projects according to EPWP guidelines. Technical support is provided through meetings, One-On-One engagements, telephone engagements and site visits to the public bodies. The support provided in-volves assisting the public bodies to identify suitable projects, setting targets for projects, reporting, project evaluation, assisting with designs and contract documentation, extract-ing project training needs and also EPWP mainstreaming in public bodies in line with the EPWP guidelines and requirements.
Purpose/importance Technical support is provided to public bodies to ensure compliance to EPWP guidelines and to ensure correct reporting of the number of work opportunities created through the EPWP.
Source/collection of data
EPWP Technical Support reports
Method of calculation
A simple count of the number of public bodies provided with technical support.
Unit of Measure NumberData limitations None.Type of indicator Output Calculation type CumulativeReporting cycle QuarterlyNew indicator NoDesired performance To support public bodies to increase in the number of work opportunities created by pub-
lic bodies in accordance with the EPWP guidelines and reporting requirementsIndicator owner Chief Director: EPWP InfrastructureIndicator updater Director: Technical Support
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)271 274 278 290
Annual Targets
2016/17 (Estimated
Performance)2017/18 2018 /19 2019/2020 2020/2021
290 290 290 290 290
Portfolio of Evidence
Database show-ing public bod-ies provided with technical sup-port (supported by the Technical Support Report).
Database show-ing public bod-ies provided with technical sup-port (supported by the Technical Support Report).
Database show-ing public bod-ies provided with technical sup-port (supported by the Technical Support Report).
Database show-ing public bod-ies provided with technical sup-port (supported by the Technical Support Report).
Database show-ing public bod-ies provided with technical sup-port (supported by the Technical Support Report).
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- 200 - 290
Portfolio of Evidence
- Database showing public bodies pro-vided with technical support (supported by the Technical Support Report).
- Database showing public bodies pro-vided with technical support (supported by the Technical Support Report).
Department of Public Works138
Key Performance Indicator 3.6Strategic Goal To provide an oversight role in the implementation of Public Employment Programmes
through Expanded Public Works Programme (EPWP) standardised frameworks.Strategic Objective To provide strategic guidance on sector convergence through the development of imple-
mentation frameworks.Indicator Title Number of frameworks on sector convergence approved.Short description The indicator is measuring the number of frameworks that are developed and approved
that provide strategic guidance on sector convergence and implementation frameworks. The term “Frameworks” is generically to include Standard Operating Procedures, Guide-lines, Policies, Memorandum of Understandings and Agreements. Approved is considered as signed-off by the relevant authority, who may be either the Chief Director, Deputy Direc-tor-General, Director-General or the Minister.
Purpose/importance To ensure there are uniform practices used by EPWP sectors when collaborating on imple-mentation of projects.
Source/collection of data
Reports or minutes of meetings or workshops.
Method of calculation
Simple count of the number of frameworks on sector convergence approved.
Unit of Measure Number Data limitations Lack of information to inform the sector frameworks.Type of indicator OutputCalculation type CumulativeReporting cycle Bi-annualNew indicator NoDesired performance Actual performance achieved.Indicator owner Chief Director: Convergence and PEP-IMC SecretariatIndicator updater Director: EPWP Analyst
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - - 1
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
1 1 1 1 1
Portfolio of EvidenceApproved Framework
Approved Framework
Approved Framework
Approved Framework
Approved Framework
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- Draft framework de-
veloped for consulta-tion (SoP for EPWP audit)
- 1 Framework ap-proved (SoP for EPWP audit)
Portfolio of Evidence - Draft Framework - Approved Framework
Annual Performance Plan • 2017/18 139
16.4 Programme 4: Property and Construction Industry Policy and Research
Key Performance Indicator 4.1Strategic Goal To transform the construction and property sectors through the development of policy and
legislative prescriptsStrategic Objective To research and develop policies and legislative prescripts for the construction and prop-
erty sectors Indicator Title Public Works White Paper developedShort description Lead the review of the mandate of the Department, culminating in a Public Works White Pa-
per that will inform the development of legislative prescripts, including the Public Works Act. Purpose/importance The development of legislative prescripts emanating from the new Public Works White
Paper will ensure improved efficiencies with regard to oversight and service delivery in the Public Works Sector, Public Entities reporting to the Minister of Public Works and function-al areas within the Department
Source/collection of data
Current White Papers, policies and legislation, research findings, quarterly and annual reports;
Method of calculation
None
Unit of Measure None Data limitations Lack of inputs from stakeholder engagement and public comment.Type of indicator OutputCalculation type Non-cumulativeReporting cycle Quarterly New indicator NoDesired performance An approved Public Works White Paper and Draft Public Works Bill developed for consul-
tation by 2017/18.Indicator owner Deputy Director-General: Construction and Property Policy Regulation and ResearchIndicator updater Chief Director: Construction & Property Policy
Department of Public Works140
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated Performance)
- - - Situational analysis and rec-ommended research themes submitted to Minister for approval
Annual Targets
2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021Situational anal-ysis and recom-mended research themes submitted to Minister for approval
Draft Public Works White Paper ga-zetted for public comment
Public Works White Paper sub-mitted to Cabinet for approval
Draft Public Works Bill devel-oped for consul-tation
Public Works Bill submitted to Parliament
-
Portfolio of Evidence
Situational anal-ysis and recom-mended research themes
Gazette notice (Draft Public Works White Paper for public comment).
Schedule of all comments and revised Draft White Paper.
Public Works White Paper.
Gazette notice (Draft Public Works Bill for public comment)
Gazette notice (submission of Public Works Bill to Parliament)
-
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4Draft 1 of Public Works White Paper circulated to stake-holders for comment
Draft 2 of Public Works White Paper circulated to stake-holders for comment
Draft 3 of Public Works White Paper submitted to Minister for approval to gazette for public comment.
Draft Public Works White Paper finalised
Portfolio of Evidence
Draft 1 of Public Works White Paper (supported with com-munique to relevant stakeholders to pro-vide comment)
Draft 2 of Public Works White Paper (supported with com-munique to relevant stakeholders to pro-vide comment)
Draft 3 of Public Works White Paper (supported with com-munique to relevant stakeholders to pro-vide comment)
Final Draft of the Pub-lic Works White Paper (supported by Gazette notice (Draft Public Works White Paper for public comment).
Schedule of all com-ments and revised Draft White Paper.
Annual Performance Plan • 2017/18 141
Key Performance Indicator 4.2Strategic Goal To transform the construction and property sectors through the development of policy and
legislative prescriptsStrategic Objective To research and develop policies and legislative prescripts for the construction and prop-
erty sectorsIndicator Title Amended Construction Industry Development Board (cidb) ActShort description Revision of the cidb Act (Act 38 of 2000) to ensure relevance of the Act and that the regu-
latory role of the cidb is strengthened within the construction sector.Purpose/importance To improve regulation within the construction sector Source/collection of data
Current policies and legislation; research findings, quarterly and annual reports;
Method of calculation
None
Unit of Measure NoneData limitations Lack of inputs from stakeholder engagements and public consultation processType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance A reviewed cidb Act approved by 2018/19Indicator owner Deputy Director-General: Construction and Property Policy Regulation and ResearchIndicator updater Chief Director: Construction Policy Development
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated
Performance)cidb 5 year Review - Prompt payment reg-
ulations gazettedDraft cidb Amend-ment Bill develop-ment for consultation
Annual Targets
2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021Draft cidb Amendment Bill development for consultation
Stakeholder consultation on the draft cidb Amendment Bill
cidb Amendment Bill submitted to Parliament
Participation in the Parliamentary process
-
Portfolio of Evidence
Ministerial sub-mission for ap-proval to consult
Documented proof of consul-tation sessions held. Ministerial approval for submission of Draft Draft cidb Amendment Bill to Cabinet
Gazette notice (submission of cidb Bill to Parlia-ment)
Minutes of meet-ings of:
(i) National As-sembly Portfolio Committee
(ii) National Coun-cil of Provinces Select Committee
-
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- - Construction industry
stakeholders consult-ed on the Draft cidb Amendment Bill
Draft cidb Amend-ment Bill approved by the Minister to request Cabinet ap-proval to gazette for public comment
Portfolio of Evidence
- - Documented proof of consultation sessions held
Minister’s approval for submission of Draft cidb Amend-ment Bill to Cabinet
Department of Public Works142
Key Performance Indicator 4.3Strategic Goal To transform the construction and property sectors through the development of policy and
legislative prescriptsStrategic Objective To research and develop policies and legislative prescripts for the construction and prop-
erty sectorsIndicator Title Amended Council for the Built Environment (CBE) ActShort description The development of a BEP Policy toward the amendments of the CBE Act and the six
professions Acts that regulates the built environmentPurpose/importance To ensure well-regulated built environment that is representative of country’s demographicsSource/collection of data
Database of the CBE and the Professional Councils, Quarterly Reports of the Public Entity
Method of calculation
None
Unit of Measure NoneData limitations Lack of inputs from stakeholder engagements and public consultation processType of indicator OutputCalculation type NoneReporting cycle QuarterlyNew indicator NoDesired performance An approved BEP Policy that informs the amendment to the CBE ActIndicator owner Deputy Director-General: Construction and Property Policy Regulation and ResearchIndicator updater Chief Director: Construction Policy Development
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated
Performance)BEP Policy devel-oped
Consultation on the BEP Policy
- Revised Built Environ-ment Professions (BEP) Policy submitted to Minister for approval
Annual Targets
2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021Revised Built Environment Professions (BEP) Policy submitted to Minister for approval
Stakeholder consultation on the draft CBE Amendment Bill
CBE Amendment Bill submitted to Parliament
Participation in the Parliamentary process
-
Portfolio of Evidence
Ministerial sub-mission and BEP Policy
Documented proof of consul-tation sessions held. Ministerial approval for sub-mission of Draft CBE Amendment Bill to Cabinet
Gazette notice (submission of CBE Amendment Bill to Parliament)
Minutes of meet-ings of: (i) National As-sembly Portfolio Committee (ii) National Coun-cil of Provinces Select Committee
-
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4- - Built Environment and Prop-
erty Sector stakeholders consulted on the Draft CBE Amendment Bill
Draft CBE Amendment Bill approved by the Minister to request Cabinet approval to gazette for public comment
Portfolio of Evidence- - Documented proof of con-
sultation sessions heldMinister’s approval for submission of Draft CBE Amendment Bill to Cabinet
Annual Performance Plan • 2017/18 143
16.5 Programme 5: Prestige Policy
Key Performance Indicator 5.1Strategic Goal To oversee the efficient delivery of identified services to Prestige clientsStrategic Objective To improve the delivery of services to Prestige clientsIndicator Title Number of Prestige policies approved Short description Research, development and review of policies, guidelines, norms and standards for Pres-
tige clients for accommodation, security measures, state eventsPurpose/importance To regularise the Prestige physical environment that ensures consistency in the provision
of services to clientsSource/collection of data
Ministerial handbook, Presidential Handbook, Guidelines and Security measures
Method of calculation
Simple count of approved Prestige policies
Unit of Measure NumberData limitations NoneType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance To manage the whole Prestige environment according to an approved policy framework
within the next 5 years Indicator owner National Coordinator : PrestigeIndicator updater Director: Prestige
Baseline
Year – 3Audited Actual
Year – 2Audited Actual
Year – 1Audited Actual
Current Year(Estimated
Performance)_ Norms and stan-
dards for provision of accommodation for President, Deputy President and Mem-bers of the Executive developed
Policy guidelines on installation, man-agement and main-tenance of security infrastructure at National Key Points developed
4 Prestige policies approved
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
4 Prestige poli-cies approved
4 Prestige poli-cies approved
3 Prestige poli-cies approved
- -
Portfolio of Evidence4 approved Prestige policies
4 approved Prestige policies
3 approved Prestige policies
- -
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 41 Prestige policy approved
1 Prestige policy approved
1 Prestige policy approved
1 Prestige policy approved
Portfolio of Evidence
Policy on Utilization of the Parliamentary Villages Bus Service approved by DG
Policy on Utilization of Prestige Facilities in the Parliamentary Villages approved by DG
Policy on the allo-cation of residences to Parliament Office Bearers approved by Minister
Policy on donating of Prestige Move-able infrastructure to Public Bodies and other Departments approved by the DG
Department of Public Works144
Key Performance Indicator 5.2Strategic Goal To oversee the efficient delivery of identified services to Prestige clientsStrategic Objective To improve the delivery of services to Prestige clientsIndicator Title Average number of working days taken to resolve mechanical breakdowns after
logging of complaintShort description To improve efficiency on all mechanical breakdowns for Prestige clients and ensure that
accommodation complaints are attended to within the agreed timeframes. The timeframes taken to resolve breakdowns will involve containing the breakdown as the first step and further completing all the affected repair work
Purpose/importance To ensure the condition of the State property does not deteriorate and that the needs of the end users are met
Source/collection of data
Breakdown reports from the Prestige call centre, written requests from the clients.
Method of calculation
Count the days taken to resolve mechanical breakdowns for Prestige accommodation after logging of a complaint and divide that by the number of calls logged for the same time period
Total number of days taken to resolve mechanical breakdowns after logging of complaint
Total number of mechanical breakdowns reported (registered calls) for the same periodUnit of Measure NumberData limitations Inaccurate logging/capturing of maintenance callsType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance All mechanical breakdowns resolved within an average of 20 days or less on Prestige
accommodationIndicator owner National Coordinator: PrestigeIndicator updater Director: Prestige
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)30 30 30 20
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
20 15 10 5 5
Portfolio of Evidence
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 415 15 15 15
Portfolio of Evidence
Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)
Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)
Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)
Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)
Annual Performance Plan • 2017/18 145
Key Performance Indicator 5.3Strategic Goal To oversee the efficient delivery of identified services to Prestige clientsStrategic Objective To improve the delivery of services to Prestige clientsIndicator Title Average number of working days taken to complete emergency breakdowns after
logging of complaintShort description To improve efficiency on all emergency breakdowns for Prestige clients and ensure that
accommodation complaints are attended to within the agreed timeframes. The timeframes taken to resolve emergency breakdowns will involve containing the breakdown as the first step and further completing all the affected repair work
Purpose/importance To ensure the condition of the State property does not deteriorate and that the needs of the end users are met
Source/collection of data
Breakdown reports from the Prestige call centre and written requests from the clients.
Method of calculation
Count the days taken to resolve emergency breakdowns for Prestige accommodation after logging of a complaint and divide that by the number of calls logged for the same time period
Total number of days taken to resolve emergency breakdowns after logging of complaint
Total number of emergency breakdowns reported (registered calls) for the same periodUnit of Measure NumberData limitations Inaccurate logging/capturing of maintenance callsType of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance All emergency breakdowns resolved within 5 days or less on Prestige accommodationIndicator owner National Coordinator: PrestigeIndicator updater Director: Prestige
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)5 5 5 4
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
4 2 1 1 1
Portfolio of Evidence
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Schedule of me-chanical break-downs indicating date on which breakdown was logged and re-solved (support-ed by call centre reports)
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 42 2 2 2
Portfolio of Evidence
Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)
Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)
Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)
Schedule of me-chanical breakdowns indicating date on which breakdown was logged and resolved (supported by call centre reports)
Department of Public Works146
Key Performance Indicator 5.4Strategic Goal To oversee the efficient delivery of identified services to Prestige clients
Strategic Objective To improve the delivery of services to Prestige clients
Indicator Title Number of planned State events supported with movable structures
Short description The indicator is measuring the number of prestige events for which the Department pro-vides items such as marquees and decor for national events such as Cabinet Lekgotla, National Awards, SONA, Mandela Day etc.
Purpose/importance To support the success of the Prestige events by providing the required moveable struc-tures.
Source/collection of data
Based on the formal request/specifications of Prestige clients.
Method of calculation
Simple count of Prestige events support with required moveable structures.
Unit of Measure Number
Data limitations Specifications of infrastructure required not available upfront / changes to specifications impacting service delivery.
Type of indicator Output
Calculation type Non-cumulative
Reporting cycle Quarterly
New indicator No
Desired performance The aim is to ensure that the Department provides all the required infrastructure in the correct quantity and the correct time for Prestige events.
Indicator owner National Coordinator: Prestige
Indicator updater Director: Prestige
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)12 13 15 8
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
8 8 8 12 10
Portfolio of Evidence
Schedule of all planned state events (support-ed by signed needs letter and invoice)
Schedule of all planned state events (support-ed by signed needs letter and invoice)
Schedule of all planned state events (support-ed by signed needs letter and invoice)
Schedule of all planned state events (support-ed by signed needs letter and invoice)
Schedule of all planned state events (support-ed by signed needs letter and invoice)
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 4
2 2 2 2
Portfolio of Evidence
Schedule of all planned state events (supported by signed needs letter and invoice)
Schedule of all planned state events (supported by signed needs letter and invoice)
Schedule of all planned state events (supported by signed needs letter and invoice)
Schedule of all planned state events (supported by signed needs letter and invoice)
Annual Performance Plan • 2017/18 147
Key Performance Indicator 5.5Strategic Goal To oversee the efficient delivery of identified services to Prestige clientsStrategic Objective To improve the delivery of services to Prestige clientsIndicator Title Average number of working days taken to provide Movable Assets to Prestige clientsShort description The indicator is measuring the average number of working days taken for the provision of
movable assets (furniture) to prestige clients from the date of receipt of request.Purpose/importance To ensure that Prestige clients receive the correct movable assets in the correct quantities
at the right time.Source/collection of data
Needs assessments from user departments, condition assessments, Ministerial Handbook and Presidential Handbook
Method of calculation
Count the working days taken to provide movable assets to Prestige clients after receiving the clients’ request and divide that by the number of registered requests received for mov-able assets for the same time period
Count the total number of working days taken for the provision of movable assets (furniture)
Total number of registered requests received for movable assets for the same time periodUnit of Measure NumberData limitations Incomplete needs assessment from user departments, changing of user requirements Type of indicator OutputCalculation type Non-cumulativeReporting cycle QuarterlyNew indicator NoDesired performance To provide movable assets to Prestige clients in accordance to the specified requirements
within 60 days or lessIndicator owner National Coordinator: PrestigeIndicator updater Director: Prestige
BaselineYear – 3
Audited ActualYear – 2
Audited ActualYear – 1
Audited Actual
Current Year(Estimated
Performance)- - - 60
Annual Targets2016/17 (EP) 2017/18 2018 /19 2019/2020 2020/2021
60 60 60 60 60
Portfolio of Evidence
Schedule of prestige clients provided with movable assets indicating the date of request and the date of delivery (support-ed by the letter of request and delivery note)
Schedule of prestige clients provided with movable assets indicating the date of request and the date of delivery (support-ed by the letter of request and delivery note)
Schedule of prestige clients provided with movable assets indicating the date of request and the date of delivery (support-ed by the letter of request and delivery note)
Schedule of prestige clients provided with movable assets indicating the date of request and the date of delivery (support-ed by the letter of request and delivery note)
Schedule of prestige clients provided with movable assets indicating the date of request and the date of delivery (support-ed by the letter of request and delivery note)
Quarterly targets 2017/18
Quarter 1 Quarter 2 Quarter 3 Quarter 460 60 60 60
Portfolio of Evidence
Schedule of prestige clients provided with movable assets indi-cating the date of re-quest and the date of delivery (supported by the letter of request and delivery note)
Schedule of prestige clients provided with movable assets indi-cating the date of re-quest and the date of delivery (supported by the letter of request and delivery note)
Schedule of prestige clients provided with movable assets indi-cating the date of re-quest and the date of delivery (supported by the letter of request and delivery note)
Schedule of prestige clients provided with movable assets indi-cating the date of re-quest and the date of delivery (supported by the letter of request and delivery note)
Department of Public Works148
Short Title of the Act Purpose of the Act
Before Union (prior to 1910)
Cape Outspans Act 17 of 1902 To provide for the resumption of unused Outspans, and cancellation and de-limitation of Outspan Servitudes.
Pretoria and Military Supply Ordi-nance,1905
To render certain Crown Land to the Municipality of Pretoria upon certain conditions.
During Union (1910 – 1961)
Rhodes Will (Groote Schuur Devo-lution) Act 09 of 1910
To provide for the surrender of the Groote Schuur Estate to the Government of the Union of South Africa in accordance with the Will of the late Cecil John Rhodes and for the release of the Trustees.
Agricultural Holdings (Transvaal) Registration Act 22 of 1919
To approve the division and registration of land in former Transvaal as an agri-cultural holding and to cancel such certificates at request for owner.
Bethelsdorp Settlement Act 34 of 1921
To provide for the settlement of certain matters in dispute at Bethelsdorp be-tween the London Missionary Society and its successors, the Congregational Union Church Aid and Missionary Society of South Africa and the Bethelsdorp Board of Supervisors.
Mooi River Township Lands Act 05 of 1926
To provide for the grant of certain land to the Local Board of Township of Mooi River and matters incidental therefore.
Carnarvon Outer Commonage Sub-division Act 17 of 1926
To provide for the cancellation of the title issue under section 14 of Act No 19 of 1913 to the Committee of Management of the Carnarvon Outer Com-monage, the sale of certain sowing lands on the said Commonage, the subdi-vision and allocation of the remaining extent of the said Commonage among the owners of ‘opstallen’ and persons having grazing and sowing rights there-on and the issue of individual titled to such owners and persons, the disposal of certain other lands owned by the said Committee, and matters incidental thereto.
Payment of Quitrent (Cape) Act 14 of 1927
To regulate the payment of quitrent by part-owner of land subject to payment of quitrent and situated in the province of the Cape of Good Hope.
Marburg Immigration Settlement (Social Board of Management) Act 43 of 1927
To provide for the constitution of a local Board of Management for the Marburg Immigration Settlement, County of Alfred, in the Province of Natal and certain incidental matters.
Cape Outspans Act 17 of 1937 To provide for the issue of deeds of grant to divisional and municipal councils in respect of Outspans consisting of Crown Land situated in the Cape of Good Hope.
Municipal Lands (Muizenberg) Act 09 of 1941
To make better provision for attaining the object of certain lands adjoining False Bay are vested in the Council of the City of Cape Town.
Cape Town Foreshore Act 26 of 1950
To provide for the management, control and development of the Cape Town foreshore and to that end to establish a board in respect of the said foreshore and to define its functions and to provide for through the incidental matters.
Republic (1961 – 1994)
State Land Disposal Act 48 of 1961
To provide for the disposal of certain State Land and for matters incidental thereto, and to prohibit the acquisition of State Land by prescription.
Paarl Mountain Act 83 of 1970 To provide for the transfer of the ownership of certain land to the Paarl Munic-ipality for certain purposes and the expropriation of certain rights in such land; to empower the said Municipality to donate a portion or portions of the said land to the State for the purpose of a Language Monument, and to provide for other incidental matters.
17 LEGISLATION THE DEPARTMENT OF PUBLIC WORKS ADMINISTERS
Annual Performance Plan • 2017/18 149
Short Title of the Act Purpose of the Act
Marburg Immigration Settlement Regulation Act 50 of 1971
To provide for the subdivision of commonages within the Marburg Immigration Settlement situate in the County of Alfred, province of Natal and the allocation of the relevant portions to, and the dividing of the other assets of the Marburg Immigration Settlement Board, among registered owners of lots within the said Settlement, for matters incidental thereto.
Church Square, Pretoria, Develop-ment Act 53 of 1972
To provide for the management and upkeep of Church Square in Tshwane.
General Law Amendment Act 102 of 1972
Section 34. Certain conditions of title applying in respect of immovable proper-ty owned by the State to lapse in certain circumstances.
The Lake Areas Development Act 39 of 1975
To provide for the establishment of lake areas under the control of a Lake Areas Development Board, and for matters incidental thereto.
Expropriation Act 63 of 1975 To provide for the expropriation of land and other property for public and cer-tain other purpose and for matters incidental thereto.
Rating of State Property Act 79 of 1984
To repeal certain Acts granting exemption in respect of certain State property from rates levied on immovable property by local authorities; provided that such rates may, notwithstanding certain other exemptions, be levied on other State property, make provision for rebates in respect of such rates levied on State property, and provide for matters such rates levied on State property, and provide for matters incidental thereto.
Transfer of Powers and Duties of the State President Act 97 of 1986
To amend certain laws so as to vest certain functions presently assigned to the State President, in the respective Ministers of State who are charged with the administration of those laws; and to provide for incidental matters.
Land Affairs Act 101 of 1987 To provide for the determination of amounts of compensation, purchase prices or rents in respect of immovable property expropriated, purchased or leased by the Department of Public Works for public purposes and the giving of ad-vice with regard to the value of land and purchase prices or rent in respect of certain immovable property; for that purpose to make provision for the estab-lishment of a Land Affairs Board; and to provide for incidental matters.
Commonwealth War Graves Act 08 of 1992
To prohibit the desecration, damaging or destruction of Commonwealth War Graves, to regulate the disinterment, removal, reinterment or cremation of Commonwealth war burial and the removal, alteration, repair or maintenance of Commonwealth War Graves and to provide for matters connected there-with.
South Africa (1994 to date)
Parliamentary Village Management Board Act 96 of 1998
To provide for the establishment of a Parliamentary Villages Management Board and matters incidental thereto.
Construction Industry Develop-ment Board Act 38 of 2000
To provide for the establishment of the Construction Industry Development Board, and matters incidental thereto.
Council for the Built Environment Act 43 of 2000
To provide for the establishment of the Council for the Built Environment and matters incidental thereto.
Architectural Profession Act 44 of 2000
To provide for the establishment of the Council for the Architectural Profession and matters incidental thereto.
Landscape Architectural Profes-sional Act 45 of 2000
To provide for the establishment of the Council for the Landscape Architectural Profession and matters incidental thereto.
Engineering Profession of South Africa Act 46 of 2000
To provide for the establishment of the Council for the Engineering Profession and matters incidental thereto.
Property Valuers Profession Act 47 of 2000
To provide for the establishment of the Council for the Property Valuers Profes-sion and matters incidental thereto.
Project and Construction Manage-ment Profession Act 48 of 2000
To provide for the establishment of the Council for the Project and Construc-tion Management Profession and matters incidental thereto.
Department of Public Works150
Short Title of the Act Purpose of the Act
Quantity Surveying Profession Act 49 of 2000
To provide for the establishment of the Council for the Quantity Surveying Profession and matters incidental thereto.
Government Immovable Asset Management Act 19 of 2007
To provide for a uniform framework for the management of an immovable asset that is held or used by a national or provincial department to ensure the coordination of the use of an immovable asset with the service delivery objec-tives of a national or provincial department; to provide for issuing of guidelines and minimum standards in respect of immovable asset management by a national or provincial department.
18 LIST OF REFERENCES
§ Budget Speech (2016/2017) § Construction Monitor – Transformation 2016
(Quarter 4: 2015) § Consumer Price Index (CPI) (November 2016), § Department of Economic Development. 2011.
New Growth Path. § Department of Performance Monitoring and Evaluation.
2014-2019 Medium Term Strategic Framework. § Department of Public Works, 2016. Ministerial input
made at the strategic planning session. October 2016. § Economic data: International Monetary Fund (IMF) –
World Economic Outlook (October 2016); § Employment statistics: Statistics South Africa -
Quarterly Employment Statistics (September 2016), § Government Targets: National Treasury - National
Development Plan (NDP), § Gross Domestic Product (September 2016), § Historical Interest and Exchange Rates (January 2017); § National Treasury. 2016. Budget Review. § Presidency. National Planning Commission. 2011.
National Development Plan. § Producer Price Index (PPI) (November 2016); § Property Sector Updates: SAPOA - Office Vacancy
Survey, Retail Trends Report and Industrial Vacancy Survey (Reports between March 2014 – December 2016);
§ Quarterly Labour Force Survey (September 2016) § State of the Nation Address (SONA). 2016 § Statistics South Africa – Quarterly Financial Statistic
(September 2016), § South African REIT Association - Monthly Chart Book
(September 2016, December § South African Reserve Bank – Quarterly Bulletin
Statistical Tables (December 2016), § South African Revenue Services – Overall Trade Graphs
(November 2016) § Trading Economic – Commodity Prices (January 2017)