DEPARTMENT OF THE PREMIER FREE STATE PROVINCE ANNUAL REPORT 2015/16 FINANCIAL YEAR

DEPARTMENT OF THE PREMIER FREE STATE PROVINCE ANNUAL REPORT 2015/16 FINANCIAL YEAR

PART A: GENERAL INFORMATION... 3 1. DEPARTMENT GENERAL INFORMATION... 4 2. LIST OF ABBREVIATIONS/ACRONYMS... 5 3. FOREWORD BY THE PREMIER... 7 4. REPORT OF THE ACCOUNTING OFFICER... 9 5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT... 17 6. STRATEGIC OVERVIEW... 18 7.1. Vision... 18 7.2. Mission... 18 7.3. Values... 18 7. LEGISLATIVE AND OTHER MANDATES... 18 8. ORGANISATIONAL STRUCTURE... 21 9. ENTITIES REPORTING TO THE MINISTER/MEC... 21 PART B: PERFORMANCE INFORMATION... 22 1. AUDITOR GENERAL S REPORT: PREDETERMINED OBJECTIVES... 23 2. OVERVIEW OF DEPARTMENTAL PERFORMANCE... 23 2.1 Service Delivery Environment... 23 2.2 Service Delivery Improvement Plan... 24 2.3 Organisational environment... 48 2.4 Key policy developments and legislative changes... 49 3. STRATEGIC OUTCOME ORIENTED GOALS... 49 4. PERFORMANCE INFORMATION BY PROGRAMME... 49 4.1 Programme 1: Administration... 49 4.2 Programme 2: Institutional Development... 56 4.3 Programme 3: Policy & Governance...64 5. TRANSFER PAYMENTS... 69 5.1. Transfer payments to public entities... 69 5.2. Transfer payments to all organisations other than public entities... 69 6. CONDITIONAL GRANTS... 69 6.1. Conditional grants and earmarked funds paid... 69 6.2. Conditional grants and earmarked funds received... 69 7. DONOR FUNDS... 70 7.1. Donor Funds Received... 71 1

8. CAPITAL INVESTMENT... 71 8.1. Capital investment, maintenance and asset management plan... 71 PART C: GOVERNANCE... 72 1. INTRODUCTION... 73 2. RISK MANAGEMENT... 73 3. FRAUD AND CORRUPTION... 73 4. MINIMISING CONFLICT OF INTEREST... 75 5. CODE OF CONDUCT... 75 6. HEALTH SAFETY AND ENVIRONMENTAL ISSUES... 75 7. PORTFOLIO COMMITTEES... 76 8. SCOPA RESOLUTIONS... 76 9. PRIOR MODIFICATIONS TO AUDIT REPORTS... 78 10. INTERNAL CONTROL UNIT... 79 11. INTERNAL AUDIT AND AUDIT COMMITTEES... 80 12. AUDIT COMMITTEE REPORT... 82 PART D: HUMAN RESOURCE MANAGEMENT... 86 1. INTRODUCTION... 87 2. OVERVIEW OF HUMAN RESOURCES... 87 3. HUMAN RESOURCES OVERSIGHT STATISTICS... 87 PART E: FINANCIAL INFORMATION... 119 1. REPORT OF THE AUDITOR GENERAL... 120 2. ANNUAL FINANCIAL STATEMENTS... 125 2

PART A: GENERAL INFORMATION 3

1. DEPARTMENT GENERAL INFORMATION PHYSICAL ADDRESS: OR Tambo House C/O Markgraaf and St Andrew Street Bloemfontein POSTAL ADDRESS: P.O. Box 517 Bloemfontein 9300 TELEPHONE NUMBER/S: +27 51405 5803 FAX NUMBER: +27 514055671 EMAIL ADDRESS: WEBSITE ADDRESS : dg@fspremier.gov.za http//fspg.fs.gov.za 4

2. LIST OF ABBREVIATIONS/ACRONYMS AGSA AO AR BAS BBBEE CFO DPSA EXCO FSPG FOHOD FSGDS FSTDI MEC M+E NSF HOD IDP IGR IT LED PFMA TR MTEF SALGA Auditor General of South Africa Accounting Officer Annual Report Basic Accounting System Broad Based Black Economic Empowerment Chief Financial Officer Department of Public Service and Administration Executive Council of the Free State Province Free State Provincial Government Forum of Heads of Departments Free State Growth and Development Strategy Free State Training and Development Institute Member of Executive Council Monitoring & Evaluation National Skills Fund Head of Department Integrated Development Plan Intergovernmental Relations Information and Technology Local Economic Development Public Finance Management Act Treasury Regulations Medium Term Expenditure Framework South African Local Government Association 5

SMME SCM EU SITA SDIP Small Medium and Micro Enterprises Supply Chain Management European Union State Information Technology Agency Service Delivery Improvement Plan 6

3. FOREWORD BY THE PREMIER E.S Magashule Free State Premier This annual report is a transparent reflection of the Department s performance highlights and financial management for the 2015/16 financial year. At the same time, we are forthright about the challenges which led to the department receiving an unqualified audit opinion. The publication of this report preceded the local government elections, a period which put more demands on this department due to pressures coming from the community. These demands come at the time when the department is grappling with the improvement of services albeit the shortage of staff. The impending approval of the organizational structure has an impact on the achievement of the objectives linked to the two outcomes: skilled and capable workforce to support and inclusive growth path (outcome 5) and efficient, effective and development oriented public service and an empowered fair and inclusive citizenship (outcome 12). It is clear that we need to adapt in order to continue making a positive impact to the public. We have been flooded with satisfactory responses from the public who are the recipients of the message which we publicise through various communication platforms. The Operation Hlasela campaigns taken to various towns across the province have been a great source of information we need to assess our performance in the province. During the period under review we were very active - the Accounting Officer will mention some of the achievements in his remarks. I am however, pleased that even with the constraints that we are dealing with, the department managed to achieve 98.48% in meeting their set objectives. The plans have been put in place to address the underachievement scored in two objectives. The issue of contracts which contributed to the audit report received is receiving necessary attention to ensure that there is adequate adherence to applicable laws and regulations. 7

I would like to extend my humble gratitude to all the officials who continue to make valuable inputs and contribute towards the advancement of this province. E.S. MAGASHULE FREE STATE PREMIER 31 July 2016 8

4. REPORT OF THE ACCOUNTING OFFICER Kopung Ralikontsane Director General 4.1 Overview of operations of the Department The Department is proud to report that during the 2015/16 financial year, the achievement towards achievement of our definitive objectives of integration, coordination and the provision of strategic leadership to the entire Free State Provincial Government is generally regarded as a major success. Our departmental attention was again focusing on the implementation of the NDP, MTSF and the FSGDS to alter the current Provincial development landscape. The policy guides, sector strategies, capacity building and interactions with all Provincial Departments and Municipalities have resulted in these entities conceptualizing and ultimately translating these policy documents into their plans and activities. As part of its overall planning and coordination of strategic infrastructure projects, the Department of the Premier was instrumental in the implementation of the Provincial Infrastructure Implementation Plan. Through the Strategic Integrated Projects Unit, the Department played a crucial role in the coordination of strategic projects in the province in collaboration with different stakeholders such as national provincial departments, municipalities and state owned enterprises as part of integrated planning. The highlight during this period was the approval and the issuing of Special Economic Zone licence to the province, renewal energy projects in Xhariep district and Masilonyana local municipality, N8 Corridor developments in Mangaung Metro and addressing bulk infrastructure in municipalities. The value of monitoring and evaluation as an interconnected aspect of provincial planning and coordination was given impetus by establishment of a fully-fledged and well-staffed Performance Monitoring Unit with the head of the unit at the level of 9

Deputy Director General. This important feature of our responsibility is a catalyst in enhancing service delivery excellence. On the whole, the Department s monitoring and evaluation function was meant to improve service delivery as evident in the provincial service delivery analysis, institutional performance and quality frontline service delivery reports. A major contribution by this unit was the role that it played by influencing the developmental aspect of the respective clusters. This role was further strengthened by providing appropriate monitoring and evaluation reports. The improvement in Provincial and our Departmental MPAT scores can also be attributed to the Unit. The FSTDI has exceeded multiple times the number of planned training courses as departments recognized the benefits and credibility of this institution and increased the nomination numbers dramatically. The FSTDI also received the Award for Best Performing Institution in Exclusivity Training by the Minister of Public Service Administration. The Province continued its standing as the Province that provides the most bursaries to deserving students. This was also strengthened by sending 654 students oversees (Cuba, China, Turkey, India) to further their studies. The State Law Advisers play a central role in legal services in the Free State Provincial Government. Their contribution furthermore extends beyond the Free State Provincial Government. For example, they did not only vet contracts of provincial departments to protect the interest of the State, but also provided legal advice to various municipalities and public entities on contracts, policies, bylaws and litigation. Some of these contracts were with international entities. Furthermore, the State Law Advisers were instrumental in changes to various national legislation and related national documents. The State Law Advisers contributes to openness in the Department by giving effect to the right of access to information. This excellent capability has been confirmed for 3 consecutive years by the Presidency by awarding a score of above expectation in the Management Performance Assessment Tool. Through the Premier s Coordinating Forum, Forum of Heads of Departments and Clusters, we markedly managed to enhance service delivery across government and a wide societal spectrum. Working through these structures, we will together continue to implement common programmes in the ultimate interest of the people of the Free State Province. The Department further excelled in terms of achieving all its planned performance measures with regard to other support functions such as financial management, internal audit, risk management, organisational development, security management and human resource management. In fact the Department succeeded in achieving 98.48% of its planned activities across all Programmes and anticipates that this trend will continue. 10

4.2 Overview of the financial results of the department: 4.2.1 Departmental receipts Departmental receipts Estimate 2015/2016 2014/2015 Amount Collected (Over)/Under Collection Estimate Amount Collected (Over)/Under Collection R 000 R 000 R 000 R 000 R 000 R 000 Sale of goods and services other than 4,599 5,979 (1,380) 4,962 5,670 (708) capital assets Interest, dividends and rent on land 3 7 (4) 3 20 (17) Financial transactions in 347 344 3 214 367 (153) assets and liabilities Total 4,949 6,330 (1,381) 5,179 6,057 (878) Revenue sources in the Department were limited to the following: Sale of the Provincial Gazette and Tender Bulletin; Advertising charges for the advertisements placed in the above-mentioned publications; Commission on the deduction of Insurance premiums and garnishee orders from salaries of officials Sale of old cellular telephone handsets Interest on outstanding debts Recovery of departmental debts Recovery of previous year expenditure The following factors influenced revenue collected by the Department of the Premier: Voluntary subscription by Government Institutions, businesses and the public; Nature and length of advertisements placed in the publications; Legislation that compels advertisement in the Provincial Gazette; and Recovery of outstanding debts. Tariff Policy The Department is responsible for the production of the Free State Provincial Gazette and Tender Bulletin. These publications are for sale to the public and other Government Institutions. In terms of Treasury Regulations 7.3.1, tariffs must be reviewed on an annual basis and are subject to approval by the Provincial Treasury. Since these publications are printed in-house, the Department reviews the tariffs annually by taking into account the following factors: Overall inflation rate; Cost of photocopying; Cost of paper; 11

Cost of the plastic wrapping for postage; Cost of postage; and Production cost. The tariffs for the 2015/16 financial year were as follows: SELLING PRICE PER COPY (Distributed through post) TARIFF Provincial Gazette R 27.00 Tender Bulletin R 14.00 SELLING PRICE PER COPY (Over the counter and per e-mail) Provincial Gazette R 19.00 Tender Bulletin R 4.70 SUBSCRIPTION (Distribution through post) Half-yearly: Provincial Gazette R 678.00 Tender Bulletin R 340.00 Yearly: Provincial Gazette R 1 356.00 Tender Bulletin R 685.00 SUBSCRIPTION (Collected per hand and per e-mail) Half-yearly: Provincial Gazette R 470.00 Tender Bulletin R 118.00 Yearly: Provincial Gazette R 940.00 Tender Bulletin R 236.00 (The cost to wrap and postage excluded) ADVERTISING CHARGES PER CENTIMETER (cm) Provincial Gazette/ Tender Bulletin R 29.50 PHOTO COPYING COSTS A4 size copies: Single sided R 0.70 Double sided R 1.20 A3 size copies: Single sided R 2.20 Double sided R 3.40 12

The Department of the Premier showed a total over-collection of R 1 381 300.00. This was mainly due to the publication of the Municipal Land Use Planning By-Laws for each municipality in the Provincial Gazette on behalf of the National Department of Rural Development during the financial year. The publication of Ward Delimitations and related changes were published by the Department on behalf of the Municipal Demarcation Board. 4.2.2 Programme Expenditure Programme Name Final Appropriation 2015/2016 2014/2015 (Over)/ Final Under Expenditure Appropriation Expenditure Expenditure (Over)/Under Expenditure R 000 R 000 R 000 R 000 R 000 R 000 Administration 140,757 140,431 326 138,563 137,737 826 Institutional 124,662 118,940 5,722 121,284 188,082 3,202 Development Policy and 51,582 50,690 892 48,166 47,511 655 Governance Total 317,001 310,061 6,940 308,013 303,330 4,683 Reasons for under spending: Administration The under spending is due to: The inter-departmental claims raised by the Department were not honoured as per initial agreement and hence the Department experience some cash flow problems. Institutional Development The under spending is due to: Challenges with regards to cash flow of the Department, which resulted from inter-departmental claims not paid by other departments before the closure of the financial year. Policy and Governance The under spending is due to: Challenges with regards to cash flow of the Department, which resulted from inter-departmental claims not paid by other departments before the closure of the financial year. 13

4.2.3 Virements/ Roll overs Virements Programme Compensation Goods and services Transfers and subsidies Capital assets Total Administration 770 000.00 346 932.00 12 920.00 500.00 1 130 352.00 Institutional Development (370 000.00) (1 707 072.00) (117 000.00) (11 000.00) (2 205 072.00) Policy and (400 000.00) 1 474 720.00 - - 1 074 720.00 Governance Total - 114 580.00 (104 080.00) (10 500.00) - The Department processed virements to finance overspending of Programme1 and 3 as per above table. Roll overs All the payments that had supporting documents couldn t be processed due to unavailability of cash in the departmental bank account, therefore the department requested a roll-over of R872 000.00 from 2014/15 financial year, which was appropriated as part of the adjustment budget. 4.2.4 Public Private Partnerships The Department was not involved in any public private partnerships during the period under review. 4.2.5 Discontinued Activities/ Activities to be discontinued The Department did not discontinue activities during the year under review and is not intending to discontinue activities in the near future. 4.2.6 New or proposed activities The Department did not introduce new activities in the year under review. 4.2.7 Supply Chain Management The Supply Chain Management processes and systems are in place to curb and minimize the occurrence of irregular/ fruitless and wasteful - and unauthorized expenditure. The Internal Control Unit assisted the Department to improve internal control measures in this regard. 14

The Department is in a better position now to ensure proper implementation and monitoring of violations and compliance to Supply Chain Management processes and relevant regulations. However, the Department continuously strives to improve its performance and the effectiveness of Supply Chain Management. 4.2.8 Gifts and donations received in kind from non-related parties No gift or donations were received from non-related parties during the reporting period. 4.2.9 Exemptions and deviations received from National Treasury The Department did not request any exemptions or deviations from the National Treasury during the period under review. 4.2.10 Events after the reporting dates No events whether favorable and unfavorable, occurred between the reporting date and the date when the financial statement was authorized, which may have an impact on the financial position and performance of the Department in the past financial year. 4.2.11 Related Parties The Department of Public Works provided office accommodation to the Department of the Premier in the OR Tambo House and the Fidel Castro Building. No value for this service can be attributed to this transaction. The Provincial Treasury paid for the use of the transversal operating systems (BAS, PERSAL and LOGIS) to SITA, on behalf of the Department of the Premier. No value for this service can be attributed to this transaction. The Department of Public Works rendered services on the administration of infrastructure contracts, free of charge to the Department of the Premier. No value for this service can be attributed to this transaction. 15

4.2.12 Acknowledgement/ Appreciation I would like to express my appreciation to the Executive Authority, Members of the Executive Management and the entire staff of the Department of the Premier for the support and hard work in ensuring the Department s success during the period under review. KOPUNG RALIKONTSANE DIRECTOR GENERAL 31 July 2016 16

5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT To the best of my knowledge and belief, I confirm the following: All information and amounts disclosed throughout the annual report are consistent. The annual report is complete, accurate and is free from any omissions. The annual report has been prepared in accordance with the guidelines on the annual report as issued by National Treasury. The Annual Financial Statements (Part E) have been prepared in accordance with the modified cash standard and the relevant frameworks and guidelines issued by the National Treasury. The Accounting Officer is responsible for the preparation of the annual financial statements and for the judgements made in this information. The Accounting Officer is responsible for establishing, and implementing a system of internal control that has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources information and the annual financial statements. The external auditors are engaged to express an independent opinion on the annual financial statements. In my opinion, the annual report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the department for the financial year ended 31 March 2016. Yours faithfully KOPUNG RALIKONTSANE DIRECTOR GENERAL 31 July 2016 17

6. STRATEGIC OVERVIEW 6.1 Vision Leading Free State Province towards Service Excellence 6.2 Mission To provide strategic direction and coordinate integrated service delivery within government in the Free State 6.3 Values Patriotism manifested through upholding the Constitution, respecting the National Symbols, mutual respect demonstrated between employer and employees and commitment to serve and achieve government goals and priorities Customer Care characterised by understanding and meeting/exceeding customer expectations, displaying a positive attitude, delivering quality work and treating customers (internal and external) with courtesy and respect. Honesty and Integrity as illustrated by transparency, fair treatment for all and ethical behaviour towards all Spirit de Corps (Team Spirit) achieved through working effectively in teams, participative /consultative decision-making, confidence, reliability, treating each other with respect, respecting differences and freely sharing ideas and information Professionalism through accountability, knowledge, knowing best practices in the area of responsibility and punctuality 7. LEGISLATIVE AND OTHER MANDATES 7.1 Constitutional Mandates In terms of the Constitution, 1996, section 125 the Premier together with the Executive Council, supported by the Department, is responsible for: Implementing provincial legislation. Implementing national legislation in functional areas. Administering in the Province, national legislation outside functional areas. Developing and implementing provincial policy. 18

Co-ordinate the functions of the Provincial Administration and its departments. Preparing and initiating provincial legislation. Any other function assigned in terms of the Constitution. In terms of section 127 of the Constitution, 1996, the Premier, supported by the Department is responsible for: Assenting to and signing Bills. Referring a Bill back to the provincial legislature for reconsideration of the Bill s constitutionality. Referring a Bill to the Constitutional Court for a decision on the Bill s constitutionality. Summoning the Legislature to an extraordinary sitting to conduct special business. Appointing commission of inquiry; and Calling a referendum in the province in accordance with national legislation. 7.2 Other Legislative Mandates In terms of the Public Service Act, 1994 as amended, the Director General, as supported by the Department, has in addition functions to functions as Head of Department of the Office of the Premier, the following functions as set out in section 7(3)(c) Be the Secretary to the Executive Council of the province concerned; Subject to the provisions of sections 85 (2) (c) and 125 (2) (e) of the Constitution, be responsible for intergovernmental relations between the relevant provincial administration and other provincial administrations as well as national departments and for the intra-governmental co-operation between the relevant provincial administration and its various provincial departments, including the co-ordination of their actions and legislation and; Subject to the provisions of paragraph (d), be responsible for the giving of strategic direction on any matter referred to in section 3(1) namely: o o o o o o The functions of, and organizational arrangements in, the public service; Conditions of service and other employment practices Labour Relations, health and wellness of employees Information Management and electronic government Integrity, ethics conduct and anti-corruption Public Service Transformation, Innovation and Reform. In terms of the Intergovernmental Relations Framework Act, 2005, regulates the intergovernmental relations between spheres of government. This Act, amongst others, establishes the Premier s Intergovernmental Forum, and determines that the Premier convenes the Forum and that the Department of the Premier must deliver administrative and other support to the Forum. In essence the Forum must promote 19

and facilitate intergovernmental relations between the province and local government in the province by discussing and consulting on matters of mutual interest. 7.3 Policy Mandates The Department of the Premier must ensure that the policy guidelines as stated in the under mentioned policies are entrenched and adhered to by all Provincial Departments and Municipalities. National Development Plan Provincial Growth and Development Strategy Medium Term Strategic Framework Ruling Party s (ANC) Election 2014 Manifesto Fourteen distinct priorities (outcomes) derived from these documents which must be the focus for all relevant Government Departments for this term of office. These priority outcomes are the following: 1. Quality Basic Education 2. A long and healthy life for all South Africans 3. All people in South Africa are and feel safe 4. Decent employment through inclusive economic growth 5. A skilled and capable workforce to support an inclusive growth path 6. An efficient, competitive and responsive economic infrastructure network 7. Comprehensive rural development and land reform 8. Sustainable human settlements and improved quality of households life 9. Responsive, accountable, effective and efficient developmental local government system 10. Protect and enhance our environmental assets and natural resources 11. Creating a better South Africa and contributing to a better and safer Africa in a better world 12. An efficient, effective and development oriented public service 13. An inclusive and responsive social protection system 14. Nation building and social cohesion The Department plays a leading role in the implementation of priority outcomes five, eleven and twelve. The activities which were developed in support of these three priority outcomes are taken care of in the strategic objectives. However, the Department also plays an oversight role by ensuring that Strategic Plans and Integrated Development Plans of Provincial Departments and Municipalities respectively, respond to these Priority Outcomes. The oversight process is furthermore enhanced by means of an intensive performance monitoring and evaluation role. 20

8. ORGANISATIONAL STRUCTURE 9. ENTITIES REPORTING TO THE PREMIER There are no entities reporting to the Premier during the period under review. 21

PART B: PERFORMANCE INFORMATION 22

1. AUDITOR GENERAL S REPORT: PREDETERMINED OBJECTIVES The AGSA currently performs certain audit procedures on the performance information to provide reasonable assurance in the form of an audit conclusion. The audit conclusion on the performance against predetermined objectives is included in the report to management, with material findings being reported under the Predetermined Objectives heading in the Report on other legal and regulatory requirements section of the auditor s report. Refer to page 120 of the Report of the Auditor General, published as Part E: Financial Information. 2. OVERVIEW OF DEPARTMENTAL PERFORMANCE 2.1 Service Delivery Environment The ability of the Department to adapt to the changing service delivery environment demands enabled the Department to achieve 98.48% of its predetermined objectives for the 2015/16 financial year. The Department under achieved only on 2 performance measure indicators which by their nature are not within the control of the Department. As during previous years the Department of the Premier operated in a demanding and unpredictable service delivery environment that required the Department of the Premier to respond frequently to changes in both the political policy environment as well as day-to-day issues arising from expectations from the community at large. Some of these expectations as in previous years were emanating from Operation Hlasela Campaigns, Presidential Hot-line, decisions by Executive Council, resolutions deriving from the Presidential Coordinating Forum, National and Provincial Lekgotla etc. These certainly impacted on some Sub- and Subsubprogrammes in the Department of the Premier as it was imperative to respond to these interventions. These expectations were however addressed whilst Sub- and Subsubprogrammes still maintained their obligatory mandates. Furthermore numerous additional obligations and expectations constantly came to the Department of the Premier because of its strategic direction giving role. Once again the successes for the 2015/16 financial year can be contributed to the fact that the pressures with regard to financial and human resources were successfully balanced inside the Department still taking into consideration the mandates and responsibilities as encapsulated in the 2015/16 annual performance plan. The delicate exercise of utilising finances and human resources in line with the competing and sometimes new responsibilities given to the Department, were achieved by implanting cost containment measures and the re-assignment of tasks to existing personnel. 23

2.2 Service Delivery Improvement Plan The department has completed a service delivery improvement plan. The tables below highlight the service delivery plan and the achievements to date. Main services and Main services Beneficiaries Current/actual standard of service Desired standard of service achievement 1. Provide a general office and support service to the Premier Premier Director General Members of the Executive Council National Ministers FS Provincial Legislature National Assembly National Council of Provinces Foreign Politicians/Visitors Ambassadors Public Business People Heads of Department Public Servants Same as actual customers Provide general office service to the Department of the Premier as a whole (7 working days after receiving reports, letters and submissions) Provide parliamentary services to the Premier of the FSPG within 24 hours after request Render a professional diary service to the Premier of the Free State Province by recording and updating his diary on an hourly basis Provide a professional support service to the Premier of the Free State Province at his official residence immediately Standards. Standards Standards Standards Document received by the Office of the Premier are managed within 24 hours Standards 2.Ensure the effective and efficient planning of the diary and activities of the Director General (DG) Premier Director General Members of the Executive Council Heads of Department Managers in the Department of the Premier Public Public Servants Managers from National Departments Managers from provincial Departments Foreign Visitors Business People Same as actual customers Client dealt within a professional and cordial manner Scheduling of meetings with the Director General: As and when Director General is available Correspondence to the Director General: All correspondence is dealt within one week Standards Standards Standards 24

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement 3. Ensure the implementation of special programmes related to Gender, Youth and Disability Premier National Parliament Provincial Legislature Members of the Executive Council Director General Heads of Department Office of the Deputy President Officials Local Authorities Non-Governmental Organisations Disabled people Women in business Children The Aged HIV and AIDS support Group Annually analyses all existing policies, strategies and legislation and where necessary identify the need for new policies, strategies and legislation of all 11 provincial department in the FSPG. Quarterly monitor, evaluate and make recommendations on the implementation of provincial policies, strategies and legislation of all 11 provincial department in the FSPG. Monthly conduct two advocacy initiatives on equity and equality in line with the action plan of the OSDP, INDS and FSGDS to the community all departments and disability groups of the Free State. Develop government s capacity for addressing issues related to disability by responding within seven days after receiving the request Conduct gender Audits on the Provincial Departments Once a year organise awareness campaigns to advocate for children s rights delivery in government for all communities in the Free State. Submit one report on the monitoring and evaluation of children s rights delivery in provincial departments of the FSPG on a quarterly basis. Quarterly submit a report a report on the monitoring and evaluation on HIV and AIDS policies and programme in all provincial departments, civil society, Chapter 9 Institutions and municipalities of the Free State Province. Participate in the development of the National Strategic Plan and develop a provincial strategic plan which is signed by the Premier Twice, on a monthly basis facilitate awareness campaigns for departments, civil society, Chapter 9 Institutions and Municipalities of the Free State Standards Standards Standards Standards Standards Standards Standards Standards Standards. Standards 25

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement Province. Quarterly submit a report on the monitoring and evaluation done regarding the implementation of programmes, legislation and policies in provincial departments, civil society, Chapter 9 Institutions, municipalities, Gender Focal Points and Special Programme Officers of the Free State Province. On an annual basis organise two training workshops with FSTDI per quarter to empower stakeholders with relevant tools on gender mainstream for civil society, departments, Chapter 9 Institutions, municipalities, Gender Focal Points and Special Programme Officers of the Free State Province. Annually submit one report on the analysing of policies and reviews on research done on departmental compliance to departmental strategic objectives on issues of gender mainstreaming in civil society, departments and municipalities of the Free State Province. Inputs on the Draft FSGDS captured into the revised FSGDS. FSGDS aligned to National Development Plan Major stakeholders consulted. Provide departmental strategic planning services with regard to the development of the annual performance plan, quarterly reports and annual programme performance information. Conduct annual departmental strategic planning review session and compiled the annual performance plan. Compile a Free State Provincial Government Research Agenda and Terms of Reference of a Provincial Research and Development forum. Execute dedicated research reports on request Standard Standard Standard. Standard. Standard. Standard. Standard. Standard. Standard Standard 26

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement 4.Manage, coordinate and facilitate the development, analysis, alignment and review of provincial policies and Premier Members of the Executive Council Mayors Director General Heads of Department Strategic Planners of Provincial Departments and Local Authorities Same as actual customers Coordinate, monitor and evaluate on a monthly basis the implementation of government communication according to national guidelines in the 11 provincial departments and municipalities of the Free State Province. Coordinate, monitor and evaluate on a monthly basis the implementation of government communication according to national guidelines in all directorates of the Department of the Premier. Provide user-friendly publication and marketing material to all directorates of the Department of the Premier within two working days if available, otherwise assist directorates within seven working days to get the required material. Research and respond appropriately to trends in the media on a weekly basis. Research and prepare appropriate speeches for the Premier and the Director General to communicate the objectives of the FSPG properly on a daily basis. Advice, Coordinate and monitor the Provincial Employee Wellness Programme of all provincial departments in the FSPG on a quarterly basis according to the Employee Wellness Policy Framework. Provide a registry service that adheres to the national prescribes and guidelines to all staff in the Department of the Premier within 8 hours daily and on request. Advice, Coordinate and monitor labour relations issues in all 11 provincial departments in the FSPG. Standard Standards Standards Standards. Standards. Standards. Standards 27

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement strategies 5. Manage, coordinate and facilitate the review and development of the Departmental annual performance plan. 6. Manage, coordinate and facilitate the provision of quality applied research services in support of provincial policy imperatives and needs. 7. Creates an enabling environment for the Premier and Executive Council in their interaction with Private Sector (Business, Labour, Academic Institutions) SALGA Non-Government Organisations Municipal Managers IDP Managers LED Officials Parastatals Premier Director General Programme Managers Sub and Sub-subprogramme Managers Premier Members of the Executive Council Mayors Director General Heads of Department Strategic Planners of Provincial Departments and Local Authorities Private Sector (Business, Labour, Academic Institutions) SALGA Non-Government Organisations Municipal Managers IDP Managers LED Officials Parastatals Premier Executive Council Director General HODs National/Provincial Departments Local Government Same as actual customers Same as actual customers Same as actual customers Render and internal labour relations, Employee Health and Wellness and human resources management service to the Department of the Premier on a daily basis. Provide advice and monitor transverse human resources management service to the Department of the Premier on a daily basis. On an ongoing basis, ensure the effective and efficient provisioning of transversal human resources training and development service in the FSPG to create a culture of life-long learning Annual ensure that the logistical arrangement for the Senior Management Conference in the FSPG are in place Annual monitor the implementation of human resources training and development partnership and make appropriate recommendations in this regard. 28

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement the community of the Free State Province 8. Promote a positive image of the Office of the Premier and the Executive Council 9. Provide strategic direction to Provincial Departments with regard to transverse human resource and labour relations issues. Staff of the Department of the Premier The Free State Community NGO/CBOs Parastatals Civic Society Private Sector Business sector Premier Members of the Executive Council Director General Heads of Department Public Servants Media Private Sector Organisations Community Groups Premier Members of the Executive Council Director General Heads of Department Officials on all levels within provincial; departments Private Sector Department of Public Service and Administration Public Service Commission Department of Labour Employee Organisations National Bargaining Council Structures Same as actual customers Bi-annually evaluate the impact of transverse training on the skills base in the FSPG Coordinate skills development within the FSPG in line with prescripts of the National Skills Development Act, 1998 on a daily basis. Comply with JE interpretation Guide and definition for all job evaluation process in the FSPG. Ensure adherence to the annual Provincial Job `panel schedule Establish within the directive of the Mister of the DPSA, JE Coordination Committee consisting of representatives of Provincial/National Department of the Public Service for transverse occupational classes within two weeks after identification by the Provincial JE Panel and /or the JE inter Provincial Forum Train all newly appointed staff within the Department of the Premier, within 3 months after appointment, according to the PSR and PDMS Policy. Provide advice and assistance to PDM Units in Provincial Departments in the FSPG on PDM, according to regulatory framework, within two day after receipt of request. Assist with the uniformity of performance plans (L1-12) and agreement (SMS) in the FSPG. standard... 29

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement Conduct business process improvement (BPI) studies and recommend best practices and operational methodologies to enhance service delivery for both the Department of the Premier and the FSP Departments. Assist with the uniformity of performance plans for similar occupational groups on Service Level 1 12 as identified by executing a 1% sample study that is representative of all Provincial Departments in the FSPG where the occupational group exists on an annual basis. Respond to Provincial Departments of the FSPG within two days of receipt for advice and assistance with regard to customer care and service delivery improvement issues Facilitate the Batho Pele Change Management Engagement Programme within the FSPG and municipalities on a monthly basis Lead the Provincial Batho Pele Coordinators Forum on a bimonthly basis and monitor projects as captured in the FSPG Customer Care and Service Delivery Improvement Plan. Based on the Information Technology Infrastructure Library framework Logging of incidents (daily) Tracking logged incidents (daily) Providing updates on the progress of the logged incident (daily) Resolving and closure of the logged incident (daily) Customer survey (daily) 30

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement Provide security services such anti-virus, anti-spam, antispyware, proactive threat protection and network threat protection through Symantec Endpoint. (daily) Provide the latest software definitions (daily) Analyse end user request of ICT services/products (daily) Advise end user on the appropriate ICT services/products (daily) Source relevant ICT services/products in accordance to user requirements and functionality (daily) Based on the System Development Life Cycle model Analyse end user request on the required software needs (ad hoc) Draft system specifications based on business requirements (ad hoc) Draft systems specifications based on business requirements (ad hoc) Develop software based on system specifications (daily) Test developed software based on use cases (User Acceptance Testing - UAT) (ad hoc) Support applications once commission into the production environment (daily) Based on the ITIL framework Attend to logged incident (daily Resolve logged incident (daily) Update service desk on the resolution (daily) Request for call to be closed by Service Desk (daily) 31

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement Assist all customers within provincial departments and public entities (where appropriate) to draft and edit professional and wellresearched contracts within 1 week, unless circumstances beyond the control of the Unit necessitates a longer period, e.g. high workload or waiting for information Provide all customers within provincial departments with well-researched and correct information when necessary but at least quarterly in the Legal Review Daily provide access to professional and updated legal resources to all customers within provincial departments via intranet, legal resource centre and weekly Legal Corner (information leaflet) Daily, when the need arises, warn all customers within provincial departments of possible legal problems in a professional manner Assist all customers within provincial departments and public entities (where appropriate) with cases in a professional manner On a daily basis, when the need arises, do professional and thorough legal research for all customers within provincial departments and public entities (where appropriate) depending on complexity and urgency of request Facilitate on a quarterly basis a well-organised meeting with legal representatives of all provincial departments. Coordinate the status of court cases at least on a quarterly basis Provide access to information to requesters in terms of PAIA within legal prescribed timeframes 32

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement Provide support to the Director General as Secretary to EXCO in line with the Cabinet Ways of Working by submitting documents, agendas seven working days before the EXCO meeting to the Director General and distribute minutes and decisions of EXCO within two working days to all members Liaise between Clusters and EXCO Cluster s Programme of Action for the current year. Fortnightly submit reports from the Cluster Managers to EXCO Render monthly logistical support to EXCO and FOHOD. Render Secretariat Services on a fortnightly basis to the FOHOD/EXCO plus any number of special meetings by the Premier or Director General Update the Free State Cabinet system with the latest changes Advice office of the MEC on the need to know Implementation of Manual Record Management system to keep records of all EXCO, FOHOD and PCF decisions Rendered secretariat services to EXCO Coordinate and manage international visits according to the Foreign Visit guidelines after receiving requests from the customers. Coordinate and manage all incoming visits into the Province according to the Foreign Visit guidelines and Protocol guidelines. Manage and service MOU s and other friend ship agreements with provinces, entities, and educational institutions in foreign countries Coordinate and manage political PCF meetings as per the IGR Framework Act of 2005. 33

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement Coordinate and manage meetings between the Premier and the House of Traditional Leaders on request. Render Protocol services Maintain service delivery at the nine existing Thusong Service Centres in the Free State Province according to the needs and satisfaction of the communities served by it from 07:30 to 16:00 Monday to Friday. Develop and execute on a yearly basis a survey on community needs and implement a plan of action to address these needs. Develop a programme of community education and implement it annually. Coordinate and organise annual focus weeks at all Thusong Service Centres. Ensure the accurate and timeous processing of orders of all directorates in the department of the Premier within a day upon receipt of request memo Ensure that payments for goods and services procured for all directorates in the department of the Premier are accurately and timeously processed within 2 weeks upon receipt of the invoice Ensure that standard store items off all directorates within the Department of the Premier are accurately and timeously issued within a day upon receipt of a request memo Ensure that adverts of all government departments and municipalities of the Free State Province are accurately and timeously placed in the Government Gazette and Tender Bulletin within 7 working days upon receipt thereof 34

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement Ensure the accurate and timeous distribution of salary advices of all employees of the Department of the Premier within 5 days upon receipt of the advices Ensure the effective and efficient management of assets of the Department of the Premier. Ensure an effective and efficient demand and requisition management service in the Department of the Premier. Develop and maintain a security policy for the FSPG according to the MISS document. Monitor compliance with the one Security Policy in the Department of the Premier and advice the Director General accordingly every quarter. Co-ordinate security awareness programmes for the Department of the Premier by offering one awareness session per month Co-ordinate Anti-Corruption matters in the FSPG through implementation of the Anticorruption strategy. Review on a monthly basis adequacy, existence and completeness of internal controls. Issue Internal Audit report 7 days after completion of Internal Audit review to provide assurance that management processes are adequate to identify and monitor significant risks. Annually update Internal Audit Charter and Annual Internal Audit plan. Align Internal Audit Plan to the results of Risk Assessment On a quarterly basis issue Internal Audit report to the Audit Committee, highlighting commitment profile of each directorate in addressing internal audit queries 35

Main services Beneficiaries Current/actual standard of service Desired standard of service achievement 10. Facilitate and coordinate the building of transverse capacity within the Free State Provincial Government through the development of skills. Premier Members of the Executive Council Director General Heads of Department Private Sector/Service Providers Other Governments PALAMA SETA s South African Qualifications Framework Association Department of Labour Employee Organisations Local Government Officials Members of the Community Develop and implement Risk Management Systems. Facilitate risk Management Processes. Embed risk management systems within the management functions to ensure the culture of risk management within the Department. Analyse and report on a consolidated departmental risk profile to the risk committee and Audit committee Comply with the JE Interpretation Guide and definitions for all job evaluation process in the FSPG. Based on the Information Technology Infrastructure Library framework Logging of incidents (daily) Tracking logged incidents (daily) Maintain service delivery at the nine existing Thusong Service Centres in the Free State Province according to the needs and satisfaction of the communities served by it from 07:30 to 16:00 Monday to Friday. Develop and execute on a yearly basis a survey on community needs and implement a plan of action to address these needs. Develop a programme of community education and implement it annually. Coordinate and organise annual focus weeks at all Thusong Service Centres. Ensure the accurate and timeous processing of orders of all directorates in the department of the Premier within a day upon receipt of request memo 36