PRESENTATION TO THE SELECT COMMITTEE ON PUBLIC SERVICES (NATIONAL COUNCIL OF PROVINCES) ON 2013/14 ANNUAL PERFORMANCE PLAN OF THE DEPARTMENT OF PUBLIC WORKS 14 May 2013

1
PRESENTATION TO THE SELECT COMMITTEE ON PUBLIC
SERVICES (NATIONAL COUNCIL OF PROVINCES)ON2013
/14 ANNUAL PERFORMANCE PLAN OF THE DEPARTMENT OF
PUBLIC WORKS14 May 2013
2
TABLE OF CONTENTS
No Item Slide
1. Part A Strategic Overview INTRODUCTION AND STRATEGIC CONTEXT KEY MEDIUM-TERM POLICY PRIORITIES 3
2. Part B Programme and sub-programme budgets and plans PROGRAMME 1 ADMINISTRATION PROGRAMME 2 IMMOVABLE ASSET INVESTMENT MANAGEMENT PROGRAMME 3 EXPANDED PUBLIC WORKS PROGRAMME (EPWP) PROGRAMME 4 CONSTRUCTION AND PROPERTY POLICY REGULATION PROGRAMME 5 AUXILIARY AND ASSOCIATED SERVICES 25
3. Part C Infrastructure Plan LINKS TO LONG TERM INFRASTRUCTURE PLAN 125
4. HUMAN RESOURCES 134
3
PART AStrategic overview
4
INTRODUCTION AND STRATEGIC CONTEXT

• Vision
• The Department of Public Works is a custodian of
  a significant portion of State immovable assets.
  Charged with the responsibility of effectively
  managing these immovable assets, as a Government
  Department we seek to discharge this
  responsibility in our vision towards being a
  world class Public Works Department.
•  
• Mission
• The National Department of Public Works aims to
  promote the government's objectives of economic
  development, good governance and rising living
  standards and prosperity by providing and
  managing the accommodation, housing, land and
  infrastructure needs for national departments,
  promoting the national Expanded Public Works
  Programme and encouraging the transformation of
  the construction and property industries. In
  pursuit of this objective the Department of
  Public Works seeks to-
• Efficiently manage the asset life cycle of
  immovable assets under the its custodianship
• Provide expert advice to all three spheres of
  Government and state-owned entities on immovable
  assets

5
INTRODUCTION AND STRATEGIC CONTEXT

• Contribute to the national goals of job creation
  and poverty alleviation through programme
  management, leading and directing of public works
  programmes nationally, of which the Expanded
  Public Works Programme (EPWP) forms an integral
  part and,
• Provide strategic leadership to the Construction
  and Property Industries.
•  
• Values 
• As a major custodian of the States immovable
  assets, the Department of Public Works
  acknowledges the authority of Parliament through
  whom we are accountable to the nation. As a
  department we are value bound to urgency in how
  we deliver services to user departments while
  ensuring all tasks are attended to timeously and
  with diligence. We value a client-focused
  approach to ensure that all aspects of our work
  are guided by the need to improve quality service
  delivery to clients, both internally and
  externally. Executing our mandate as a
  department with integrity is central to our work.
  We therefore reject any form of corruption and/or
  maladministration, and all employees vow to
  expose any actions undermining principles of good
  corporate governance. In doing so we, value
  teamwork, recognizing that every employee has a
  specific task and role to perform and the sum of
  all our actions defines our destiny as an
  organisation. In achieving these values, we will
  fulfil the faith that our nation has placed in
  us.

6
INTRODUCTION AND STRATEGIC CONTEXT

• Five outcomes form the basis of DPWs Strategic
  Plan
• Outcome 4 - Decent employment through inclusive
  economic growth
• Outcome 5 - Skilled and capable workforce to
  support an inclusive growth path and
• Outcome 6 - Create efficient, competitive and
  responsive infrastructure network
• Outcome 8 - Sustainable human settlements and an
  improved quality of household life
• Outcome 12 - An efficient and effective
  development-oriented Public Service and an
  empowered fair and inclusive citizenship.
• The following areas are relevant to the Outcomes
  in the Ministers Performance Agreement
• Outcome 4 Focus areas reducing youth
  unemployment, analysing the cost structure of
  South African economy including input costs in
  the construction sector, expanding the EPWP, DPW
  implementation of the state Building Programmes.
• Outcome 8 Focus area Release of land and
  properties for developmental purposes to the
  Department of Human Settlements and Land reform
  and facilitate the re-development of remote area
  precincts.
• Outcome 12 Focus area DPW as the custodian of
  all Immovable State Assets ensures that immovable
  assets utilised for delivering various government
  services yield functional, economic and social
  benefits to the state for improved service
  delivery .

7
INTRODUCTION AND STRATEGIC CONTEXT

• The following areas within the Department of
  Public Works are relevant to the National
  Development Plan
• The National Development Plan outlines
  interventions to put the economy on a better
  footing. The target for job creation is set at
  11 million by 2030. Phase 2 of EPWP which covers
  the period 2009/10 to 2013/14 aims to create 4.5
  million work opportunities. The Department of
  Public Works is a co-ordinator of EPWP programmes
  in the infrastructure sector. Other job creation
  projects include the young professionals
  programme, internship programme and learnership
  programme for graduates from sectors relevant to
  the departments core business, and the
  resuscitation of regional workshops through the
  artisan training programme.
• Transition to a low cost carbon economy The
  Department of Public Works will continue to
  implement the energy efficiency programme, water
  efficiency programme and green buildings
  framework over the MTEF period in line with South
  Africas strategies to mitigate the effects of
  global warming, mandated by global protocols.

8
INTRODUCTION AND STRATEGIC CONTEXT

• National Development Plan continued
• An inclusive and integrated rural economy The
  Department of Public Works rural development
  programme focuses on the disposal of state-owned
  immovable assets in rural areas for developmental
  purposes and facilitates the re-development of
  remote area precincts.
• Fighting fraud and corruption The Department of
  Public Works is committed to improving internal
  controls aimed at rooting out tender fraud and
  corruption.

9
INTRODUCTION AND STRATEGIC CONTEXT

• The following areas within the Department of
  Public Works are relevant to the 2013 State of
  the Nations Address (SONA)
• Tender fraud and price fixing in the
  infrastructure programme - The Department is
  undertaking a review of the Supply Chain System
  in DPW to align the system to more modernised
  approaches. The Department has invested huge
  effort into the development of decentralised
  database, allowing a wider span of control for
  DPWs Regional Offices to determine acceptable
  suppliers. The code of conduct applicable to
  Supply Chain Practitioners as well as key
  stakeholders in the Supply Chain System will be
  closely monitored for compliance. Back office
  administration of the procurement function is
  being strengthened to ensure strict compliance to
  the SCM prescripts.
• Absorption of young people into the EPWP - South
  Africa is plagued with youth unemployment, high
  levels of poverty and inadequate skills. The EPWP
  plays a key role in tackling unemployment and
  providing access to social services, especially
  to marginalized communities.  Through the EPWP
  our youth will acquire the necessary work
  experience and skills to set them on sustainable
  career paths.

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KEY MEDIUM-TERM PRIORITIES

• Public Works is a significant player in the
  Presidential Infrastructure Coordinating
  Committee (PICC) and accorded the responsibility
  to co-ordinate SIP 1 (Strategic Infrastructure
  Plan 1), a project to unlock the Northern Mineral
  Belt with Waterberg as the catalyst. In addition
  to SIP 1, the Department is committed to deliver
  over 200 schools across the country. The
  Department of Basic Education has prioritised 30
  schools to be built in the Eastern Cape in the
  current financial year. The IDT will be the
  implementation agent on this project.
• Key challenges influencing the performance of the
  Department include inadequate controls in Supply
  Chain Management (SCM) practices, poor lease
  management, lack of an appropriate accounting
  platform of the Property Management Trading
  Entity (PMTE), an incomplete Immovable Asset
  Register and lack of built environment and
  property management skills across the value
  chain.
• A Turnaround Strategy focusing on improving the
  performance of the Department at 3 levels, has
  been developed.
• The strategy deals with immediate challenges,
  strengthening day-to-day core business and moving
  the Department forward in strategic areas of long
  term transformation.

11
KEY MEDIUM-TERM PRIORITIES

• In implementing its Turnaround Strategy the
  Departments focus is on the three overarching
  themes being
• Stabilisation
• Efficiency enhancement and
• Sustainability and growth.

12
KEY MEDIUM-TERM PRIORITIES
The following projects are receiving priority
attention under the Turnaround
Project Number Focus Area
1 Developing a complete and credible register of state immovable assets
2 Conducting a comprehensive audit of Leases and the establishment of a Lease Management Framework.
3 Ensuring progressively improving audit outcomes for the DPW
4 Enhancing the effectiveness and efficiency of the DPWs regional business operations
5 Actively reducing fraud and corruption in the DPW
6.a 6.b Resuscitation of Workshops Addressing the DPWs capacity and capability constraints by recruiting, developing and retaining Professional and Technical resources
7 Restructuring the DPWs Supply Chain to better meet business requirements
8 Improving the DPWs governance structures and performance review mechanisms
9 Improving the DPWs compliance with relevant regulations
10 Ensuring the relevance and appropriateness of the body of legislation and regulations within which the DPW operates
11 Supporting the acceleration of Inner City Regeneration and building Headquarters for clients
12 Developing and implementing an effective change management strategy that enables a performance-driven culture
13 Establishing joint technical teams with key client departments for improved planning and execution of projects
14 Meeting the needs of our Prestige clients
15 Developing an IT strategy, architecture and platform that will enable the DPW
16 Provide support to the Limpopo Provincial intervention
17 Improving infrastructure delivery through the application of best practice in terms of processes, structures and systems (IDIP)
18   
18. a Operationalising the Property Management Trading Entity in terms of the DPWs mandate
18. b Supporting the DBE in the building and beautification of schools in all Provinces
18.c Developing a business case for the Independent Development Trust
18.d Massifying and embedding the Expanded Public Works Programme into the DPWs business operations
18.e Developing and implementing a Service Delivery Improvement Plan for the DPW
18.f Conducting an Organisational Functional Analysis for the DPW in conjunction with the DPSA
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PUBLIC ENTITIES

• There are four Public Entities reporting to the
  Department of Public Works. The Entities have
  identified, inter alia, the following key
  strategic programmes, for the MTEF period
• The Construction Industry Development Board
  (cidb) Growth and Contractor Development,
  Construction Industry Performance, Procurement
  and Delivery Management, Construction Registers
  Services
• The Council for Built Environment (CBE) Built
  Environment Academy, Centre for innovation and
  integrated planning, Public Interest
• The Agrément SA (ASA) the focus will continue to
  provide assurance of fitness of purpose for
  non-standardised construction technology
• The Independent Development Trust (IDT)
  Community mobilization and development, provide
  support to institutions such as NPOs, serve as
  programme management agency on government
  infrastructure projects.

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BUDGET ALLOCATION SUMMARY PER PROGRAMME
15
BUDGET ALLOCATION SUMMARY PER ECONOMIC
CLASSIFICATION
16
POLICY ISSUES ON BUDGET

• During the 2013 MTEF process, departments were
  requested to reprioritise and reduce the baseline
  without requesting any additional funding.
• Under the reprioritisation of the allocation,
  funds were shifted from low efficiency/priority
  expenditures towards areas of higher
  efficiency/priority in determining new 2013 MTEF
  baseline expenditure estimates.
• As part of reprioritisation, the departments were
  expected to also identify underperforming
  programmes that can be closed as well as where
  funding taken from such programmes can be
  redirected towards.

17
POLICY ISSUES ON BUDGET

• Under baseline reduction departments were
  expected to reduce their estimates of spending by
  1 in 2013/14, 2 in 2014/15 and 3 in 2015/16.
• The funds emanating from these reductions will
  allow government to increase allocations to
  infrastructure projects, and to finance the
  impact of higher than expected wage increases.

18
POLICY ISSUES ON BUDGET REPRIORITISATION

• Over the MTEF an amount of R1.1 billion was
  reprioritized with R1 billion being reprioritized
  from the infrastructure and the balance of R100
  million from Transfers and subsidies
  (Municipalities) and machinery and equipment.
• The reprioritisation of funds was intended for
  the following projects under turnaround
• Turnaround team
• Special Investigating Unit
• Clean Audit
• Project management Support
• Immovable Asset Register
• Lease review
• Internal Audit Support
• Treasury Technical Support Unit (TAU)

19
POLICY ISSUES ON BUDGET REPRIORITISATION

• The reprioritisation of funds for over the MTEF
  for turnaround is for both Programme 1 and 2
  under the following economic classification
• Compensation of employees1 R329 million
• Goods and services R508 million
• Capital assets (Software) R5 million
• Other reprioritized budget over the MTEF is for
  the following
• Independent Development trust R150 million
• EPWP Incentives Non-State Sector R247 million
• Council for the Built Environment R30 million
• 1The allocation for Compensation of Employees
  does not include consultants. Consultants
  payments are categorised under Goods and Services.

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POLICY ISSUES ON BUDGET BASELINE REDUCTION

• Over the MTEF the budget for the Department was
  reduced by R8.407 billion and the reduction was
  under the following
• Infrastructure R1.810 billion
• Devolution of Property Rates R6.487 billion
• EPWP Integrated to Municipalities R110 million
• Infrastructure budget was initially reduced by
  R810 million with R1 billion being further
  reduced in January 2013 in line with Cabinet
  decision of creating fiscal space through the
  implementation of further savings measure.

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POLICY ISSUES ON BUDGET BASELINE REDUCTION

• The reduced infrastructure budget includes R290
  million being shifted to Department of Home
  Affairs for Land Ports of Entry infrastructure
  projects.
• Devolution of Property Rates Fund to Provinces
  was reduced with the phasing out of the grant to
  Provincial equitable share.
• The reduced EPWP Integrated grant to
  Municipalities was reduced in line with the
  expected reduction of 1 in 2013/14, 2 in
  2014/15 and 3 in 2015/16.

22
POLICY ISSUES ON BUDGET ADDITIONAL BUDGET

• The department received additional budget for
  compensation of employees of R124 million over
  the MTEF for higher than expected salary increase
  for salary level 1 to 12 in 2012.

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POLICY ISSUES ON BUDGET PROPERTY RATES FUND GRANT

• National Department of Public Works Oversight
  Role of Provinces relating to payment of
  municipal rates taxes
• The national Department of Public Works (NDPW)
  has no legislative powers over Provinces which
  the Department seeks to address via the envisaged
  Public Works Act
• National Treasury has acceded to our request that
  these funds that have been devolved to the
  Provinces be earmarked. As a result, Provinces
  cannot use the funds for any other purpose except
  to pay municipal rates and taxes
• Our oversight role will be through the following
  governance structures
• MinMEC meetings of which take place quarterly
• Technical MinMEC chaired by DG of the NDPW and
  meets prior to the political MinMEC to agree on
  technical matters for presentation to the
  political MinMEC
• Resuscitated DPW Sector CFO Forum chaired by
  National Department of Public Works CFO to
  consider all financial and audit matters within
  the DPW family. Significant of which is the
  national and provincial debt for rates and taxes
  to municipalities.
• Forum of South African Directors-General (FOSAD)
  has charged the responsibility of co-ordinating
  debts and settlement thereof for rates and taxes
  to the NDPW.

24
MTEF ALLOCATION EARMARKED FUNDS
2012/13 2013/14 2014/15 2015/16
EPWP Non-state Sector 279,897 416,367 472,607 482,900
CIDB 67,614 72,361 77,212 81,386
CBE 28,146 37,959 41,572 44,291
Infrastructure 1 837,220 676,206 839,369 1,066,005
EPWP non-wage costs by the non-state sector 2,827 21,914 24,874 25,416
Augmentation of PMTE 646,849 682,426 723,372 756,647
Parliamentary Village Management Board 7,771 8,198 8,690 9,090
EPWP Incentive Grant to Municipalities 662,135 610,674 632,325 660,966
EPWP Incentive Grant to Provinces Infrastructure 292,761 355,914 370,947 381,574
EPWP Incentive Grant to Provinces Social Sector 217,401 257,564 272,972 285,529
Turnaround Programme 202,610 357,547 279,363 200,601
Independent development Trust Intermediary 9,639 10,169 10,779 11,275
3,254,870 3,507,299 3,754,082 4,005,680
1. Total budget per APP is R999 million and R837
million is the projected spend.
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PART BStrategic objectives
26
NATIONAL TREASURY GUIDELINES FOR STRATEGIC PLANS
AND ANNUAL PERFORMANCE PLANS

• The Framework for Strategic Plans and Annual
  Performance Plans, issued in September 2010,
  provides a new format and revised timeframes for
  the compilation of the Strategic Plan and Annual
  Performance Plan.
• National Treasury issued an Instruction Note (No.
  33) in July 2011 on the full compliance to the
  mandatory requirements of the Framework for
  Strategic Plans and Annual Performance Plans.
• The existing Chapters 5 and 30 of the Treasury
  Regulations dealing with Strategic Plans are in
  the process of being amended to ensure
  consistency with the requirements of the
  Framework.
• A Strategic Plan covers a period of at least 5
  years ideally from the first planning cycle
  following an election linked to the identified
  outcomes of the Presidency.
• A Strategic Plan may be changed during the five
  year period it covers. However, such changes
  should be limited to revisions related to
  significant policy shifts or changes in the
  service delivery environment
• The Annual Performance Plan sets out what the
  institution intends doing in the upcoming
  financial year and during the MTEF to implement
  its Strategic Plan.

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NATIONAL TREASURY GUIDELINES FOR STRATEGIC PLANS
AND ANNUAL PERFORMANCE PLANS

• The format of the APP (including the tables) is
  prescribed by the National Treasury Framework for
  Strategic Plans and Annual Performance Plans and
  aims is to link the plans, budget and performance
  of the Department.

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NATIONAL TREASURY GUIDELINES FOR STRATEGIC PLANS
AND ANNUAL PERFORMANCE PLANS
Strategic Objectives and Annual Targets (Table 1)
Strategic Objective Strategic Objective Strategic Plan (5 Year Target) Audited/Actual performance Audited/Actual performance Audited/Actual performance Estimated performance 20XX-1 Medium-term targets Medium-term targets Medium-term targets
Strategic Objective Strategic Objective Strategic Plan (5 Year Target) 20XX-4 20XX-3 20XX-2 Estimated performance 20XX-1 20XX 20YY 20ZZ
1.1 Short name              
1.2 Short name
Programme Performance Indicators and Annual
Targets (Table 2)
Performance indicator Performance indicator Audited/Actual performance Audited/Actual performance Audited/Actual performance Estimated performance 20XX-1 Medium-term targets Medium-term targets Medium-term targets
Performance indicator Performance indicator 20XX-4 20XX-3 20XX-2 Estimated performance 20XX-1 20XX 20YY 20ZZ
1.1 Short name              
1.2 Short name              
Quarterly targets (Table 3)
Performance indicator Performance indicator Reporting period Annual target 20XX Quarterly targets Quarterly targets Quarterly targets Quarterly targets
Performance indicator Performance indicator Reporting period Annual target 20XX 1st 2nd 3rd 4th
1.1 Short name Quarterly          
1.2 Short name Biannual          
1.3 Short name Annual          
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PROGRAMME 1 ADMINISTRATION

• PURPOSE OF THE PROGRAMME
• To provide strategic leadership and support
  services, including the accommodation needs and
• overall management of DPW.
• SUB-PROGRAMMES
• MINISTRY
• The Ministry sub-programme, consisting of the
  office of the Minister and Deputy Minister,
  provides political and administrative support and
  report directly to the political head.
• MANAGEMENT
• OFFICE OF THE DIRECTOR-GENERAL
• The office provides strategic leadership,
  guidance and oversees the overall implementation
  of DPWs Strategic Plans, across all functions.
  The following units are part of the office
• Strategic Management Unit
• Intergovernmental Relations and Parliamentary
  Services
• Monitoring Evaluation
• Internal Audit and Investigation Services

30
PROGRAMME 1 ADMINISTRATION

• FINANCE AND SUPPLY CHAIN MANAGEMENT
• The purpose of the sub-programme is to achieve
  financial effectiveness for both DPW and the PMTE
  through sound financial management, integrated
  financial planning, responsive and compliant
  supply chain management.
• CORPORATE SERVICES
• Corporate Services is a partner in support of
  DPWs service delivery objectives. It provides
  the following functions
• Human Resources
• Information Services
• International Relations
• Communications
• Legal Services
• Security Services
• Gender and Disability
• NB Quarterly targets in red are activities in
  the Business Plan that do not form part of the
  APP.

31
PROGRAMME 1 ALLOCATION PER SUBPROGRAMMES
32
PROGRAMME 1 ALLOCATION PER ECONOMIC
CLASSIFICATION
33
NOTES TO PROGRAMME 1

• Programme 1 allocation increased by R446 million
  over the MTEF period. The allocation was adjusted
  to fund the following
• R44 million for compensation of employees for
  Finance and SCM structural review under
  Turnaround programme.
• R62 million under goods and services for Core
  support team review under Turnaround programme.
• R81 million for Special Investigation Unit (SIU)
  review under Turnaround programme.
• R37 million for Internal Audit Support review
  under Turnaround programme
• R3 million for Technical Support Unit (TAU)
  review under Turnaround programme.
• R110 million for Finance and SCM Clean Audit
  review under Turnaround programme.
• R5 million for software and intangible assets
  under Turnaround programme.
• R30 million for Supply Chain Management support
  under Turnaround programme
• R75 million received for compensation of
  employees to cover higher than expected increase
  in 2012.

34
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Internal Audit Internal Audit Internal Audit Internal Audit Internal Audit Internal Audit
1 Internal Audit Plan developed and approved by 25 April 2013 by ARMC Number of Internal Audit Plans developed and approved annually by April. Internal Audit Plan for 2013/14 completed and submitted to Audit and Risk Management Committee for approval. Approved Internal Audit Plan communicated to all stakeholders Internal Audit Plan for 2013/14 revised and approved by Audit Risk Management Committee. Develop Internal Audit Plan for 2014/15.
Internal Audit Plan implemented in the form of 9 reports issued quarterly to EXCO and ARMC Number of reports issued to EXCO and ARMC based on the Internal Audit Plan. 20 Audits executed and reports issued. 30 Audits executed and reports issued. 30 Audits executed and reports issued. 20 Audits executed and reports issued.
35
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
12 Fraud awareness workshops conducted by 31 March 2014 Reviewed and implemented Fraud Prevention Strategy for DPW incorporating Awareness Programs and Investigations. 3 Fraud awareness workshops conducted. 3 Fraud awareness workshops conducted. 3 Fraud awareness workshops conducted. 3 Fraud awareness workshops conducted.
4 Progress reports on investigations issued quarterly to EXCO and ARMC Reviewed and implemented Fraud Prevention Strategy for DPW incorporating Awareness Programs and Investigations. 1 Progress report on investigated cases submitted. 1 Progress report on investigated cases submitted. 1 Progress report on investigated cases submitted. 1 Progress report on investigated cases submitted.
36
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Strategic Management Unit Strategic Management Unit Strategic Management Unit Strategic Management Unit Strategic Management Unit Strategic Management Unit
1 Annual Performance Plan for 2014/15 compliant with Treasury Regulations and other relevant prescripts tabled in Parliament in March /April 2014. Number of Annual Performance Plans for 2014/15 compliant with Treasury Regulations and other relevant prescripts tabled in Parliament. DPW Strategic Planning Session hosted Submit 1st draft of Annual Performance Plan on 31/08/2013 to National Treasury and the Department of Performance Monitoring and Evaluation Submit 2nd draft of Annual Performance Plan on 30/11/2013 to National Treasury and the Department of Performance Monitoring and Evaluation. 1 Annual Performance for 2014/15 tabled in Parliament according to the Parliamentary Programme.
3 Branches/ Business Units /Regions trained on Performance Information by 31 March 2014. Number of training sessions conducted with Branches/ Business Units/ Regions on Performance Information. Review of audit findings for 2012/13 and compilation of training material 1 Training session conducted on Performance Information. 1 Training session conducted on Performance Information. 1 Training session conducted on Performance Information.
37
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
1 Risk Register per Branch/Business Unit at Head Office and Regional Office updated for 2014/15. High level risk register for 2014/15 updated and adopted by EXCO. Number of risk registers (strategic and operational) updated for each Head Office business unit and each Regional Offices. Departmental risk registers updated through risk monitoring for 2013/14 (13 Head Office Branches/ Business Units). Departmental risk registers updated through risk monitoring for 2013/14 (11 Regional Offices). Departmental risk registers updated for 2014/15 (13 Head Office Branches/ Business Units). Departmental High Level risk register updated and adopted by EXCO for 2014/15. Departmental risk registers updated for 2014/15 (11 Regional Offices).
38
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Risk Management training provided to Risk Management Committee (RMC) EXCO and Chief Directors. Risk Management awareness workshop for 13 Head Office Branches/ Business units and 11 Regions conducted for 2013/14. Co-ordinate and issue appointment letters for 8 risk champions at Head Office and 11 for Regional Offices. Number of Risk Management training sessions and Risk Management awareness workshops conducted. Requests to nominate and appoint risk champions sent to 8 Head Office Branches and 11 Regional Offices. Risk Management training for RMC members, EXCO and Chief Directors completed. Issue letters of appointment for the risk management champions. Risk awareness workshop conducted for 13 Head Office Branches/ Business Units. Risk awareness workshop conducted for 11 Regional Offices.
39
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
DPW centralised policy and procedures portal created within Knowledge Base System. Centralised policy and procedures portal created within the Knowledge Base System by 31 March 2014. Develop a draft guideline/ manual for uploading of policies and procedures on the Knowledge Base System. Development of the policy portal within the Knowledge Base System. Testing of the policy portal system conducted by Knowledge Management and Information Services Guideline/ manual for uploading of policies and procedures on the Knowledge Base System submitted for approval for implementation by Business Units. Implementation of the policy portal system through uploading of policies and procedures.
40
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
MONITORING AND EVALUATION MONITORING AND EVALUATION MONITORING AND EVALUATION MONITORING AND EVALUATION MONITORING AND EVALUATION MONITORING AND EVALUATION
ME Policy institutionalized through training and reviewed ME Policy 31 March 2014. Approved ME Policy / Guidelines by 31 March 2014. 1 x Compliance Status Report (Compliance to the Policy and Guidelines) 1 x Compliance Status Report (Compliance to the Policy and Guidelines) 1 x Compliance Status Report (Compliance to the Policy and Guidelines) Institutionalise and implement reviewed policy within DPW.
Performance Information (Chapter 2) of the Annual Report completed in accordance with National Treasury guidelines. Number of reports (Annual and Quarterly) submitted to Stakeholders (National Treasury, Auditor-General and Parliament). Data collection (April), Analysis and Verification (May) Completed Performance Information for 2012/13 (Chapter 2) of the Annual Report in accordance with National Treasury guidelines. No specific targets in Q3 refer to the Quarterly targets below No specific targets in Q4 refer to the Quarterly targets below
4 Quarterly Reports on predetermined objectives completed. Number of reports (Annual and Quarterly) submitted to Stakeholders (National Treasury, Auditor-General and Parliament). Completed 4th Quarter Report for the period ending March 2013. Completed 1st Quarter Report for the period ending June 2013. Completed 2nd Quarter Report for the period ending September 2013. Completed 3rd Quarter Report for the period ending December 2013.
41
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
2 Evaluation reports on DPW performance and financial information completed. Number of evaluation reports on DPW performance and financial information. Completed 2nd evaluation report on DPW performance and financial information for the period 31 October 2012 to March 2013. Undertake process of data collection, analysis and research for information that will inform the Evaluation reports. Completed 1st evaluation report on DPW performance and financial information for the period 1 April 2013 to 31 October 2013. Undertake process of data collection, analysis and research for information that will inform the Evaluation reports.
Customised performance indicators developed with Provincial Public Works Sector by 31 March 2014. Developed set of customised performance indicators with the Public Works Sector annually by August 2013. Conduct workshop with Provincial Public Works Departments to draft customised performance indicators. Signed off customised performance indicators by Accounting Officer. Undertake a process of engaging the Provincial Departments on progress and challenges with reporting against set targets (NDPW provides Support in this regard) Undertake a process of engaging the Provincial Departments on progress and challenges with reporting against set targets (NDPW provides Support in this regard)
42
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Intergovernmental Relations and Parliamentary Services Intergovernmental Relations and Parliamentary Services Intergovernmental Relations and Parliamentary Services Intergovernmental Relations and Parliamentary Services Intergovernmental Relations and Parliamentary Services Intergovernmental Relations and Parliamentary Services
Approved corporate IGR strategy and internal governance charters implemented by facilitating a total of 72 meetings and programmes. Number of coordinated internal executive meetings and management of DPWs interaction and engagement with Parliament and organs of state in all spheres of government. 3 Consultation meetings with spheres of government, 3 Briefing sessions with Parliamentary Committees, 3 NEDLAC Development Chamber meetings, 10 Internal top governance structure meetings coordinated. 2 Consultation meetings with spheres of government 4 Briefing sessions with Parliamentary Committees 3 Oversight visits 3 NEDLAC Development Chamber meetings 5 Internal top governance structure meetings coordinated. 3 Consultation meetings with spheres of government 4 Briefing sessions with Parliamentary Committees 3 NEDLAC Development Chamber meetings 5 Internal top governance structure meetings coordinated. 2 Consultation meetings with spheres of government 4 Briefing sessions with Parliamentary Committees 2 Oversight visits 3 NEDLAC Development Chamber meetings 10 Internal top governance structure meetings coordinated.
43
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
4 Strategic Plans, 2 Annual Performance Plans and 4 Annual Reports tabled for ASA, CBE, cidb and IDT. Number of approved parliamentary documents pertaining to DPW Public Entities as per PFMA tabled (Strategic Plans, Annual Reports, Questions, International Agreements and Bills). 4 Strategic Plans (CBE, cidb, IDT, ASA) and 2 Annual Performance Plans (CBE, cidb) tabled. 4 Annual Reports (CBE, cidb, IDT, ASA). 2nd Draft Annual Performance Plan / Strategic Plan of DPWs Entities analyzed. Final Draft Annual Performance Plan / Strategic Plan of DPWs Entities approved by Minister.
4 Quarterly performance review meetings between Executive Authority and DPW Public Entities coordinated. Number of coordinated quarterly performance review meetings between Executive Authority and 4 DPW entities and appointment of Boards / Councils. 1 Quarterly performance review meeting co-ordinated with CBE, cidb, IDT, and ASA. 1 Quarterly performance review meeting co-ordinated with CBE, cidb, IDT, and ASA. 1 Quarterly performance review meeting co-ordinated with CBE, cidb, IDT, and ASA. 1 Quarterly performance review meeting co-ordinated with CBE, cidb, IDT, and ASA.
44
PROGRAMME 1 ADMINISTRATION
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Appoint new members of Professional Councils / Boards - SACAP - SACLAP - SACQSP - SACPVP - SACPCMP - cidb. Number of coordinated quarterly performance review meetings between Executive Authority and 4 DPW entities and appointment of Boards / Councils. Recommendation for the Departmental representatives to serve on the selection committee approved by Accounting Officer. Nomination of Government representatives to serve the new councils approved by Accounting Officer New members of Professional Councils appointed. - SACLAP - SACQSP - SACPVP. New members of Professional Councils appointed - SACAP - SACPCMP. New members of cidb Board appointed.
45
Additional strategic matters to note

• Strategic Management Unit (Risk Management)
• Risk champions will act as change agents in the
  risk management process
• They will intervene in and escalate instances
  where risk management efforts are being hampered
  and
• They will be expected to add value to the risk
  management process by providing guidance and
  support to manage problematic risks and risks of
  a transversal nature.
• 19 Risk champions will be appointed collectively
  being 8 at Head Office and 1 in each of the
  Regional Offices. Key performance indicators
  with regards to management of risks will be set
  for the risk champions and effectiveness on
  implementation will be measured by regular
  reports and interventions on the escalated
  issues.
• Strategic Management Unit (Knowledge Management)
• The guideline for uploading of policies and
  procedures on Knowledge Base System will be
  developed and approved by 31 December 2013.
• Implementation of the System will take place in
  Quarter 4 and continue into the next financial
  year.

46
PROGRAMME 1 FINANCE AND SCM
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
SCM policy, directives, delegations, business processes and structure developed by 31 March 2014. Completed SCM Policy, Directives, Delegations, Business Processes and Structure by 31 March 2014. Analysis, review and amendments to SCM Policy, Directives and Delegations. Consultation on draft revisions to SCM Policy and business processes with branches and business units in DPW. Approval of SCM Policy by the Accounting Officer. Training of revised SCM Policy with branches and business units within DPW. Monitor and report on the implementation of the SCM Policy.
Framework for the institutionalization of Demand and Acquisition Management developed by 31 March 2014. Completed Framework for Demand Management by 31 March 2014. Investigate the demand management requirements of DPW. Development of a draft Framework for Demand Management. Conduct workshops with branches and business units within DPW for consultation on the draft Framework for Demand Management. Completed Framework for Demand Management approved by the Chief Financial Officer.
47
PROGRAMME 1 FINANCE AND SCM
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Framework for the institutionalization of an improved Acquisition Management function developed by 31 March 2014. Completed Framework for the institutionalization of an improved Acquisition Management function by 31 March 2014. The development of specifications for term contracts. Review improvements to the business processes for quotation and tender administration. Interim report on the progress and implementation of a decentralized Supplier Register at all Regional Offices. Consolidation of a draft framework for Acquisition Management that supports the core business units within DPW. Conduct workshops with branches and business units within DPW for consultation on the draft Framework for Acquisition Management. Completed Framework for the institutionalization of an improved Acquisition Management function approved by the Chief Financial Officer.
Framework for a Contract Management capability developed by 31 March 2014. Completed Framework for a Contract Management capability by 31 March 2014. Investigate and analyse current business processes for a Contract Management and capability. Development of a draft Framework for Contract Management. Consultation with branches and business units within the project value chain on the draft Framework for Contract Management. Completed Framework for Contract Management approved by the Chief Financial Officer.
48
PROGRAMME 1 FINANCE AND SCM
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Framework for a Documentation Management capability developed by 31 March 2014. Completed Framework for a Documentation Management capability by 31 March 2014. Investigate and analyse current business processes for a Documentation Management capability. Develop a draft Framework for Documentation Management. Consultation with branches and business units within the project value chain on the draft Framework for Documentation Management. Completed Framework for Documentation Management capability approved by the Chief Financial Officer.
Develop an accounting ability that is fully compliant with accounting standards applicable by 31 March 2014. Accounting and billing system developed by 31 March 2014. Develop finance policies and procedures aligned to relevant accounting standards. Develop terms of reference and procure software. Customization of software. Review system descriptions and amend business processes.
49
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
HUMAN RESOURCES HUMAN RESOURCES HUMAN RESOURCES HUMAN RESOURCES HUMAN RESOURCES HUMAN RESOURCES
Compile the DPW HR Plan (incl. workplace skills plan, artisan programme, resourcing of core business of DPW) and submit approved HR Plan to DPSA by 01 April 2014. Submission of approved HR Plan to DPSA by 01 April 2014. Completed 1st Draft of the HR Plan for DPW. Consultation with line function units and EXCO Comprehensive HR Plan for DPW submitted to Minister for approval. Draft recruitment plan for required skills set gap as identified in the HR Plan Draft training plan for required skills set gap as identified in the HR Plan.
Department of Public Works organisational structure updated by 31 March 2014. Department of Public Works organisational structure updated and approved by Minister by 31 March 2014. Consultation with all Branches and Business Units within DPW on current vs. required capacity. Identification of positions that need to be filled, created or abolished. Updated structure submitted for Ministerial approval. Development of Job Descriptions for newly created posts/ reviewed posts.
50
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
4 Employee Health and Wellness programmes (emotional, substance abuse, debt management, awareness education, physical wellness) developed in line with the Policy by 31 March 2014. Number of awareness campaigns conducted to address employee wellness within DPW. Employee Health and wellness policy draft circulated to all employees for input and operational plan drafted. Wellness policy submitted to Labour Relations unit for presentation at the DBC. Develop programmes for Emotional substance abuse Debt Management Awareness and education Physical wellness. Awareness education on health and wellness issues and health screenings facilitated at the regions
GENDER, YOUTH AND PEOPLE WITH DISABILITIES GENDER, YOUTH AND PEOPLE WITH DISABILITIES GENDER, YOUTH AND PEOPLE WITH DISABILITIES GENDER, YOUTH AND PEOPLE WITH DISABILITIES GENDER, YOUTH AND PEOPLE WITH DISABILITIES GENDER, YOUTH AND PEOPLE WITH DISABILITIES
12 Workshops on Gender, Disability and Youth mainstreaming conducted for DPW and external stakeholders by March 2014. Number of workshops/ seminars on Gender, disability and Youth mainstreaming conducted for DPW and external stakeholders. 3 Workshops on Gender, Disability and Youth mainstreaming conducted for DPW and external stakeholders. 3 Workshops on Gender, Disability and Youth mainstreaming conducted for DPW and external stakeholders. 3 Workshops on Gender, Disability and Youth mainstreaming conducted for DPW and external stakeholders. 3 Workshops on Gender, Disability and Youth mainstreaming conducted for DPW and external stakeholders.
51
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
4 Progress reports submitted to EXCO on International human rights instruments on the mainstreaming of Gender/Disability and Youth through recruitment, procurement, constitution of committees and job creation in all DPW Programmes by 31 March 2014. Number of progress reports submitted to EXCO on International human rights instruments on the mainstreaming of Gender/ Disability and Youth through recruitment, procurement, constitution of committees and job creation in all DPW Programmes. 1 DPW Gender monitoring report on performance on Gender, Disability and Youth Mainstreaming. 1 DPW Gender monitoring report on performance on Gender, Disability and Youth Mainstreaming. 1 DPW Gender monitoring report on performance on Gender, Disability and Youth Mainstreaming. 1 DPW Gender monitoring report on performance on Gender, Disability and Youth Mainstreaming.
52
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
INFORMATION SERVICES INFORMATION SERVICES INFORMATION SERVICES INFORMATION SERVICES INFORMATION SERVICES INFORMATION SERVICES
Initiation phase (requirements, business case and procurement) for the (Integrated Financial Management System) IFMS HR module by completed 31 March 2014 Complete WCS development, testing and training by 31 March 2014. Development of an integrated Asset Management System. Development of a User Requirements Document for IFMS HR Module Testing of the Works Control Modules of the Integrated Asset Register. Development of a Business Case Document for IFMS HR Module Training of users of WCS on the Integrated Asset Management System. Training of users on the WCS module. Provide user support for the Integrated Asset Management System in the form of user registrations and password management.
53
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
SECURITY SERVICES SECURITY SERVICES SECURITY SERVICES SECURITY SERVICES SECURITY SERVICES SECURITY SERVICES
100 Prioritized personnel to be vetted at Head Office (Regional personnel included) by 31 March 2014. Number of security clearances of prioritized personnel issued by Head Office. 25 Prioritized personnel to be vetted at Head Office (Regional personnel included). 25 Prioritized personnel to be vetted at Head Office (Regional personnel included). 25 Prioritized personnel to be vetted at Head Office (Regional personnel included). 25 Prioritized personnel to be vetted at Head Office (Regional personnel included).
150 Companies to be screened (including companies appointed by Regional Offices) by 31 March 2014. Number of companies screened at Head Office. 37 Companies to be screened at Head Office (including companies appointed by Regional Offices). 37 Companies to be screened at Head Office (including companies appointed by Regional Offices). 37 Companies to be screened at Head Office (including companies appointed by Regional Offices). 37 Companies to be screened at Head Office (including companies appointed by Regional Offices).
54
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Physical security measured installed at CGO, Nipilar House, Public Works House, City Centre, Durban Regional Office and Polokwane Regional Office by 31 March 2014. Number of Public Works buildings upgraded through physical security measures. Physical security measured installed at Nipilar. Physical security measured installed at CGO. Physical security measured installed at City Centre, Durban Regional Office. Physical security measured installed at Public Works House, Polokwane Regional Office.
LEGAL SERVICES LEGAL SERVICES LEGAL SERVICES LEGAL SERVICES LEGAL SERVICES LEGAL SERVICES
Legal opinions provided within 10 working days for each case referred by Ministry and DPW Line Function units. Number of legal opinions provided to Ministry and DPW within 10 days for each referred case. Legal opinions provided within 10 working days for each case referred by Ministry and DPW Line Function units. Legal opinions provided within 10 working days for each case referred by Ministry and DPW Line Function units. Legal opinions provided within 10 working days for each case referred by Ministry and DPW Line Function units. Legal opinions provided within 10 working days for each case referred by Ministry and DPW Line Function units.
55
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
100 approved bids for services above R500 000 verified against bid approvals Number of approved bids for services above R500 000 verified against bid approval. 100 Approved bids for services above R500 000 verified against bid approvals 100 Approved bids for services above R500 000 verified against bid approvals 100 Approved bids for services above R500 000 verified against bid approvals 100 Approved bids for services above R500 000 verified against bid approvals
100 of referred contracts drafted, amended or commented on within 10 working days Number of contracts amended, drafted and commented on based on requests received. 100 of referred contracts drafted, amended or commented on within 10 working days. 100 of referred contracts drafted, amended or commented on within 10 working days. 100 of referred contracts drafted, amended or commented on within 10 working days. 100 of referred contracts drafted, amended or commented on within 10 working days.
56
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING COMMUNICATIONS AND MARKETING
Reposition DPW as a brand to the citizens through 10 Public Participation Programmes by 31 March 2014. Number of high profile brand recovery plans executed for DPW. Reposition DPW as a brand to the citizens through 3 Public Participation Programmes. Reposition DPW as a brand to the citizens through 3 Public Participation Programmes. Reposition DPW as a brand to the citizens through 2 Public Participation Programmes. Reposition DPW as a brand to the citizens through 2 Public Participation Programmes.
INTERNATIONAL RELATIONS INTERNATIONAL RELATIONS INTERNATIONAL RELATIONS INTERNATIONAL RELATIONS INTERNATIONAL RELATIONS INTERNATIONAL RELATIONS
2 Exchange programmes and institutional capacity building initiatives conducted within Public Works sector in the SADC region (i.e. Zambia) by 31 March 2014. Number of exchange programmes identified in the consolidation of the African Agenda by 31 March 2014. Initial discussion with identified partners in the SADC (i.e. Zambia) region. Identify and agree on areas of engagement. Development of an action plan in promoting skills development. Monitor and report on the implementation of the developed action plan.
57
PROGRAMME 1 CORPORATE SERVICES
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Identify and facilitate 2 areas for training opportunities for the Public Works Sector within BRICS countries (i.e. India) by 31 March 2014. Number of areas identified for training opportunities through the South-South and North- South relations by 31 March 2014. Initial discussion with identified partners among BRICS (i.e. India) countries. Identify and agree on areas of engagement. Development of an action plan for training opportunities. Monitor and report on the implementation of the developed action plan.
58
PROGRAMME 2 IMMOVABLE ASSET INVESTMENT MANAGEMENT

• PURPOSE OF THE PROGRAMME
• To provide and manage Governments immovable
  property portfolio in support of Governments
  social, economic, functional and political
  objectives.
• EXPECTED OUTCOMES OF THE PROGRAMME
• An efficient, competitive and responsive economic
  infrastructure network (Outcome 6)
• Sustainable human settlements and an improved
  quality of household life (outcome 8)
• An efficient, effective and development oriented
  public service and an empowered, fair and
  inclusive citizenship (Outcome 12).

59
IMMOVABLE ASSET INVESTMENT MANAGEMENT (cont.)

• SUB-PROGRAMMES OF PROGRAMME 2
• Strategic Asset Investment Analysis
• To plan for life cycle immovable asset management
  based on credible asset data and portfolio and
  property analysis to achieve efficiency, economy
  and effectiveness in the use of DPWs immovable
  asset portfolio
• Projects and Professional Services
• Management of construction projects consisting of
  capital and refurbishment projects, creation of
  work opportunities by DPW within the construction
  and infrastructure service industry, provide
  training for built environment graduates,
  prioritise expenditure of the infrastructure
  budget to accrue to BBBEE accredited contractors
  including Women, Youth and People with
  disabilities
• Inner City Regeneration Programme
• To cooperate with provincial and local spheres of
  government towards the regeneration of inner
  cities/towns.
• Operations Management
• To execute property and facilities management
  projects in a safe and secure working environment
  at regional level through the acquisition,
  maintenance, optimal utilization and disposal of
  immovable assets

60
IMMOVABLE ASSET INVESTMENT MANAGEMENT (cont.)

• Key Account Management and Prestige Management
• To manage relationships between DPW and user
  departments on the provision of accommodation
  through facilitating signed Service Level
  Agreements(SLA), assisting user departments to
  compile User Asset Management Templates(UAMP),
  obtaining signed Capital Works Implementation
  Programmes(CWIP) from user departments and
  submitting Monthly Key Account Management Reports
  to user departments.

NB Quarterly targets in red are activities in
the Business Plan that do not form part of the
APP.
61
PROGRAMME 2 ALLOCATION PER SUBPROGRAMME
62
PROGRAMME 2 ALLOCATION PER ECONOMIC
CLASSIFICATION
63
NOTES TO PROGRAMME 2

• R6.5 billion for devolution of property rates was
  reduced from Programme 2 as the allocation has
  been phased out to Provinces.
• Infrastructure allocation was reduced by R2.8
  billion with R1 billion being reprioritised for
  Turnaround programme and the balance of R1.8
  billion being surrendered back to Treasury.
• R30 million reduced from machinery and equipment
  to programme 5 to increase goods and services
  under State Function.
• Total budget allocation of was increased by R540
  million over the MTEF to fund the following
  projects
• R288 million for compensation of employees for
  Immovable Asset Management and Project Management
  under Turnaround programme.
• R175 million for goods and services Immovable
  Asset Register and Project Management Support
  under Turnaround programme.
• R150 million for Independent Development Trust
  (IDT)
• R30 million for Council for the Built
  environment
• R33 million received for compensation of
  employees to cover higher than expected increase
  in 2012.
• The net effect of the total adjustment for
  programme 2 is R8.7 billion with R8.2 billion
  relating to funds surrendered to Treasury for
  Infrastructure and Devolution of Property Rates
  and the balance being reprioritised to Programme
  1.

64
PROGRAMME 2 STRATEGIC ASSET INVESTMENT MANAGEMENT
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Verify 54 647 properties in accordance with National Treasurys minimum requirements on DPWs Immovable Asset Register by 31 March 2014 Number of properties populated with essential information in accordance with National Treasurys minimum requirements on DPWs Immovable Asset Register. 13 657 Properties verified and updated in accordance with National Treasurys minimum requirements on DPWs Immovable Asset Register. by 30 June 2013 Cape Town 2291 Durban 1912 Mmabatho 1202 Nelspruit 985 Polokwane 1295 PE - 1006 Pretoria 1513 Umtata 331 Bloemfontein 1187 Kimberley 918 Johannesburg 991 Foreign properties (HO) 26 13 657 Properties verified and updated in accordance with National Treasurys minimum requirements on DPWs Immovable Asset Register by 30 September 2013 Cape Town 2291 Durban 1912 Mmabatho 1202 Nelspruit 985 Polokwane 1295 PE - 1006 Pretoria 1513 Umtata 331 Bloemfontein 1187 Kimberley 918 Johannesburg 991 Foreign properties (HO) - 26 13 663 Properties verified and updated in accordance with National Treasurys minimum requirements on DPWs Immovable Asset Register by 31 December 2013 Cape Town 2291 Durban 1912 Mmabatho 1202 Nelspruit 986 Polokwane 1295 PE - 1007 Pretoria 1514 Umtata 332 Bloemfontein 1188 Kimberley 918 Johannesburg 991 Foreign properties (HO) - 26 13 670 Properties verified and updated in accordance with National Treasurys minimum requirements on DPWs Immovable Asset Register by 31 March 2014 Cape Town 2291 Durban 1913 Mmabatho 1203 Nelspruit 987 Polokwane 1296 PE - 1008 Pretoria 1514 Umtata 332 Bloemfontein 1189 Kimberley 919 Johannesburg 991 Foreign properties (HO) - 27
65
PROGRAMME 2 STRATEGIC ASSET INVESTMENT MANAGEMENT
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Confirm ownership (Vesting) of 5 540 land parcels by 31 March 2014. Number of land parcels confirmed (Vested) and Item 28 (1) Certificates issued. 1382 Land parcels confirmed ownership (Vesting) by 30 June 2013 Port Elizabeth Umtata 151 Bloemfontein 67 Johannesburg Pretoria 209 Durban 283 Polokwane 148 Nelspruit 120 Kimberley 58 Mmabatho 128 Cape Town 218 1382 Land parcels confirmed ownership (Vesting) by 30 September 2013 Port Elizabeth Umtata 151 Bloemfontein 67 Johannesburg Pretoria 209 Durban 283 Polokwane 148 Nelspruit 120 Kimberley 58 Mmabatho 128 Cape Town 218 1386 Land parcels confirmed ownership (Vesting) by 31 December 2013 Port Elizabeth Umtata 152 Bloemfontein 67 Johannesburg Pretoria 210 Durban 283 Polokwane 148 Nelspruit 121 Kimberley 59 Mmabatho 128 Cape Town 218 1390 Land parcels confirmed ownership (Vesting) by 31 March 2014 Port Elizabeth Umtata 152 Bloemfontein 67 Johannesburg Pretoria 210 Durban 283 Polokwane 149 Nelspruit 122 Kimberley 59 Mmabatho 129 Cape Town 219
66
PROGRAMME 2 STRATEGIC ASSET INVESTMENT MANAGEMENT
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
2014/15 Custodian Asset Management Plan updated by 31 March 2014. Number of Custodian Asset Management Plans for 2014/15 updated.   Approval and submission of Custodian Asset Management Plan for 2014/15 through budget cycle. Commence compilation of Custodian Asset Management Plan for 2015/16. Completion of Custodian Asset Management Plan inputs for 33 small Departments (1-100 facilities per portfolio) Completion of Custodian Asset Management Plan inputs for 7 medium Departments (101- 1000 facilities per portfolio) Completion of Custodian Asset Management Plan inputs for 3 larger Departments (above 1001 facilities per portfolio) Updated Custodian Asset Management Plan for 2014/15 completed.
67
PROGRAMME 2 STRATEGIC ASSET INVESTMENT MANAGEMENT
ANNUAL TARGET 2013/14 PERFORMANCE INDICATOR 1ST QUARTER 2nd QUARTER 3rd QUARTER 4th QUARTER
Compilation of 1 DPW Capital Works Implementation Programme and 1 Planned Maintenance Implementation Programme for 2014/15 based on updated 2014/15 Custodial Asset Management Plan by 31 March 2014. Number of DPW Capital Works Implementation Programmes and Planned Maintenance Implementation Programmes compiled according to updated Custodial Asset Management Plan. 25 projects emanating from Custodial Asset Management Plan registered 50 projects emanating from Custodial Asset Management Plan registered 75 projects emanating from Custodial Asset Management Plan registered 100 DPW Capital Works Implementation Programme and Planned Maintenance Implementation Programme for 2014/15 completed and submitted to the Infrastructu