Performance Review of Implementing the Strategic Plan 2019-2024

1. Highlights of performance in implementing the Strategic Plan 2019-2024 Portfolio Committee, 01 March 2024 1

2. TABLE OF CONTENTS Introduction DPME Mandate Vision, Mission and value Outcome statements MTSF Priorities DPME 2020-2025 Strategic Plan Achievements against strategic orientated outcomes Challenges and Interventions Budget Overview Conclusion 2

3. INTRODUCTION  Chapter 3 of the Constitution of the Republic of South Africa establishes the three spheres of government, namely national, provincial and local government. Further, the constitution provides that each sphere shall perform its functions in a manner “that does not encroach on the geographic, functional or institutional integrity of government in another sphere. In addition, the constitution enjoins the three spheres to work together in “mutual trust and good faith”.  Section 85(2) of the Constitution empowers the President to exercise executive authority, together with other members of Cabinet, by implementing national legislation; Developing and implementing national policy; Co-ordinating the functions of state departments and administrations; Preparing and initiating legislation; and Performing any other executive function provided for in the Constitution or in national legislation.”  Section 3.3 of the proclamation establishes and entrusts the functions of Planning, Monitoring and Evaluation to the Minister in The Presidency through Proclamation 47, July 2014 in terms of Section 97 of the Constitution. 3

4. DPME MANDATE 2 Institutionalisation of planning. Institutionalization of planning takes on board two distinct dimensions of planning: 1 Monitoring the implementation of the NDP by developing robust monitoring systems backedby evidence. Evaluating critical government programmes with the intention to inform planning, monitoring, government interventions as well as budget prioritisation. Long-term planning – charting the country’s developmental trajectory, anticipating, analysing and responding to emerging trends. 1.1 3 1.2 Medium-term planning – co-ordination and institutionalisation of an integrated national planning system, development of medium-term development plan and regulation of institutional planning. Interventions on behalf of Cabinet and the President regarding palmed or unplanned events such as natural disaster and issued identified to the process of PM&E 4 4

5. VISION, MISSION AND VALUES VALUES VISION MISSION Client-focused A learning organization Promote progressive and quality management practices Accountable and transparent. Leader and catalyst in achieving national development outcomes and impact in society To develop and coordinate evidence- based planning, monitoring and evaluation of developmental outcomes and impact. 5 5

6. STRATEGIC PLAN 2020-25: OUTCOME STATEMENTS AND INDICATORS Improved country developmental outcomes as envisaged in the National Development Plan (NDP 2030) through effective implementation of the Medium Term Strategic Framework (MTSF) 2019-2024. Impact Statement: Our Outcomes Outcome Indicators Unqualified audit opinions 1. An efficient and effective department characterized by good corporate governance and ethical leadership Institutionalized Planning into a functional integrated system through the development of the Integrated Planning Bill 2. Improved government planning, implementation, monitoring, evaluation and oversight What we wish to achieve OUTCOMES Percentage of government plans reflecting alignment to the Revised Planning Framework, NDP, 2019-24 MTSF and geo-spatially referenced including the District Model assessed What we produce or deliver Percentage improvement in the alignment of government departments and institutions plans in implementing developmental priorities articulated in the NDP/ MTSF by conducting performance reviews on government performance against the country’s developmental agenda. 3. Improved accountability of the government in the implementation of service delivery programmes and projects OUTPUTS What we do Improved utilisation rate of evidence in planning, implementation and monitoring of government priorities by producing Evidence Plans on an annual basis to guide research, evaluations, data and analysis aimed at producing evidence to support evidence-based policy, planning and implementation and impact monitoring ACTIVITIES What we use to do the work INPUTS Improved contribution of society in the implementation of the NDP/MTSF priorities 4. Citizens contributing to the implementation of the NDP/MTSF 6 6

7. MTSF PRIORITIES FOR THE SIXTH ADMINISTRATION DPME Strategic Plan 2020-2025 was informed by the seven MTSF priorities adopted by the 6thAdministration geared towards the NPD goals of reducing poverty, unemployment and inequality follows: Priority 1: Capable, Ethical and Developmental State; Priority 2: Economic transformation and job creation; Priority 3: Education, skills and health; Priority 4: Consolidating the social wage through reliable and quality basic services; Priority 5: Spatial integration, human settlements and local government; Priority 6: Social cohesion and safe communities; Priority 7: A better Africa and World. 7 7

8. DPME DELIVERY MODEL 8

9. DPME THEORY OF CHANGE Improved country developmental outcomes as envisaged in the National Development Plan (NDP 2030) through effective implementation of the Medium-Term Strategic Framework (MTSF) 2019-2024. Effective implementation of government plans and policies to achieve NDP/MTSF priorities Citizens value role of government DPME impact Weaknesses in political-admin interface do not interfere significantly with performance Pre-conditions An efficient and effective department characterized by good corporate governance and ethical leadership Improved accountability of the government in the implementation of service delivery programmes and projects Improved government planning, implementation, monitoring, valuation and oversight. Citizens contributing to implementation of NDP/MTSF Wider outcomes Consequences for significant problems e.g. fraud Overemphasis on DPME resolving problems does not cause backlash in depts. Consequences not for mistakes but for not learning from mistakes Pre-conditions Openness to using evidence from PM&E IO1 - Improved government planning, implementation, monitoring, evaluation and oversight (IO)- Immediate outcomes (IO) IO2 Improved accountability of the government in the implementation of service delivery programmes and projects M&E reports identify bottlenecks and make recommendations IO4 - Broader society mobilised and engaged in development and advancement of NDP/MTSF Evidence to support Planning, Monitoring and Evaluation Intervention and support capacity implemented to address bottlenecks Integrated planning Supplementary documents to ND/MTSFP e.g. NSDF, sector plans Annual guidance for budget produced (BPF) Frameworks, standards, systems, capacity development Engagements with wider society around NDP development priorities Structured forums and compacts with stakeholders Outputs 9

10. OVERALL DEPARTMENTAL PERFORMANCE 10 10 10

11. ORGANISATONAL PERFORMANCE: 2019-2024 Total Targets Targets Achieved Targets Not achieved Financial Year 55 45 10 2019/20 Percentage Achievement 2019/20 82% 18% 52 41 11 2020/21 Percentage Achievement 2020/21 79% 21% 2021/22 49 39 10 Percentage Achievement 2021/22 80% 20% 2022/23 44 42 2 Percentage Achievement 2022/23 95% 5% 11 11

12. PROGRESS PERFORMANCE AGAINST APP 2023/24 60 82% 80% 79% 95% 50 40 30 20 10 0 2019/20 2020/21 2021/22 2022/23 Total Targets Targets Achieved Targets Not achieved 12 12

13. Performance against outcomes 13

14. Progress against Strategic Plan 2020-25 Outcomes Outcome Indicator 1: An efficient and effective department characterized by good corporate governance and ethical leadership. Outcome indicators: Progress to date Unqualified audit opinions For the duration of the strategic planning cycle (2020-2025), DPME obtained consecutive clean audit outcomes from the AGSA. Since its establishment, DPME obtained clean audit outcomes. • 14

15. Progress against Strategic Plan 2020-25 Outcomes Outcome Indicator 2: Long and medium-term development agenda is institutionalized into a functional, integrated government planning system. 15

16. Progress against Strategic Plan 2020-25 Outcomes Outcome Indicator 2: Long and medium-term development agenda is institutionalized into a functional, integrated government planning system. Outputs achieved Outcomes Mainstreaming of development agenda, including rights of women, youth and persons with disabilities, in planning system and instruments Planning legislation to drive harmonization of planning, integrated planning and machinery Policy and legislative framework for National Planning System • Development of Revised Framework for Strategic Plans and APPs (2019) to regulate institutional planning systems. • Developed a Policy Framework for Integrated Planning and through extensive consultation incl. non-state sector, cluster system, FOSAD and Ministerial co-chairs.Approved by cabinet Sept 2022. • Development Planning Framework Bill integrating public comments and other inputs based on extensive consultation. cabinet system. • Comments on IGR Framework Act Amendment Bill relating to integrated planning and mandates. • Initiate institutional planning administration for 2024/25 and 2025-2030 Planning and budget alignment • Annual Budget Prioritisation Framework developed to outline and to guide planning and budgeting since 2019-to date • Participation and providing strategic guidance in budget process through the budget function groups, the Medium Term Expenditure Committee (MTEC) and Ministers Committee on the Budget • Analysis of alignment of MTBPS, Budget and BPF • • development across state Tabled within framework for planning for 7th Budget allocations in line with development agenda and policy priorities towards programmes and achievement of development goals Alignment of APPs and budget allocations with policy priorities and cabinet decisions • better implementation of • 16

17. Progress against Strategic Plan 2020-25 Outcomes Outputs achieved Outcomes Ensure that Planning instruments provide the basis for monitoring and evaluation and iterative adaptive management towards achievement of development outcomes Development of national planning instruments and strategy • 2019-2024 MTSF incl. gender, youth and disability rights based on NDP and electoral mandate with baselines, indicators and targets • Revised 2019-2024 MTSF taking into account significant contextual shifts, including COVID-19 pandemic • Development of 2022 National Annual Strategic Plan (NASP) • Review medium-term planning methodology and development of the Draft Medium-Term Plan for 2024-2029 initiated Management and coordination of national planning system and alignment • Assessment of APP for alignment incl. with the Revised MTSF, ERRP, SONA, priorities on women, youth and persons with disabilities, infrastructure plans, Just Transition Framework and disaster risk reduction. • Introduced a proactive strategy to improve the quality of APPs, including guidance on development content and self-assessment rating tool. • provincial institutions for QPRs and Reporting on 2020-25 SPs • National-provincial standardised indicators for sectors with concurrent functions • Improved mainstreaming of the development agenda and government priorities in plans quality of institutional plans and • 17

18. Progress against Strategic Plan 2020-25 Outcomes Outputs achieved Outcomes Spatialization of development agenda and embedding spatial development agenda across government towards spatial transformation and inclusion Analysis of One Plans contributed to improving the quality of the One Plan Institutionalisation of Spatial Planning Agenda • Localisation guidelines on alignment of DDM One Plans with NDP and MTSF • Geo-spatial Referencing Guidelines • Analysis of One Plans with other stakeholders • GIS mapping of key government interventions • Engagements on improving spatialisation of planning, including institutional plans • Co-production of the NSDF with DALRRD and other stakeholders • Engagements on integration of the NSDF within the planning system • • An integrated planning system that promotes policy coherence and results- based approach across the three spheres of government Functional, efficient and integrated government Institutional arrangements to improve integrated planning and strategy • National Steering Committee established, including national centre of government departments (DPME, DPSA, NT, DCOG etc.), Offices of the Premier and SALGA; regular engagements, strategic guidance and consultation on strategic issues, sharing best practice, integrated planning and collaboration etc. • National Technical Planning Forum (NTPF) with planning officials from national government departments • Planning Community of Practice (PCOP) with planning public entities • Proposal on Planning Clusters at national level to improve alignment and integrated planning for development outcomes • (NSCIP) for Integrated Planning • officials from 18

19. Performance against outcomes: Monitoring and Evaluation 19

20. TOWARDS AN INTEGRATED MONITORING SYSTEM All existing DPME M&E systems contribute in mutually reinforcing ways towards tracking progress on addressing the triple goals embodied in the NDP’s Vision 2030, as well as towards building and entrenching a culture of effective M&E within government – working with all government departments. 20

21. PROGRESS MADE AGAINST OUTCOMES STATEMENT 3 Outcome Indicator 3: Government priorities monitored and evaluated for improved accountability, service delivery and evidence informed policy making. Outputs achieved From 2019 to 2024, DPME produced bi-annually reports intended to Monitoring Review of government performance against of MTSF and the seven priorities of the Sixth Administration.  In addition, sector specific monitoring was conducted with the focus on these areas: • Monitor the implementation of the GVB-F National Strategic Plan and submitting status report to the Presidency • Development and implementation of the new National Food and Nutrition Security Plan 2024- 2029. • Development of Government-wide intervention Strategy and Operation Phakisa Electronic Monitoring and reporting Tool • Development of concept note and business case for Government-wide electronic monitoring system • Rapid assessment on dysfunctional municipalities through LGMIM; reports are taken to DG clusters to try and add to body of knowledge for improving performance at local government level • Advise the Executive on policy cohesion and alignment towards changing citizens’ living conditions through for example Briefing Notes on Cabinet Memoranda; policy briefs for political principals. • Conducted frontline monitoring services to catalyse service delivery improvements and highlight the importance of monitoring to sector departments. • Presidential Hotline create an interactive, accessible and responsive government. Members of the public can use the toll-free hotline to lodge queries or complaints relating to government services. Outcome/s Government performance is tracked through implementation monitoring using various monitoring tools  21

22. HIGHLIGTHS FRONTLINE MONITORING AND SUPPORT – 2019 - 2024 Summary Priority Projects and Coverage Interventions Priority Transformation and Job Creation 2: Economic • Economic recovery (Industrial Parks (IP), Special Economic Zones (SEZs)) – 18 sites monitored. • Escalation of infrastructure challenges to DTIC • Hinderances of bureaucracy impedes functioning of SEZ / IP Priority 3: Education / Skills and Health Health • Phased monitoring of roll-out - Provision of up-to-date information to COVID-19 NTTT. Fast tracking of infrastructure improvements Review of human resource allocation Effective functionality of governance structures (Clinic Committees, Hospital Boards) Security issues • COVID-19 Primary Sites, 189 Vaccination Sites, 844 Citizens, 140 focus group sessions (3 247 participants)). Ideal Clinic monitoring – 124 sites monitored Ideal Hospital Monitoring – 44 sites monitored Vaccination Roll-out monitoring (75 • • • • • • Education • Monitoring of the ECD transition from DSD to DBE: 169 sites monitored • SAFE School Initiative monitoring – 156 sites monitored • Special Schools – 101 sites monitored • ASIDI – 170 sites monitored Fast tracking of infrastructure improvements Review of human resource allocation Improvements in governance. Improved access to municipal services Improved safety and security Effective functionality of governance structures (SGB) • • • operational management and • • • Priority 4: Consolidation the Social Wage through Reliance & Quality basic services • SASSA / SAPO Grant payments – 11 sites monitored Improvement recommended that all pay-points should be fully resourced with cash dispensing machines. Resolving SAPO cards challenges – It is recommended that SASSA/SAPO should resolve the on-going challenges with SASSA card. of payment method – As such it is • • 22 22

23. HIGHLIGTHS FRONTLINE MONITORING AND SUPPORT – 2019 - 2024 Summary Priority Priority 5: Spatial Integration, Human Settlements and Local Government Projects and Coverage • Flood Disaster Monitoring (13 LM in KZN, Deelpan in NW, 3 LM in EC) • Availability of basic services in Informal Settlements – 23 sites monitored. Interventions • Facilitation of infrastructure improvements – Deelpan (NW) • Construction of TRUs in KZN (lack of basic services in disaster areas) • Strengthening the strategies and Standard Operating Procedures Management • Oversight in WC informal settlements – roll-out of basic service delivery to settlements • Dilapidated infrastructure • Implementation of coordination, oversight, and accountability • Need for specialised staff across TCCs and SAPS to attend to needs of survivors • DNA backlog at laboratories reduced on Disaster Priority and Safe Communities 6: Social Cohesion • GBV Hotspots, 37 Thuthuzela Care Centres, 3 One Stop Centres, 3 Shelters). Monitoring (SAPS - 32 GBV NSP lacks planning, Priority 7: A better Africa and World • Community-Based M&E forum (Uganda Baraza and Imbizo in SA) • 85 participants were on the call from the public servants organisations from Uganda, Kenya, South Africa, Niger, Benin and Ghana. and civil society 23 23

24. HIGHLIGTHS PH– 2019 – 2024 The Presidential Hotline was established in September 2009 with an aim to unlock service delivery bottlenecks and to ensure that relevant services are rendered to the public with the cooperation of all Government Entities. The Hotline is facilitated by the Department of Planning, Monitoring and Evaluation (DPME) and is supported by Line 1 - Call Centre, Line 2 – Back Office and a network of Public Liaison Officers (PLO) in national departments, provinces and municipalities. Since the inception of the Hotline, high volume of calls have been received indicating the need for such a service and the keenness of South African citizens to interact with Government. CHALLENGES Low case resolution rate INTERVENTION / SOLUTION  Poor performance being addressed through engagements for HoD’s and DGs for intervention  Ongoing performance-based meetings with Senior Executives to address the low case resolution  Continuous engagement with Public Liaison Officers (in National Departments, Provinces and Municipalities)  Drafting a protocol Memorandum of Understanding.  Engagement with the CSIR and paying attention to diagnostic reports recommendations IMPACT YIELDED  Improved case resolution rate  Improved data management system for internal data analysis Insufficient use of data for predictive modelling and analysis. Community outreach initiatives, including izimbizo Launch of the Khawuleza App * Heightened public awareness Inadequate public awareness • • Kept the PH service running during the height of the pandemic *Informed citizens Scourge of COVID-19 • 24 24

25. PROGRESS MADE AGAINST OUTCOMES STATEMENT 3 Outcome Indicator 3: Government priorities monitored and evaluated for improved accountability, service delivery and evidence informed policy making. Outputs achieved Outcomes Transport sector Challenge: As a network industry, the transport sector (rail and ports) plays a very crucial role in the functioning of the economy. However the sector is facing many shortcomings (i.e. historical decline in infrastructure investment and maintenance, poor operations, poor procurement processes, theft and vandalism). As a result both rail and ports sectors are marred with high inefficiencies that are impacting negatively on the overall economy. Outcome: Several recommendations have been made to Cabinet to address challenges to improve governance and increase efficiencies at Transnet, focused on funding for maintenance and procurement and contracting with Original Equipment Manufacturers; prosecution of economic crimes; technological advancements to counter theft and vandalism; exempt Eskom and Transnet from diesel taxes. Track performance against government performance • Child found sleeping on tracks during DPME monitoring, showing serious possible consequence of failure to maintain fences and other means of keeping people away from tracks including track vandalism 25

26. PROGRESS MADE AGAINST OUTCOMES STATEMENT 3 Outcome Indicator 3: Government priorities monitored and evaluated for improved accountability, service delivery and evidence informed policy making. Outputs achieved Outcomes Track performance against government performance Local Government: Bus Rapid Transport (BRT) services DPME together with DoT visited Rustenburg Municipality to discuss the delays and provide advice on measures needed to unblock the implementation of the Bus Rapid Transport (BRT) services. Intervention measures drawn to assist municipality to launch BRT services as soon as possible, this included the assistance by DoT in expediting the approval of the operating licence for the municipality. The municipality was advised to urgently strategise on trunk routes that will immediately gain good patronage for purposes of building revenue for other BRT projects. The meetings resulted in the municipality launching the BRT services soon thereafter. Health Site visits conducted by DPME and reports with recommendations to the Minister (DPME), as well as to provinces highlight weaknesses in management as one of the root causes Higher Education Challenge: Certification backlog in visited TVET colleges DPME Intervention: Lists containing name of students and institution submitted DHET Outcome: This particular backlog dealt with and students have received their certificates  Basic education Challenge: DBE SAFE toilets – Disgruntled sub-contractors threatening to demolish new toilets due to non-payment by the main contractor. Intervention and Outcome: Escalated and facilitated the matter with DG: DBE to save infrastructure. • 26

27. PROGRESS MADE AGAINST OUTCOMES STATEMENT 3 Outcome Indicator 3: Government priorities monitored and evaluated for improved accountability, service delivery and evidence informed policy making. Outputs achieved Outcomes Track performance against government performance SASSA • Challenge: Failure by Post Office(SAPO) and Post Bank to pay beneficiaries with dignity as outlined in the contracts between government and Post Bank • DPME Intervention: SASSA, Post Office, Post Bank and DSD brought together under the chairmanship of the President to ensure payment of the right amount grants to the right • Outcome: Plan of action finalized and being implemented: Now that grants can be paid to beneficiaries through bank of choice communicated; no internal IT failures; aggressively implementing cost reduction measures to optimize delivery of grants. Land Reform: • Challenge: Democratic government was slow in restitution Bakoni land. 47 Members of Bakoni Tribe in Limpopo, purchased the portion of farm Klipspruit 870 KS in 1944, but could not take ownership due to then legal restrictions; farm was entrusted to the state. • DPME Intervention: DPME brought all responsible parties around the table, codeveloped a plan of action for accelerated transfer of ownership of rightful portion of land; insisted on periodic reports on progress • Outcome: Project is halted because beneficiaries are insisting on including land portions of the farm that do not belong to them in the land restitution claim – legal action taken by the Bakoni. • 27

28. PROGRESS MADE AGAINST OUTCOMES STATEMENT 3 Outcome Indicator 3: Government priorities monitored and evaluated for improved accountability, service delivery and evidence informed policy making. Outputs achieved Outcomes  The Evidence Plan is produced and updated annually by Evaluation, Evidence and Knowledge Systems Branch and it outlines the priorities for evidence that the Department of Planning, Monitoring and Evaluation (DPME) uses to support implementation of government priorities.  15 Evaluation reports have been produced since 2020 and 2 evaluations are ongoing. Evaluations are selected as per the NEPF criteria, so most evaluations undertaken comply to most of the criteria and are deemed critical. Some the evaluations include:  2022/23: Operations Phakisa; Land Restitution Evaluation Study; Flood disaster interventions in KZN, EC and NW; Economic Reconstruction and Recovery Plan (ERRP).  2021/22: Accommodation Provision under the Government Immovable Asset Management Act (GIAMA); State Capacity focusing on Directors General and Heads of Departments (DGs & HODs); The Fusion Centre Joint Programme on fighting corruption; Service Delivery Improvement Programme (SDIP).  2020/21: Defining and Costing of Core Package of Services for Survivors of Gender Based Violence; Expanded Public Works Programme (EPWP) environment and culture sector; National e- Governance Strategy and Institutional Architecture.  Provision of data support and analytics in support of priority interventions, e.g. Covid-19 NATJOINTS and the vaccination programme, industrial masterplans, energy action plan, SONA progress monitoring, etc. Improved utilisation rate of evidence in planning, implementation and monitoring of government priorities by producing Evidence Plans on an annual basis to guide research, evaluations, data and analysis aimed at producing evidence to support evidence-based policy, planning and implementation and impact monitoring • 28

29. PROGRESS MADE AGAINST OUTCOMES STATEMEMT 3 Outcome Indicator 3: Government priorities monitored and evaluated for improved accountability, service delivery and evidence informed policy making. Outputs achieved Outcomes 3 Development Indicators produced (2020, 2021 & 2022) to update assessment of progress against the National Development Plan 2030. Completed Strategic research assignments such as: • Covid-19 Country Report to generate policy lessons on South Africa’s experience with the pandemic and government interventions; • Health System Evidence Base (HSEB) Analytical Report to strengthen policy evidence to support MSTF Priority on “quality health for all”. • Research on Trust in Government to assess drivers of trust in order to inform the pathways for “building a capable, ethical and developmental state”; • Cost Benefit Analysis on the Review of Electricity Pricing Policy to validate the 2022 policy review and inform its implementation Improved utilisation rate of evidence in planning, implementation and monitoring of government priorities by producing Evidence Plans on an annual basis to guide research, evaluations, data and analysis aimed at producing evidence to support evidence-based policy, planning and implementation and impact monitoring •   29

30. PROGRESS MADE AGAINST OUTCOMES STATEMENT 3 Outcome Indicator 3: Government priorities monitored and evaluated for improved accountability, service delivery and evidence informed policy making.  Project  Outcome 1. Production of the 30 Year Review (1994- 2024) Report • Findings and recommendations are being disseminated to various stakeholders including workshops focusing on development of 2024-2029 Medium Term Development Plan. To progress since 1994, to derive lessons and make recommendations for the country’s development agenda. presents assessment of government’s • The evaluation highlighted: - Areas where progress has been made and where progress lacks in the implementation of the plan. - Lack of commitment to set up the various structures to coordinate the implementation of the plan resulting in the plan not achieving some of the intended outcomes. - Management response compiled and the findings will be considered during the review of the plan for the next cycle. 2. Implementation evaluation on the National Food and Nutrition Security Plan To assess implementation progress against set targets, to assess likelihood objectives, outcome and impact. of achieving 30

31. PROGRESS MADE AGAINST OUTCOMES STATEMENT 3 Outcome Indicator 3: Government priorities monitored and evaluated for improved accountability, service delivery and evidence informed policy making.  Outcome  Project • Recommendations emanating from the evaluation focused on strengthening the following: - Legislative Framework, Design and Implementation, Institutional - Governance, Financial Management, Stakeholder Engagement, Capacity Development, Knowledge Sharing and Strengthening Partnerships as well as Monitoring and Reporting. - A management response and improve plan has been developed to strengthen the identified areas. 3. Implementation of the White Paper on the Rights of Persons with Disabilities (WPRPD) – to assess whether the goals and objectives of the WPRPD are being achieved, assess impact and identify areas of improvement • The report highlighted the following: - The relevance of the programme in contributing to the human settlements programme in the Provincial Departments and the Metros. - Support from OPSCAP has been helpful in ensuring improved spending annual targets achievement. - OPSCAP provides exceptional value for money. - Management response compiled and improvement plan yet to be developed. 4. Operational Capital Programme (OPSCAP) Implementation evaluation of the To assess efficacy in provide operating capital for the implementation of human settlements programmes in Provincial Human Settlements Departments and Metropolitan Municipalities. 31

32. PROGRESS MADE AGAINST OUTCOMES STATEMENT 4 Outcome Indicator 4: Improved contribution of society in the implementation of the NDP/MTSF priorities Outputs achieved Outcomes Society is involved in the implementation of the country's development agenda Guided by its mandate and its priorities, the NPC manages an events programme that brings together the different stakeholders for engagement and consultation. Most of the research commissioned by the NPC has been in terms of the immediate requirements of work streams, and no medium to long-term research agenda has been formulated yet. Mobilisation of stakeholders to strengthen the national evaluation system and use of evidence in policy: Annual National Evaluation Seminar in 2021 and 2022; 8thBiennial Conference of the South African Monitoring and Evaluation Association; evaluation capacity building in provinces and local government; evaluation and research standards and guidelines; 12 Brownbag sessions, seminars, workshops and to disseminate practices and lessons on evidence use; etc.    32

33. Adhoc Intervention 33

34. INTERVENTIONS - DPME’s role in the national response to the Covid-19 pandemic The DPME:  Participated in the country’s integrated response to Covid-19, across sectors and within spheres of government;  Sector Specialists from DPME formed part of the National Joint Operations and Intelligence Centre (NatJoints), chaired by the Secretary of Defence; while the Minister participated in the National Covid-19 Command Council (NCCC) chaired by the President  Monitored the country’s Covid-19 response and produced weekly and monthly Covid-19 progress reports required by The Presidency  Conducted monitoring visits in Covid-19 Vaccination sites in all 9 Provinces in the period 17 August to 03 September 2021  Total of 280 sites were monitored comprising of 82 Primary Distribution Sites and 198 Secondary Vaccination Site in both public and private sectors A total of 844 citizens were interviewed across the nine provinces in the identified vaccination sites for monitoring   Best practices noted included: prioritisation of the elderly, frail and persons with disability, strong collaboration between private sector and government in dealing with the pandemic to be natured, Walk-ins strategy have been implemented and is working well for the citizens. Provincial Feedback & Improvement Engagements were held in all provinces and improvement plans drafted. Provinces have made head ways in implementing some of the recommendations made in addressing challenges identified during the visits  Challenges identified included lack of adequate and appropriate infrastructure for health care delivery, vaccine hesitancy impacting negatively to the country’s goal of reaching herd immunity, limited human resourcing resulting in long waiting times by clients, withdrawal of security services (armed / unarmed) in escorting pharmacists during collection of vials from one facility to the other poses a security risk, planning and coordination remains a challenge which the management of health facilities and health care providers  Conducted focus groups across Provinces to generate an understanding of factors influencing Vaccine Hesitancy. 34

35. DPME monitoring visits to the Covid-19 Vaccination Sites 35

36. SPECIAL INTERVENTIONS – UNREST In collaboration with the National Department of Sport, Arts and Culture (DSAC), eThekwini Municipality and the Social Cohesion Advocates (SCA) reached out to various community structures and civil society organizations to discuss the state of affairs on the ground through dialogues. It was also to agree on a thought process to foster social cohesion and nation building in the affected areas as a way to curb the further spread of the unrests and to address the social effects thereof. The agreed plan included clean up campaigns in Durban and Pietermaritzburg respectively through compacting by the SCA, artists, sports personalities, religious and traditional formations and community structures. The initiative was taken further to capacitate community leaders in conflict resolution and mediation towards inclusive peaceful community development through the setup of community peace building forums. This has essentially become the work of the SCA and moral regeneration structures at different levels of society inside and outside of government to advocate for tolerance, patriotism, hope and restore trust in institutions. This included among others the Women’s peace building dialogues, Leadership workshop on social cohesion, peace building and community development and the Social cohesion and nation building Heritage workshop.   Schools were visited, information provided to sector not all school needed intervention; Sharing of verification information with sector, monitoring update on intervention to recover from damages. Some schools added to list  36

37. INTERVENTIONS NATURAL DISASTER The DPME in collaboration with the KZN Provincial government was part of the team overseeing the interventions for the displaced people that were affected by the April and May 2022 disasters who were housed in 135 Mass Care Centres within eThekwini Metro and the districts of Ugu, iLembe and uMgungundlovu. Government made funding available for the construction of housing units (TRUs/TRAs), transitionary emergency accommodation (TEA) while other people received building material supply to rebuild their damaged houses. By 24 December 2022 it was confirmed that all Mass Care Centres were closed and people moved to alternative accommodation.  availability of DPME also visited some libraries in the affected areas and subsequent to that, key issues were escalated to the DSAC, a commitment dated (31/072022) to act on the findings resulted in the amendment of the KZN business plan for 2022/23 with budget to include the stated libraries in the list of projects to be renovated. Regular follow ups are made as the projects unfolds, working together with DSAC, the Provincial Government and the Municipality.  12 37

38. INTERVENTIONS - NATURAL DISASTER Impact of the floods on Prince Mshiyeni Memorial Hospital (PMMH) Stabilization and recovery interventions • District Water tanker was made available to fill reservoir, but the demand increased as reservoir got empty. • PMMH is situated in Umlazi township has 1,162 usable beds. Serves a densely populated area (>800 000) in the South of Durban. • KZN Provincial Government assisted with 15 Tankers, 6 tankers from COGTA and 9 from DOH; • On 11 April 2022, water supply at PMMH was cut off due to water infrastructure washed away, and the hospitals relied on 2 water reservoirs with capacity of 1,100 kilolitres each up until 14th April. • eThekwini Municipality installed water infrastructure near Megacity, but was unable to feed the hospital whilst providing water to Megacity, Glebelands and Tehuis Hostels. • Minister Gungubele visited PMMH on 05 May 2022, interacted with hospital management and SAMHS, and and directed senior officials from Ethekwini Metro to resolve the water situation at PMMH within two days. This was achieved. • Inconsistent supply of water affected the functionality of toilets and hand hygiene • Water supply to doctors and nurses residences shut off from 14 April 2022. From 16 April 2022 toilets absolutely blocked • Chief Executive Officer (CEO)of Prince Mshiyeni Memorial Hospital, wrote to DPME on 11 May 2022, and stated that: “I am confirming that as from that evening of the 5thMay 2022, water was opened for the hospital at 21h00 till 6 am the following day every-day to ensure that our reservoirs had water and water tankers were also allocated as a back-up for low water pressure at the filling of reservoirs. As from Monday 9thMay 2022, we have had constant water supply through the municipal main- line, and we were able as from Tuesday to open Boilers to function and CSSD was able to start functioning, theatres and kitchen. I would like to appreciate the intervention of the Minister at ensuring that the hospital got prioritized with the constant provisioning of water” • 22 April 2022 - Union staged a protest on behalf of their members • Hospital had to eliminate boilers, water tower cooling system, Drs/ Nurse 600 rooms residence and apply 3 hourly water shedding. 38

39. DEELPAN CASE STUDY Flood Disaster Monitoring: Deelpan Village (NW) – Phase 1 Construction of 103 houses for families affected by disaster to be completed in quarter 4 of 2023/24 financial year. • The EIA and Technical studies are conducted for phase 2 construction for 2024/25 financial year. • There are socio-economic interventions by sector departments on Sports, Agriculture, Education, Health and NGOs Social Development, 39 39

40. BUDGET ALLOCATION OVERVIEW – 2019 - 2024 40

41. BUDGET ALLOCATION OVERVIEW – 2019 - 2024 Departmental Budget Overview 2018/19 R’000 2019/20 R’000 2020/21 R’000 2021/22 R’000 2022/23 R’000 2023/24 R’000 DESCRIPTION ENE Budget Allocation Compulsory Budget (Reductions)/ Increase (AENE) 942 489 961 200 499 974 453 950 470 850 475 848 15 546 (4 261) (100 000) 5 263 10 544 (10 365) Revised Departmental Baseline 958 035 956 939 399 974 459 213 481 394 465 483 Compulsory increase/ reduction %  Budget allocation reduction at an average of (3,6%) over the years 2019 – 2024  2018/19 – Marginal increase of 1,6% to augment CoE shortfall as a result of Cost of Living Adjustment (COLA).  2020/21 – Reduction of 20% was National Youth Development function shift to Department of Women, Children and People with Disability, as well as Covid-19 Special Adjustment R100 million.  2021/22 – 2022 /23 – Increase of 1,2% and 2.2% respectively to augment shortfall for COLA  2023/24 – Compulsory reduction of 2,2% from National Treasury (NT).  Implications of budget reduction /marginal growth  Abolishment of 29 critical vacant posts in 2020/21 financial year as a result of Special Adjustment.  Postponed filling of vacant posts to make provision for COLA  Revision of Annual Performance Plans (APP) to fit within the allocated baseline 1,6% (0,4%) (20,0%) (1,2%) 2,2% (2.2%) 41

42. BUDGET ALLOCATION PER PROGRAMME & ECONOMIC CLASSIFICATION 2018/19 R’000 170 840 81 470 62 235 44 786 63 317 46 763 488 624 958 035 2019/20 R’000 188 079 85 931 82 885 86 545 2020/21 R’000 160 070 66 366 58 625 79 231 2021/22 R’000 190 777 80 069 66 545 80 513 2022/23 R’000 196 909 86 338 71 349 84 949 2023/24 R’000 197 168 81 538 65 713 81 172 PROGRAMME Administration National Planning Coordination Sector Monitoring Services Public Sector Monitoring & Capacity Frontline & Citizen Based Service Evidence & Knowledge System National Youth Development Total - - - - - 44 037 469 462 956 939 35 682 41 309 41 849 39 892 - - - - 399 974 459 213 481 394 465 483 2018/19 R’000 312 594 150 811 477 592 1 6 975 2019/20 R’000 331 556 35 507 460 883 11 521 2020/21 R’000 297 397 98 034 2021/22 R’000 307 860 140 847 1 725 8 726 2022/23 R’000 323 564 146 818 1 812 8 359 2023/24 R’000 312 327 147 558 1 030 4 543 ECONOMIC CLASSIFICATION Compensation of Employees Goods & Services Transfers & Subsidies Payment for Capital Assets Payment for Financial Assets Total 707 3 831 63 30 5 55 841 25 958 035 956 939 399 974 459 213 481 394 465 483 42

43. Key challenges and interventions of Planning, Monitoring and Evaluation 43

44. KEY CHALLENGES AND INTERVENTIONS Challenges and risks Interventions Lack of integration of development agenda within planning instruments Budget constraints vs increased evidence requirements and erosion of internal capacity Lack of integration of development agenda within planning instruments Collaborations with willing institutions to co-produce research, evaluation and data analytics Reprioritise and reduce targets in 2024/25 financial year Consultation within govt and engagements with AGSA Discussion document and recommendations Automation of Planning System including use of AI • • Planning for audit crowds out planning for development and results Inadequate modernization of the planning system Delays in procurement process (e.g. ICT services and evaluations) Reschedule delivery timeframes Enhance technical-level interactions with the State Information Technology Agency (SITA); Agree on joint procurement project plan Brief DG Clusters on planned and ongoing research and evaluation projects in order to mobilise cooperation Improvement Plan workshops to prioritise key improvement interventions; integrate improvement actions in institutional plans. • • Data collection challenges delay completion of projects Slow/non-implementation of DPME improvement recommendations (due to lack of resources and capacity and competing priorities) • • 44

45. Conclusion 45

46. PLANNING, BUDGETING AND REPORTING CYCLE FOR THE 2024-25 FY The 2024/25 FY is the last year in the 2020/21 to 2024/25 Planning Cycle.  The 2024 General Election will introduce the 7thadministration of government for the 2024-29 period.  The new Planning Cycle (2025/26 to 2029/30) starts a year after the elections as it is informed by the decisions of the new administration.  This includes the reconfiguration of departments (NMOS) and transfer of legal mandates and functions.  Technical adjustments are effected to budget allocations in an election year to accommodate the transfer of functions, however, these are not always aligned to the planning process.  A key assumption is that the timing and processes related to the general elections fall outside the control of government.  All government programmes, mechanisms and processes related to its administration are highly dependent on the results of a general election and on the unfolding of the election processes as per the legal prescripts.  It is important to consider the factors that impact on the continuity of the planning, budgeting and reporting processes between the 6thand 7thadministration of government and provide guidance to national and provincial institutions accordingly.  46

47. THANK YOU 47