ATC190708: Report of the Portfolio Committee on Public Service and Administration as well as Planning Monitoring and Evaluation on Consideration of the Budget Vote 8: Department of Planning, Monitoring and Evaluation, Dated 08 July 2019

Public Service and Administration, Performance Monitoring and Evaluation

Report of the Portfolio Committee on Public Service and Administration on Consideration of Budget Vote 8: Planning, Monitoring & Evaluation, Date 08 July 2019

 

  1. BACKGROUND

The Portfolio Committee on Public Service and Administration as well as Planning Monitoring and Evaluation (hereinafter referred to as the Portfolio Committee) having considered directive of the National Assembly to consider and report on the Strategic Plans, Annual Performance Plans and Budget allocations of the Department of Planning, Monitoring and Evaluation (DPME) and its entities (Government Communication and Information System, Media Development & Diversity Agency and Brand South Africa) tabled by the Minister in the Presidency for Planning Monitoring and Evaluation in terms of the Public Finance Management Act (Act No 32 of 2003), reports as follows:

  1. INTRODUCTION

Parliament plays an important role in overseeing the performance of government departments and public entities. The Public Finance Management Act, section 27 clearly stipulates that the Minister must table the annual budget for a financial year in the National Assembly before the start of the financial year. In terms of section 10 (1) (c) of the Money Bills Amendment Procedures and Related Matters Act, No 9 of 2009, the relevant members of Cabinet must table updated strategic plan and annual performance plan for each department, public entity or institution, which must be referred to the relevant Committee for consideration and reporting.

 

In considering the annual performance plans, the Committee has ensured that the department and its entities budget allocation serve the needs and the aspirations of the people. Budget allocation serve as a key instrument for government to promote socio-economic development. Budget allocation plays a critical role as an economic instrument of the government to reflects the country’s socio-economic policy priorities by translating priorities and political commitments into expenditures. Budget serves as a vital tool to operationalise government activities towards the achievement of its intended priorities. Furthermore, the budget highlights the constraints and trade-offs in policy choices.

On 03rd July 2019, the Committee received presentations on the Annual Performance Plans (APPs) for 2019/20 financial year for the Department of Planning Monitoring and Evaluation, Government Communication and Information System, Media Development & Diversity Agency and Brand South Africa. The APP is a strategic intent that seek to deliver priorities of the Medium Term Strategic Framework as aligned to the long-term goals contained in the National Development Plan. This report summarises presentations received from the Department and its entities, focusing on their 2019/20 Annual Performance Plans and Budget as well as allocations over the MTEF.

  1. OVERVIEW OF THE DEPARTMENT OF PLANNING MONITORING AND EVALUATION

The Department of Planning, Monitoring and Evaluation plays a direct, guiding role in government’s long term planning, strategic planning and annual performance planning. This role requires providing evidence-based input on cross-cutting issues that have long term implications for development. The Department to lead the development of the NDP 5-year Implementation Plan to provide a medium term roadmap which will inform the basis for developing 5-Year departmental plans that will guide the realisation of the NDP priorities. Development of NDP-5 Year Implementation Plan will serve as monitoring framework linked to the Programme of Action reporting system

The purpose of the NDP 5-Year Implementation Plan is to advance and guide medium term and short term planning that is responsive to the attainment of the NDP priorities leading to 2030. The NDP 5-Year Implementation Plan will allow for the coordination and alignment of priorities across the spheres of government and non-government stakeholders and assist in integrating all components of national development into mainstream planning processes.  

 

 

 

  1. LEGISLATIVE MANDATE

The mandate of the Department is derived from Section 85(2) of the Constitution of the Republic of South Africa which stipulate that “the President exercises the executive authority, together with the other members of the Cabinet, by (b) developing and implementing national policy and (c) coordinating the functions of state departments and administration. Based on the Constitutional mandate embedded in section 85(2), the following are the key mandates of the DPME:

  • Facilitating the development of long–term and medium-term plans or delivery agreements for the cross cutting priorities or outcomes of government.
  • Monitoring the implementation of the strategic and operational plan as well as delivery agreements.
  • Assessing departmental Strategic Plans and Annual Performance Plans to ensure alignment with long term and short term plans of government.
  • Monitoring the performance of individual national and provincial departments and municipalities.
  • Monitoring frontline service delivery mechanisms.
  • Managing the Presidential Hotline, assessing the logs and making referrals to relevant departments.
  • Carrying out evaluations of key government programmes.
  • Promoting good planning and Monitoring and Evaluation (M&E) practices in government.

 

5.Overview of the 2019/2020 financial year

The Department has the following activities planned for 2019/20:

5.1       Coordinating and supporting planning functions

The Department intends developing the 2020-2024 NDP implementation plan and government’s 2020-2024 Medium-Term Strategic Framework. The 2020-2024 NDP implementation plan contain high-level indicators and targets for the five-year period, which will inform government’s 2020-2024 medium-term strategic framework and, in turn, serve as a monitoring framework linked to government’s programme of action monitoring system. As such, government’s 2020-2024 medium term strategic framework will provide more detailed information about NDP targets to inform the strategic plans, annual performance plans and budgeting of departments. Activities related to the development of these planning tools are carried out in the Management: National Planning Coordination. Spending in the subprogramme is expected to increase at an average annual rate of 5.3 per cent, from R42.7 million in 2018/19 to R49.8 million in 2021/22.

 

Activities specifically related to tracking the progress of the NDP’s implementation through the 2020-2024 NDP implementation plan are carried out in the Outcomes Monitoring and Support subprogramme in the Sector Monitoring Services programme. Spending in the subprogramme is expected to increase at an average annual rate of 6.4 per cent, from R68.7 million in 2018/19 to R82.8 million in 2021/22.

 

In 2019/20, the Department plans to conduct its annual review of the alignment of national and provincial departments’ annual performance plans with government’s 2020-2024 medium-term strategic framework; and will, in consultation with National Treasury, develop an annual budget mandate paper to align budget allocations with medium-term service delivery priorities. These activities are carried out in the Planning Coordination. Spending in the subprogramme is expected to increase at an average annual rate of 5.4 per cent, from R31.5 million in 2018/19 to R36.9 million in 2021/22.

 

5.2       Monitoring and supporting implementation

Over the medium term, government’s 2020-2024 medium-term strategic framework will form the basis of using the programme of action monitoring system, which will identify critical actions to be taken by government towards achieving the NDP’s vision while enabling direct links between the NDP, and departmental strategic and annual performance plans. Through the programme of action monitoring system, the department will report to Cabinet bi-annually regarding the implementation of government’s 2020-2024 medium-term strategic framework.

 

These activities are carried out in the Outcomes Monitoring and Support subprogramme in the

Sector Monitoring Services programme. Expenditure in the subprogramme is expected to increase at an average annual rate of 6.4 per cent, from R68.7 million in 2018/19 to R82.8 million in 2021/22.

 

Due to growing demand from parliamentary committees and Cabinet, over the medium term, the department plans to intervene and support the implementation of government policies and programmes at various levels of the service delivery value chain, particularly in provinces placed under administration and in areas of social unrest; and fast-track the implementation of government policies and programmes in critical development issues through Operation Phakisa. Monitoring Services programme. Expenditure in the subprogramme is expected to increase at an average annual rate of 5.9 per cent, from R16.2 million in 2018/19 to R19.3 million in 2021/22.

 

5.3       Improving the capacity of state institutions

The department plans to provide support for the implementation of the NDP and government’s 2020-2024 medium-term strategic framework by monitoring and improving the capacity of state institutions. This will be achieved through the development and use of appropriate tools, such as the management performance assessment tool and the local government management improvement model, that generate monitoring reports regarding the state of compliance with management practices in the three spheres of government. These activities are carried out in the Public Service Monitoring and Capacity Development subprogramme in the Public Sector Monitoring and Capacity Development programme. Expenditure in the subprogramme is expected to increase at an average annual rate of 3.8 per cent, from R82.4 million in 2018/19 to R92.1 million in 2021/22.

 

5.4       Conducting evaluations to inform interventions

Over the medium term, the department plans to review the 2011 national evaluation policy framework to incorporate methodologies and strategies that will improve a rapid evaluation response for planning and monitoring, and widen the scope of the department’s evaluations. These will include sectoral reviews and extend the national evaluation system to cover public entities, and improve the uptake of implementation plans. These planned activities will enhance the department’s knowledge management system to support planning, monitoring and evaluation, and will be carried out in the Evaluation, Research, Knowledge and Data Systems subprogramme in the Evaluation, Evidence and Knowledge Systems programme. Expenditure in the subprogramme is expected to increase at an average annual rate of 3.6 per cent, from R44.2 million in 2018/19 to R49.1 million in 2021/22.

 

  1. STATE OF THE NATION ADDRESS

The Department APP took into account the February and June SONAs aligned with its Planning, Monitoring and Evaluation of Government programmes and functions. The DPME developed the following 7 priorities emanating from SONAs, amongst others:

  • To finalise and enable approval of the Medium Term Strategic Framework-NDP 5 Year Implementation Plan and Integrated Monitoring Framework
  • Develop a monitoring framework for SONA commitments
  • Establishment of the Performance Agreements with Ministers, Deputy Minister and Directors-General
  • Spearhead and monitor the implementation of the Public Private Growth Initiative (PPGI) in partnership with the private sector to grow the economy and create jobs
  • Monitor the whole of Government on partnership in their implementation of the seven priorities with the Private Sector, the Labour Movement and Civil society 
  • Monitor the partnership and plans of Development Finance Institutions, State Owned Enterprises and Public Entities and their commitments to the MTSF 
  • Evaluation and Knowledge Management

 

  1. BUDGET ALLOCATION

The Department of Planning, Monitoring and Evaluation overall budget allocated in 2019/20 financial year is R956.9 million, which increased slightly as compared to the previous financial years. Due to the reconfiguration of the National Macro Organisation of Government, the Department was required to relinquish National Youth Development programme which used to play an oversight over the National Youth Development Agency. The Department is currently awaiting due process to be finalised and transfer the budget of R470.7 million meant for the National Youth Development Programme and the National Youth Development Agency to the Department of Women, Youth and People with Disabilities.

 

The actual budget allocation for the Department is R486.2 million in 2019/20 financial year, which was as a result of the restructuring of the National Macro Organisation of Government. A significant increase of the budget allocation has been realised in Programme 3: Sector Planning and Monitoring. The programme is responsible to review the delivery outcomes and ensure better integration and coordination of plans through the development of integrated implementation monitoring progress report.

 

In order to ensure alignment with its new strategic direction, the department implemented its revised organisational structure in 2018/19, which included a revised budget programme structure. As part of the revision, National Treasury approved a reduction in departmental programmes from 7 to 6, effective from 2019/20. Despite the revised organisational structure, the department’s number of personnel is expected to average 474 over the MTEF period. Spending on compensation of employees is expected to increase at an average annual rate of 10 per cent, from R282.6 million in 2018/19 to R376.1 million in 2021/22, mainly due to cost of living adjustments. The department’s overall expenditure is expected to increase at an average annual rate of 4.8 per cent, from R928 million in 2018/19 to R1.1 billion in 2021/22.

 

Programme

Revised Estimates

Medium-Term Expenditure Estimate

R million

2018/19

2019/20

2020/21

2021/21

Administration

163.8

187.2

194.8

202.8

National Planning Coordination

69.1

74.4

81.6

86.7

Sector Planning and Monitoring

79.8

92.2

100.9

107.4

Public Sector Monitoring and Capacity Development

84.9

85.7

91.1

96.8

Evidence and Knowledge System

42.7

46.7

49.4

52.3

Total

440.3

486.20

517.80

546.0

National Youth Development *(migrating)

487.7

470.7

497.3

523.7

Total

928.0

956.9

1 015.2

1 069.7

Table 1: Budget per programme

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  1. PROGRAMME PERFORMANCE

The Department has five programmes which are as follows:

  1. Programme 1: Administration

The main objective of the programme is to provide strategic leadership, management, administrative, financial and human resource services to enable the Department to achieve its strategic and operational goals. The programme’s key focus is to implement revised organisational structure and recruitment of key personnel, improve the quality of performance information, maintain good financial management practices to sustain clean audit outcomes and strengthen communication around the National Development Plan.

The budget allocated for the programme is R187.2 million in 2019/20 financial year as compared to R163.8 million in 2018/19 financial year. The programme received a significant budget increase of R23.4 million in the current financial year. The budget will increase significantly over the MTEF period under this programme.

Budget allocated will be spread into three sub-programmes which are Ministry, Departmental Management, Corporate Services and Financial Management. A large portion of the budget (R141.9 million) in this programme is allocated to sub-programme: Corporate Services and Financial Administration. The Ministry budget will marginally increase over the medium term period. The spending focus over the medium term is to strengthen the capacity in administrative and corporate support services and the acquisition of additional office accommodation to cater for the expanded functions of the department.

The Department has under programme 1, priorities to conduct an annual review of the Strategic Plan and Annual Performance Plan as prescribed by the relevant planning frameworks and submit the plan for approval and table in Parliament. The Department intends to produce quarterly implementation reports against the Annual Performance Plan for 2019/20. Moreover, the Department aims to maintain the average percentage of funded posts in PERSAL within acceptable 10% rate over the financial year.

The Department is committed to ensure compliance of 100% of valid invoices paid within 30 days. Actually payment to service providers are done in less than 7 days as compared to 30 days. Failure to pay invoices within 30 days constitutes a disciplinary action in the department. The department aims to achieve 100% compliance with the Financial Disclosure Framework by all designated employees within the prescribed time frames. Absorbing 5% of interns to funded posts in the department has been highlighted as a priority over the medium term. Youth as well as people with disability with requisite skills will be given preference in the department when absorbing interns.

  1. Programme 2: National Planning Commission

The purpose of the programme is to facilitate and coordinate macro and transversal planning across government and coordinate planning functions in the department. The key objective of the programme is to institutionalise planning across government by providing guidance on short, medium and long term planning to support the implementation of the National Development Plan Vision 2030.  In addition, the programme support the work of the National Planning Commission (NPC).

The key focus of the Department on the programme is to finalise framework on the institutionalisation of long term planning. Furthermore, finalise the revision of planning frameworks and ensure alignment of strategic plans, annual performance plans and Medium Term Expenditure Framework (MTEF) budget allocations to be aligned with the Medium Term Strategic Framework (MTSF) priorities.

In addition, the Department will continue with its effort to work with the Department of Rural Development and Land Reform (DRDLR) to finalise the transfer of the spatial planning. The Department to develop the National Spatial Development Framework (NSDF) with support from the National Planning Commission and guide the development of sub-frameworks. The Department plans to build the capability to develop sector specific plans aligned to the NDP in partnership with relevant sector. Furthermore, develop guidelines for the integrated policy formulation, planning and implementation. 

The Department undertakes to work in conjunction with National Treasury to ensure that the national budget is directed towards the NDP/MTSF priorities. The Department is also tasked to develop and implement planning frameworks to align strategic plans and annual performance plans to the frameworks and ensure the prioritisation of resources.

The budget allocated for the programme is R74.4 million in 2019/20 as compared to R69.1 million in 2018/19 financial year. The budget marginally increased in this programme. Budget increase has been noted on the sub-programmes; Management: National Planning Coordination from R41.5 million to R42.3 million and Planning Coordination from R27.6 million to R32.1 million in 2019/20 financial year. The National Planning Coordination will use the budget to provide technical and administrative support to the three work streams and task teams of the NPC in the implementation of the NDP across different sectors of the society.

The Department will further facilitate and commissions research on the long-term planning trends to produce reports to inform policy and planning in Government. Furthermore, plans and coordinates stakeholders and partnership engagements with various sectors of society on matters pertaining to the long-term development of the country. The Department under this programme intends to develop NDP 5-Year Implementation Plan to provide a medium term roadmap and submit to the Cabinet for approval.

The Department to develop and submit Annual Budget Prioritisation (Mandate Paper) Framework for Cabinet approval. The Department will work collaboratively with responsible departments to finalise the National Spatial Development Framework by consulting on the framework and raise awareness on the NSDF within and beyond government. Further collaborate with the Department of Rural Development and Land Reforms and Department of Cooperative Governance in finalising the transfer of the spatial planning function to the DPME.          

  1. Programme 3: Sector Monitoring Services

The purpose of the programme is to ensure government policy coherence and to develop, facilitate, support and monitor the implementation of sector plans and intervention strategies. The programme consists of the following two sub-programmes, which are Management Sector Planning and Monitoring and Sector Planning, Monitoring and Intervention Support. The purpose of Sub-programme Sector Planning, Monitoring and Intervention Support is to provide support to sector planning functions and ensure government policy alignment in its goals. Also to facilitate, support and monitor the implementation of the MTSF, sector plans and of intervention strategies in priority areas.

The budget allocation in this programme is R92.2 million for 2019/20 financial year as compared to R91.1 million in 2018/19 financial year. The budget will over the MTEF increase substantially as compared to the previous years. Having taken the decision to transfer Socio-Economic Impact Assessment function to the Presidency, the department will transfer budget of R14.8 million allocated to the subprogramme to follow its functions. Therefore, the actual budget allocated in this programme will be R77.8 million in 2019/20 financial year after the decision has been finalised by the relevant authority.    

The spending focus in this programme is to track progress towards the implementation of the NDP 2030 through the MTSF 2020-2024. The Department has rationalised the indicators related to monitoring of State Owned Enterprises (SOEs), State Owned Companies (SOCs) and Development Finance Institutions (DFIs). The Department will develop an Integrated Monitoring Framework to monitor the deliverables of 2020-2024 MTSF.

The budget allocated in the programme will be utilised to develop guidelines for the Programme of Action for monitoring system of the quarterly MTSF progress reports to the Implementation Forums. The Department intends to review and update the guidelines for the Outcomes Coordination to be used to guide the implementation of the Implementation Forums. The Department will draft and submit pro-forma performance agreements of 28 Ministers and 34 Deputy Ministers. Of critical importance, the Department intends to review reports on the alignment of Strategic Plans and Annual Performance Plans of national and provincial departments with MTSF priorities.

Operation Phakisa was launched in 2014/15 aimed to fast-track implementation of government programmes. Operation Phakisa is a presidential initiative seeking to change the manner in which government pursues a new and faster ways of delivering services to the citizens. The Department will produce two integrated assessment reports on the implementation of the Operation Phakisa Delivery Labs.  

The Department will produce three comprehensive progress reports on the Special Presidential Package on Mining towns and labour sending areas. The President established the Special Presidential Package in October 2012 to improve living conditions in and around mining communities. In addition to the key deliverables, the Department will produce one progress report on the implementation of the Public Private Growth initiative.  

  1. Programme 4: Public Sector Monitoring and Capacity Development

The purpose of the programme is to support the implementation of the NDP/Medium Term Strategic Framework (MTSF) by monitoring and improving the capacity of state institutions to develop and implement plans and provide services. The programme has three sub-programme which are Public Service Monitoring, Frontline Monitoring Support, and PM&E Capacity Development Coordination.

The main purpose of the programme is to review, monitor and support the implementation of the medium term strategic framework’s outcome 12. Further develop and implement strategic interventions to support and unblock implementation. The Department will facilitate service delivery improvements through frontline and citizen based monitoring and effective complaints resolution system. The Department to support initiatives undertaken to unblock problems and accelerate implementation of goods management practices in all departments. The Department to facilitate implementation of NDP Chapter 13 and MTSF Priority 6 on “A capable, ethical and developmental state”.

The revised organisational structure in 2018/19 resulted in the merging of programme 4 and 5 from the old structure into one programme. The main focus of the branch was reviewed.  The budget allocated for the Public Sector Monitoring and Capacity Development programme is R85.7 million for the 2019/20 financial year which has increased slightly as compared to budget of R86.3 million in 2018/19 financial year. Over the medium term, the budget will significantly increase to ensure the Department fulfil its programme 4 activities of Public Service Monitoring and Capacity Development.

The spending focus in this programme will be to facilitate assessment and provide support to build technical and workplace capabilities to deliver on government priorities and monitor frontline service delivery. The Department prioritise to facilitate implementation of the NDP chapter 13 and MTSF Priority 6 on “A capable, ethical and developmental state”.

In responding to the State of the Nation Address regarding the monitoring of the State Owned Enterprises (SOE), the Department to provide Integrated Report on the state of public entities. The function of the monitoring of the Performance Agreements and Assessments of the Heads of Department was transferred from Public Service Commission to the Department of Planning, Monitoring and Evaluation. The Department to report on the submission of performance agreements received in relation to the Directors General/Heads of Department in the public service.

The Treasury Regulations Section 8.1.1 stipulates that an accounting officer of an institution must ensure that internal procedures and internal control measures are in place for payment approval and processing. The Treasury Regulation 8.2.3 further states that “unless determined otherwise in a contract or other agreement, all payments due to creditors must be settled within 30 days from receipt of an invoice or, in the case of civil claims, the date of settlement or court judgement. In light of the above, the Department will monitor and produce analytical reports on 30 day payments on a quarterly basis to ensure service providers are paid timeously.   

  1. Programme 5:  Evaluation, Evidence and Knowledge Systems

The purpose of the programme is to coordinate and support the generation, collation, accessibility and timely use of quality evidence to support performance monitoring and evaluation across government.

The key focus of the Department is to expand the National Evaluation System to cover the whole of government including SOEs and DFIs. The Department to conceptualise knowledge management system to service DPME and government. Further build a more diverse set of evaluative tools and methodologies to provide rapid analysis including sectoral and synthesis evaluations. The Department to develop evidence plans per sector to inform an evidence agenda and identify knowledge gaps; and strengthen the link between evaluations, research and data to inform planning, monitoring and budgeting. 

The budget allocated in programme 6 is R46.7 million in 2019/20 financial year as compared to R42.7 million in 2018/19 financial year. There is a nominal increase in the budget allocated in 2019/20 financial year as compared to 2018/19 financial budget. The spending focus on the programme will be on conducting eight National Evaluation Plans and four research projects as well as eight data analytic products. The bulk of the budget of R43.9 million in this programme is allocated in the subprogramme Evaluation, Research, Knowledge and Data Systems.   

The budget will be spent on consolidating the knowledge products from all DPME database and produce report on the review of evidence based policy decision making training programmes in 2020. The Department plans to review the National Evaluation Policy Framework and National Evaluation Plan. In addition, the Department to provide a progress report on the implementation of the NEP by 2020 and revised Knowledge Hub Business Plan by September 2019. Development Indicators are some of the deliverables planned to be produced by March 2020.    

  1. Government Communication and Information System

9.1 Mandate of the GCIS

The GCIS was formally established in terms of section 239 of the Constitution of the Republic of South Africa of 1996 and as a strategic unit in The Presidency in terms of section 7 of the Public Service Act, 1994 (Act 103 of 1994). Furthermore, GCIS’s mandate is derived from section 195(g) of the Constitution of South Africa (1996), which stipulates that the public should be provided with information that is timely, accurate and accessible. This is in support of the constitutional principles of freedom of expression, and transparency and openness of government.

The primary responsibility of the GCIS is to ensure the democratic strength, success and security of the country through rapid, responsive and continuous communication of government achievements in meeting the mandate to rule given by the citizens of South Africa.  The GCIS is further responsible for providing strategic leadership and coordinating a government communication system that ensures that members of the public are informed and have access to government programmes and policies.

9.2 Budget Allocation

The budget allocated for the GCIS is R441.7 million in 2019/20 financial year as compared to R423.6 million allocated in 2018/19 financial year.

Programme

Revised Estimates

Medium-Term Expenditure Estimate

R million

2018/19

2019/20

2020/21

2021/21

Administration

162.0

163.8

173.8

184.3

Content Processing and Dissemination

148.0

148.0

163.1

173.5

Intergovernmental Coordination and Stakeholder Management

113.8

125.0

134.5

142.6

Total

423.6

441.7

471.4

500.3

Table 2: Budget per programme

 

 

 

 

 

Estimate of National Expenditure 2019

9.3 Programme Performance

The GCIS has three programmes which are as follows:

 

9.3.1 Administration

The main purpose of the programme is to provide strategic leadership, management and support services to the department. The programme has five sub-programmes which are as follows; Strategic Management; Human Resources (HR); Information Management and Technology; Chief Financial Officer; and Internal Audit. The budget allocated for the programme is R163.8 million.

 

9.3.2 Content Processing and Dissemination

The purpose of the programme is to provide strategic leadership in government communication to ensure coherence, coordination, consistency, quality, impact and responsiveness of government communication. There are three sub-programmes which are as follows; Products and Platforms, Policy and Research; and Communication Service Agency. The budget allocation for the programme is R152.9 million.

9.3.3 Intergovernmental Coordination and Stakeholder Management

The purpose of the programme is the implementation of development communication through mediated and unmediated communication and sound stakeholder relations and partnerships. The programme aim to maintain and strengthen a well-functioning communication system that proactively informs and engages the public. There are three sub-programmes which are as follows; Provincial and Local Liaison; Cluster Communication; and Media Engagement. The budget allocated for the programme is R125.0 million.

  1. Media Development and Diversity Agency

10.1 Legislative Mandate and budget

The MDDA mandate derives from the MDDA Act No. 14 of 2002 and established in 2003 in order to enable historically disadvantaged communities and individuals to gain access to the media. MDDA started providing grant funding to projects on January 2004. The MDDA is a statutory development agency for promoting and ensuring, media development and diversity, set up as a partnership between the South African government and major print and broadcasting companies to assist in among others developing community and small commercial media in South Africa.

The mandate of the MDDA is to create an enabling environment for media development and diversity which reflects the needs and aspirations of all South Africans; redress the exclusion and marginalisation of disadvantaged communities and people from access to the media and the media industry; promote media development and diversity by providing support primarily to community and small commercial media projects; encourage ownership and control of, and access to, media by historically disadvantaged communities as well as by historically diminished indigenous language and cultural groups; encourage the development of human resources and training, and capacity building, within the media industry, especially amongst historically disadvantaged groups; encourage the channelling of resources to the community media and small commercial media sectors; and raise public awareness with regard to media development and diversity issues.

The MDDA promotes media development and diversity to ensure that all citizens can access information in a language of their choice, and to transform media access, ownership and control patterns in South Africa. The Agency’s total budget for 2019/20 financial is R69 million.

 

10.2     Programme Performance

The activities of the MDDA are structured into five programmes, which are:

  1. Programme 1: Governance and Administration

The programme ensures effective leadership, strategic management and operations through continuous refinement of organisational strategy and the implementation of the appropriate legislation and best practices.

  1. Programme 2: Grant and Seed Funding

The programme promotes media development and diversity through financial and non-financial support for community broadcasting as well as community and small commercial print projects. The programme consists of two strategic objectives encapsulated in two sub-programme.

  1. Programme 3: Partnerships, Public Awareness and Advocacy

The programme seeks to position the MDDA as a leading influencer and authoritative voice in the community and small commercial media, by playing a key role in the national dialogue on the sector, through implementation of strategic partnership to carry out Media Development and Diversity Interventions.

  1. Programme 4: Capacity Building and Sector Development

The programme aim to encourage the development of human resources, training and capacity building within the media industry, especially amongst historically disadvantaged groups. In achieving the desired outcome, the Agency has developed capacity building programmes, which aim to provide community and small commercial media with necessary skills needed for effective performance in day to day work.

 

  1. Programme 5: Innovation, Research and Development

The purpose of the programme is to encourage research regarding media development and diversity. The programme seek to enrich research and information to the sectors that inform programme development and strategic focus. 

  1. Brand South Africa

11.1 Legislative Mandate

BSA was established as a trust in 2002 and gazetted as a schedule 3A public entity in accordance with the PFMA No.1 of 1999. Its purpose is to develop and implement a proactive and coordinated international marketing and communications strategy for South Africa; to contribute to job creation and poverty reduction; and to attract inward investment, trade and tourism.

BSA aims to make an indirect contribution to economic growth, job creation, poverty alleviation and social cohesion by encouraging local and foreign investment, tourism and trade through the promotion of Brand South Africa. BSA develops and implements a proactive and coordinated international marketing and communications strategy for South Africa to contribute to job creation and poverty reduction, and to attract inward investment, trade and tourism. The organisation’s total budget for 2019/20 is R218.9 million.

11.2 Programme Performance

The BSA has three main programmes namely:

  1. Programme 1: Administration

The programme seeks to provide management and leadership to develop standardised format of guidelines and templates to strengthen the means of verification and collecting and reporting on performance information.

  1. Programme 2: Brand marketing & reputation management

The programme seeks to develop and articulate a Nation Brand identity that will advance South Africa’s long-term reputation and global competitiveness. This includes a focus to research and monitor sentiment and performance of the National Brand to analyse trends and provide insights to inform decision making and communication and then to both proactively and reactively communicate the country’s value proposition, values and highlight progress being made.

  1. Programme 3: Stakeholder relationships

The programme seeks to build and leverage collaborative partnership, to participate, to integrate and coordinate efforts and approaches to market the Nation Brand identity and promote the Nation’s value proposition and to interface meaningfully with stakeholders who drive or influence the Nation Brand and its reputation.

 

  1. OBSERVATIONS AND KEY FINDINGS

The Committee observed the following matters in relation to the Budget Vote 8:

  1. The Committee considered the presentations of the Department of Planning, Monitoring and Evaluation and entities (Government Communication and Information System, Media Development & Diversity Agency and Brand South Africa) on the Annual Performance Plans for 2019/20 financial year.

 

  1. The Committee notes the changes in the Department Annual Performance Plan as a result of the reconfiguration of the National Macro Organisation of Government. The Department relinquished the National Youth Development programme which used to conduct oversight over and be the conduit of the budget of the National Youth Development Agency. The Department transferred the abovementioned to the Department of Women, Youth and People with Disabilities as per the proclamation made by the President.

 

  1. The Committee notes additional entities to the Minister in the Presidency, however, the location of these entities in terms of the Budget Vote would still be decided in due course.

 

  1. The Committee noted the report by the Department to the effect that the National Planning Commission intends to review the National Development Plan where necessary. 

 

  1. The Committee urged the Department of Planning, Monitoring and Evaluation to publish Twenty-Five (25) Year Review of government performance on its website. The main purpose of the “25 Year Review” is for government to reflect, monitor and evaluate its performance over the past years to determine whether services were delivered as promised and in improving the lives of the citizens. The 25 Year Review will assist legislatures to strengthen its oversight accountability in weak areas identified by the report. 

 

  1. The Committee welcomed and notes the decision of the Department to assess bi-annual performance agreements of the Directors-General/Heads of Department aligned to the to the Medium Term Strategic Framework as well as the National Development Plan.

 

  1. The Committee notes the role of the DPME in assessing performance of the Directors-General and Heads of Department (HoDs) in the public service. The Department has to monitor adherence of the timeframes encapsulated in the approved Policy on Performance Management and Development System for Senior Management.    

 

  1. The Department has to ensure coordination and alignment happens across all spheres of government as there are the main custodian of the development of the NDP 5-Year Implementation Plan. The Committee was of the firm view that the Department together with the National Treasury has to play a meaningful role in enforcing alignment and coordination of plans across the spheres of government more particularly when analysing departmental strategic plans and annual performance plans.   

 

  1. The Committee welcomes the introduction of a revised framework for Short and Medium Term Planning which introduce new requirements for strategic and annual performance planning, operational planning, implementation programme planning, infrastructure planning, monitoring, reporting and evaluation. The final draft framework will be finalised in 2019. The Department was urged to present such reforms to the Committee.

 

  1. The Committee supports the Department working in collaboration with the National Treasury to ensure that the national budget is directed towards attaining the objectives of the NDP through the development of the Mandate Paper (Annual Budget Prioritisation Framework).

 

  1. The Committee urged the Department to finalise the process of transferring the spatial planning function from the Department of Agriculture, Rural Development and Land Reforms. Transferring of this key component to the DPME would strengthen effective planning by illustrating the desired patterns of the land use and direction for socioeconomic growth in order to attract investors.

 

  1. The Committee was concerned about the slow progress in implementing Special Presidential Package to improve living and working conditions in and around mining towns. The Committee highlights that the emphasis on the Distressed Mining Towns should focus on implementing comprehensively the Special Presidential Package rather than provision of low cost housing. 

 

  1. The Committee welcomes the announcement by the Minister in the Presidency that the department would embark on introducing initiatives aimed at building a capable, ethical and developmental state, including the updating of the National Development Plan by the National Planning Commission.  

 

Government Communication and Information System (GCIS)

 

  1. The Committee welcomes and notes approved government wide Communication Policy to ensure standardisation and rules governing communication pertaining to matters of communicating government statements across all spheres of government. The approved Communication Policy will assist government to mitigate contradictory statements issued by various government institutions. The GCIS has the responsibility to monitor compliance with regard to government wide Communication Policy prescripts across all levels of government.

 

  1. The Committee was concerned about the vacancy rate in the GCIS. The Committee urged the Minister to attend to the vacancy rate in the institution and ensure all strategic positions are filled timeously.  

 

  1. The GCIS has to ensure government important statements/messages are conveyed, updated and published timeously on the website. The GCIS has the responsibility to ensure all citizens across the country have access to government information. 

 

Media Development and Diversity Agency

  1. The Committee welcomed the initiative to conduct a skills audit in the Media Development and Diversity Agency to assess the readiness of the Community Radio Stations in responding to the Fourth Industrial Revolution.

 

  1. The Committee was concerned with the vacancy rate at the Board level. The matter will be attended to by the Committee in collaboration with the Portfolio Committee on Communication since they have commenced with the recruitment processes in the fifth Parliament.

 

  1. High turnover of the Chief Executive Officers in the Agency is alarming and shocking. The Minister’s urged to stabilise the Agency by filling strategic funded vacancies.

 

  1. Community radio stations are the cornerstone to communicate government messages to the people, therefore, the Agency has to provide adequate funding and mentoring to these radio stations.

 

  1. The Committee was alarmed about the lack of transformation in advertising and urge the Agency to lobby local companies to market their products on the Community Radio Stations in order to boost their revenue streams.   

 

Brand South Africa

 

  1. The Committee notes the role played by the Brand South Africa to manage the National Brand reputation in order to improve the country’s global attractiveness and competitiveness.

 

  1. The Committee urged Brand South Africa to balance its marketing strategy and promote more products produced through cultural diversity and heritage international as part of the strategy to attract tourist.

 

  1. The Committee was pleased and applauds Brand South Africa’s Play Your Part (PYP) movement which has progressively gained recognition as an outreach initiative for inspiring, empowering and celebrating active citizenry meant to lift the spirit of the nation

 

  1. Brand South Africa needs to collaborate with institutions aimed to promote young people innovative ideas to the international investors. Brand South Africa has to create platforms in the country and in the international stages to market brands developed by youth.

 

Applicable to all entities

  1. The Committee will request reports regarding all new entities from the Portfolio Committee on Communication with the aim of tracking recommendations passed by Parliament. The main purpose of this exercise is to afford the Portfolio Committee with an opportunity to understand the sector and ensure its oversight is well informed about the entities.  

 

  1. RECOMMENDATIONS

The Portfolio Committee recommends the following to the Department of Planning, Monitoring and Evaluation:

 

  1. The Department should ensure all stakeholders interested in the Integrated Planning Framework Bill are thoroughly consulted more specifically the South African Local Government Association before the Bill is tabled in Parliament. The Bill should foster coherence, integration, coordination and alignment of planning across the three spheres of government with main purpose of achieving the objectives of the National Development Planning and National Spatial Development Framework.

 

  1. The Department should finalise its consultation with the Department of Agriculture, Rural Development and Land Reforms on the transfer of the spatial planning function to the DPME. Transfer of the spatial planning function to the DPME should be prioritise urgently in order to guide the spatial planning of land development and direct long term investment in the country.  

 

  1. The Department should strengthen its capacity to monitor adherence to the Policy on Performance Management and Development System for Senior Managers more particularly performance assessments of the Directors-General/Heads of Department across the public service. The Department should ensure the payment of performance bonuses correlate with the departmental performance when assessed by the DPME.

 

  1. The Department should intensify its monitoring activities in government facilities through the Frontline Service Delivery Monitoring Tool as a way of improving efficiency of service delivery. The Department should conduct more unannounced monitoring visit to monitor conditions and provision of services in government facilities.   

 

  1. The Department should continue to monitor departments’ adherence to 30-day payment to suppliers particularly in the provincial governments. Government departments should be encouraged to pay invoices earlier than 30 days.

 

Government Communication and Information System (GCIS)

 

  1. The GCIS must monitor the implementation of the approved government Communication Policy across all three spheres of government. The GCIS must conduct training workshops to all communicators in government about the implementation of the policy. 

 

  1. The GCIS should develop a strategy to engage with the public about the danger of the recent rise of fake news to circumvent such to happen in communicating government statements/messages. The GCIS must be proactive in monitoring the fake news in all social media platforms and intervene timeously.  

 

  1. The Minister should urgently attend to the vacancy rate which is above acceptable threshold prescribed by the Public Service Regulations of 2016 in the Government Communication and Information System. The GCIS should prioritise filing strategic funded vacancies and report to the Committee in eight months’ period.

 

  1. The GCIS together with the Department of Public Service and Administration and Department of Cooperative Governance and Traditional Affairs should resolve and decide on the location and the funding model of the Thusong Service Centres since these centres are not adequately funded and are dislocated. The GCIS should review its position on the Thusong Service Centres since these centres have evolved from merely being institutions communicating government information, but regarded as centres meant to provide integrated government services closer to the people. 

 

Media Development and Diversity Agency

  1. The Media Development and Diversity Agency should develop a strategy to encourage print media industry to assist the Agency in transforming the outlook of the Community Radio Stations in order to leverage their revenue streams and enhance quality of their content.

 

  1. The Minister should expedite the filling of strategic funded posts in Senior Management level to ensure stability in the Agency within eight months’ period.

 

  1. The MDDA should continue implementing recommendations of various reports adopted by the Portfolio Committee on Communication and the Auditors report in this transitional period.

 

Brand South Africa

  1. Brand South Africa should continue to market the National Brand to the international investors in order to attract them to invest in the country. BSA should be proactive in protecting the country’s reputation through marketing the National Brand by promoting positive publicity about South African brands.

 

  1. Brand South Africa should strengthen its approach or strategy to market the National Brand to the international markets by covering a wide spectrum on positive developments happening in the country.  

 

  1. CONCLUSION

The Department of Planning, Monitoring and Evaluation is among government departments affected by the changes of the National Macro Organisation Structure. The Department was required to relinquish the following functions; National Youth Development programme and the National Youth Development Agency to the Department of Women, Youth and People with Disabilities. The Department will also transfer the Socio-Economic Impact Assessment (SEIAs) to the Presidency. Transfer of these functions reduced the budget allocation of the Department in the vote. New entities are also added to the Minister in the Presidency, however, government would still decide on the location in terms of the vote. Reconfiguration was mainly about alignment of government to function effectively.

With all these changes in the macro organisational structure of government, the Department’s mandate remained the same of improving and strengthening government wide planning as well as monitoring and evaluating government performance. The Committee will continue to support and exercise oversight over the Department in ensuring government planning is informed by the Programme of Action and Medium Term Strategic Framework aligned to the objectives of the NDP. The achievement of the NDP requires collaboration, integration and cooperation across all levels of government including the private sector. The Committee is looking forward for the department to develop NDP 5-Year Implementation Plan to advance and guide medium and short term planning of 6th government.

The Committee further welcomes the decision to instil a culture of performance in senior management levels across the public service. The Department will ensure performance agreements of the Directors-General and Heads of Department are aligned with the deliverables of the MTSF and assessed bi-annually.

The Department has a critical role to play in enhancing government’s performance. There is a growing demand for the DPME to intervene and support in the implementation of the service delivery. The Committee notes that the Department sit in numerous Inter-Ministerial Committees and service delivery interventions which put strains on the budget as well as staff.   

 

The Portfolio Committee recommends as follows:

That the House adopts and approve the Budget Vote 8 of the Department of Planning, Monitoring and Evaluation.

Report considered

Documents

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