ELECTORAL COMMISSION ANNUAL PERFORMANCE PLAN 2016/17

Vision To be a pre-eminent leader in electoral democracy. Mission The Electoral Commission is an independent constitutional body which manages free and fair elections of legislative bodies and institutions through the participation of citizens, political parties and civil society in deepening electoral democracy.

Organisational Values To enable the Electoral Commission to serve the needs of stakeholders, including the electorate, political parties, the media and permanent and temporary staff, the organisation subscribes to the following organisational values: Impartiality; Integrity; Accountability; Transparency; Participation; Responsiveness; and Respect.

Legislative and other mandates In terms of Section 190 of the Constitution of the Republic of South Africa (Act 108 of 1996), the Electoral Commission must:- manage elections of national, provincial and municipal legislative bodies in accordance with national legislation; ensure that those elections are free and fair; and declare the results of those elections within a time frame that is prescribed by national legislation and that is as short as reasonably possible.

Legislative and other mandates …continued The duties and functions of the Electoral Commission are defined in section 5 of the Electoral Commission Act, These include to:– manage any election; ensure that any election is free and fair; promote conditions conducive to free and fair elections; promote knowledge of sound and democratic electoral processes; compile and maintain a voters' roll by means of a system of registering eligible voters by utilising data available from government sources and information furnished by voters;

Legislative and other mandates …continued compile and maintain a register of parties; establish and maintain liaison and co-operation with parties; undertake and promote research into electoral matters; develop and promote the development of electoral expertise and technology in all spheres of government; continuously review electoral legislation and proposed electoral legislation, and to make recommendations in connection therewith; promote voter education;

Legislative and other mandates …continued promote co-operation with and between persons, institutions, governments and administrations for the achievement of its objects; declare the results of elections for national, provincial and municipal legislative bodies within seven days after such elections; adjudicate disputes which may arise from the organisation, administration or conducting of elections and which are of an administrative nature; and appoint appropriate public administrations in any sphere of government to conduct elections when necessary.

Strategic Planning Process The strategic plan for 2014/15 – 2018/19 and the 2016/17 annual performance plan were drafted after a consultative process and in terms of the Framework for Strategic Plans and Annual Performance Plans. The plans have been adopted by the Commission. The annual performance plan, covers a period of three years and includes the strategic goals, measurable objectives, performance indicators and targets of the Commission’s programmes. Procedures have been established for quarterly reporting to the executive authority to facilitate effective performance monitoring, evaluation and corrective action. The annual performance plan will form the basis for the annual report.

Strategic Goals 1.Strengthening governance, institutional excellence, professionalism and enabling business processes, at all levels of the organisation. 2.Achieving pre-eminence in the area of managing elections and referenda, including the strengthening of a cooperative relationship with political parties. 3.Strengthening electoral democracy.

Strategic Goal 1: Strengthening governance, institutional excellence, professionalism and enabling business processes, at all levels of the organisation Strategic objectives 1.1Exercising oversight (monitoring, evaluation and leadership) to ensure the effective implementation of the Electoral Commission’s core mandate, strategic goals and objectives, aligned with the corresponding budget allocation. 1.2Exercise efficient oversight (monitoring, evaluation and support) by the provisioning of assurance and risk management services. 1.3Build institutional capacity to enable the Electoral Commission to deliver on its constitutional mandate.

Strategic Goal 1: Strengthening governance, institutional excellence, professionalism and enabling business processes, at all levels of the organisation Strategic objectives 1.4Manage financial resources efficiently to protect the public image of the Electoral Commission as an accountable institution. 1.5Provide and maintain a stable, secure and scalable ICT environment that meets the functional needs of the Electoral Commission to ensure the credibility of electronic electoral processes.

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 1.1 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of governance committees meetings held per annum Quarterly Number of Commission meetings held per annum Quarterly Number of quarterly reports per annum reviewed by the CEO within 30 days after the start of the next quarter Quarterly Number of Annual Reports published and tabled in parliament each year Annual

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 1.2 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1st2nd3rd4th Number of risk based annual internal audit plans approved by the Audit Committee each year by 30 June in the financial year to which the plan relates. Annually Number of quarterly internal audit progress reports per annum prepared by the Chief Audit Executive and reviewed by the Audit Committee each year within 30 days after the start of the next quarter Quarterly Quarterly review and update the Electoral Commission’s strategic risk register by the Executive Risk Management Committee within 30 days after the start of the next quarter. Quarterly41111

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 1.3 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of permanent staff positions filled per annum (Posts filled for part of the year will be counted on a pro rata basis) Annually 90% 930 filled posts Number of bursaries awarded and paid per annum Annually Number of permanent staff who attended internal and external short courses per annum. Quarterly

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 1.3 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Extent of compliance with performance management system as evidenced by the existence of performance agreements and performance assessment for the year under review Annually 100% of qualifyin g staff (930 staff) 100% performanc e agreements and performanc e assessment s of qualifying staff (930 staff) - --

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 1.4 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Achieve an unqualified audit report on the annual financial statements each year AnnuallyUnqualified monthly management accounts per annum prepared, submitted to and reviewed by the Accounting Officer within 30 days after month end. Quarterly123333

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 1.5 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Minimum annual % network and application systems availability measured in hours (system generated report available) Quarterly 97% of 2,232 hours achievement 541 hours achieve- ment 568 hours achieve- ment 506 hours achieve- ment 550 hours achieve- ment Upgrade IT hardware and platform on a five year cycle as per the approved ICT strategy and plan (Phase 1) by 31 March 2017 and (Phase 2) by 31 March 2018 Annually (5 Year cycle) Procurement: Platform upgrade completed (Phase 1) Procureme nt: Platform upgrade completed (Phase 1)

Strategic Goal 2: Achieving pre-eminence in the area of managing elections and referenda, including the strengthening of a cooperative relationship with political parties Strategic objectives 2.1Manage free and fair elections in accordance with the applicable electoral timetables to ensure the efficient and credible execution of the mandate of the Electoral Commission; 2.2Maintain an accurate national common voters roll to ensure the credibility of elections; 2.3Ensure efficient election delivery by the timely establishment of accessible and suitable voting facilities and processes and by applying infrastructure and logistical resources to meet operational demands for main electoral events;

Strategic Goal 2: Achieving pre-eminence in the area of managing elections and referenda, including the strengthening of a cooperative relationship with political parties Strategic objectives Provide consultative and cooperative liaison platforms between the Electoral Commission and political parties to facilitate free and fair elections; 2.5Strive for excellence at voting station level to enhance the integrity of elections and to enable the Electoral Commission to deliver on its mandate.

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 2.1 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Average number of calendar days in which elections are conducted from date of vacancy in each year covered by this plan The date of the vacancy is the date on which the Electoral Commission receives the notification. Quarterly Within 90 days Average number of calendar days in which to replace PR seat vacancies in each year covered by this plan. The date of the vacancy is the date on which the Electoral Commission receives the notification. Quarterly Within 35 days Within 35 days Within 35 days Within 35 days Within 35 days

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 2.1 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/ 17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of calendar days in which election results for each election are announced by the Electoral Commission in each year covered by this plan Quarterly LGE 2016 Within 7 days LGE 2016 and By elections Within 7 days By- Elections Within 7 days By- Elections Within 7 days By- Elections Within 7 days Number of elections set aside in each year covered by this plan Quarterly 0 (None)

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 2.2 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of registered voters reflected on the voters’ roll as at 31 March each year Annually26,139, Frequency per annum that voters roll is verified against national population register (NPR) updates received from the Department of Home Affairs (DHI) monthly. Quarterly 12 verifications Procure planned number (38,000) programmable bar code scanner units or equivalent for voter registration on a seven to ten year cycle by 31 March 2018 Annually (7 to 10 Year cycle) n/a -- --

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 2.3 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of contracted voting stations in place on main registration weekends or general election days in the years where applicable Annually22, Number of permanent warehouses, municipalities with local office facilities and full time distribution services available to support main electoral events Quarterly Timely sourced electoral materials in accordance with the approved materials requirement plan (MRP) and bill of material (BOM), delivered to voting stations, for each main electoral event (i.e. NPE and LGE). Annually 22,563 voting stations achievement - --

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 2.4 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of liaison sessions held with members of party liaison committees (PLCs) meetings at national (x1), provincial (x 9) and municipal (x213) levels per annum Quarterly 1,338 liaison sessions 6 Nat / 54 Prov / 1,278 Local 446 liaison sessions 2 Nat / 18 Prov / 426 Local 446 liaison sessions 2 Nat / 18 Prov / 426 Local 223 liaison sessions 1 Nat / 9 Prov / 213 Local 223 liaison sessions 1 Nat / 9 Prov / 213 Local Funding of political parties - number of quarterly disbursements made to represented parties per annum Quarterly41111

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 2.5 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of electoral staff recruited and trained per annum. Annually 263,454 staff (50,850 for REG2 and 212,604 for LGE2016) 50,850212,604- -

Strategic Goal 3: Strengthening electoral democracy Strategic objectives 3.1 Encourage the electorate’s engagement with, and participation in, electoral processes in order to facilitate the right to vote as enshrined in the Constitution; 3.2Achieve a low rate of spoilt ballots as a measure of the effectiveness of civic and democracy programmes; 3.3Enhance the Electoral Commission’s reputation as a credible and trustworthy Electoral Management Body; 3.4Provide thought leadership in the field of electoral management and related fields as per Vision 2018 in order to strengthen electoral democracy.

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 3.1 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of voters who turnout in national and local government elections, as a percentage of registered voters in years when applicable Annually 60% of registered voters (15,683,473) Number of civic and democracy education events held per annum. Quarterly60,00030,00010, Audience reach for television and radio democracy education content as evidenced by the relevant viewership and listenership figures in each year covered by the Annual Performance Plan Annually 2,5 million viewers and listeners Public perceptions of the Electoral Commission held, as evidenced by the media reports for each year covered by the Annual Performance Plan Quarterly 75% neutral / positive achievement 75%

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 3.2 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Recorded number of spoilt ballots in national and local government elections in the years when applicable Annually 1.6% of votes cast - - -

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 3.3 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th Number of interactions / liaisons internationally achieved per annum. Quarterly307788

Performance indicators and targets Quarterly targets for 2017 Quarterly targets iro performance indicators for strategic objective 3.4 Reporting period (Quarterly / Biannually / Annually) Annual target 2016/17 Quarterly targets 1 st 2 nd 3 rd 4 th The number of research and thought leadership initiatives achieved per annum Annually

Summary of budget in respect of strategic goals Strategic Goals2016/17 R000’s 2017/18 R000’s 2018/19 R000’s 1. Strengthening governance, institutional excellence, professionalism and enabling business processes, at all levels of the organisation 485,909535,225581,019 2.Achieving pre-eminence in the area of managing elections and referenda, including the strengthening of a cooperative relationship with political parties 959,200482,650884,452 2.Strengthening electoral democracy 200,985133,633380,581 GRAND TOTAL1,646,0941,151,5081,846,052

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