1. 2015/16 Annual Performance Plan
PRESENTATION TO THE SELECT COMMITTEE ON ECONOMIC AND BUSINESS DEVELOPMENT ON THE STRATEGIC PLAN AND 2015/16 ANNUAL PERFORMANCE PLAN OF THE DEPARTMENT OF PUBLIC WORKS Director-General Department of Public Works 14 May 2015
Strategic Plan
2015/16 Annual Performance Plan

2. TABLE OF CONTENTS No Item Slide 1.
Format and layout of the Strategic Plan and Annual Performance Plan 3 2.
Summary of Part A: Strategic overview 6 4.
Summary of Part B: Programme and sub programme plans 29
Programme 1 – Administration
Programme 2 – Intergovernmental Coordination
Programme 3 – Expanded Public Works Programme
Programme 4 - Property And Construction Industry Policy Regulation
Programme 5 – Prestige Policy 5.
Summary of Part C: Links to Long Term Plans 33

3. 1
Format and layout of the Strategic Plan and Annual Performance Plan
This section sets out the minimum requirement for Strategic Plans and Annual Performance Plans as per the Framework for Strategic Plans and Annual Performance Plans

4. NATIONAL TREASURY GUIDELINES FOR STRATEGIC PLANS AND ANNUAL PERFORMANCE PLANS
The Framework for Strategic Plans and Annual Performance Plans, issued in September 2010, provides a new format and revised timeframes for the compilation of the Strategic Plan and Annual Performance Plan.
National Treasury issued an Instruction Note (No. 33) in July 2011 on the full compliance to the mandatory requirements of the Framework for Strategic Plans and Annual Performance Plans.
A Strategic Plan covers a period of at least five years ideally from the first planning cycle following an election linked to the identified outcomes of the Presidency.
A Strategic Plan may be changed during the five year period it covers. However, such changes should be limited to revisions related to significant policy shifts or changes in the service delivery environment
The Annual Performance Plan sets out what the institution intends doing in the upcoming financial year and during the MTEF to implement its Strategic Plan.
The format of the APP (including the tables) is prescribed by the National Treasury Framework for Strategic Plans and Annual Performance Plans and aims is to link the plans, budget and performance of the Department.
Annual targets are broken up into quarterly targets where possible to ensure effective monitoring of performance on a quarterly basis

5. NATIONAL TREASURY GUIDELINES FOR STRATEGIC PLANS AND ANNUAL PERFORMANCE PLANS

6. 2 PART A: Strategic overview
This section specifies the vision, mission, values and the goals that the Department aims to achieve over a five-year period.
(SP Pages 16-68)

7. LEGISLATIVE AND OTHER MANDATES
Constitutional mandate:
The Constitutional mandate is provided for in Schedule 4, Part A, of the Constitution of the Republic of South Africa: Functional Areas of Concurrent National and Provincial Legislative Competence.
Legislative mandate
The legislative mandates of the Department are underpinned by the following Acts:
Government Immovable Asset Management Act, 2007 (Act No. 19 of 2007);
the Construction Industry Development Board Act, 2000 (Act No. 38 of 2000)
Council for the Built Environment Act, 2000 (Act No. 43 of 2000)
Professional Council Acts that regulate the six Built Environment Professions (BEPs);
Public Finance Management Act, 1999 (Act No. 1 of 1999).
Other Acts listed in Annexure A
Policy mandates
DPW White Paper: Public Works, Towards the 21st Century, 1997
DPW White Paper: Creating an Enabling Environment for Reconstruction, Growth and Development in the Construction Industry, 1999
Construction Sector Transformation Charter, 2006
Property Sector Transformation Charter, 2007
DPW Broad-based Black Economic Empowerment Strategy, 2006
Property Management Strategy on BBBEE, Job Creation and Poverty Alleviation, 2007
Green Building Framework, 2011

8. INTRODUCTION AND STRATEGIC CONTEXT
The following Government priorities form the basis of the Strategic Plan informed by the Performance Agreement of the Minister of Public Works and the Medium Term Strategic Framework:
NDP/ MTSF PRIORITY
MTEF Budget
Outcome 4 (Chapter 3 of the NDP) - Decent employment through inclusive economic growth – The EPWP will continue to be an effective cushion for the poor and unemployed. Phase 3 of the EPWP which covers the period 2014/15 to 2018/19 aims to create 6 million work opportunities.
The medium-term budget allocation for EPWP (including compensation of employees and goods and services) is R6.8 billion.

9. EPWP : OVERALL EPWP PHASE III WORK OPPORTUNITIES TARGETS: PER PROVINCE
2014/15
2015/16
2016/17
2017/18
2018/19
Eastern Cape
21,345
 21,898
 22,504
 23,301
 24,025
Free State
11,086
 14,589
 14,993
 15,524
 16,006
Gauteng
18,758
 19,970
 20,522
 21,250
 21,910
KwaZulu-Natal
46,714
 53,107
 54,576
 56,511
 58,266
Limpopo
20,345
 21,728
 22,329
 23,120
 23,838
Mpumalanga
13,039
 17,770
 18,262
 18,909
 19,497
Northern Cape
9,950
 10,728
 11,025
 11,416
 11,770
North West
15,544
 17,982
 18,479
 19,134
 19,728
Western Cape
11,730
 14,803
 15,212
 15,751
 16,241
TOTAL
168,512
 192,574
 197,901
 204,917
 211,282

10. EPWP INCENTIVES - MTEF ALLOCATION
2014/15 (R’000)
2015/ (R’000)
2016/17 (R’000)
2017/18 (R’000)
EPWP Integrated grant to Provinces - Infrastructure and environment and Culture
348,947
350,612
402,009
423,802
EPWP Incentive Grant to Provinces - Social Sector
257,972
240,563
359,662
385,583
EPWP Integrated grant to municipalities - Infrastructure, Environment & Culture and Social Sector
594,575
587,685
663,991
716,427
Non-State Sector (Non-profit institutions)
477,481
534,816
600,257
630,270
Total
1,678,975
1,713,676
2,025,919
2,156,082

11. EXPENDITURE ON EPWP INTEGRATED GRANT TO PROVINCES AS OF 31st MARCH 2015
Final Grant Allocation
Actual Year To Date Transfers
% Actual Year To Date Transfers
Total Expenditure to date
Exp % on Allocation
(R'000)
Eastern Cape
69,544
100%
R ,986
93%
Free State
26,601
R ,737
89%
Gauteng
23,565
R ,526
87%
Kwa-Zulu Natal
97,945
R ,235
96%
Limpopo
32,247
31,004
R ,619
83%
Mpumalanga
39,928
R ,946
90%
Northern Cape
20,348
R ,076
North West
14,249
R ,846
97%
Western Cape
24,520
R ,796
Total
348,947
347,704
R ,767
92%

12. INTRODUCTION AND STRATEGIC CONTEXT
In addition the following national priorities has also been considered as significant to the Strategic Plan:
NDP/ MTSF PRIORITY
MTEF
Budget
Outcome 5 (Chapter 9 of the NDP) – Skilled and capable workforce to support an inclusive growth path. The Department has a combination of development programmes such as the young professionals programme, internship programme, learnership programme and artisan programme providing valuable on the job experience.
The Department has also taken a comprehensive approach to promote sustainable growth of the Built Environment Professionals (BEPs) through the CBE. The CBE has initiated a Skills Development Programme to support learners undertaking Mathematics and Science at school level to be able to pursue a career in the built environment.
• CETA: R50 million (ending March 2016 which is the end of the current commitments on National Skills Development Strategy 111)
• DPW Young Professional Programme : R45 million (ending 2016/2017)
• DPW Management Trainees: R16,2 million (ending 2016/2017)
• DPW Mentorships (Professional Services): R9,6 million (ending 2016/2017
• CBE : R23.9 million
Outcome 13 (Chapter 11 of the NDP) – “The provision of work opportunities is one of the best forms of social protection”, which is in line with the EPWP’s current primary objective of providing the unemployed with an opportunity to work and empowering communities.
The medium-term budget allocation for EPWP Social Sector Grant is R985 million

13. INTRODUCTION AND STRATEGIC CONTEXT
Vision
A service-oriented Public Works Department focussing on the formulation of policy and legislative prescripts for the delivery of sound immovable asset management while contributing to the national agenda for social and economic development.
Mission
setting legislative and policy prescripts together with norms and standards for the management of state-owned and leased-in accommodation, land and infrastructure for the Public Works sector;
supporting provinces to fulfil the concurrent functions and service delivery obligations in the Public Works sector;
contributing to the national goals of job creation and poverty alleviation through the coordination of the Expanded Public Works Programme (EPWP);
providing guidance to our stakeholders to facilitate delivery in the built-environment within the context of Department’s mandate; and
affording strategic leadership to the South African Construction and Property industries

14. INTRODUCTION AND STRATEGIC CONTEXT
Values
Integrity
Professionalism
Teamwork
Innovation
Strategic Goals
Sound legislative and policy prescripts to accelerate service delivery;
Oversight, leadership and support to Provincial Public Works;
Coordination of the EPWP Phase III for the creation of decent employment through inclusive economic growth;
Strategic leadership and regulation of the construction and property sectors to promote economic empowerment and skills development; and
Good corporate governance to support effective and efficient service delivery.

15. PLANNED POLICY INITIATIVES
The Department will review and/or develop the following policies and legislation:
Review of the Department’s White Papers: “Public Works towards the 21st century, 1997; and Creating an Enabling Environment for Reconstruction, Growth and Development in the Construction Industry, 1999” towards the development of an enabling legislation
establish Agrément South Africa (ASA) as a public entity mandated to assess non- standardised and/or unconventional construction products, materials and systems fit for purpose,
develop a draft Built Environment Professions (BEP) Policy towards possible amendments to the legislative framework governing the BEPs,
promulgation of a new Expropriation Act (repealing the Expropriation Act 63 of 1975) to ensure consistency with the Constitution and uniformity in the expropriation of property by all expropriating authorities,
develop legislation to establish the Independent Development Trust (IDT) to support the State in the delivery of social infrastructure,
develop a Green Building Policy and Strategy for the Department to give effect to Government’s green economy initiatives.

16. STRATEGIC OVERVIEW – EXTERNAL ENVIRONMENT
Economic trends and outlook - Whilst our economy will benefit from the reduction in the oil price and the immediate lift that it provides for the trade and current account balances, the energy deficit that we face over the medium-term will remain a material constraint on economic performance.
The Property Sector - The current trends in the Property Sector offer some relief to the escalations in leasing costs to the PMTE. The challenges encountered by the PMTE include the backlog of maintenance on State-owned accommodation resulting in the over reliance on leased in accommodation. A coordinated and uniform approach in the management of its immovable assets will be undertaken to create a better balance between private leases and utilisation of existing stock of State-owned accommodation
The Construction Sector - The building and construction sector is expected to grow at an average of 4.6%. Government’s ability to roll out its infrastructure programme has been criticized in the past few years. The Department has put in place various key interventions to build capacity to spend its infrastructure budget and to address fraud and corruption in the sector
Political Environment - Trends in the political environment are influenced by events taking place in other emerging economies worldwide. Domestic drivers of politics for the next five years will include issues of governance. To complement the drive for good governance the Department has put into place processes to strengthen the previously weak SCM operating model, procedures and processes.

17. STRATEGIC OVERVIEW – INTERNAL ENVIRONMENT
The Department’s policy priorities are derived from the Policy Statement of the Minister of Public Works and the Seven Year Turnaround Plan
Key policy priorities
The creation of 6 million work opportunities for poor and unemployed people through the labour-intensive delivery of public services and infrastructure.
The operationalisation of Property Management Entity (PMTE) and the transformation of the core property business (including construction management);
The operationalisation of the Governance, Risk and Compliance Branch to drive anti-corruption and to spearhead the second phase of the Turnaround Strategy;
A policy review which will culminate in a Public Works Act; and
A renewed and sustained Programme of Action to transform the built environment and the construction and property sectors, as part of the second more radical phase of transition to democracy .

18. STRATEGIC OVERVIEW – INTERNAL ENVIRONMENT
2. The Turnaround Strategy
Phase I – The Stabilisation Phase
This Phase was initiated during 2012 with the specific purpose of ensuring clear and systematic improvements across the Department.
The Stabilisation Phase (ended on 31 March 2014) has achieved critical and foundational milestones although there are still various stabilisation projects continuing into the next phase. In this regard, the following successes are noted:
The operationalisation of the PMTE to oversee the State’s asset investment, property and facilities management functions in line with Generally Recognised Accounting Practice (GRAP).
Developing a complete and credible Real Estate Asset Register (REAR) under the Department’s custodianship in terms of which registered and unregistered land parcels were reconciled against the deeds records and other National and Provincial immovable asset registers.
A comprehensive audit of leased properties was completed. This audit included the physical verification of leased properties.
Substantial improvements by the Department were made as is evidenced by progression from disclaimers in 2010/11 and 2011/12 to a qualification in 2012/13 and an unqualified audit outcome in 2013/14.
Improved internal efficiencies within the Prestige portfolio have been realised by centralising this function in the office of the Director-General.

19. STRATEGIC OVERVIEW – INTERNAL ENVIRONMENT
The Turnaround Strategy (cont…..)
Phase II – Efficiency Enhancement
The Efficiency Enhancement Phase commenced on 01 April 2014 during which time, ten (10) projects were prioritised to drive this phase of the Turnaround Strategy. These projects include, among others:
The Service Delivery Improvement Plan (SDIP) and Macro Service Delivery Model are in place. The SDIP, will in the longer term, become the business improvement process for the Department and PMTE;
The operationalisation of the PMTE and its establishment as a Trading Entity.
Supply Chain Management (SCM) is being restructured to meet the business requirements.
Improving internal efficiencies to meet the service delivery requirements of Prestige clients is underway to ensure that deliverables comply with the prescripts of the Ministerial Handbook.
Developing an Information Technology (ICT) strategy, architecture and platform as a key enabler has been prioritised for immediate implementation.
Combating fraud and corruption within the Department as well as in the construction and property sectors, while holding transgressors accountable for their actions and
Implementing an effective Change Management Strategy to enable a performance driven culture has already been initiated in an effort to restore a performance management culture in the Department.

20. STRATEGIC OVERVIEW – INTERNAL ENVIRONMENT
3. The business model of the Department of Public Works
Whilst operationalising the PMTE, the Department will place greater emphasis on:
developing best practice within the sector;
managing the transformation and growth of the construction and property sectors;
drafting legislation and undertaking regulatory functions;
formulating policies and implementation guidelines for the sector;
setting norms and standards for the Public Works Sector;
managing the norms and standards and policy formulation for the Prestige Client Portfolio;
coordinating the implementation of the EPWP;
focusing on its role in terms of the concurrent functions and the management of performance in this regard; and
carrying out oversight functions and coordination of the Entities.

21. STRATEGIC OVERVIEW – INTERNAL ENVIRONMENT
4. Public Works Concurrent Function
The public works function is a shared competency between the National and Provincial Governments in accordance with Schedule 4 of the Constitution of the Republic of South Africa, 1996 (Act 108 of 1996).
In the absence of the Public Works Act, MinMec has provided the basis for oversight and coordination of the concurrent functions.
As a forum of co-operative Government, MinMec has been utilised to consult, coordinate implementation and align programmes/priority areas including:
The upscaling of EPWP to ensure sustainability, delivery of public services and infrastructure and adequate institutional capacity;
Infrastructure planning, delivery and management in terms of GIAMA (U-AMPs/ C-AMPs) and IDMS;
Service delivery improvement interventions, capacity building, resource management and proper internal controls (incl. SCM);
Socio-economic growth through consultation and cooperation with wider stakeholders towards renewed and sustainable development
The Policy Review, including the appraisal of the White Papers (1997 and 1999) and broad consultation with the wider Public Works community will provide a solid foundation for the Public Works Act. This process aligns with the third phase of Turnaround Strategy and will ensure the creation of coherent Government structures and processes that will deliver the mandated services through the three spheres of Government.

22. PERFORMANCE ENVIRONMENT
The following achievements have been noted in the service delivery environment
Commendable improvements in internal controls which has resulted in improved audit outcomes for DPW.
Achievements of EPWP Phase II with the creation of over 4 mil work opportunities. Significant contribution has been noted in various sectors.
Challenges in the current service delivery environment and strategies for redress
Deficiencies in the internal control environment – The Department has compiled a comprehensive action plan which is also reviewed by Internal Audit. The Action Plan is updated quarterly and discussed at Accountability EXCO.
Inadequate internal performance management operating procedures – interventions include the development of policies, procedures and processes, proper record keeping, training, improved quality controls, M&E Forum
Lack of integration of performance information structures and systems within existing management processes and systems (ICT) – A 3 Phased approach to improving ICT infrastructure and systems has been developed. The business application stack is key in the stabilisation phase.
Inability to retain and attract the required skilled personnel – A Change Management Strategy has been developed to address capacity challenges and manage the change process. The implementation of the new organisational structure will be supported by a comprehensive Human Resource Plan.

23. PERFORMANCE ENVIRONMENT
Additional strategies identified to improve efficiencies in the performance environment
Alignment of the concurrent functions
Development and implementation of the Service Delivery Model Framework (SDMF)
Meeting the needs of Prestige clients
Actively reducing fraud and corruption in the Department
Demand for services – Demand for EPWP in terms of the upscaling for Phase III
High and growing rates of unemployment are a consequence of dynamics on both the demand and supply sides of the labour market.
There has not been sufficient employment growth to absorb new labour market entrants or to provide jobs for those people who experienced job losses due to shrinking demand for labour
The EPWP is a nationwide programme covering all spheres of government and state-owned enterprises. It aims to draw significant numbers of unemployed people into productive work accompanied by training, so that they increase their capacity to earn an income.
Spending focus over the MTEF in accordance with the Department’s priorities
The Department’s budget over the medium-term is R20.7 billion. The budget of R6.4 billion is projected to increase to R6.9 billion in 2016/17 and R7.4 billion in the 2017/18 financial years.
The devolution of the budget allocation of approximately R11.2 billion to the PMTE has resulted in the decrease in the Departmental budget allocations over the medium-term. The budget allocation for the devolved functions has been reclassified as transfers and subsidies to the PMTE within Programme 4.

24. HIGH LEVEL ORGANISATIONAL STRUCTURE
Minister
Mr. T.W. Nxesi
Deputy Minister
Mr. J.P. Cronin
Director-General
Mr. M. Dlabantu
Construction and Property Policy Development
(Acting) Ms. M Fatyela-Lindie
Expanded Public Works Programme
Mr. S. Henderson
Chief Financial Officer
Mr. C Mokgoro
Corporate Services
Mr. C. Mtshisa
Governance, Risk and Compliance
Mr. I Fazel
Prestige
Mr. M. Sazona
Intergovernmental Relations
(Vacant)
Internal Audit
Ms. T. Tusiki
Head of PMTE
(Acting) Mr. M. Govender

25. ORGANISATIONAL ENVIRONMENT
The Department has reviewed the organisational structure for DPW and PMTE which will be approved and implemented over the MTEF.
PMTE is being operationalised to undertake the immovable asset management functions across the asset lifecycles
The Department has refined its role to give effect to improved oversight practices to ensure the coordinated and integrated delivery of services through, policy formulation, determining regulatory prescripts including setting norms and standards, and overseeing the implementation of these functions.
The Department has an approved establishment of posts of which are filled. Focus over the next term is on strengthening the functions within DPW – Intergovernmental Relations, Policy, EPWP, Prestige and Governance, Risk and Compliance.
An integrated Human Resource Plan has been developed to respond to Government’s priorities and to align the Department’s workforce with the mission, vision, strategic goals and financial resources of the Department.
DPW will continue to provide support to the PMTE during the transition to the Government Component whilst strengthening the remaining functions

26. BUDGET ALLOCATION SUMMARY PER PROGRAMME
Programmes
Adjusted appropriation
Medium-term expenditure estimate
2014/15
2015/16
2016/17
2017/18
(R’000)
Administration
Intergovernmental Coordination
25 750
47 223
50 091
52 827
Expanded Public Works Programme
Property and Construction Industry Policy Regulation
Prestige
92 672
97 469
Total

27. BUDGET ALLOCATION SUMMARY PER ECONOMIC CLASSIFICATION
Adjusted appropriation
Medium-term expenditure estimate
2014/15
2015/16
2016/17
2017/18
(R’000)
Current payments
Compensation of employees
Goods and services
Transfers and subsidies
Provinces and municipalities
Departmental agencies and accounts
Foreign governments and international organisations
22 548
23 273
24 506
25 731
Public corporations and private enterprises
50 000 -
Non-profit institutions
Households
9 850
10 154
10 464
10 987
Payments for capital assets
28 060
41 508
49 285
Buildings and other fixed structures
Machinery and equipment
Software and other intangible assets
6 343
Total

28. MTEF ALLOCATION – EARMARKED FUNDS
Earmarked Budget Allocation
Medium-term expenditure estimate
2015/16
2016/17
2017/18
(R’000)
Expanded Public Works Programme non state sector
509,400
572,494
602,169
Expanded Public Works Programme provision for payments of non wage costs by the non state
25,416
26,763
28,101
Independent Development Trust (Independent Development Trust) Intermediary programme management cost)
11,275
11,884
12,478
Construction Industry Development Board
65,626
62,059
89,984
Council for the Built Environment
41,994
43,413
48,568
Turnaround programme
33,370
31,138
37,092
Parliamentary Villages Management Board
9,090
9,572
10,051
Property Management Trading Entity
3,584,652
3,790,172
4,013,347
Independent Development Trust
50,000
Conditional Grants to Local Government
587,586
663,991
716,427
Expanded Public Works Programme Integrated Grant to municipalities
Conditional Grants to Provincial Government
591,175
761,671
809,385
Expanded Public Works Programme Integrated Grant to Provinces
350,612
402,009
423,802
Social Sector Expanded Public Works Programme Incentive Grant to Provinces
240,563
359,662
385,583
Total
5,509,584
5,973,157
6,367,602

29. 3 PART B: Strategic objectives and programme plans
This section specifies strategic objectives and their resource implications for each budget programme
(SP Pages and APP Pages 20-71)

30. PROGRAMME OBJECTIVES AND BUDGET
Strategic Objective(s)
5 Year Targets
Budget
Administration
To provide strategic corporate services to PMTE and DPW through the implementation of corporate service plans.
To ensure sound financial resource management through compliant and responsive financial management practices to maintain an unqualified audit outcome.
Corporate service (Human Resources, ICT, Security, Legal, Gender, International Relations and Communications) plans developed to resource DPW and PMTE.
Unqualified audit outcome
The cost drivers for this Programme are compensation of employees and goods and services. The budget allocated for 2015/16 is R475m. The reduction in the budget for this Programme is due to the budget for the provision of office accommodation for Public Works being moved to the PMTE
Intergovernmental Coordination
To pursue common service delivery objectives within the public works sector through the coordinated implementation of programmes at National and Provincial level
To ensure compliance to management practices through the MPAT improvement plan
Public Works sector supported in areas of concurrence
100% compliance of management practices as per MPAT
The Programme’s Budget is expected to increase over the MTEF as the functions are properly established and personnel appointed.
The bulk of spending in this Programme will be on providing sound sectoral intergovernmental relations and strategic monitoring and evaluation, compensation of employees as well as goods and services. The budget allocation for 2015/16 is R47m.

31. PROGRAMME OBJECTIVES AND BUDGET
Strategic Objective(s)
5 Year Targets
Budget
Expanded Public Works Programme
To co-ordinate, monitor and evaluate the implementation of EPWP Phase III that aims to create 6 million work opportunities and provide income support to the poor, lowly skilled and unemployed between
6 million work opportunities created by public bodies in the EPWP aligned to the Phase III Business Plan
The budget allocated for this Programme for the 2015/16 financial year is R1.9bn. The spending focus for EPWP will remain on the payment of performance-bases incentives to eligible Provinces, Municipalities and Non-Profit Organisations for the creation of jobs on labour intensity. The Programmes received an additional funding of R50m on transfers and subsidies to the Non-State Sector

32. PROGRAMME OBJECTIVES AND BUDGET
Strategic Objective(s)
5 Year Targets
Budget
Property and Construction Industry Policy and Research
Promote sound immovable asset management in the public sector
To regulate and transform the Construction and Property industries
New legislative and policy frameworks to govern the immovable assets under the custodianship of the Department
Public Works Act promulgated
Due to the re-organisation of the budget programme structure of the Department to support the operationalisation of PMTE, the budget structure of this Programme was amended, which resulted in a significant increase in its allocation. The budget allocation for 2015/16 is R3.8 bn, the bulk of the which will be a transfer to PMTE.
The spending focus for this Programme over the medium term will continue being on the promoting the growth and transformation of the property and construction sector.
Prestige Policy
To develop, monitor and improve prestige policy frameworks annually
To provide movable assets (office and residential) and structures to Prestige clients
7 Approved Policy Frameworks for Prestige
Movable assets (office and residential) provided to Prestige clients within 60 days of receipt of request
The bulk of spending for this Programme over the medium term will be on the development of norms and standards for Prestige accommodation, the provision of movable assets and meeting protocol responsibilities for the State functions. The budget allocation for 2015/16 is R92m.

33. 5 PART C: Links to long term infrastructure plan
This section provides the details to other plans that the Department factors into its planning process, Public Entities reporting to the Department and Conditional Grants (SP Page )

34. PART C – LINKS TO OTHER PLANS
Service Delivery Improvement Plan – The SDIP is a detailed plan with target to improve delivery in critical services over the next three (3) years. The SDIP is underpinned by the need to adopt the Infrastructure Delivery Management System (IDMS) as the primary system for the management of delivery. The SDIP sets out in clear terms the following three areas for improvement which have been identified through a scientific situational analysis process.
Provisioning of accommodation through construction (aligned to the IDIP);
Provisioning of accommodation through private leases (aligned to IDIP); and
Customer relationship management.
Strategic Risk Plan – Listed below are the strategic risks where specific attention and resources will be focused.
i. Fraud and Corruption arising from failure to comply with legislative prescripts
ii. Inability to implement the proposed structure
iii. Insufficient technical capacity to support PMTE
iv. Lack of integrated business systems
v. Loss of State funds due to breach of contracts by non performing contractors
vi. Uncertainty of Business Continuity resulting from change
vii. Exposure to fraud and corruption
viii. Failure to deliver quality services
ix. Ineffective implementation of the Expanded Public Works by implementing bodies
x. Low levels of transformation in the Construction and Property Industries
xi. Non adherence to Prestige Regulatory frameworks by Prestige clients

35. PART C – CONDITIONAL GRANTS
The Department received the following conditional grants under the Expanded Public Works Programme:
EPWP Integrated Grant to Provinces
EPWP Integrated Grant to Municipalities
Social Sector EPWP Grant for to Provinces
Non State Sector Wage Subsidy.

36. PART C – PUBLIC ENTITIES
There are four Public Entities reporting to the Department of Public Works. The Entities serve as an extension of and assist the Department in delivering on its mandate.
Name of Public Entity
2015/16
Budget
Construction Industry Development Board (cidb): The cidb supports the Department by providing strategic direction and developing effective partnerships for growth, reform and improvement of the construction sector;
R (DPW transfer: R and other revenue R62 472)
Council for Built Environment (CBE): The CBE implements projects and programmes that address the built environment issues and add value to the built environment professions, Government and the general public;
 R  (DPW transfer: R & other revenue R1 953)
Independent Development Trust (IDT): The IDT supports the Department in contributing to Government’s priorities of job creation, sector skills development, green buildings initiatives and eradication of social infrastructure backlogs.
R (DPW transfer: R
Management fees for the financial year: R
Investment Income – R )
Agrément SA (ASA): ASA supports the Department by technically assessing innovative construction technologies and promoting their use to stimulate the creation of sustainable short and long-term work opportunities;
R13 631
(DPW transfer of R and other revenue of R1 949).

37. THANK YOU National Department of Public Works (NDPW)
Head Office: Public Works CGO Building Cnr Bosman and Madiba Pretoria Central Private Bag X65 Pretoria 0001
Website: