1. EDD Strategic Plan and Annual Performance Plan
2016/17
EDD Strategic Plan and Annual Performance Plan
April 2016

2. The Role of EDD EDD established in 2009 Core mandates:
Identify priorities for job creation, inclusive growth and industrialisation
Support alignment of the state around implementation
Oversee and provide strategic direction to development finance institutions
Provide strategic direction on competition policy and trade administrative matters through oversight of regulatory bodies (competition authorities and International Trade Administration Commission)

3. Context of our work Global economic performance and its impact on SA
Domestic economic performance and identifying constraints and challenges to be addressed
Provincial jobs performance and its impact on overall development, including of poorer regions
Addressing the triple challenges of poverty, inequality and unemployment in framework of radical economic transformation
Aligning public agencies and regulators to the national vision
Working with social partners to achieve inclusive growth and developmental outcomes

4. Context of our work
Global economy remains fragile and conditions are likely to remain challenging for some time
Falling commodity prices have had a profound effect on commodity exporters such as South Africa
Countries like Brazil and Russia have struggled to extract themselves from recession and investor perceptions of developing country markets have deteriorated in the wake of such challenges
Global GDP was lower in 2015 than hoped for. IMF revised global estimates to 3.1% compared to 3.5% in April 2015
SA avoided recession with growth at 1.3% in 2015
Despite muted growth the economy continued to create jobs. Employment attained 16 million by the end of 2015 for the first time jobs were created from the end of 2014 to the end of 2015.
jobs were created for young people over the 12 months
In contributing to addressing the economic challenges faced by the country, EDD has planned a number of interventions through our 3 programmes

5. The role of the Strategic Plan and APP
The Strategic Plan lays out the department’s key objectives and tasks over the current administration. We are in the 2nd of the 5 year plan
The APP is a 1 year implementation plan (2016/17) for the departmental strategic plan, which in turn implements the MTSF
The APP sets annual targets and aims to enhance implementation and accountability

6. Overview of the Annual Performance Plan
2nd year of EDD’s Strategic Plan 2015/16 – 2019/20
Seek new and more effective ways of doing work
In implementing the APP we will prioritise:
Smart use of resources to attain maximum value for money (e.g. 18 SIPs)
Enhanced coordination and partnerships in the State including EDD drawing on resources across the public sector to help achieve its goals (e.g. MOU with Wits and UJ)
Improved partnerships with business and labour
A strong focus on real impacts and outcomes of our work and our KPIs

7. Overview of the Annual Performance Plan
This presentation sets out the details of the Department’s KPIs and products or outputs.
We have set ourselves an ambitious task – we have
3 programmes to organise the Department around
6 strategic objectives to provide direction
23 KPIs to give effect to the strategic objectives and
170 products/ outputs from the KPIs.
Through this work we have aligned the work of EDD with the various policy and budget frameworks of government as a whole, including to the MTSF, the ENE and the SONA 9 Point Plan.

8. The 14 outcomes of the MTSF
The outcomes of the MTSF are as follows:
Quality basic education
A long and healthy life for all South Africans
All people in South Africa are and feel safe
Decent employment through inclusive growth
A skilled and capable workforce to support an inclusive growth path
An efficient, competitive and responsive economic infrastructure network
Vibrant, equitable, sustainable rural communities contributing towards food security for all
Sustainable human settlements and improved quality of household life
Responsive, accountable, effective and efficient local government
Protect and enhance our environmental assets and natural resources
Create a better South Africa and contribute to better Africa and better world
An efficient, effective and development-oriented public service
A comprehensive, responsive and sustainable social protection system
A diverse, socially cohesive society with a common national identity

9. The SONA 9 Point Plan
The President outlined the following 9 Point Plan in SONA:
Resolving the energy challenges
Revitalising the agriculture and agro-processing value chain
Advancing beneficiation and adding value to mineral wealth
More effective implementation of IPAP
Encouraging private sector investment
Moderating workplace conflict
Unlocking potential of SMME, co-ops and township and rural enterprises potential
Cross cutting areas to reform, boost and diversify the economy, such as the water and sanitation infrastructure
Growing the ocean economy and tourism

10. Programmes and Strategic objectives
Strategic objective 1: Provide strategic guidance to the Department; and technical and administrative support to the Ministry and the Department to achieve strategic objectives 2, 3, 4, 5 and 6
Programme 1: Admin
Strategic objective 2: Coordinate jobs drivers and implementation of the NGP economic strategy in support of the NDP
Strategic objective 3: Facilitate social dialogue and implementation of social accords
Programme 2: Growth and Jobs Drivers
Strategic objective 4: Coordinate infrastructure development & strengthen its positive impact on the economy and citizens
Strategic objective 5: Promote investment, industrial funding and entrepreneurship for jobs and inclusive growth
Strategic objective 6: Promote competition, trade and economic regulation in support of job creation, industrialisation & social inclusion
Programme 3: Investment, Competition & Trade
2 KPIs (4 Products)
5 KPIs (20 Products)
1 KPI (2 Products)
6 KPIs (109 Products)
5 KPIs (25 Products)
4 KPIs (10 products)

11. Strategic Objective 1
Strategic objective 1: Provide strategic guidance to the Department, and technical and administrative support to the Ministry and the Department to achieve strategic objectives 2, 3, 4, 5 and 6.
There are 2 KPIs for this objective:
Unqualified audit
Numerical target to be set on customer satisfaction

12. KPI 1 KPI 1: Unqualified audit report
The 3 year plan is as follows:
2016/2017
Unqualified audit
2017/2018
2018/2019 Q1
Respond to Auditor-General queries on Audit 2015/ 2016 Q2
Auditor-General report 2015/2016 with reduced number of repeat findings
In the current financial year the following KPIs are to be achieved:

13. KPI 2
KPI 2: Measured improvement in support services to strategic objectives 2, 3, 4, 5 and 6 and the Ministry as quantified by users
3 year plan is as follows:
2016/2017
Numerical target to be set on customer satisfaction
2017/2018
2018/2019 Q1
Analysis of the user feedback
Q2, Q3, Q4
Implementation of measures approved by the Executive Authority
In the current financial year the following KPIs are to be achieved:

14. Strategic Objective 2
Strategic objective 2: Coordinate jobs drivers and implementation of the New Growth Path economic strategy in support of the National Development Plan
There are 5 KPIs for this objective, addressing:
Macro and micro economic policy and infrastructure integration
Strategic support for jobs drivers of the NGP
The green economy and jobs
Employment and entrepreneurship for black women and youth
Spatial, local and provincial initiatives

15. KPI 3
KPI 3: Number of reports and reviews of NGP framework, integration into economic policy and infrastructure programmes; and public policy advocacy on jobs and inclusive growth
3 year plan is as follows:
2016/2017
1 Economic Development Conference; 2 reports on the impact assessment on jobs and economic development and/ or public policy advocacy
2017/2018
2018/2019 Q1
Report on initiatives on jobs and economic development and/ or public policy advocacy Q2 - Q3 Q4
Economic Development Conference
Economic Indicators Bulletin on jobs drivers
In the current financial year the following KPIs are to be achieved:

16. KPI 4
KPI 4: Number of strategic support initiatives provided for the implementation of the jobs drivers of the NGP
3 year plan is as follows:
2016/2017
2 initiatives to coordinate and support implementation of selected jobs drivers (see below)
2017/2018
4 initiatives to coordinate and support implementation of selected jobs drivers (Tourism/ high level services, knowledge-based sectors, social economy)
2018/2019
4 initiatives to coordinate and support implementation of selected jobs drivers
Provide strategic support for 2 jobs drivers of the NGP and monitor their impact in the economy (jobs and GDP) focused on:
In the current financial year the following KPIs are to be achieved by the 4th quarter of the reporting period:
Agriculture and agro-processing
Mining and beneficiation
Social economy
African regional integration
Tourism
Infrastructure (feasibility guidelines)

17. KPI 5
KPI 5: Number of initiatives to support the green economy and the implementation of the Green Economy Accord
3 year plan is as follows:
2016/2017
Implement or report on 2 initiatives in the Green Economy Accord
2017/2018
2018/2019
Implement or report on initiatives in the Green Economy Accord Q2
Implement or report on initiatives in the Green Economy Accord Q4
In the current financial year the following KPIs are to be achieved:

18. KPI 6
KPI 6: Number of interventions/ reports on black women and youth with access to employment and entrepreneurship opportunities
3 year plan is as follows:
2016/2017
1 initiative and 1 Cab Memo (see below)
2017/2018
1 initiative to empower black women and/ or youth; 1 Cab Memo evaluation of progress on the Youth Employment Accord
2018/2019 Q2
Initiative directed at women or youth Q4
Cab Memo on the implementation of progress on the Youth Employment Accord
In the current financial year the following KPIs are to be achieved:

19. KPI 7
KPI 7: Number of spatial, local and provincial initiatives supported to promote socio-economic development
3 year plan is as follows:
2016/2017
10 initiatives
2017/2018
2018/2019 Q1
1 initiatives to support development of 1 provincial economic development plan Q2
Secretariat and technical support for MinMEC
1 initiative to support integration of investment with a spatial initiative Q3
1 initiative to support alignment of provincial APPS with MTSF
1 initiative to ensure impact of industrial funding in a province/ region
1 initiative to support Provincial Economic Development Plans Q4
1 initiative to support interventions to improve social and economic conditions in mining regions
Support 1 local government initiative to green the economy and/ or promote youth employment
In the current financial year the following KPIs are to be achieved:

20. Strategic Objective 3
Strategic objective 3: Facilitate social dialogue and implementation of social accords
There is one KPI for this objective namely the number of developmental and support programmes for more effective industrial relations and support for implementation of social accords

21. KPI 8
KPI 8: Number of developmental and support programmes for more effective industrial relations and support for implementation of social accords
3 year plan is as follows:
2016/2017
2 initiatives (see below)
2017/2018
2 initiatives on industrial relations, social accords or social partner institution building
2018/2019
2 initiatives on at least 2 of the following:
Take forward the discussions on the outcomes of the Labour Relations Indaba, addressing inter alia minimum wages and industrial stability
Complete work on one skills initiative on the infrastructure programme
Review one or more accords
Capacity building of one or more social partners
In the current financial year the following KPIs are to be achieved by the 4th quarter

22. Strategic Objective 4
Strategic objective 4: Coordinate infrastructure development and strengthen its positive impact on the economy and citizens
There are 6 KPIs for this objective, addressing:
Quarterly Cabinet-level progress reports of infrastructure SIPs
Infrastructure projects unblocked, fast tracked or facilitated
Cabinet and PICC strategic decisions on infrastructure implemented
PICC meetings held and facilitated
Implementation of SIP 5 of the National Infrastructure Plan
Localisation in the infrastructure programme

23. KPI 9
KPI 9: Number of quarterly Cabinet-level progress reports of infrastructure Strategic Integrated Projects (SIPs)
3 year plan is as follows:
2016/2017
60 progress reports to Cabinet on the 18 SIPs
2017/2018
2018/2019 Q1
15 progress reports to Cabinet Q2 Q3 Q4
In the current financial year the following KPIs are to be achieved:

24. KPI 10
KPI 10: Number of infrastructure projects unblocked, fast tracked or facilitated
3 year plan is as follows:
2016/2017
Unblock 8 obstacles in the infrastructure rollout as identified by the PICC
2017/2018
2018/2019
8 initiatives that unblock obstacles in the infrastructure rollout as identified by the PICC
In the current financial year the following KPIs are to be achieved by the 4th quarter:

25. KPI 11
KPI 11: Number of Cabinet and PICC strategic decisions on infrastructure implemented
3 year plan is as follows:
2016/2017
4 Cabinet decisions implemented related to the rollout of infrastructure
2017/2018
4 Cabinet decisions implemented related to the rollout of infrastructure
2018/2019
4 Cabinet/ PICC decisions implemented related to the rollout of infrastructure
In the current financial year the following KPIs are to be achieved by the 4th quarter:

26. KPI 12 KPI 12: Number of PICC meetings held and facilitated
3 year plan is as follows:
2016/2017
30 meetings to render full administrative and technical support for the PICC Council, Management Committee, Secretariat and SIP Coordinators
2017/2018
2018/2019 Q1
7 meetings Q2
8 meetings Q3 Q4
In the current financial year the following KPIs are to be achieved:

27. KPI 13
KPI 13: Drive implementation of SIP 5 of the National Infrastructure Plan
3 year plan is as follows:
2016/2017
4 SIP 5 Chair, Coordinator and/ or Steering Committee meetings facilitated
2017/2018
2018/2019 Q1
1 meeting Q2 Q3 Q4
In the current financial year the following KPIs are to be achieved:

28. KPI 14
KPI 14: Support programmes to drive localisation in the infrastructure programme, including through the PPPFA, and local supplier development initiatives
3 year plan is as follows:
2016/2017
3 initiatives to support local procurement of goods and services
2017/2018
4 initiatives to support local procurement of goods and services
2018/2019 Q2
1 initiative to enhance local procurement Q3 Q4
In the current financial year the following KPIs are to be achieved:

29. Strategic Objective 5
Strategic objective 5: Promote investment, industrial funding and entrepreneurship for jobs and inclusive growth
There are 5 KPIs for this objective, addressing:
Investment initiatives facilitated, fast tracked or unblocked
Industrial funding for jobs drivers and township economies
Industrial finance available from DFIs and departments and jobs impact
DFIs efficiency/turnaround times for project approvals
Infrastructure connection with productive investment and growth

30. KPI 15
KPI 15: Number of investment initiatives facilitated, fast tracked and/or unblocked
3 year plan is as follows:
2016/2017
12 initiatives
2017/2018
14 initiatives
2018/2019
12 investment initiatives are to be facilitated, fast tracked or unblocked
In the current financial year the following KPIs are to be achieved by the 4th quarter:

31. KPI 16
KPI 16: Establish and monitor industrial funding targets for identified jobs drivers in township economies
3 year plan is as follows:
2016/2017
2 initiatives evaluating funding for jobs drivers and 2 case study to facilitate township economic initiatives or projects
2017/2018
2018/2019 Q3
2 case studies to monitor industrial funding for selected township enterprises Q4
2 initiatives to review and establish funding targets for township enterprises by DFIs and identify improved levels of funding
In the current financial year the following KPIs are to be achieved:

32. KPI 17
KPI 17: Number of reports on the level and impact of industrial financial available from IDC and departments
3 year plan is as follows:
2016/2017
4 reports showing the impact of new initiatives on jobs or industrial development
2017/2018
2018/2019
FOUR reports:
Quantifying levels of industrial funding available under different DFIs and their link to addressing the current economic climate
Quantifying levels of industrial funding available under different government departments and identifying increases in impact
Monitor the jobs impact and engage with the IDC to improve the jobs and development impact of its funding
Monitor jobs impact of selected government incentives
In the current financial year the following KPIs are to be achieved by the 4th quarter:

33. KPI 18 KPI 18: Number of strategic engagements with the IDC
3 year plan is as follows:
2016/2017
4 reports/ initiatives showing improvement in performance
2017/2018
2018/2019
4 engagements to benchmark and facilitate improved turn-around times for approvals and disbursements, including for projects or categories of applicants or to improve administrative requirements and impact
In the current financial year the following KPIs are to be achieved by the 4th quarter:

34. KPI 19
KPI 19: Connect infrastructure with productive investment and growth, including where appropriate through off-take agreements
3 year plan is as follows:
2016/2017
1 impact report on success of initiative
2017/2018
2018/2019
An initiative to enable infrastructure to support productive investment, either in component manufacture or through providing supply of infrastructure to end users
In the current financial year the following KPIs are to be achieved by the 4th quarter:

35. Strategic Objective 6
Strategic objective 6: Promote investment, industrial funding and entrepreneurship for jobs and inclusive growth
There are 4 KPIs for this objective:
Strengthening of economic regulators across the state
Addressing the abuse of market power through competition actions
Ensuring trade authorities and policies support industrialisation
Increasing administrative efficiencies of competition and trade regulators

36. KPI 20
KPI 20: Number of strategic engagements to support and strengthen economic regulators
3 year plan is as follows:
2016/2017
1 capacity building initiative; 1 review of regulators
2017/2018
2018/2019 Q2
1 initiative to strengthen regulatory capacity Q4
Progress the works stream on the review of existing role, capacity and training of regulators, assessment of capacity needs, with further proposals including on possible consolidation where necessary
In the current financial year the following KPIs are to be achieved:

37. KPI 21
KPI 21: Number of initiatives to ensure that trade authorities and policies support industrialisation, employment and other national development objectives
3 year plan is as follows:
2016/2017
2 reports on strategic action on competition and public interest
2017/2018
2018/2019
Reports of 2 of the following:
Assessment of public interest clauses in selected mergers and acquisitions
Assessment of the impact of actions against selected cartels and/ or dominant players
Initiatives to promote public or competition goals through mergers and acquisitions or market enquiries
Changes to the Competition Act
In the current financial year the following KPIs are to be achieved by the 4th quarter:

38. KPI 22
KPI 22: Number of initiatives to ensure that trade authorities and policies support industrialisation, employment and other national development objectives
3 year plan is as follows:
2016/2017
2 initiatives to direct trade policy
2017/2018
2018/2019 Q1
Analysis of trade flows with policy implications Q4
Strategic engagement or initiative on trade policy
In the current financial year the following KPIs are to be achieved:

39. KPI 23
KPI 23: Number of engagements with trade and competition authorities to increase administrative efficiencies
3 year plan is as follows:
2016/2017
4 engagements to increase administrative efficiencies
2017/2018
5 engagements to increase administrative efficiencies
2018/2019
4 engagements to improve administrative efficiencies and compliance by competition and/or trade authorities
In the current financial year the following KPIs are to be achieved by the 4th quarter:

40. Departmental Budget FY 2016/17
Budget for departmental operations for 2016/17 in Rand millions
Total departmental budget: R million
Department operational budget:
Programme 3 Total for Investment Competition and Trade R million
The following tables reflect the expenditure against the budget per programme and per economic classification.

41. Budget per MTEF 2016 R million 16/17 17/18 18/19 TOTAL Total 674 661
Department
operations
Transfers to entities

42. Approved Budget per Programme – 2016/17
Programmes
Projected Budget
R’000
Administration
79 208
Growth Path and Social Dialogue
36 008
Investment, Competition and Trade- (excluding transfers to entities)
30 664
Investment, Competition and Trade
Transfers to entities only
Total including Transfers
Total excluding Transfers
2018/11/29 02:45 PM

43. Approved Budget per Econ Classification 2016/17
Economic Classification
Projected Budget
’000
Compensation of Employees
93 995
Goods and Services
48 974
Transfers - entities only
Payment of Capital Assets
2 911
Total including Transfers
Total excluding transfers to entities
2018/11/29 02:45 PM

44. Thank you