WCG DoTP APP 2023/2024

collaboration and integration within and across Branches as a means of finding internal efficiencies. This is linked to driving our 1.P (One DotP) agenda. Anecdotal evidence suggests that trust levels in government remains low. Communities, especially poor and vulnerable communities, find it increasingly difficult to get by due to stubborn socio economic challenges. It is thus important for government to be responsive and agile in how it responds to communities and facilitate an environment where citizens and communities can flourish. It requires of government to get much closer to communities, to ensure that they have a voice and to listen to their needs and aspirations. It requires stepping up and intensifying interventions piloted in the department for roll-out to the rest of the WCG and for government to respond to communities in a more integrative way. Interventions relating to the Community Capacity Enhancement Programme, the Bootcamp visit to Nyanga, and frontline service delivery site visits generated valuable insights into how this work may be taken forward. Lessons learned from the Area-based Teams model implemented as part of the WCGs safety response will be reviewed and assessed for appropriateness to institutionalise citizen engagement and enablement in the WCG so that citizens’ lived experiences of government may lead to increased trust in government. A multi-faceted approach is required, from the assessment of regulatory frameworks that govern citizen engagement, government’s planning cycles and innovative approaches to fostering a culture in the WCG that put citizens at the centre of what we do. The culture programme currently being implemented will receive further impetus to ensure a conducive culture focused on citizens prevails in the WCG. The Provincial Training Institute represents a significant immovable asset for the WCG but has not yet been able to fully optimise its potential value contribution to the WCG. Groundwork conducted over the past few years will receive further impetus with the implementation of a Reconfiguration Model Raodmap that will see the face and content of the Provincial Training Institute change significantly so that it may become a world-leading hub for public sector learning, development and innovation – a thinking space and a place of constructive experimentation. Its physical manifestation will be a well-equipped, well-maintained, inspiring and technologically advanced space with capacitated and knowledgeable staff providing a space for innovation and connection. A capable government is central to fostering trust between citizens and government. The work already done on the development of a Citizen-centric Competency Framework will be stepped up to ensure the right mix of capabilities to deliver on the province’s s trategic priorities. In 2022, the mid-year population for the Western Cape province is estimated to be 7.2 million persons with approximately 49.4% and 50.6% of the population being female and male respectively. Over the last ten years, since 2013, the province’s total populat ion has increased by 18.7% which is the second fastest increase when compared with the other eight provinces (Gauteng has the fastest increase). The province accounts for 11.8% of the national population, which is the 3rd largest after Gauteng and KwaZulu-Natal. 65.8% of the provincial population is concentrated in the metro with a further 13.4% in the neighbouring Cape Winelands district. The 2022 Quarter 3 results of the Quarterly Labour Force Survey indicates that the Western Cape’s number of unemployed persons is an estimated 789 000 people in the Province, translating into an unemployment rate of 24.5%. From Quarter 3 2021 to Quarter 3 2022, the Western Cape saw an increase of 203 000 persons being employed. However, the number of employed persons in the Western Cape remains below the number experienced before COVID-19. 6.1.4. Socio-economic and demographic data

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DOTP ANNUAL PERFORMANCE PLAN FOR 2023/2024