SOUTH AFRICAN NATIONAL AIDS COUNCIL TRUST - (SANAC Trust) - South African National AIDS Council Trust
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SANAC ANNUAL PERFORMANCE REPORT 2017/2018 - PART A
South African
National AIDS
Council Trust
(SANAC Trust)
SOUTH AFRICAN
NATIONAL AIDS
COUNCIL TRUST
(SANAC Trust)
ANNUAL PERFORMANCE
ANNUAL PERFORMANCE PLAN
PLAN
2018/19
2017/18
ANNUAL PERFORMANCE PLAN 2018/19
TABLE OF CONTENTS
ACRONYMS............................................................................................................................................................................. 4
FOREWORD FROM THE CHAIRPERSON OF THE BOARD OF TRUSTEES..........................................................................7
STATEMENT FROM THE CHIEF EXECUTIVE OFFICER........................................................................................................ 9
OFFICIAL SIGN-OFF...............................................................................................................................................................10
PART A: STRATEGIC OVERVIEW..................................................................................................................................11
1 THE SOUTH AFRICAN NATIONAL AIDS COUNCIL .......................................................................... 12
2 THE MAIN OBJECTIVES OF THE SANAC COUNCIL.......................................................................... 12
3 THE NATIONAL STRATEGIC PLAN (NSP) FOR HIV, TB AND STIS 2017-2022 ............................. 12
3.1 The principles guiding the implementation of the NSP ...................................................................12
3.2 The Goals of the NSP 2017-2022 ......................................................................................................12
4 SITUATIONAL ANALYSIS..................................................................................................................... 13
4.1 Performance Environment .................................................................................................................13
4.2 Organisational Environment ..............................................................................................................13
5 LEGISLATIVE AND OTHER MANDATES............................................................................................. 16
5.1 Overarching Mandate ........................................................................................................................ 16
5.2 Other legislative, functional and policy mandates .......................................................................... 16
6 OVERVIEW OF 2018/2019 BUDGET AND MTEF ESTIMATES ..........................................................17
PG 21 ANNUAL PERFORMANCE PLAN 2018/19
PART B: PROGRAMME AND SUB-PROGRAMME PLANS ......................................................................................... 18
7 Programme 1: Governance and Administration....................................................................................... 19
8 Programme 2: Communication.................................................................................................................20
9 Programme 3: National Strategic Plan (NSP) Coordination and Support.............................................21
10 Programme 4: Strategic Information....................................................................................................... 23
11 Programme 5: Resource Mobilisation and Donor Co-ordination...........................................................26
12 Programme 6: Stakeholder Management................................................................................................ 28
TECHNICAL INDICATOR DEFINITIONS ...................................................................................................................... 31
7 Programme 1: Governance and Fundraising.............................................................................................31
8 Programme 2: Communication................................................................................................................. 32
9 Programme 3: NSP Implementation......................................................................................................... 33
10 Programme 4: Strategic Information.......................................................................................................34
11 Programme 5: Donor Co-ordination......................................................................................................... 35
12 Programme 6: Stakeholder Management................................................................................................ 37
ANNUAL PERFORMANCE PLAN 2018/19 PG 3
ACRONYMS AIDS Acquired Immune Deficiency Syndrome APP Annual Performance Plan ARC Audit and Risk Committee ART Antiretroviral Treatment ARV Antiretroviral drugs CCM Country Co-ordinating Mechanism CDC Centres for Disease Control CEO Chief Executive Officer CFO Chief Financial Officer COGTA Department of Constitutional Governance and Traditional Affairs CSF Civil Society Forum DAC District AIDS Council DFID Department for International Development (UK) DHET Department of Higher Education DREAMS Determined, Resilient, AIDS-free, Mentored and Safe Initiative DST Department of Science and Technology FDC Fixed dose combination GARP Report Global AIDS Response Report GBV Gender-based violence GF Global Fund GF CCM Global Fund Country Co-ordinating Mechanism GIZ German International Cooperation HCT HIV Counselling and Testing HIV Human Immunodeficiency Virus HOS Heads of Secretariats IC Investment Case IDU Injecting drug users IGSS Intergovernmental and Sector Support ILO International Labour Organisation IMC Inter-Ministerial Committee LAC Local AIDS Councils LGBTI Lesbian, Gay, Bisexual, Transgender and Intersex M&E Monitoring and Evaluation MMC Medical Male Circumcision MSM Men having sex with Men MTBPS Medium Term Budget Policy Statement MTR Mid Term Review NDoH National Department of Health NDP National Development Plan NGO Non-Governmental Organisation NSP National Strategic Plan for HIV, STIs and TB 2012 - 2016 PG 4 ANNUAL PERFORMANCE PLAN 2018/19
NSPFC National Strategic Plan Financing Committee
NSWP National Sex Worker Plan
OVC Orphans and Vulnerable Children
PCAs Provincial Councils on AIDS
PEPFAR United States President’s Emergency Plan For AIDS Relief
PFIP Partnership Framework Implementation Plan
PFMA Public Finance Management Act No1 of 1999
PLHIV People Living with HIV
PMTCT Prevention of mother to child transmission
PRC Programme Review Committee
PRs Principal Recipients
PSA Public Service Announcement
PSP Provincial Strategic Plans
SALGA South African Local Government Association
SANAC South African National AIDS Council
STIs Sexual Transmitted Infections
SW Sex Workers
TB Tuberculosis
TTT Technical Task Team
UN United Nations
UNAIDS United Nations Joint Programme on HIV/AIDS
USAID United States Agency for International Development
ANNUAL PERFORMANCE PLAN 2018/19 PG 5
PG 6 ANNUAL PERFORMANCE PLAN 2018/19
FOREWORD BY
THE CHAIRPERSON
OF THE BOARD OF TRUSTEES
It has now been a year since the Deputy President launched the country’s fourth National Strategic Plan
(NSP) for HIV, TB and STIs on 31 March 2017. It now falls on the South African National AIDS Council
(SANAC) to ensure that the groundwork has been laid to drive the successful implementation of the NSP.
As a result, the next financial year is a pivotal one for SANAC, the Trust and the Secretariat, as we work
together with government, business, civil society, development partners and communities, to achieve the
ambitious goals of the NSP.
The SANAC Trust has grown in strength over the last year and ensured an increasing level of corporate
governance over the Secretariat. This is evidenced by a fourth consecutive unqualified audit opinion of the
governance, compliance, financial management and programmatic performance.
The Trustees have reviewed the mandate of the Trust as recorded in the Trust Deed and have resolved to
clarify that the role of the Trust is primarily to fulfil functions related to the NSP that focus on coordination,
support, monitoring and resource mobilisation. The Trust’s programme for the next year must therefore
aim to fulfil these objectives as far as possible with the available resources.
The SANAC Trust must also support the Deputy President in his role as the Chairperson of SANAC as the
body that brings together government, civil society, the private sector and development partners to dis-
cuss policies and monitor the progress of the HIV, TB and STI responses in South Africa.
On behalf of my fellow Trustees I would like to give the Deputy President and the public the assurance that
there is good corporate governance of the Trust and that the objectives of the Trust are being met.
I would like to take this opportunity to thank the CEO and his management team for putting together
the following 2018/19 Annual Performance Plan. We have no doubt that this Plan will bring us closer to
achieve the objectives of the Trust and contribute significantly to the goals of the NSP.
Dr. Ayanda Ntsaluba
Chairperson of the Board of Trustees
ANNUAL PERFORMANCE PLAN 2018/19 PG 7
PG 8 ANNUAL PERFORMANCE PLAN 2018/19
STATEMENT BY THE
CHIEF EXECUTIVE
OFFICER
It is with pleasure that I present the APP for the SANAC Trust Secretariat for the financial year 2018/2019.
Our plan will be implemented as we mark the first anniversary of the National Strategic Plan 2017-2022 and
at a time when most of the Provincial Implementation Plans have been finalised and signed off by the NSP
Steering Committee.
With an estimated 7.1 million South Africans living with HIV and accounting for 19% of the burden of HIV
globally, South Africa has to accelerate its prevention programmes to ensure that the majority of South
Africans who are HIV negative remain negative. The implementation of the 10-point plan of the UNAIDS HIV
Prevention 2020 Roadmap will take centre-stage as we count down to our 2020 prevention targets. For us
to reach the target of 75 percent reduction in HIV infections, we need concerted effort to optimally imple-
ment the biomedical and behavioural interventions that have been proven to work. We will also bring all the
role players to work together in addressing the social and structural drivers of the epidemic; with specific
emphasis on inequality, poverty and unemployment.
The same impetus will be applied in accelerating tuberculosis (TB) prevention initiatives with dedicated
focus placed on finding the missing TB cases. While we will work with all critical sectors, there will be a
particular focus on working with the mining sector, which continues to be the most vulnerable sector to TB
infections in the region. We will harmonise the regional investments of the Global Fund to fight AIDS, TB and
Malaria through the TB in the Mines Project, the domestic Global Fund investments, and our own govern-
ment investments to ensure optimum impact for these resources. It cannot be business as usual when more
30 000 people die each year from a curable disease like TB.
The roll out of the Focus for Impact methodology to all nine provinces will assist us to locate the micro-ep-
idemics in the areas that are hardest hit. This will inform targeted allocation of limited resources and the
implementation of tailored context-specific interventions in areas that require this the most. For all this to
happen, we will ensure that the voices of the communities are amplified by ensuring that they lead the re-
sponse in their own areas through the AIDS Councils at all relevant levels.
I would like to express my appreciation to the Chairperson of the SANAC Board of Trustees, Dr. Ayanda
Ntsaluba and all the Trustees for the solid visionary leadership, guidance and support to the Secretariat. I
would also like to thank the Executive Management and all our staff for their commitment and dedication.
With this team, I am confident that we will walk the talk.
Dr. Sandile Buthelezi
Chief Executive Officer
ANNUAL PERFORMANCE PLAN 2018/19 PG 9
OFFICIAL SIGN-OFF
It is hereby certified that this Annual Performance Plan (APP):
• Was developed by the management of the SANAC Trust under the leadership of the Board of Trustees and is signed
off on their behalf by the Chairperson of the Board of Trustees
• Was prepared in line with the current NSP and the SANAC Trust Deed; and
• Takes into account all the relevant policies, legislation and other mandates for which the SANAC Trust may be
responsible
• Accurately reflects the performance targets which the SANAC Trust will endeavour to achieve given the resources
made available in the budget for 2017/2018.
Mr. Madoda Nkanyuza ___________________________
Acting Chief Financial Officer Signature
Ms. Nolwazi Gasa ___________________________
Executive: Strategic Information Signature
Dr. Sandile Buthelezi ___________________________
Chief Executive Officer Signature
Approved by
Dr. Ayanda Ntsaluba ___________________________
Chairperson of the SANAC Trust Signature
PG 10 ANNUAL PERFORMANCE PLAN 2018/19PART A:
velopment of South Africa, including, but not limited to
policy review, programme management and co-ordina-
tion, technical assistance, capacity building and sectoral
STRATEGIC
support;
Mobilise resources domestically and internationally to fi-
OVERVIEW
nance the response to HIV, TB and STI, including but not lim-
ited to estimating expenditure and resource needs, fund-rais-
ing from domestic and international institutions, including
Treasury, donor co-ordination and investigating new sources
of funding for the multi-sectoral response and the NSP;
1. THE SOUTH AFRICAN
Ensure the monitoring and evaluation of progress against the
NATIONAL AIDS targets set in the NSP and ensure mid and end of term evalu-
COUNCIL
ations for the NSP. Linked to this, strengthen strategic infor-
mation (monitoring and evaluation, surveillance and surveys,
The South African National AIDS Council (SANAC) is a vol- research and knowledge management) to drive progress to-
untary association of institutions established by the Cabinet wards the achievement of NSP Goals
of the South African Government to build consensus among
Furthermore, create and strengthen partnerships for an ex-
government, civil society and all other stakeholders to drive
panded national response in South Africa to HIV, TB and STI
an enhanced country response to the public health challenge
among government departments and agencies, civil soci-
of HIV, TB and Sexually Transmitted Infections (STIs). The
ety and non-governmental organisations (NGOs), donors of
Council is not a juristic person. Under the direction of SANAC,
funds, United Nations agencies, the private sector and people
the government of South Africa created the SANAC Trust as
the legal entity that is charged with achieving its aims. The living with HIV, TB and STIs.
SANAC Secretariat exists to implement the objects of the
The SANAC Trust Secretariat organises and finances the
SANAC Trust established in terms of the Trust Property Con-
SANAC Plenary and all its committee meetings and processes
trol Act.
but the Trust does much more than organise meetings. The
Specifically, the overall mandate of the Secretariat is to Secretariat works with multiple partners in government and
support the implementation of the National Strategic Plan other institutions to deepen the country’s ability to plan for
on HIV, TB and STIs. the short, medium and long term.
2.THE MAIN OBJECTIVES
OF THE SANAC COUNCIL
• Foster dialogue between government, civil society and all
other stakeholders and to oversee the country’s response
to HIV, TB and STI;
• Advise government on HIV and AIDS, TB and STI policy
and strategy and related matters;
• Strengthen the governance, leadership and manage-
ment of the response to HIV, TB and STI at national, pro-
vincial, district and local levels;
• Strengthen the multi-sectoral response to HIV, TB and
STI as a contribution to the overall socio- economic de-
ANNUAL PERFORMANCE PLAN 2018/19 PG 113. THE NATIONAL Goal 3. Reach all key and vulnerable populations with custom-
ised and targeted interventions:
STRATEGIC PLAN “Nobody Left Behind”
(NSP) FOR HIV, TB Goal 4. Address the social and structural drivers of HIV, TB
AND STIS 2017-2022 and STI infections
“A multi-department, multi-sector approach”
The NSP provides the strategy and the framework for a
multi-sectoral partnership for South Africa to overcome HIV, Goal 5. Ground the response to HIV, TB and STIs in human
TB and STIs. National, provincial and local government, civil rights principles and approaches
society sectors, the private sector, development partners, all
“Equal Treatment and Social Justice”
stakeholders and partners in the development, implementa-
tion, monitoring and evaluation of the NSP. The NSP outlines
Goal 6. Promote leadership and shared accountability for a
the goals, objectives and activities that give expression to
sustainable response to HIV, TB and STIs
South Africa’s Vision and Mission for the period 2017-2022.
The NSP also identifies how to strengthen relevant systems to “Mutual Accountability”
enable success. All stakeholders have committed to using the
NSP to guide their implementation plans. Together, this will Goal 7. Mobilise resources to support the achievement of NSP
constitute the national response to HIV, TB and STIs. goals and ensure a sustainable response
“Spend Now, Save Later”
NSP Vision: A South Africa free from the burden of HIV, TB
and STIs
Goal 8. Strengthen strategic information to drive progress to-
wards achievement of NSP goals
NSP Mission: South Africa on track to eliminate HIV, TB and
STIs as public health threats by 2030 “Data-Driven Action”
The NSP also recognises the importance of building social and
service delivery systems needed for its successful implemen-
3.1 The principles guiding the implementation of the tation and to overcome bottlenecks. These “cross cutting sys-
NSP include: tem enablers’’ are:
• A reliance on sound evidence
• Commitment to protecting and promoting human
rights • Focus on social and behaviour change communi-
cation to ensure social mobilisation and increasing
• A multi-sectoral approach awareness
• A people-centred approach • Strong social systems, including strengthening fam-
• A response that is inclusive and participatory ilies and communities, to decrease risks of transmis-
sion and mitigate the impact of the epidemics
• Ensuring that no one is left behind
• Effective integration of HIV, TB and STI interventions
and services
3.2 The Goals of the NSP 2017-2022 are:
• Strong information, procurement and supply chain
Goal 1. Accelerate prevention to reduce new HIV, TB and STI systems
infections:
• Sufficient human resources required in number and
“Breaking the Cycle of Transmission” mix; trained and located where needed
Goal 2. Reduce morbidity and mortality by providing HIV, TB
and STIs treatment, care and adherence support for
all: “90-90-90 in Every District”
PG 12 ANNUAL PERFORMANCE PLAN 2018/194. SITUATIONAL not limited to social security programmes that target poverty,
unemployment and inequality.
ANALYSIS
The impact of the strides made has contributed to improve-
4.1 Performance Environment ments in life expectancy, with more people living beyond the
age of 62. The Prevention of Mother to Child Transmission has
resulted in the transmission of HIV from mothers to children
South Africa has made significant strides in articulating and
dropping to below 2% in certain districts, thus ensuring child
implementing a dedicated response to the HIV, TB and STI
survival.
pandemics. Evidence of the strides made include notable
political commitment and leadership, with the national re-
sponse to HIV, TB and STI located in the Office of the Deputy Despite the aforementioned strides, there are significant
President; the adoption of national strategic plans that have challenges that have the potential to lead to a regression of
progressively expanded the roll out of prevention, treatment, the progress made in addressing the pandemics of HIV, TB
care and support programmes to the South African popula- and STIs. For instance, the high incidence of HIV among ad-
tion. Specifically, the country has significantly expanded HIV olescent girls and young women is cause for great concern.
testing services, conducting in excess of 10 million HIV tests Among other factors contributing to this is the vulnerability of
in the 2017/2018 period and linking people who have tested young women and adolescents – including, but not limited to
positive to treatment, care and support. the high prevalence of gender-based violence. Going forward,
stakeholders have committed to programmes that include the
She Conquers Campaign that seeks to protect, skill and em-
The South African government’s fiscal allocations to HIV, TB
power both male and female young people.
and STIs have grown cumulatively over the years, with gov-
ernment funding for HIV programmes for the Department of While there is a dedicated focus on scaling up the Compre-
Health alone rising to R14.32 billion in 2015/16. This has been hensive Package of Interventions to include biomedical, so-
greatly augmented and complimented by large investments cio-behavioural and structural interventions – including social
by civil society, the private sector and development partners. protection and the skilling of people; the coordination of pro-
Recently, as part of the NSP 2017-2022 – grounded in South grammes for key and vulnerable programmes; the credibility
Africa’s visionary National Development Plan to reduce unem- of data and there use of the limited evidence base that exist
ployment, poverty and inequality; all stakeholders committed remains an area of great concern.
themselves to supporting 90-90-90 targets to ensure time-
ly diagnosis and management of HIV and TB. Furthermore, While the introduction of the Test and Treat programme and
for some time now, South Africa has sought to implement a the reported number of people on treatment are commend-
comprehensive programme for managing the spread of STIs, able, there are indications that there is a significant number
including encouraging efforts to limit the spread of STIs to of people who have been initiated on treatment, but whose
people who are close to those who have tested positive to STI whereabouts are currently unknown and this increases the
infection; in much the same way as efforts to limit the spread risks of HIV treatment outcomes declining, despite the signif-
of HIV and TB. icant investments therein.
The timely identification of TB remains a major source of con-
The country also offers pre-exposure prophylaxis in addition
cern, especially given that TB is currently the leading cause
to other combination prevention programmes. To date, the
of death in South Africa. As at 2015, the incidence of TB was
number of condoms and lubricants distributed in the past
reportedly a very high 834 per 100 000 in population; re-
year by public providers were: 916 498 417 male condoms,
sulting in an alarming 450 000 new TB infections. Linked to
26 018 805 female condoms and 21 156 000 lubricants. South
this, is the rather high co-infection rate of TB among people
Africa has a strong history of community-driven service de-
living with HIV, which undoubtedly affects the quality of life
livery, supported by development partners, and also imple-
and treatment success rate. Furthermore, there is a very high
ments a cash transfer programme for young women aged 15-
number of missing TB cases, that urgently requires concerted
24 years through its Global Fund grant. Furthermore, through
effort to find people diagnosed with TB infection, accelerate
relevant stakeholders such as the Department of Social De-
efforts for linking them with treatment, care and support.
velopment, development partners and civil society; South Af-
rica provides an array of products and services designed to There is a dedicated focus, which must be strengthened, to
address the social and structural factors that make people follow up and ensure that family and close relatives who are
vulnerable to HIV, TB and STI infection. This includes, but is in contact with people who have been diagnosed with TB are
ANNUAL PERFORMANCE PLAN 2018/19 PG 13tested and where found with TB, treated as a matter of urgen- the pandemics in districts and facilitate the allocation of limit-
cy. The generally poor TB treatment outcomes have contrib- ed resources to the development of programmes that are tai-
uted to preventable deaths from TB, which is a curable dis- lor-suited to the unique needs of each districts. District, local
ease. Globally, there is dedicated focus on TB infection, and and ward based AIDS Councils, which are representative of all
through initiatives such as the Global Fund to fight AIDS, TB stakeholders at the different levels will be especially critical
and Malaria all stakeholders are working towards stemming for this undertaking.
the tide of this pandemic. Furthermore, much needs to be
done to strengthen credibility of STI data, the timely identi- Through its strategic goals and sub-objectives, the NSP
fication of people with STIs, especially given the co-infection (2017-2022) underscores the importance of addressing the
rate thereof with HIV. For instance, while the antenatal sur- needs of key populations and young women and girls; the cen-
vey does provide useful information on pregnant women who trality of a multi-sectoral response and the impact of focus
present with STIs and informs treatment; there is a group of for impact. Given the array of key interventions required, the
people (including partners of pregnant women and school go- central coordination role of the South African National AIDS
ing children) who are currently not being optimally reached. Council, the Trust and the Secretariat; has become especially
critical to ensure that the implementation of the NSP and the
While the promotion of rights and access to justice and legal realisation of the targets in the NSP.
services has been greatly supported through national collabo-
rative efforts, the stigmatisation of people living with HIV, TB Recognising this, SANAC Secretariat recently reviewed its or-
and STIs, requires a sustained national stigma and discrim- ganisational structure. This arose out of the recognition that
ination campaign. Recent key interventions include critical the Trust faced significant challenges in ensuring that suitably
MOUs being signed by SANAC with Legal Aid South Africa, to qualified staff members were recruited and retained to ensure
address remnant forms of stigma and discrimination. There that SANAC executed its primary mandates of coordinating
has also been dedicated focus on the decriminalisation of sex and supporting the implementation of the National Strate-
work, to ensure protection and promote equity of sex workers. gic Plan on HIV, TB and STI. The Secretariat also recognised
that requisite resources needed to be mobilised to support
Another major area of concern is the vulnerability of key popu- the implementation of the NSP. Building and strengthening
lations such as adolescent and young people, especially girls; partnerships across the board would also be critical to ensure
men who have sex with men, prisoners, people who inject the realisation of the NSP Vision. Functional AIDS Council
drugs, sex workers and transgender people. There will be a Structures at provincial, district and local level also need to be
need for concerted effort to dedicate resources to key inter- strengthened toward fulfilling the aforementioned purposes.
ventions that reduce the vulnerability of key populations and Lastly, but not least important, strategic information capac-
ensure timely management thereof. ity needs to be strengthened to ensure credible monitoring
and evaluation, an evidence-based approach and utilisation of
As with other key challenges outlined above, there will be a research and knowledge management to further support the
need to ensure that the country has a strategic information implementation of the NSP.
system that will ensure the timely identification of further risk
factors, the monitoring of progress, the evaluation of the im-
pact of interventions, surveillances, surveys and a coordinat- 4.2 ORGANISATIONAL ENVIRONMENT
ed research agenda that will ensure that as much as possible,
the country has credible data on HIV, and especially TB and 4.2.1 THE BOARD OF TRUSTEES
STIs. While a number of research and academic organisations
The Board of Trustees was registered with the Master of the
are conducting research and knowledge management activi-
High Court, Pretoria on 29 January 2016. After the end of the
ties, more often than not, this is done in silos, and where re-
2016/17 financial year there were significant changes to the
ports are released, there is limited utilisation of the evidence
Board of Trustees with the Chairperson, Dr G Ramokgopa
base to inform planning and policy making and improved im-
stepping down in May 2017 and then resigning as a Trustee in
plementation. Equally important, there is a need to facilitate
July 2017. Dr A Ntsaluba took over as Chairperson from June
active citizenry in defining the research agenda and utilising
2017. Mr P Ramothwala and Mr M Tshemese resigned in July
community-based initiatives that provide relevant informa-
2017. The following Trustees were appointed in June 2017:
tion, unique to different districts.
Mr Y Abba Omar, Ms C Dudumashe (subsequently resigned
Partly to address the aforementioned, SANAC, in collabora- in November 2017), Ms FE Letlape, Ms H Motau, and Ms AJ
tion with relevant stakeholders, has committed itself to rolling Mthombeni. These Trustees were registered with the Mas-
out the Focus for Impact (FFI) methodology to all nine prov- ter of the High Court on 24 October 2017. For continuity, two
inces. This will be critical for building a credible database of Trustees have had their terms extended. These are Dr Ayanda
information, working with communities to identify drivers of Ntsaluba and Ms Mmapaseka Letsike.
PG 14 ANNUAL PERFORMANCE PLAN 2018/19Roles and Responsibilities of the Board of Trustees needs to be strengthened to ensure credible monitoring and
evaluation, an evidence-based approach and utilisation of re-
The roles and responsibilities of the Trustees are stated in the
search and knowledge management to further support the
Trust Deed. The Trust is governed by the Trust Property Con-
implementation of the NSP.
trol Act 57 of 1988 and the Trust Deed (established in 2002)
that paves the way forward in which the Trust must be gov- Human Resource priorities for the year under review include
erned. The Deed and the documents relating to the change of the following:
Trustees – have been registered with the Master of the High
Court.
Organisational Structure
The Secretariat has revised its structure for the period under
Board Committees review. Available resources and reporting relationships have
been considered. The governance model and processes are
During the 2016/17 financial year, the following additional being reviewed and finalised. Decision making and commu-
subcommittees were established: nication processes are also being evaluated and adjusted. In
addition, two new Executive Management positions were cre-
ated and have been recently been filled. The current staff es-
Risk Management
tablishment is 51. However, the current staff complement is
Risk management entails the identification and evaluation 41, with 5 funded vacancies and 5 unfunded vacancies.
of key risks and developing risk mitigation strategies. Where
gaps are identified between the accepted level of risk and the
residual risk after mitigating strategies, additional controls Recruitment of Staff
and procedures are implemented to bring all risk to an accept- Due to the revised organisational structure and increase in the
able level. size of the organisation, the recruitment drive continues. With
Executive Management positions having been filled, the main
focus now is with filling the support staff vacancies, to reduce
Internal Audit and Risk
the number of vacancies.
The purpose of this sub-committee is to review the effective
functioning of internal controls. Internal Audit reports to the
Chief Executive Officer and the Audit and Risk Committee on Policy Review
all matters relating to internal controls and any challenges The Secretariat has identified gaps in existing policies and will
that the organisation faces relating thereto. NEXIA-SAB&T between the months of March to June review all organisation-
continued as internal auditors throughout the year and re- al policies, finalise all draft policies and produce an Employ-
ported to the Audit and Risk Committee. ee Handbook for the use of the organisation. A review of best
practices will be used to inform the revision of organisational
policies.
4.2.2 HUMAN RESOURCES MANAGEMENT
Late in year 2017 a need arose to review the Organisational
structure to ensure that the employed staff are able to exe- Performance Management, Compensation/ Benefits
cute the mandate of SANAC. Job Analysis will take place and jobs will be reviewed to ensure
alignment with key performance areas and the competency
As mentioned above, the review of the organisational struc-
framework of SANAC. The Performance Management policy
ture arose out of the recognition that the Trust faced sig-
and performance management contracts are prioritised for
nificant challenges in ensuring that suitably qualified staff
development and implementation. The REM strategy regard-
members were recruited and retained to ensure that the
ing SANAC’s compensation system will be considered. The
Secretariat executed its primary mandates of coordinating
appraisal process will be properly aligned and introduced to
and supporting the implementation of the National Strategic
all employees. The compensation system will be reviewed to
Plan on HIV, TB and STI. The Secretariat also recognised that
ensure that as much as possible, suitable benefits and pack-
requisite resources needed to be mobilised to support the im-
ages are provided to attract and retain staff.
plementation of the NSP. As mentioned above, building and
strengthening partnerships across the board would be criti-
cal to ensure the realisation of the NSP Vision. Furthermore, Culture
additional resources would be required to support the imple-
The culture element that focusses on attitudes, beliefs, com-
mentation of the NSP. Lastly, strategic information capacity
mitment and motivation and the formal elements of process
ANNUAL PERFORMANCE PLAN 2018/19 PG 15and structure are very crucial in determining performance management and talent development. These elements determine
success and can be most influential in hindering or enhancing performance and talent.
4.2.3 HUMAN RESOURCES OVERSIGHT STATISTICS
Personnel cost
The current monthly personnel costs are R2 049 114. The annual costs being R27 334 480.
Equity
The tables below illustrate the human resource equity of the Trust’s Secretariat. The Trust does not have to comply with BBBEE
codes based on the size of the Secretariat, but its turnover exceeds R5 million, which requires the Trust to develop and identify
equity targets. During the next financial year, this will be a priority for the human resource department.
African Coloured Indian White
Level
Male Female Male Female Male Female Male Female
Top management 2 2 0 1 0 0 0 0
Senior management 2 2 2
Professional qualified 9 10 0 1
Administrative Personnel 0 4 0 0 1 0 0 1
Unskilled 2
Total 11 20 0 1 3 0 0 4
The Secretariat currently does not have any disabled staff members; a matter that is receiving priority focus.
5.LEGISLATIVE AND • South African National AIDS Council Trust Deed
OTHER MANDATES The Trust Deed states the objects of the Trust. The
founder of the Trust is the government represented by
the Deputy President of the Republic of South Africa
5.1 Overarching Mandate
• National Strategic Plan for HIV, TB and STIs
• Constitution of the Republic of South Africa, Act
No.108 of 1996 The object of the Trust stipulates that the overall man-
date of the Trust is to support the implementation of
Pertinent sections provide for the right of access to
the National Strategic Plan on HIV, TB and STIs 2017
health care services
to 2022
• Medium-Term Strategic Framework (MTSF)
5.2 Other legislative, functional and policy mandates
Government’s strategic plan for an electoral term. It
reflects the commitments made in the election man- The following Acts of Parliament are pertinent to the
ifesto of the governing party, including the commit- functions of SANAC Trust:
ment to implement the National Development Plan
• The Trust Property Control Act No. 57 of 1988: Pro-
(NDP)
vides for control of trust property and for matters
• National Development Plan (NDP) connected thereto
South Africa’s National Development Plan, launched • Basic Conditions of Employment Act No. 75 of 1997:
in 2012, is a detailed blueprint for how the country can Provides for the minimum conditions of employment
eliminate poverty and reduce inequality by the year that employers must comply with in their workplac-
2030 es
• Children’s Act, Act No. 38 of 2005: Provides for the
protection of the rights and well-being of children
PG 16 ANNUAL PERFORMANCE PLAN 2018/19• Compensation for Occupational Injuries and Diseas- tive trademarks and matters incidental, thereto
es Act No. 130 of 1993: Provides for compensation
for disability caused by occupational injuries or dis- • Unemployment Insurance Contributions Act No. 4
eases sustained or contracted by employees in the of 2002: Provides for the statutory deduction that
course of their employment, and for death resulting employers are required to make from the salaries of
from such injuries or disease employees
• National Credit Act No. 34 of 2005: Provides for the
enforceability of penal provisions in contracts
6. OVERVIEW OF
• Designs Act No. 195 of 1993: Provides for the regis-
tration of designs and matters incidental thereto
2018/2019 BUDGET
• Employment Equity Act No. 55 of 1998: Provides
AND MTEF
for the measures that must be put into operation
in the workplace in order to eliminate discrimination
ESTIMATES
and promote affirmative action Please see Annexure 1 for the overview of the 2018/2019
budget and MTEF estimates. Core Funding incudes DOH &
• Labour Relations Act No. 66 of 1996: Regulates the DSD Core Funding. Designated funding for projects: GIZ,
rights of workers, employers and trade unions CDC, DSD Project, DSD/KFW Project, DST Project, Global
Fund, National Lotteries Comm., Other (from GF PRS)
• Occupational Health and Safety Act No. 85 of 1993:
Provides for the requirements that employers must
comply with in order to create a safe working envi-
ronment for employees in the workplace
• Promotion of Equality and the Prevention of Unfair
Discrimination Act No. 4 of 2000: Provides for the
further amplification of the Constitutional principles
of equality and elimination of unfair discrimination
• Protected Disclosures Act No. 26 of 2000: Provides
for the protection of whistle-blowers in the fight
against corruption
• Public Finance Management Act No. 1 of 1999:
Provides for the administration of State funds by
functionaries, their responsibilities and incidental
matters
• Skills Development Act No. 97 of 1998: Provides for
the measures that employers are required to take to
improve the levels of skill of employees in workplac-
es
• The Copyright Act No. 98 of 1998: Provides for the
protection of intellectual property of a literary, artis-
tic or musical nature that is reduced to writing
• The Merchandise Marks Act No. 17 of 1941: Provides
for the covering and marking of merchandise and
incidental matters
• Trade Marks Act No. 194 of 1993: Provides for the
registration of trademarks, certification and collec-
ANNUAL PERFORMANCE PLAN 2018/19 PG 17PART B: PROGRAMME AND SUB-PROGRAMME PLANS The Annual Performance Plan for the SANAC Trust is divided into six programmes: Programme 1: Governance and Administration Programme 2: Communication Programme 3: NSP implementation and support Programme 4: Strategic Information Programme 5: Resource Mobilisation and Donor Co-ordination Programme 6: Stakeholder Management and Campaigns PG 18 ANNUAL PERFORMANCE PLAN 2018/19
7. Programme 1: Governance and Administration
7.1 Programme Purpose
To provide overall governance and administration for the SANAC Trust and centralised support services.
7.2 Strategic objective, sub-objective, performance indicators, annual targets and medium-term targets
Actual Estimated
Strategic Performance Means of Medium-term targets
Sub- Objective performance performance
Objective indicator verification
2017/18 2018/19 2019/20 2020/21 2021/22
Strengthen the Optimise SANAC Approved Minutes of 4 4 4 4 4
governance, structures for minutes of Board of
leadership and effective leader- meetings of Trustees
management of ship and shared the Board of Meetings
the response to accountability in Trustees
HIV, TB and STI the implementa-
tion of the NSP Number of Minutes of 2 2 2 2 2
Plenary/IMC meetings
meetings
Ensure good Approved Strategic 1 2 1 1 1
governance in the Strategic Plan and Annual
execution of the and Annual Performance Strategic Plan APP APP Review of
mandate of the Performance Plan (2018-2022) the SP and
Trust Plan and APP the APP
Approved CEO Reports 4 4 4 4 4
CEO Report to the
to Board of SANAC
Trustees Board
Audited Annu- Annual 1 1 1 1 1
al Report Report
Create and Promote effec- Number of CEO report CEO Report CEO Report CEO Re- CEO CEO Report
strengthen tive and efficient quarterly en- to the as above as above port as Report as as above
partnerships for partnerships at all gagements in SANAC Trust above above
an expanded na- levels CEO Report Board
tional response
to HIV, TB and
STI
7.3 Quarterly targets against performance indicators
Annual target Quarterly targets
Performance indicator Reporting period
2018/19 Q1 Q2 Q3 Q4
Approved minutes of meetings of the Board of Trustees Quarterly 4 1 1 1 1
Number of Plenary/IMC meetings Quarterly 2 1 1
Approved Annual Performance Plan Annual 2 1 0 0 0
Approved Strategic Plan and Annual Performance Plan Annual 1 1
Approved CEO report to Board of Trustees Quarterly 4 1 1 1 1
Audited Annual Report Annual 1 0 1 0 0
ANNUAL PERFORMANCE PLAN 2018/19 PG 198. Programme 2: Communication
8.1 Programme Purpose
To coordinate all communication related activities and requirements for SANAC Trust programmes and projects.
8.2 Strategic objective, annual targets and performance indicators
Actual Estimated
Strategic Performance Means of Medium-term targets
Sub-Objective performance performance
Objective Indicator verification
2017/18 2018/19 2019/20 2020/21 2021/22
Foster dialogue Optimise en- Number of Approved 4 4 4 4 4
and build con- gagement and events with Reports on
sensus so that collaboration SANAC visi- events
government, with all SANAC bility
civil society, the stakeholders to Number of Published 4 4 4 4 4
private sector and reach consensus Newsletters/ Newslet-
development part- on coordination Reports on ters/Re-
ners cooperate to structures, one supporting the ports
achieve the goals country plan implementation
of the NSP and monitoring of the NSP
mechanism for
the response
Foster dialogue Create an en- Approved Published 1 1 1 1 1
and build con- abling environ- World AIDS Wold AIDS
sensus so that ment for advoca- Day Toolkit
government, cy to achieve the Day Toolkit
civil society, the goals of the NSP Approved NSP Published 0 0 1 0 0
private sector and Toolkit NSP toolkit
development part-
ners cooperate to
achieve the goals Approved So- Published 0 1
of the NSP cial Behaviour SBCC strat-
Communi- egy
cation and
Change (SBCC)
strategy
Number of SBCC 0 1 2 2 1
SBCC cam- campaign
paigns reports
Create and Promote effective Number of Media 1 1 1 1 1
strengthen part- and efficient media engage- engagement
nerships for an partnerships at all ments reports
expanded national levels
response in South
Africa to HIV, TB
and STI
8.3 Quarterly targets against performance indicators
Annual
Quarterly targets
Performance indicator Reporting period target
2018/19 Q1 Q2 Q3 Q4
Number of events with SANAC visibility Quarterly 4 1 1 1 1
Number of Newsletter/Reports published Quarterly 4 1 1 1 1
Approved World AIDS Day Toolkit Annual 1 0 0 0 1
NSP toolkit Annual 1 1 0 0 0
Approved Social Behaviour Change Com- Annual 1 0 1 0 0
munication strategy
Number of Social Behaviour Change Annual 1 0 0 1 0
Campaigns
Media Workshop Annual 1 0 1 0 0
SANAC Trust Annual Report Annual 1 0 0 1 0
PG 20 ANNUAL PERFORMANCE PLAN 2018/199. Programme 3: National Strategic Plan (NSP)
Implementation and Support
9.1 Purpose of the NSP Unit is to:
• Support national coordination for effective implementation of the NSP
• Support the coordination and oversee the implementation of an HIV strategy for Adolescent and Young Women
and Girls (AYWG)
• Review, update and complete national strategies and plans to guide the HIV response to key populations
• Build the capacity of provincial, district and local aids councils
• Engage government, civil society sectors and development partners to align their resources and programmes to
priorities as identified in the NSP
9.2 Strategic objective, annual targets and programme performance indicators
Actual Estimated
Strategic Performance Means of Medium-term targets
Sub- Objective performance performance
Objective Indicator verification
2017/18 2018/19 2019/20 2020/21 2021/22
Foster dialogue Oversee the Effective im- PIPs and 9 approved Project man- 1 Monitoring 1 Monitor- 1 Review
and build development plementation MDIPS PIPs agement team reports on all ing Report Report on
consensus so of a single of PIPs and established 9 PIPs on all PIPs the all 9
that govern- country plan MDIPs for all 9 PIPs PIPs
ment, civil and coordinat- New indica- 52 approved 1 Monitoring 1 Monitor- 1 Review
society and ing mecha- tor MDIPS report on ing report Report on
private sector nisms for the 40 of the on all all MDIPS
and develop- HIV, TB and districts districts
ment partners STI response
cooperate to endorsed by
achieve the SANAC stake-
goals of the holders
NSP Optimise en- Number of Minutes of 4 4 HoS Meet- 4 4 4
gagement and meetings HoS Meet- ings
collaboration with Heads of ing
with all SANAC Secretariat
stakehold- from prov-
ers to reach inces
consensus on
coordination
structures, one
country plan
and monitoring
mechanism for
the response
ANNUAL PERFORMANCE PLAN 2018/19 PG 21Actual Estimated
Strategic Performance Means of Medium-term targets
Sub- Objective performance performance
Objective Indicator verification
2017/18 2018/19 2019/20 2020/21 2021/22
Advise govern- Provide and Approved Reports by 4 4 4 4 4
ment on HIV elicit strategic technical Technical
and AIDS, TB advice through reports Task Teams
and STI policy Technical submitted
and strategy Task Teams by Technical
and related and related Task Teams
matters structures
to facilitate
contributions
from sectors,
forums and
structures to
advise govern-
ment on HIV
and AIDS, TB
and STI legisla-
tion, policy and
service delivery
issues
Strengthen Optimise Number of Report Functionality Accountability 1 Implementation Mon- 1 Imple-
governance, SANAC struc- functional on the assessment framework itoring Reports on the mentation
leadership and tures for effec- AIDS Coun- functional- report adopted by functionality of the AIDS Evaluation
management tive leadership cils ity of AIDS 50% of AIDS Councils Report
of the response and shared Councils Councils
to HIV, TB and accountability AIDS Capac- Training of Training of Imple- Evaluation
STI in the imple- ity Building 5 provincial 4 provincial mentation
mentation toolkit devel- AIDS Councils AIDS Councils Monitoring
of the NSP oped
(Strengthen
AIDS Councils
at provincial
and district
level)
Develop and Approved Published 100 day plan Prevention 1 Monitoring 1 Monitor- 1 Review
implement the South African Roadmap developed revolution ing Report Report
South African Prevention roadmap Report
Prevention Revolution approved
Roadmap 2020 Roadmap
Support Number of Fast-track New indica- 7 fast track 10 fast track 15 fast 19 fast
municipalities fast track reports tor plans devel- plans devel- track plans track plans
in the estab- Municipality oped oped developed developed
lishment of the plans devel-
fast track cities oped
initiative
9.3 Quarterly targets against performance indicators
Annual target Quarterly targets
Performance indicator Reporting period
2018/19 Q1 Q2 Q3 Q4
Coordination of PIPs and MDIPs Annual 1 Project Management 0 0 0 1
Team
Approved MDIPs Quarterly 44 approved MDIPs 0 0 0 44
Number of meetings with Heads of Quarterly 4 meetings per annum 1 1 1 1
Secretariat from provinces
Approved technical reports submitted by Quarterly 4 1 1 1 1
Technical Task Teams
Accountability Framework Biannually Accountability framework 0 25% 25% 0
adopted by 50% of AIDS
Councils
Number of trained AIDS Councils on Quarterly Training of 5 provincial 0 3 2 0
governance AIDS Councils
PG 22 ANNUAL PERFORMANCE PLAN 2018/19Annual target Quarterly targets
Performance indicator Reporting period
2018/19 Q1 Q2 Q3 Q4
Approved South African Prevention Annual Prevention revolution 0 Draft 0 1 Pre-
Revolution Roadmap roadmap approved revo- ven-
lution tion
roadmap revo-
lution
road-
map
Number of fast track Municipality plans Quarterly 7 fast track plans devel- 2 2 2 1
developed oped
10. Programme 4: Strategic Information
10.1 Programme Purpose
This programme exists to:
• Source, provide and utilise strategic information to support the implementation of the NSP
• Develop monitoring and evaluation plans for the NSP and raise awareness among stakeholders regarding the utilisa-
tion thereof
• Coordinate the monitoring and evaluation of the implementation of the NSP, utilising among others, web-based
approaches
• Build the capacity of stakeholders to report on progress regarding the implementation of the NSP
• Coordinate the development of a Research and Knowledge Management Agenda to support the implementation of
the NSP and related plans
• Support NSP-related surveys and research initiatives
10.2 Strategic objective, annual targets and programme performance indicators
Means of Actual Estimated Medium term targets
Strategic Performance Verification Performance Performance
Sub-objective
Objective Indicator 2017/2018 2018/2019 2019/20 2020/21 2021/22
Foster dialogue Optimise the Approved NSP NSP M&E 1 0 1 Mid- 0
and build consen- engagement and M&E Plan Plan Term
sus so that govern- collaboration Review of
ment, civil society with all SANAC the NSP
and private sector stakeholders to M&E
and development reach consensus Plan
partners cooper- on coordination
ate to achieve the structures, one
goals of the NSP country plan
and monitoring
mechanism for
the response
ANNUAL PERFORMANCE PLAN 2018/19 PG 23Means of Actual Estimated Medium term targets
Strategic Performance Verification Performance Performance
Sub-objective
Objective Indicator 2017/2018 2018/2019 2019/20 2020/21 2021/22
Advise government Provide and Approved SI/M&E 0 2 4 4 1
on HIV and AIDS, elicit strategic technical Reports by Review
TB and STI policy advice through reports Technical Report
and strategy as Technical Task submitted Task Teams
well as related Teams and by the M&E,
matters related struc- Research, Epi
tures in order to and KM Task
facilitate con- Team
tributions from NSP Mid-Term Published 0 0 1 Mid- 0 0
sectors, forums Review Mid-Term Re- Term
and structures view report Review
to advise gov-
ernment on HIV NSP End Term Published 0 0 0 0 1
and AIDS, TB Review End Term Re-
and STI legisla- view Report
tion, policy and NSP Research Approved 0 1 0 1 Re- 0
service delivery and Knowl- Research and view of
issues edge Manage- KM Agenda the Re-
ment (KM) search
Agenda and KM
Agenda
Strengthen gover- Optimise SANAC M&E Quarterly Reports/ 1 4 Quarterly 4 4 4
nance, leadership structures for Reports/ Reports/
and management effective leader- Factsheet by Factsheets
of the response to ship for shared Factsheets on M&E
HIV, TB and STI accountability in NSP targets
the implementa-
tion of the NSP
Approved Global AIDS 1 1 1 1 1
Global AIDS Monitoring
Monitoring Report
Report
Strengthen the Facilitate the Approved Routine 1 10 0 10 0
multi-sectoral development M&E Routine Assessments
response to HIV, and track Assessment Reports
TB and STI as a implementation Reports
contribution to the of programme
overall social and specific plans
economic devel- and strategies
opment of South
Africa
PG 24 ANNUAL PERFORMANCE PLAN 2018/19Means of Actual Estimated Medium term targets
Strategic Performance Verification Performance Performance
Sub-objective
Objective Indicator 2017/2018 2018/2019 2019/20 2020/21 2021/22
Monitor perfor- Monitor and Approved Published As above As above As above As As
mance against the evaluate imple- annual M&E reports above above
set targets set in mentation and reports and
the NSP and ensur- outcomes of the Mid-Term
ing mid and end NSP Review
term evaluations
for the prevailing
NSP Optimise the Routine Data Assessment As above As above As above As As
demand and Assessment Reports above above
use of strategic
information for
the purpose
informing the
HIV, ST and TB
country agenda
Strengthen stra- NSP Mid and NSP Mid and As above As above As above As As
tegic research End Term End Term Re- above above
activities to Review* view reports
create validated
evidence for
innovation, im-
proved efficien-
cy and enhanced
impact
Create and Promote effec- Signed data Data sharing 2 4 4 6 10
strengthen part- tive and efficient sharing agree- agreement
nerships for an partnerships at ments in place
expanded national all levels and being
response in South implemented
Africa to HIV, TB
and STI among
government agen-
cies, civil society,
development part-
ners, the private
sector and people
living with HIV, TB
and STI
10.3 Quarterly targets against performance indicators
Annual
Quarterly targets
Performance indicator Reporting period target
2018/19 Q1 Q2 Q3 Q4
NSP M&E report Annual 1 0 0 0 1
Annual PIP M&E plans Annual 9 9
NSP Research and KM Agenda Annual 1 0 0 0 1
M&E Quarterly Reports/Factsheets on NSP targets Quarterly 1 1 quarterly 1 1 1
report
Global AIDS Monitoring (GAM) report Annual 1 0 0 0 1
Signed data sharing agreements in place and being Quarterly 2 1 1 1 1
implemented
ANNUAL PERFORMANCE PLAN 2018/19 PG 2511. Programme 5: Resource Mobilisation and Donor
Co-ordination
11.1 Programme Purpose
The purpose of this programme is to:
• Mobilise, coordinate, influence and monitor and evaluate the use of resources for the implementation of the NSP
11.2 Strategic Objectives and Sub-Objectives, annual targets and programme performance indicators
Perfor- Actual per- Estimated
Strategic Means of Medium-term targets
Sub- Objective mance formance performance
Objective verification
Indicator
2017/18 2018/19 2019/20 2020/21 2021/22
Foster dialogue Optimise the Approved GF CCM 0 1 GF Com- 1 Monitor- 1 Monitor- 1 Review
and build con- engagement GF CCM Communica- munication ing Report ing Report Report
sensus so that and collab- Commu- tion Strategy strategy
government, oration with nication
civil society and all SANAC Strategy
private sector and stakeholders
donors cooperate to reach con-
to achieve the sensus
goals of the NSP
Advise govern- Provide and Number of Minutes of 10 number 12 12 12 12+
ment on HIV and elicit strategic TWGs and meetings of meetings
AIDS, TB and STI advice through OPEC Meet- Review
policy and strat- Technical Task ings with and Adjust
egy as well as Teams and Global Fund Report
related matters related struc- PRs and
tures in order multiple
to facilitate stakehold-
contributions ers
from sectors,
forums and
structures to
advise govern-
ment on HIV
and AIDS, TB
and STI legis-
lation, policy
and service de-
livery issues
Strengthen Optimise Approved Minutes of 5 7 4 4 8
governance, SANAC struc- minutes of meetings
leadership and tures for effec- GF CCM
management of tive leadership Meetings
the response to for shared held
HIV, TB and STI accountability Approved GF CCM 0 1 0 1 Monitor- 1 Review
in the imple- Reports on Performance ing Report and Adjust
mentation of GF CCM Improve-
the NSP Perfor- ment
mance Im-
provement
Number of Oversight 4 4 4 4 4
Oversight Committee
Committee Reports
Reports
submitted
to the GF
CCM
PG 26 ANNUAL PERFORMANCE PLAN 2018/19You can also read
