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The South African Human Rights Commission. Meeting with the Portfolio Committee on Justice and Constitutional Development 11 September 2012. Contents. Enhancing the working relationship between the SAHRC and Parliament Quarterly meetings Informal meetings

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The south african human rights commission

The South African Human Rights Commission

Meeting with the Portfolio Committee on Justice and Constitutional Development

11 September 2012


Contents
Contents

Enhancing the working relationship between the SAHRC and Parliament

  • Quarterly meetings

  • Informal meetings

  • Joint meetings with the Portfolio Committee

  • OISD

    The SAHRCs reporting obligations to Parliament

  • How can the SAHRC report more effectively to Parliament

  • Parliament’s role in assisting the Commission with its reporting obligations

  • PAIA reporting obligations and challenges

    Funding requirements

  • Towards an ideal budget

  • Sharing resources with Chapter 9 institutions

  • How can Parliament support the SAHRCs request for additional funding?

    Enhancing the role of Commissioners

  • Conditions of Service

  • The impact of Commissioner Baai’s death

  • Human Rights Commission Act


Additional funding proposal

Additional Funding Proposal

Presentation to the Portfolio Committee on Justice and Constitutional Development

11 September 2012


Contents1
Contents

The Big Question

  • Cutting spending over the medium to long-term

    Analysis of the Current Context

  • Acknowledging the fiscal challenges

  • Performance information

    Radical (but Realistic) Recommendations

  • Chapter 9s working together

  • Greater collaboration = effective and efficient institutions

    The Plan

  • Assistance from Treasury

  • Political buy-in


The big question cutting spending over the medium to long term
The Big QuestionCutting spending over the medium to long-term

  • Savings and reprioritisation within the MTEF baseline

  • Priorities to be accommodated through reprioritisation

  • 1%, 2%, 3% baseline deductions

  • Impact of reprioritisation and baseline reduction on outputs

  • Proposals for long-term savings

How do you plan to cut spending over the medium to long-term?


Analysis of the current context acknowledging the challenges faced by national treasury
Analysis of the Current ContextAcknowledging the challenges faced by National Treasury


Analysis of the current context why treasury s approach is wrong
Analysis of the Current Context Why Treasury’s approach is wrong

  • 1%, 2%, 3% results in a piecemeal approach to cutting spending

  • Spending cuts = cuts in essential services

  • Cutting services reduces organisational effectiveness

  • A more holistic approach is required


Analysis of the current context why treasury s approach is wrong1
Analysis of the Current Context Why Treasury’s approach is wrong

RTT process started in 2010

Advocacy

Research

Legal Services


Analysis of the current context why treasury s approach is wrong2
Analysis of the Current Context Why Treasury’s approach is wrong

Reprioritisation


Analysis of the current context acknowledging the challenges faced by human rights commission
Analysis of the Current ContextAcknowledging the challenges faced by Human Rights Commission


Radical but realistic recommendations for cutting spending
Radical (but Realistic)Recommendations for cutting spending

  • 10% of our budget is spent on rentals

  • Large meeting areas are used 15% of the working day

  • Current building layout results in almost all staff having an office

  • Similar challenges faced by other C9s


Radical but realistic recommendations for cutting spending1
Radical (but Realistic)Recommendations for cutting spending


Radical but realistic recommendations for cutting spending c9 house
Radical (but Realistic)Recommendations for cutting spending – C9 House


Radical but realistic recommendations for cutting spending c9 house1
Radical (but Realistic)Recommendations for cutting spending – C9 House


The plan working together to cut costs and improve performance
The PlanWorking together to cut costs and improve performance

5 Polokwane

25 Municipal Offices

3 Rustenburg

1 Mabopane

1 Siyabuswa

5 Nelspruit

1 Mmabatho

2 Pretoria

1 Centurion

2 Mafikeng

19 Municipal Office

7 JHB

18 Municipal Offices

1 Vryburg

1 Potchefstroom

1 Kuruman

51 Municipal Offices

1 Newcastle

2 Upington

1 Phuthaditjhaba

20 Municipal Offices

4 Kimberley

1 Pietermaritzburg

6 Bloemfontein

4 Durban

1 Westville

27 Municipal Offices

1 Umtata

1 Bisho

39 Municipal offices

28 Municipal Offices

4 East London

2 Port Elizabeth

6 Cape Town

1 George


The plan working together to cut costs and improve performance1
The PlanWorking together to cut costs and improve performance

  • 100% target will be reached in 2014/15 (AG Performance Audits)

  • Ideal budget: R140 million in 2013/14 and R157 million in 2014/15

  • Increases required for two more financial years before spending cuts can be considered

  • In 2015/16 guaranteed, pre-approved budget cuts can be implemented


The plan the ideal budget 2013 14
The PlanThe ideal budget 2013/14


The plan working together to cut costs and improve performance2
The PlanWorking together to cut costs and improve performance


The plan working together to cut costs and improve performance3
The PlanWorking together to cut costs and improve performance


The plan towards a win win situation
The PlanTowards a win-win situation

  • Closer cooperation between C9s

  • Positive knock-on effects e.g. reduced security costs, shared personnel, collaboration, IT infrastructure, one-stop service for clients

  • Purchasing power – optimum use of technical support teams e.g. IT helpdesk, travel desk

  • Treasury reduces budgets of C9s by between 9%-12% over 3-5 years

  • Full political buy-in from all stakeholders


The plan working together to cut costs and improve performance4
The PlanWorking together to cut costs and improve performance

  • Exploratory teams to be formed in each C9 institution

  • Feasibility study conducted by National Treasury or supported by National Treasury

  • Pilot projects in provincial offices

  • Medium-long term view

  • Support from Parliament



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