1 / 21

PRESENTATION TO THE PORTFOLIO COMMITTEE ON RURAL DEVELOPMENT AND LAND REFORM 18 MARCH 2015

PRESENTATION TO THE PORTFOLIO COMMITTEE ON RURAL DEVELOPMENT AND LAND REFORM 18 MARCH 2015. BACKGROUND. The Commission on Restitution of Land Rights (“the Commission”) is submitting a comprehensive stand-alone Strategic Plan for 2015-2020 and APP 2015-2016 to Parliament for the first time.

jeaner
Download Presentation

PRESENTATION TO THE PORTFOLIO COMMITTEE ON RURAL DEVELOPMENT AND LAND REFORM 18 MARCH 2015

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PRESENTATION TO THE PORTFOLIO COMMITTEE ON RURAL DEVELOPMENT AND LAND REFORM18 MARCH 2015

  2. BACKGROUND • The Commission on Restitution of Land Rights (“the Commission”) is submitting a comprehensive stand-alone Strategic Plan for 2015-2020 and APP 2015-2016 to Parliament for the first time. • This is in line with the move towards Autonomy as directed by the Minister and recommended by the DPME in the Restitution Evaluation conducted in 2014. • The strategic goals and objectives echo the goals and objectives of the Department of Rural Development and Land Reform as the Commission still forms part of the budget structure of the department (Programme 4) and is part of the DRDLR Strategic Plan.

  3. OVERVIEW OF CONTENT • The structure of the documents are in line with the prescripts of the National Treasury, as follows: • Part A: Strategic Overview • Part B: Strategic Objectives • Part C: Links to other plans • Annual Performance Plan 2015-2016 • Annual Targets for Strategic Objectives, Performance Indicators and Annual Targets per objective • Quarterly Targets for 2015-2016 • Reconciling Performance Targets with the Budget and MTEF • Technical Indicator Descriptions

  4. PART A: STRATEGIC OVERVIEW • Vision, Mission, Values, • Constitutional, Legislative and Policy mandates • Policy mandates aligned with the NDP, MTSF, MTEF and mandate of DRDLR • Situational analysis taken from 4 studies namely: • Regulatory Impact Assessment (RIA), • DPME Implementation Evaluation, • Expenditure and Performance Review (EPR) done by National Treasury • Report by the South African Human Rights Commission • Performance environment (Service delivery and Financial) • Service delivery challenges, organisational environment

  5. CONSOLIDATION OF FINDINGS/ SITUATIONAL ANALYSIS • The CRLR adopted the McKinsey 7S Framework as a management tool to perform the organizational analysis and to consolidate all the recommendations and findings of the different studies performed.

  6. CONSOLIDATION OF FINDINGS Strategy • The mandate of the CRLR has very often clouded by matters that are beyond the legal mandate • Lack of a standardised business process • Unclear delineation of roles and responsibilities between the DRDLR and the CRLR. Structure • Not aligned to the mandate • The budget structure: Appropriate delegations not in place

  7. CONSOLIDATION OF FINDINGS Systems • No Management Information System • No business process/ project management system (EPMO now used) • Ineffective system Style • Inadequate communication and awareness-raising • Because of close relationship with the DRDLR – not seen as autonomous and separate • The CRLR needs to be more visible.

  8. CONSOLIDATION OF FINDINGS Staff • Improved coordination and integration in the planning and implementation between stakeholders needed • A competent and dedicated human resource capacity to be established • Improved performance management systems to be put in place • Additional staff capacity required for new claims. • High staff turnover and inadequate research capacity Skills • Poor research skills raised • Training for manner in which new claims are to be processed required • FINDINGS CONVERTED INTO GOALS AND OBJECTIVES

  9. STRATEGIC OUTCOME ORIENTED GOALS

  10. PART B: STRATEGIC OBJECTIVES(split between business as usual and business unusual)

  11. PART B: STRATEGIC OBJECTIVES

  12. PART B: STRATEGIC OBJECTIVES

  13. RESOURCE CONSIDERATIONS Cost drivers: • Settlementof claims lodged before 1998 cut off date (old claims) • Finalizationof claims lodged before the 1998 cut-off date (old claims) • Clearing the Commitment register (settled but not finalised) • Re-opening of new claims • Settlement of claims lodged after 1 July 2014 (new claims) – bulk of finalisation of new claims likely to start after this strategic plan period • Implementation of the Improvement Plan

  14. RESOURCE CONSIDERATIONS

  15. RISK MANAGEMENT

  16. RISK MANAGEMENT

  17. PART C: LINKS TO OTHER PLANS • Aligned to MTSF • Aligned to DRDLR Strategic Plan

  18. THANK YOU

More Related