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DCoG Annual report FY 2010-2011 presentation to the portfolio committee on cooperative governance and traditional affairs. Director-General: Mr. E Africa 18 October 2011. OVERVIEW OF THE PRESENTATION. Organisational Structure of the Department Restructuring Process

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DCoG Annual report FY 2010-2011 presentation to the portfolio committee on cooperative governance and traditional affairs

Director-General: Mr. E Africa

18 October 2011


Overview of the presentation
OVERVIEW OF THE PRESENTATION

  • Organisational Structure of the Department

  • Restructuring Process

  • Performance of the Department

  • Financial performance 2010/11

  • Disaster Interventions

  • LGTAS / Outcome 9

  • Response to concerns raised by the Portfolio Committee on the Annual Report (AR) FY 2009/2010

  • Highlights: Annual Report FY 2010/11

  • Summary of Performance: FY 2010/11

  • Programme progress against annual targets

  • Initiatives to address Auditor-General’s findings


Overview of the presentation1
OVERVIEW OF THE PRESENTATION

  • Organisational Structure of the Department

  • Restructuring Process

  • Performance of the Department

  • Financial performance 2010/11

  • Disaster Interventions

  • LGTAS / Outcome 9


MINISTRY

COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

INTERNAL AUDIT

DEPARTMENT OF TRADITIONAL AFFAIRS

DIRECTOR-GENERAL

DEPARTMENT OF COOPERATIVE GOVERNANCE

DIRECTOR-GENERAL

Mr E Africa

ANTI CORRUPTION INSPECTORATE

CHIEF OPERATING OFFICER

Dr KL Sebego

BRANCH: PROVINCIAL AND MUNICIPAL GOVERNMENT SUPPORT

Acting : Dr KL Sebego

BRANCH: INFRASTUCTURE AND ECONOMIC DEVELOPMENT

Mr R Hansby

BRANCH: POLICY, RESEARCH AND KNOWLEDGE MANAGEMENT SUPPORT

Mr T Fosi

CHIEF DIRECTORATE: LEGISLATIVE REVIEW AND DRAFTING

Ms V Ndah

CHIEF DIRECTORATE: COMMUNICATION AND MARKETING

Mr B Rakate

BRANCH: GOVERNANCE AND INTERGOVERNMENTAL RELATIONS

Mr KT Sigidi

BRANCH: NATIONAL DISASTER MANAGEMENT CENTRE

Acting : Ms M Sethusha

BRANCH: CORPORATE AND FINANCIAL SERVICES

Mr M Mtythda


RESTRUCTURING PROCESS

  • Dept embarked on a review of the organisational strategy after the 2009 national elections.

  • Strategy of the department was aligned to the expanded mandate of the new Department of Cooperative Governance, including the institutionalisation of the project management approach and establishment of provincial offices to enhance service delivery.

  • The implementation of the new structure is 90% completed.

  • SMS posts were filled through competitive placements and posts below SMS finalised through matching and placement.

  • Placement below SMS is 100% completed.

  • Throughout the process no employee lost their jobs or was in danger of losing their job.


RESTRUCTURING PROCESS cont.

  • POSTS STATISTICS:

    • SMS posts filled – 107

    • SMS posts vacant – 18

    • SMS structure with names (copy attached)

    • Nr of staff additional to the establishment:

      • SMS: 32 (current process underway to address this situation)

      • Level 1-12: 10 (staff appointed on contract for specific projects, i.eMasibambane & EU projects)


Overview of achievement fy 2010 11
Overview of Achievement FY 2010/11

Reasons for non-achievement as disclosed in the Annual Report is mainly

due to capacity constraints experienced during this transition period.

All the projects that have been partially and not achieved have been

catered for in the APP 2011/12 and are currently being implemented

47%

21%


Expenditure trends 2004 05 to 2010 11 r 000
Expenditure Trends :2004/05 to 2010/11 R’000

  • The bar chart shows expenditure trends over a period of 7 years. The 2010/11 financial year 99.7% of the Total appropriation was spent.


Financial performance fy 2010 11
Financial performance FY 2010/11

  • The post of CFO was only filled in January 2011 and that of the Executive Manager Internal Audit and Risk Management was only filled after March 2011;

  • A functional Audit Committee is in place and chaired by Ms Nonhlanhla Khumalo;

  • The findings of the AG was a qualification with reasons of incomplete disclosure of irregular expenditure; and

  • The Department has adopted a post audit action plan after consultation with Executive Managers, a partnership between NT and DCoG is in place to assist with the post audit action plan


Financial performance fy 2010 111
Financial performance FY 2010/11

  • Acquisition/logistics asset management (intangible assets), Asset management (tangible assets), Financial accounting services (fast), Internal Audit & Risk Management, Information Communication and Business Technologies, human capital management and Irregular expenditure

  • We are in a process of appointing financial governance Advisor to assist monitoring of the plan

  • We also initiated processes of strengthening systems and processes of accountability

    • During the period under review we have undertaken disciplinary actions on irregular expenditure


  • National State of Disaster declared on 21 January 2011 in 33 District and Metro municipalities in 8 provinces due to flooding and other related incidents following adverse weather conditions

  • Initial assessments conducted by Provinces and Municipalities estimated damages amounting to R 12 473 694 314

  • Response & rehabilitation needs assessments undertaken by the NATJOC teams with the leadership of NDMC

  • Independent verification & costing (technical assessments), as required by NT, undertaken by professional services providers-verified infrastructural damages amounting to R3 897 083 291

  • Priority Sectors identified by IMC for allocation of R 600mil (ring-fenced) for the disaster: Education (Schools, 30%), Transport (Roads & Bridges, 40%) & Human Settlements (Houses, 30%)

  • As from 1 April 2011, R1,850 billionnew conditional grants funding for immediate disaster needs for both municipalities & provinces over the MTEF period in DORA. R775 mil for 2011/12. (R305m for provinces &R470m for municipalities)



Lessons from disaster
Lessons from disaster

  • Pointed to key weaknesses & capacity challenges in the implementation of the Disaster Management Act and Framework across the spheres & sectors of government

  • Challenges to address include credibility of information, quality & timeliness of reports, lack of dedicated capacity for DRM in municipalities & sector dept’s, funding mechanisms provided for in DM Act and Public Finance Management Act not implemented by organs of state

  • Commitment of sector departments in disaster risk management processes are vital- multi-disciplinary Technical Task Team of the National Disaster Management Advisory Forum in the process of streamlining response actions to ensure rapid and more effective response

  • Acknowledge the need and importance to invest in disaster risk reduction (DRR)

  • Need to streamline processes. It should however be noted that the verification & assessment process conducted over the past few months to meet the requirements to submit a request for funding, was done in the shortest period of time since the promulgation of the Disaster Management Act, 2002 also taking into consideration that the disaster covered 8 of 9 Provinces.


Lgtas outcome 9
LGTAS/OUTCOME 9

  • The Delivery Agreement was finalised this year

  • Politicians and MEC signed performance agreements

  • The department’s Annual Performance Plan aligned to LGTAS/Outcome 9

  • Implementation Forum and Technical Implementation Forum established

  • Significant progress was made in the following areas:

    • - CWP

    • - Noted a fluctuation in vacancies (MM positions etc)

    • - Access to basic services

    • - Finalised the MSA by March 2011

    • - Significantly improved relationship with NT on key interventions










Highlights of the fy 2010 11
Highlights of the FY 2010/11 2009/2010

  • The signing of delivery agreements between the Minister and the MECs as well as Mayors in September 2010;

  • 89 689 job opportunities were created through the community work programme against a target of 87 000 opportunities;

  • Progress has been made to enhance the department’s coordination role across the three spheres e.g. through the Legislative Committee were the department is coordinating the identification of all legislation that weakens government’s efforts in service delivery;

  • The Municipal Systems Amendment Act was finalised;

  • We worked closely with stakeholders in preparing for elections;

  • Milestone on the finalisation of the recruitment and placement process;

  • Disciplinary Regulations and Procedures for S57 Managers Promulgated in February 2011; and

  • Disaster Management Centres across the spheres of government were activated to coordinate the multi-sector response to the National State of Disaster declared on 21 January 2011 in 8 provinces.


Achievement status summary fy 2010 11
Achievement Status: Summary FY 2010/11 2009/2010

Source: Audited DCoG Annual Report FY 2010/11














Progress against programme deliverables12
Progress against programme deliverables 2009/2010

Officials in Limpopo Province were trained on the new PMS developed with the DBSA;








Conclusion
Conclusion 2009/2010

  • Major reasons for underperformance in the past financial year was to do with the deep restructuring process which has now been finalised;

  • In addition to the responses to the AG findings Management has developed action plans to address all issues raised by the AG in order to improve on the performance of the department, the action plans were recently shared with executive Managers at the Departmental Executive Management Committee, Each affected party has been tasked to implement remedial actions outlined in the action plan; and

  • The Committee will be given regular updates on progress against issues raised by the AG going forward


Thank you

THANK YOU! 2009/2010

Local Government is Everybody’s Business Be Part of IT!



PRESENTATION OUTLINE ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • Purpose of the Presentation

  • Mission, Vision and Strategic Objectives

  • Evolution of the Department

  • DTA performance information:

  • non financial; and

  • Financial information

  • Findings by Auditor General

  • DTA Post Audit Action Plan

  • Challenges

  • Recommendations


PURPOSE OF THE PRESENTATION ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • To present the DTA Annual Performance for the 2010-2011 financial year in line with Section 40 (1) (e) of the PFMA.


VISION AND MISSION STATEMENT ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • Vision: A transformed, coherent and cohesive institution of traditional leadership which plays a central role in

  • traditional affairs and governance and contributes

  • to rural development.

  • Mission: To provide coordinated support to the institution

  • of traditional leadership within the system of cooperative governance by:

  • 1. Developing appropriate policies and systems;

  • 2. Establishing structures to enable communities to participate in governance and development processes; and

  • 3. Promoting social cohesion and preservation of customary law and tradition.


DTA ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRSSTRATEGIC OBJECTIVES

  • Strategic Objective One:

  • To build organizational capacity of the Department of Traditional Affairs and strengthen the capability to deliver on its mandate;

  • Strategic Objective Two:

  • To develop, review, monitor and implement legislation policies relevant to traditional leadership nationally; and

  • To coordinate and monitor the review and implementation of legislation and policies relevant to traditional affairs by national and provincial government departments.


DTA STRATEGIC OBJECTIVES CONT... ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

Strategic Objective 3:

To build capacity and capability of the institution to play a meaningful role in service delivery, development and the preservation of customary and tradition

Strategic Objective 4:

To support the National house of Traditional Leaders, the CRL Rights Commission, Commission on Traditional Leadership Disputes and Claims


Evolution of ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRSDTA

Strategicallylocating the two

Key Ministrieswithin the

Presidency: Planning Commission

to focus on long range planning for

South Africa & Performance, Monitoring

And Evaluation to ensureseamless

Accountabilityacrossdepartments & spheres

(Horizontally and Vertically)

Program 5:

Chief Directorate of

Traditional Leadership

then

Department of

Traditional Affairs

and

Reconfiguration of departments in

Line with the Manifestopriorities

2009-2014

Management & Administration

The Presidentwhenopening the

House of Traditional Leaders

In February 2010, statedthat the

“Ministry of Provincial and Local Government

was replaced by the Ministry of Cooperative

Governance and Traditional Affairs – to emphasise

the need for better coordination and coherence

between the spheres of government”

and

Research, Policy & Legislation

Branches/ Programmes

Institutional Support & Coordination

The Department of Traditional

Affairs as stand alone, emerged

Fromthisstrategicrepositioning

process


EVOLUTION CONT… ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

DTA Organisational Structure


DTA ORGANISATIONAL STRUCTURE ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

EVOLUTION CONT…

  • During the year under review a total of 90 post were funded and approved, however only 58 posts were filled; and

  • DTA is in the process of filling all vacant funded posts

  • The approved posts do not cater for the CRL Rights Commission as it receives transfers from the DTA; and

  • DTA is in the process of reviewing the current organisational structure to align it with the strategic direction of the department.


EVOLUTION CONT… ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • Chief Directorate: Traditional Leadership and Institutions’ business plan was incorporated into the Department’s business plan and the latter became program 5 within COGTA Strategic Plan;

  • The appointment of DTA Executive Leadership in September 2010 culminated into:

    • the review of DTA 2010/2011 business plan to ensure the alignment of the new and expanded mandate and strategic shift of the DTA to the Business Plan projects, and to confirm the sufficiency of allocated financial and human resources.

    • Appointment of sms members and confirming and placement of staff from the chief directorate (DCOG)


EVOLUTION CONT… ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • The review of the business plan led to:

    • Some projects being deferred to 2011/2014 strategic plan;

    • Reprioritization of strategic projects and identification of DTA priorities for 2010/2011


DEFERRED PROJECTS ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS


DEFERRED PROJECTS CONT… ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS


DTA 2010/11 PRIORITIES ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • Assessment of the state of governance within the area of traditional affairs;

  • Policy and legislative review e.g. NTAB;

  • Development of governance systems and structures; and

  • Recruitment of personnel.


DTA PERFORMANCE ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS


DTA PERFORMANCE FOR 2010/11 CONT... ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • Although the Departmental performance is fairly satisfactory, the non achievement on some of the planned targets is attributed to:

    • Inadequate human resource capacity; and

    • Inadequate funding for the Department to carry out its mandate, including among others consultation on the NTAB.


DTA PERFORMANCE CONT... ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • SO 1:To build and strengthen the Department of Traditional Affairs’ organizational capacity and capability to deliver on its mandate;

    • Appointment of the Executive Leadership in September 2010;

    • All staff in the DTA were relocated to new offices by March 2011;

    • Organisational Structure was developed, approved and implemented;

    • The revised DTA Business Plan was developed and approved by the Minister 10 February 2011;

    • ; DTA performance reports are submitted to the Minister;

    • and

    • DTA logo was developed and approved by Minister by August 2010.


DTA PERFORMANCE CONT... ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • SO 2:To develop, review, monitor and implement legislation and policies relevant to traditional leadership nationally

    • Guidelines to determine the number of members of a Traditional council were gazetted;

    • Handbook on the tools of trade for Traditional Leaders was drafted and presented to committee of the National House of Traditional Leaders in July 2010.

    • The initial consultation on the National Traditional Affairs Bill was done with selected stakeholders; and

    • Electronic information system was updated in respect of senior traditional leaders and communities during the period under review.


DTA PERFORMANCE CONT... ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • SO 3:

  • To build capacity and capability of the institution to play a meaningful role in service delivery, development and the preservation of customary law and tradition

    • Assessment workshops were held with six (6) of the eight Provinces : NC, MP, FS, EC, GP and Limpopo

    • 800 Senior traditional leaders trained on legislation;


DTA PERFORMANCE CONT... ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • SO 4: To support the NHTL, CRL Rights Commission and CTLDC to carry out their mandates

    • Secretaries of the CTLDC and the NHTL were appointed in January 2011

    • Gazette issued for the establishment of the CTLDC, and CTLDC was established

    • Five commissioners were appointed


2010/11 FINANCIAL PERFORMANCE ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS


2010/11 FINANCIAL PERFORMANCE CONT.. ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS


FINANCIAL PERFORMANCE ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRSNARRATIVE

  • During the year under the overall Department Expenditure amounted to R61,8 million which translates to 83% of the total appropriated budget of R74 million.

  • The under spending is mainly due to the fact that the Department became operational only in January 2011 when the SMS staff members assumed duty.

  • Strategic projects such as “Assessment of State of Governance in the Provinces” which Programme 3 is responsible for, was implemented towards the end of the financial year.


FINANCIAL PERFORMANCE NARRATIVE CONT.. ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • The under expenditure on Compensation of Employees is attributed to slow recruitment process which resulted in the appointment of SMS staff in January 2011.

  • Assessment on state of governance project for KZN and NW were deferred to 2011/12 and this resulted in savings on Goods and Services.


FINDINGS BY THE AUDITOR GENERAL ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • Irregular expenditure occurred as Goods and Services were procured without three quotations;

  • The 2010/2011 strategic plan not approved by the relevant executive authority;

  • The medium term strategic framework for 2009/2014 did not meet the criteria as prescribed by treasury regulations e.g. measurable objectives;

  • Failed to submit quarterly reports to the executive authority and did not track progress against outputs; and

  • No standard policies/procedures on how to collect, record, process and report on performance information.

  • DTA has developed an action plan as a commitment to address issues raised by the AG


POST AUDIT ACTION PLAN ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • Appointed a Senior Manager: Demand Management to monitor compliance with SCM policies;

  • Staff will be trained on supply chain management policies to avoid irregular expenditure and;

  • The 2011/12 Annual Performance Plan has been tabled for approval in Parliament;

  • Developed guidelines to ensure proper planning and reporting as per the framework of National Treasury;

  • DTA has developed Planning and Reporting Guidelines which will assist on how to collect, record, process and report on performance information.

  • Introduced a quarterly review system to track progress on the implementation of the annual performance plan.


CHALLENGES ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • Inadequate human resource capacity led to some of the projects not being achieved;

  • Slow recruitment processes led to critical posts being filled late in the FY and negatively affected performance of the department

  • Department still at the establishment phase and therefore not all the systems established due to inadequate human resource capacity and financial constraints

  • Lengthy and costly NTAB consultation processes which delayed tabling of the Bill in Parliament


RECOMMENDATIONS ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS

  • For the Portfolio Committee to note:

  • DTA 2010/2011 performance;

  • The intervention made to address audit outcomes; and

  • Challenges confronting the department.


Thank You ANNUAL REPORT FOR THE DEPARTMENT OF TRADITIONAL AFFAIRS


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