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SECTION 100(1)(b) IMPLEMENTATION IN LIMPOPO DEPARTMENT OF ROADS AND TRANSPORT. PROGRESS REPORT PRESENTATION TO THE SELECT COMMITTEE ON FINANCES, NCOP, 15-16OCTOBER 2013. Presentation Outline. Background information The process Progress to date

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section 100 1 b implementation in limpopo department of roads and transport

SECTION 100(1)(b) IMPLEMENTATION IN LIMPOPO DEPARTMENT OF ROADS AND TRANSPORT

PROGRESS REPORT PRESENTATION TO THE SELECT COMMITTEE ON FINANCES, NCOP, 15-16OCTOBER 2013

presentation outline
Presentation Outline

Background information

The process

Progress to date

Responses and progress on issues raised by SCOF

Way forward

Recommendations

2

background information
Background Information

This presentation seeks to report back on the progress made in the implementation of Section 100(1)(b) of the RSA Constitution.

Good and commendable progress has been achieved; mainly in the department whereas some work still needs to be done at the Roads Agency Limpopo (RAL) and the Gateway Airports Authority Limited (GAAL). Challenges at the two agencies range from legislative, governance and resources management. It is still relevant to pursue the investigation on the appropriate model to deliver roads infrastructure in the Province.

The team has entered a final phase focusing on a handing over process in the department while setting up appropriate systems and turnaround plan for RAL and GAAL to ensure sustainability of the recovery path.

3

the process
The Process

DIAOGNOSIS:

Status Quo

Systems

People

TURNAROUND:

Stabilize

Investigate

Review

IMPLEMENT:

Structure

Systems

People

TURNAROUND / RECOVERY PLAN

EXIT & MONITOR

NEW NORMALITY

We are here

progress to date
Progress to date
  • Finalised the diagnosis and developed a Turnaround/ Recovery Plan focusing on the following key issues:
    • Organisational re-alignment and learning
    • Public entities restructuring
    • Financial management
    • Contract management
    • Public transport
    • Cost containment
  • Cash situation stabilized. The Department has not over spent on the 2012/13 current budget.
  • Paid all outstanding invoices with 99% currently being paid within the required 30 days. Implementing cost containment measures.
  • Introduced internal controls i.r.t SCM in general and also invoice verification in particular.
progress to date1
Progress to date…
  • Aligned the 2012/13 budget to the Strategic Plan, APP and broken it down to project level.
  • Seconded an official from the Department to act as interim CEO for the duration of the intervention.
  • Reviewed 11 financial management at RAL.
  • Reviewed and amended 14 policies at GAAL.
  • Re-instated the CEO of GAAL
  • Improved contract management in the department.
  • Implemented 80% of the Public Protector’s recommendation. Outstanding issues are related to either legal or criminal processes underway.
progress to date2
Progress to date…
  • Obtained unqualified Audit Report for 2012/13
  • Cleared the payments backlog at RAL.
  • Stopped the usage of hand written chegues at GAAL and working on total reliance on electronic transactions for all payments.
  • Forensic and related investigations progressing satisfactorily:
  • The intervention team referred 33 suspicious invoices to the forensic investigators.
    • 5 cases have been registered with the police as a result of the forensic investigation commissioned by the Treasury at the start of the intervention,
    • The SIU/ACTT indicates that 9 service providers and 2 officials of the department have been arrested in connection with the potholes contracts.
    • Former CEO and an official of RAL as well as a private service provider have been arrested on fraud and corruption charges.
    • There are also 30 cases of conflict of interest, financial non-disclosures, doing remunerative work outside without permission.
way forward
Way forward
  • The gradual hand over to the provincial department as per Cabinet decision of 12 August 2013. Identify more responsibilities that can be handed over immediately, in the next 3 months.
  • Filling of key positions especially at RAL.
  • Finalise an appropriate model to deliver roads infrastructure for the province.
  • Prosecute outstanding DC cases.
  • Develop a monitoring system to ensure sustainability of the intervention gains
  • Develop a comprehensive close out report that includes lesson learned, deployment strategy for future interventions.
concluding remarks
Concluding Remarks
  • Cabinet announced on 12 August 2013 that the teams should start a “6 months period of hand over to the Premier and his new Executive.” Already the department is processing all payments and the intervention team only monitors the process.
  • The provincial department has stabilised and the team can spend more time at RAL to ensure that systems are in place at assumption of duty by the new team (new Board and competent management team).
  • Generally, there has been support and cooperation from the Department led by the HOD.
  • However at RAL there are still challenges with regard to cooperation mainly due to instability related to high vacancy rate at key positions. There seems to also be a high level of anxiety among staff as a result of the ongoing investigations. It is hoped that filling of key positions would result in certainty and therefore stability at the agency.
recommendations
Recommendations
  • It is recommended that SCOF note progress made with regard to the implementation of Section 100(1)(b) of the Constitution in the Limpopo Department of Roads and Transport.