Ad Hoc Committee on the review of Chapter 9 and Associated Institutions
Questionnaire
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Please read the following to assist you with the completion of the questionnaire:
a) This questionnaire has five sections. Please answer ALL questions. Where a question does not apply to your institution, your answer should indicate accordingly. b) Please respond to questions in the same sequence as the questionnaire. c) Provide detail responses in a concise manner. d) Please e-mail completed questionnaire preferably by 15 December 2006, not later than 10 January 2007.
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- Role and functions of Institution
1. How do you view your institution‘s constitutional/legal mandate? In other words
Provide a description of your understanding of your institution’s Constitutional/legal mandate.
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Response
a) To coordinate and monitor the mainstreaming and integration of Youth Development in government Departments at national, provincial and local level, as well as in the Private Sector. b) To develop National Youth Policy and advise government on the principles and guidelines of implementing the policy. c) To lobby and advocate for the integration of Youth Development across all sectors in the country d) To undertake or commission research on Youth Development issues
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2. What role or function does your institution perform that is not carried out by other institution, whether in government or civil society?
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Response Coordination and monitoring of the integration of Youth Development across all sectors.
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3. In what way, if any, does the role and function of your institution overlap or potentially overlap with other Chapter 9 institutions?
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Response There is no overlap with any Chapter 9 institution, since none of the institutions monitor nor coordinate the integration of Youth Development. Notwithstanding, it is important to emphasise (as acknowledged in your cover letter ) that NYC is not a chapter 9 institution and therefore it is not legally empowered to work as such. Chapter 9 institutions promote democracy and socio-economic rights within the context of the Constitution and report to Parliament. The National Youth Commission promotes the integration of youth development within the overall social and economic development agenda of government. |
4. What outcomes do you strive for in order to realize the constitutional /legal mandate set out in 1 above?
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Response a) A scientific study on the Status of Youth in the country b) Database of existing research studies on Youth Development in the country c) Functional M&E system to track Youth Development work in the country d) Ensuring that programmes are responsive to the needs of youth and therefore achieve the desired impact e) Monitoring and reviewing the implementation of the National Youth Policy f) Monitoring and evaluating the impact of government’s social and economic programmes and the extent to which they reduce youth vulnerability and promote economic and social inclusion g) Promoting a culture of civic responsibility among the youth of SA thus achieving social cohesion h) Enhancing social capital for youth through the nurturing of systems / structures / mechanisms that promote access to information that youth can use to improve their lives i) Promoting the participation of youth in decision making processes – leadership and accountability j) Increase the profile of priority programmes like the National Youth Service Programme |
5. Does the empowering legislation governing your institution provide a clear, workable, and comprehensive legal framework that supports and empowers the institution to successfully fulfil its core mandate?
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Response a) The legislation governing the NYC is NOT empowering to enable the NYC to fulfil its core mandate. The National Youth Commission Act (1996) is not enforceable; it does not provide any means of recourse for deviation or negligence on matters of youth development. As such, mechanisms for accountability and ownership are constrained. This point is significant to the extent that prioritising youth development should be institutionalised and not depend on the “goodwill” of the serving government. In a context of a weak legislation, there is no guarantee that the current commitment to youth development is sustainable. b) Youth Commissions at Provincial levels are established through separate Provincial Acts. As such there is no uniformity in terms of the establishment of the Commissions. Again, whereas there is strong working relationship between the National and Provincial Commissions, legally there is nothing that binds the provincial commissions to account and align their programmes to what the National Commission does. c) The above two points find expression at local government level where some municipalities are found not to be having youth desks nor youth policies.
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6. What mechanisms do you have in place to measure the outcomes set out in 4 above, and how do you asses the effectiveness and impact of your work?
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Response We do a 3 yearly strategic planning and couple it with a yearly operational plan. Both the Strategic plan and the Operational plan have clear key deliverables and or key performance indicators with timeframes. On a quarterly basis, we have a quarterly review session to track progress made on implementation. Heads of units are expected to do performance appraisal of all employees on a quarterly basis. As a public institution, our work is governed by government regulations like the PFMA and the Public Service Act. |
7. Have you carried out any evaluation looking at the success or otherwise of your functions, especially in relation to recommendations sent to government, parliament or other public institutions?
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Response Regular assessment of the work of the organisation is conducted. Recently, the Commission did an evaluation of the extent to which youth development has been mainstreamed within government. This was complemented by various studies such as those commissioned by the Youth Desk in The Presidency which looked at where SA is with regards to matters of youth development. Such studies are critical since their findings reflect the extent to which the NYC has been effective in championing the integration of youth development into the mainstream. For example, the increase in the number of departments that have established youth directorates, as shown in the 2006 Social Sector’s Programme of Action, secondly the Ten Year Review of government in 2004, as well as the recently reviewed government’s Macro Social Report- these are a direct result of the lobbying and advocacy work of the NYC. |
8. What have been /are the constraints facing your institution and how have these impacted on its ability to achieve its mandate.
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Response a) The legislative mandate of the NYC is limiting in that it does not allow for any recourse if government departments and the private sector do not align programme of action with the imperatives of youth development b) Lack of sufficient personnel and limited budget impedes the NYC from achieving its mandate. c) Historically, there seem to have been limited understanding by government departments of the mandate of the NYC. Efforts have been made through the Interdepartmental Committee on Youth Affairs to capacitate departments on the role of the NYC, but (as said earlier) departments send low level officials to our meetings. This trends has changed sharply in 2006 as the interest and ownership of youth development as a cross cutting priority has improved among principals and senior government officials. The NYC now participates in Clusters and Task Teams which provide space for shaping public policy and integrating youth development.
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B. Relationships with other bodies
9. How do you view your institution’ s relationship with the executive and Parliament, give its constitutionally guaranteed independence and impartiality and the constitutional requirement to be accountable to the National Assembly?
a)What legal and other mechanisms are in place to ensure and strengthen your institution ‘s independence?
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Response The coordination and monitoring role embedded in the National Youth Commission Act grants some independence to the Commission. It is more an understanding of this independence by other structures within and outside that is a challenge.
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b) What mechanisms are in place to facilitate reporting to (and being accountable to) the National Assembly?
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Response a) The National Youth Commission is from time to time called by the Joint Monitoring Committee on Children, Youth and People with Disabilities to account on the implementation of some aspects of the strategic plan. b) On an ad hoc basis other committees call the NYC to account on major programs such as the National Youth Service Programme c) Opportunities are also created at times to make presentations at the Inter-Ministerial committee on programs that concern the IMC d) Some of the work of NYC is reported to Parliament and the public via the reporting instruments established within the Cluster System.
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d) How do you view your relationship with the executive and under what circumstances do you engage the executive?
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Response This is formally facilitated by two entry points. A) The Minister in The Presidency who is the Executing Authority and B) reporting via the Social Cluster. For example, the Executive monitors programmes delegated to the NYC via the Programme of Action. Other less formalised mechanisms to interacting with the Executive exist through direct interaction with Ministers or participation in various Inter-Ministerial fora. |
10. Is parliament currently fulfilling its mandate of oversight over your institution? If not how can this be improved?
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Response Parliament is fulfilling is playing its oversight role well. What needs to be improved is giving feedback on what it does about the constraints and challenges that are presented to them when we are called upon to account. |
11. What was the intended relationship of accountability between your institution and other institutions supporting constitutional democracy and the different branches of government? To what extent have these relationships been realized?
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Response a) We have established an Interdepartmental Committee on Youth Affairs (IDC). The IDC is a structure comprised of representatives from all government departments (although some departments are inconsistent in terms of sending representatives and most of them send low level officials). Through the IDC we get departments to account on their programs of Youth Development and we also give an account of what we do.
b) We initiated a collaboration with other institutions supporting democracy with an aim of establishing synergies and information sharing and not necessarily accountability. Our last meeting took place in May 2006.
c) One of the longest standing relationships has been with the Independent Electoral Commission. The partnership has served in ensuring that youth fully participate in the democratic processes of our country, including the electoral process.
d) As part of promoting mainstreaming and integration of youth development we participate in several boards that seek to advance the socio economic empowerment and upliftment of young people.
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12. Does your institution have any official or informal relationship with other Chapter 9 institutions or institutions of a similar nature? If yes, describe the nature of this relationship?
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Response
As indicated above, the longest relationship (dates back to 1998) is with the IEC. Towards the end of 1998, the NYC and the IEC developed a long term plan to mobilise youth to participate in the democratic processes, particularly the elections. The partnership involves youth participation in voter education programmes, joint media appearances, facilitation of partnership with youth NGOs and CBOs etc. This partnership has seen the improved youth participation in the electoral process.
The collaboration talked about above (no.11), included chapter 9 institutions as well. The collaboration which thus far happens only through meetings is aimed at information sharing and identifying areas of synergy.
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13. What is the extent of collaboration and coordination of the work carried out by your institution and similar/related work carried out by other Chapter 9 institutions or institutions of a similar nature? Give examples of successful initiatives in this regard?
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Response The collaboration forged with the IEC saw the increase of youth participation in electoral processes, joint media appearances, facilitation of partnership with youth NGOs and CBOs etc.
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C. Institutional Governance
14. What are the institutional governance arrangements in your institution? Are these arrangements clearly set out and do they allow for smooth running of the institution? Is there a clear, logical and workable division between the members of your institution appointed by the President on advice of the National Assembly and the secretariat? What suggestions do you have to improve the institutional governance arrangements?
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Response a) The institutional arrangements of the NYC are clearly spelt out in the Act and they do allow for smooth running of the institution. However, there are instances where the work of the secretariat overlaps into political work and vice versa, if not properly managed this can create unnecessary tensions. b) The Chief Executive Officer is the accounting officer of the NYC and is accountable to the Commission. Below him/her is a team of professionals assigned with specific tasks to carry out the mandate of the organization as per direction of the executive committee i.e Commission. If all is done well, the CEO being given the space to play his/her administrative role and doing so effectively, and the political heads giving timeous direction, there will not be a need to think of improving the institutional governance arrangements. |
15. Does your institution have mechanisms in place to deal with internal conflict in your institution? If yes, what are these mechanisms and are they effective?
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Response All conflicts and grievances within the NYC are channelled through the Human Resource Directorate. There is a committee assigned to deal with such, and a union representative forms part of all conflict resolution processes. We have also established an Employee Wellness Program to enable staff to confide to professional social workers, who they might regard as neutral, to help them deal with the challenges they face. |
16. What mechanisms are in place for Chief Executive Officers, Chairpersons and Commissioners to disclose and or seek permission for private commercial/financial interests or involvement? Are such mechanisms effective or sufficient to ensure transparency and avoid conflict of interest?
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Response There is an annual disclosure form that all senior managers and commissioners sign. The form has to be done in affidavit form in a sense of it having to be signed with the Commissioner of Oath. The completed forms are then submitted to the Presidency and are dealt with accordingly at Presidency level in line with the relevant Public Service Regulation Framework. In cases where someone has a private business, they are discouraged from bidding in cases where there is perceived conflict of interest.
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D. Interaction with the Public
17. What was the intended relationship between your institution and the public? To what extent has this relationship been realized?
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Response a) The NYC interacts with the public on a frequent basis, safe to say on a monthly and sometimes fortnightly basis. The nature of our work is such that we have to consult youth organizations on a frequent basis. We call a lot of workshops and briefing sessions and base the work that we do on a well consulted upon position. b) In many cases members of the public come to our offices to enquire about our work and to try and establish working relations with us. c) Certain misconceptions, however, still remain in the minds of the public. The NYC is not designed to implement programmes, but serve as an advisory structure to government on matters of youth development. Government departments are supposed to play a leading role in concretely implementing the youth development agenda.
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18. Does your Institution have mechanisms in place to deal with complaints by the public about the work done by your institution or the failure to attend to issues?
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Response d) Yes, such mechanisms exist. One such example is the izimbizos. (See more elaboration below). |
19. If you deal with public complaints, what mechanisms are in place to deal with such complaints, to follow through on such complaints and to successfully resolve such complaints?
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Response
a) We have just established a Stakeholder forum (established December 2006) which comprise of representatives from various Youth Organisations. The Stakeholder forum which sat only once thus far, will sit on a quarterly basis and discuss a range of issues which youth organizations are dissatisfied with about the work of the commission. b) In February this year, a forum of organizations dealing with Youth and HIV and AIDS will get to sit for the first time as well. The aim is to get the organizations to talk to each other on HIV and AIDS issues and the work they do for young people in this regard. c) A network of organizations dealing with research on Youth Development will also sit in February to advise us on the work they do, but to also get to talk to one another so as to avoid duplications. d) At local government level, we have established a Reference Team which also meets on a quarterly basis and advises us on Local Government matters. Members of the Provincial Youth Commissions are represented in the Team. e) The NYC runs a Youth Information Service to enable youth and the general public to access essential information on youth development. The information is made available in three forms, which are, namely, Youthline (toll-free line), website and Youth Information Guide. Through the YIS youth are able to get information on Being Youth, Education and Careers, Living in a Democracy, Safety and the Law etc. 10 000 Braille versions of the Youth Information Guide have been made available to youth with visual defects. NB. We acknowledge and support the role that Provincial Youth Commissions play, and we encourage young people to direct some of their queries to their provincial commissions.
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E. Financial and Other Resource Matters
20. Give an indication of your budget allocation, additional funding and expenditure over the past five years.
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21. Please provide detailed information of the remuneration packages for office-
bearers and Commissioners.
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Response
Commissioners
Office Bearers
Policy, Research and Programs
Human Resources
Communications
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22. Please illustrate the budget process followed by institution, including the
process of all allocation of funds.
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Response
As the NYC, we do not have an opportunity to motivate for our own budget with Treasury, the budget process is led by the Presidency. On the basis of the resources allocated to Vote1 (Presidency) the department allocates to its programs which include the NYC. The budget allocated to the NYC then informs the business plan of the organization. An ideal situation would be the allocation of resources as informed by the business plans of the NYC and derived from its mandate.
Once budget is allocated from Presidency, managers then sit and set personnel expenditure aside including Human Resources Development Costs. The remaining amount is then allocated to the rest of the flagship programs.
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23. Are the current budgetary and administrative arrangements sufficient to ensure
autonomy of Chapter 9 institutions?
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Response The current budgetary and administrative arrangements are not sufficient to ensure the autonomy of the NYC. As said earlier, we do not get to motivate for our own budget. As a result, we plan our work on the basis of funds allocated as opposed to the allocation being informed by our strategic plan. Due to insufficient budget, we have not been in a position to employ sufficient personnel to ensure that our mandate is realized.
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24. To what extent are the resources allocated to your institution directly spent on
meeting its key responsibilities?
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Response The resources allocated to the National Youth Commission are used directly on meeting its key objectives. More expenditure on personnel is in line with the nature and design of the institution which requires that it invests more on human capital. As a coordinating and monitoring institution, the NYC is not required as per the Act to implement any program. |
25. Please tabulate the full staff complement of your institution, including all
executive and non- executive staff. Please separate staff in the head office from
regional offices, where applicable.
