ATC130729: Report of the Portfolio Committee on Women, Children and People with Disabilities on the oversight visit to the offices of the Department of Women, Children and People with Disabilities from 26 – 28 March 2013, dated 24 July 2013

NCOP Women, Children and People with Disabilities

Report of the Portfolio Committee on Women, Children and People with Disabilities on the oversight visit to the offices of the Department of Women, Children and People with Disabilities from 26 28 March 2013, dated 24 July 2013

The Portfolio Committee on Women, Children and People with Disabilities, having undertaken an oversight visit to the offices and attended a workshop with the Department of Women, Children and People with Disabilities, reports as follows:

1. Introduction

The Portfolio Committee on Women, Children and People with Disabilities undertook an oversight visit to the Department of Women, Children and People with Disabilities from 26 28 March 2013.

2. Background

The Committee resolved in its meeting held on 6 March 2013 to postpone its workshop with the Department of Women, Children and People with Disabilities and agreed to hold it on 27 March 2013 on the turn-around strategy of the Department of Women, Children and People with Disabilities. In addition, the Committees intention was to conduct oversight by visiting the offices of the Department of Women, Children and People with Disabilities as this would coincide with the workshop to be hosted by the Department. The oversight has direct bearing on the key issues that the turn-around strategy would address.

3. Objectives

The objectives of the workshop were as follows:

a) Discuss the implementation of the turn-around strategy of the Department of Women, Children and People with Disabilities;

b) Engage with the overall mainstreaming framework, advocacy strategy, institutional support and capacity development and monitoring and evaluation strategy of the Department; and

c) Review the Departments progress for the 1 ^st , 2 ^nd , 3 ^rd and 4 ^th quarterly reports.

4. Delegation

The delegation was comprised of the following Members and officials:

Ms D Ramodibe (ANC, leader of the delegation), Ms P Petersen- Maduna (ANC), Ms GK Tseke (ANC), Ms H Lamoela (DA), Ms E More (DA), Ms CB Diemu (COPE), Ms IC Ditshetelo (UCDP, Ms van der Merwe (IFP) and Mr DC Kekana (ANC). The delegation was accompanied by the following Parliamentary staff: Ms N Nobatana (Committee Secretary), Ms K Abrahams (Content Adviser), and Ms C Levendale (Committee Researcher).

5. Tour through the offices of the Department of Women, Children and People with Disabilities

The Committee visited the offices of the Department i.e. Office of the Minister, Director-Generals office, Research Unit, Supply Chain Management, Advocacy and Mainstreaming, Childrens Unit and Human Resource. The Committee Members interacted with the support staff and observed the following:

The Committee noted with concern that a significant number of offices were vacant as staff members were absent. The primary reason for absenteeism was related to illness but in many instances the absence of the staff member could not be accounted for which was hugely problematic.
The Committee noted that a particular rest room facility was inadequate and was not attended to for a year.
The Committee further noted that the general conditions of the offices were not conducive to enabling staff to perform their duties well.
The Committee was concerned about the availability of adequate and safe office space. The Committee observed that due to inadequate office space, the location of certain office equipment grouped together posed as an occupational health hazard.
The Committee noted that there was a shortage and or lack of equipment for support staff to perform their duties i.e. a Communication Officer who did not have a laptop and had to share it with the Chief Communications Officer.
The record and filing system was in disarray i.e. confidential documents not in secure lock up facilities . This brought into question the measures the Department has put in place to ensure confidentiality of documentation and prevent loss and or damage.
The reception and security areas at the building entrance were inadequate it was indicated that these were in the process of being set-up.
The Committee noted that there was inadequate office furniture such as filing cabinets in the open office areas. Furthermore, faulty and or broken equipment such as telephones were left unattended to.

After a tour to the Departments offices, the Committee attended a workshop hosted by the Department on the implementation of the turn-around strategy.

5.1 Implementation of the Turn-Around Strategy (TAS)

The Minister commenced with a brief overview of the progress made with regards to the TAS. The Committee was informed that the implementation of the TAS has been challenging in the absence of adequate funding but that the Department was doing its best to implement it. In terms of key appointments, the Minister indicated that the Director General would assume the position as of April 2013; the Chief Financial Officer and the Supply Chain Management positions were in the process of being finalised ; the interview process for the Risk Manager position was being finalised. In addition, an audit committee was established and the position of Deputy Director for Internal Audit was being finalised. Hence, the Department has ensured that the Auditor Generals recommendations were being acted on. To this end, the risk committee was established and started working. The key challenges that affected the delivery of the TAS was a limited budget and that the Department was working on 50% of the staff compliment required to give effect to the TAS.

The Acting Director General (ADG) indicated that the TAS was developed within the context of capacity challenges within the Administration Programme amidst other problems as identified by the Auditor General (AG) of South Africa. In addition, the ADG indicated that the TAS was adopted primarily to ensure a clean audit for 2012/13 and to improve organisational performance. Furthermore, the presentation also focused on what progress has been made with regards to supply chain, financial and human resource management.

The three phases adopted to implement the strategy were Crisis intervention (December 2012); Stabilisation (March 2013) and Sustainability (July 2013 and thereafter). In terms of the implementation with regards to Phase 1, the Department has developed the implementation matrix and TAS which was approved by the Minister on the 15 October 2012. The strategy was officially launched at a staff imbizo in December 2012.

The Acting Director General was appointed as a project champion assisted by the Acting Chief Financial Officer and the Deputy Director: Human Resource Manager and as well as Statistics South Africa. The Department is in the process of sourcing additional capacity to ensure that they accelerate delivery on the TAS.

To date the Department held a workshop to define the ideal organisation that is able to deliver on its mandate with available resources, an organisation that recognises and rewards good performance, an organisation that deals decisively with poor performance and misconduct and an organisation that develops its employees and ensures staff wellness. The Department has revised the strategy goals and linked it to the governments medium term priorities, delivery agreements and National Development Plan. The business and service delivery models were adopted as well as new core business values to mould business behaviours. In addition, the Department also developed a strategy map.

An audit action plan was implemented and managed along with a human resource management plan of action to address the audit findings and progress. Top management - management committees and audit committees monitored progress.

In terms of progress and achievements, the Department noted the following:

· It requested and received an additional R12 million for compensation allocated through the Adjusted Expenditure of National Estimates.

· A range of policies were finalised.

· Financial delegations were approved and implemented.

· Responsibility managers were appointed.

· Management committees established in support of good corporate governance, tracking invoices and monthly financial statements provided to programme managers.

· In terms of governance structures, the Department indicated that internal audit plan approved, Additional Audit Committee members appointed and competencies strengthened, oversight by Audit Committee undertaken on compliance issues, TAs and Internal Audit.

With regards to monitoring progress, achievements and impact, the Department indicated that top management monitors progress on the implementation of project weekly. This progress was reported on at managers and audit committee meetings. Monthly monitoring of financial statements was also in place as of November 2012. In terms of quarterly expenditures for 2012/13, the Department used R192 849 with regards to compensation of employees.

5.2 Challenges in implementation of the Turn-around Strategy (TAS)

The Department indicated the following challenges with regards to the implementation of the TAS:

· There was no additional funding that has been made available hence implementation of strategy is subject to the current capacity and budget. Nor was there any commitment received from National Treasury for the implementation of strategy.

· A lack of a training budget for 2012/13 currently inhibits training and development in support of the TAS.

· A redesign of organisational structures is required to support the evolving strategic goals and objectives.

· Human Resource planning priorities need to be adjusted on the basis of amended strategic intentions, process definitions, business and service delivery model.

· Assessment of available skills is required in order to support of the TAS.

5.3 Turn-around matrix priority areas

The Department indicated a number of turn-around matrix priority areas these included:

· Reaffirmed departmental mandate

· Strategy, structure and establishment

· Organisational performance management

· Mainstreaming Strategies

· Monitoring and Evaluation Frameworks

· Country reports and other required reports

· Information Communication Technology (ICT)

· System Controls BAS and PERSAL

· Human Resource Strategy

· Financial management

6. Presentation on Overall Mainstreaming Framework

The Department then continued to present the overall Mainstreaming Framework, (presented by Ms Seabi , Deputy Director General (DDG); the Advocacy Strategy (Ms Mononela ); the Institutional Support and Capacity Development Framework (Ms Sisulu- Singapi ) and the Integrated Monitoring and Evaluation Strategy (Dr September).

7. Observations

The Committee having conducted oversight of the Departments office facilities and having had engaged with Departmental officials the following observations were noted and responses from the Department:

Committee Observation	Department Response
General The Committee was not satisfied with the apology rendered on behalf of the Deputy Minister. Even though the Committee received verbal notification that the Deputy Minister was at the BRICS Conference and therefore was unable to attend the workshop hosted by the Department, the Committee still requested a written apology from the Deputy Minister. The Committee reaffirmed that the importance of the Minister and Deputy Minister attending Committee meetings simultaneously. The Committee was concerned that the Department was spending money on hosting the workshop at a hotel when in fact the Departments boardroom could have been utilised instead and the catering could have been outsourced to a womens SMME. To this end, the Committee requested breakdown of the cost incurred for having the workshop at the hotel. The Committees overall concern was the lack of synergy between the presentations made and the observations noted during the oversight visit to the Departments offices. The Committee reflected on the development of the Department and indicated that it was informed that during its first year of being established the focus was meant to be on human resources, the second year on policy development and implementation and the third year on IT infrastructure. Given this reflection, the Committee questioned why the Department was still dealing with the same challenges. The Committee was concerned about morale and retention of staff at the Department given the working conditions that were not optimal. It was unclear as to what Phase the Department was actually in with respect to the TAS. It was unclear as to whether all staff was consulted on the TAS.	The Department noted the Committees overall concern. The Department indicated that the main reason the workshop was hosted at the hotel and not the Departments boardroom was because it did not have the facilities to take Members for a meal. The Department indicated that it was in Phase 2 of the TAS which ends March 2013. The Departmental staff were consulted on the TAS during September and October 2012. This entailed engagement with managers from a chief director, director position and up where input on the TAS was requested. Discussions on the TAS were also held at MANCO and EXCO meetings. In December 2012, a general meeting was held with all staff where support for the TAS was obtained and a name was developed.
ICT The Committee was concerned about the availability of computers and access to network points for internet and email as these were considered as essential tools of the trade for the Department. During the oversight visit, the Committee was informed that the Director and Deputy Director for Communication share a laptop as neither of the officials have a desktop. This seriously compromises the officials from undertaking what they were employed to do.	The Department indicated that laptops were only issued to senior managers and field workers and that a need must be expressed by the respective official before one is provided.
Office environment The Committee was shocked by the state of the office environment and as such the discussions on the presentations were informed by what Members had observed during the visit. The conditions of certain offices clearly posed a health hazard for staff concerned e.g. conditions of carpets were awful. The Committee questioned why there were no cleaners to attend to all the offices of the Department. The Committee also noted with concern that as per the site visit many of the offices were locked with no clear indication as to staff that are located in those offices.	The Minister indicated that the Department inherited the building from the Department of Public Works and as such were bound by certain operational issues e.g. cleaning service was already tendered out to a company. The cleaning contract was part of the leasing of the building but was coming to an end in March 2013. The issue of offices not being cleaned was raised with the Department of Public Works but nothing has come of it. The Committee was informed that the cleaners were not being paid at the right time and as such the cleaning services have not rendered its duties. The Department was not in a position to terminate the contract with the existing cleaning company. The Department acknowledged that the building where some of the officials are housed was not big enough to accommodate all staff. The Department acknowledged that certain lifts within the building were not working and that this was a security problem. The Department indicated that an Occupational Health and Safety Committee was established which was being supported by Human Resources to address concerns about the working conditions.
Fluxmans Report The Fluxmans Report has been tabled by the Speaker of the National Assembly for consideration.	The Minister indicated that the Fluxman investigation was initiated to deal with alleged fraud and corruption. The following officials were suspended in March 2013 as an outcome of the investigation; Chief Director and Director Human Resources, Director Strategic Management, Director International Relations, a driver and a Deputy Director in the office of the Director General. The 5 resignations amounts to 3% of the total staff compliment.
Human Resource The Committee was concerned about the level of absenteeism and how this was being monitored as well as whether monthly reports were compiled in this regard. It was unclear as to exactly how many officials were in the employ of the Department. Given the critical number of vacancies, the Committee questioned how the Department would implement its TAS. The Committee was dissatisfied with the Department in not having done the skills audit. In addition, the Committee was concerned that the Department intended using an external consultant to undertake the skills audit given its limited budget. The Committee was concerned with the Departments use of consultants in terms of the costs incurred and what the scope of work entailed. In terms of staff wellness, the Committee was concerned that the initiative presented seemed to be a once off event. This was discouraged and instead the Department was urged to address the root cause of the problems and ensure that addressing staff wellness was an ongoing matter. It was unclear as to whether the Department had a retention strategy and what this entailed. In addition, the Committee was keen to know what the turn-around percent for personnel was within the Department.	The Department has been unable to compile monthly reports but have the required information as to how many people were in its employ. Absenteeism is recorded manually within the Department as there is no electronic system at present. As such the attendance register is checked against the leave taken. The Department acknowledged that it has not yet done the skills audit and that it was in the process of correcting the PERSAL system. To this end, the Department intended outsourcing the skills audit to an external consultant. Furthermore, the Department reiterated that the budget structure had to be corrected in order to effectively deal with personnel issues. The Minister noted that since the Fluxman investigation it yielded 5 resignations. The Department indicated that it had not yet appointed service providers to assist with the implementation of the TAS but that this will be done by June 2013. Due to capacity constraints within the Department, consultants were required to develop the Monitoring and Evaluation Strategy. The Department informed the Committee that it was still busy working on a retention strategy, that the Department did not have incentives and was unable to provide counter offers to applicants applying for positions when offered the post. The Department assured the Committee that exit interviews were conducted and that these would be analysed and the findings to be made available to the Committee. Social cohesion activities were done once a quarter with staff.
Finances The Committee was concerned that the Department was implementing a TAS without adequate resourcing or a commitment from National Treasury for more funds. To this end, the Committee question what information and motivation was submitted to National Treasury for the request to be declined. It was also unclear as to how much was actually allocated from the Departments budget to give effect to the TAS. The information presented on the Departments finances were unclear. The Committee enquired as to whether staff had received training on implementation of the Public Finance Management Act. It was unclear as to what the R3 million versus R12 million allocation was actually going to be spent on in order to implement the TAS.	The Minister reiterated that National Treasury was supporting the Department but only insofar as the financial systems were concerned and providing support to the Risk Director, Internal Audit, the Financial Directors office and the staff in Supply Chain Management. The Acting CFO noted that the finances presented to the Committee reflected cumulative amounts. The Department acknowledged that the Programmes 2, 3 and 4 were suffering on account of inadequate funding. To this end, posts were cut for the aforementioned programmes due to limited finances. The Department indicated that it had not yet held a workshop on the PFMA and was still intent on doing it. It did send staff to PALAMA for training. The Minister indicated that the TAS was signed off in October 2012 and National Treasury allocated R12 million in this regard. Half was for helping to establish the necessary posts and systems within Supply Chain Management, Internal Audit and the Finance Department. Hence R6 million was allocated for strengthening the financial administration. The other R6 million was allocated for over-expenditure that was incurred from the previous financial year which was largely for the Compensation of Employees. The Committee was reassured that over-expenditure in the current financial year ceased. The R3 million was for the reviewing of strategies, the Departments HR structure, to do a process mapping, to undertake a work study and devise a skills plan. Since then the IMES was finalised. The Department reassured the Committee that its financial statements were audited and that the auditors were satisfied with the findings. The erratum in the ENE for this year was sent to Parliament.
Record keeping The Committee was concerned that despite what was presented by the Department on the securing of documentation, the oversight visit revealed poor record keeping practices as documents were seen lying on the floor not filed and not in secure lock up facilities. Most offices did not have filing cabinets yet on the site visit the Committee was shown a storeroom filled with unused folders. This brought into question why the Department has been unable to deliver reports to the Committee as the state of record keeping was dismal. The Committee responded to the need for shredders and cautioned the Department against unnecessary expenditure but to look at cost saving measures and suggested recycling paper instead.	The Department assured the Committee that reports are produced on content work for e.g. Beijing report. The Departments biggest challenge in terms of record keeping related to loss of personnel files and financial documents. The personnel files were prioritised and these are now secured in a lock up facility with an associated register. The batch room contained a fireproof cabinet for the filing system. A camera still needed to be installed as an additional security feature. The Department acknowledged that it still needed a record management policy and system. However, more resources were required for filing and partitioning of offices. The Department indicated that it required shredding machines to discard of information that is no longer required. The Committee was assured that all valuable documents were captured within the registry. In terms of a filing system, the Department only had a draft plan. Given the limited budget, space constraints and categories of documentation, all staff needed to understand the implications of this for filing. The Department indicated that with the suspension of the former Chief Director for Human Resources and the Director for Human Resources documentation within the Department disappeared but that the Department was addressing the matter.
Intersectoral Collaboration The Committee noted that even though the Department makes reference to various agreements made with various stakeholders, it was unclear as to what extent and nature of such memorandums of understandings (MOUs) and or contracts entailed.
Media and marketing The Committee enquired as to what the nature of the relationship was between the Department and GCIS as well as Thusong Centres. Given the Departments challenges, it was indicated that such collaborations could potentially enhance the work of the Department in disseminating information. The Committee was concerned about the negative publicity received by the Department and enquired what was being done to improve this image.	The Department acknowledged the importance collaboration with GCIS and Thusong centres. Furthermore, the Department indicated that a substantial amount is spent on placing advertisements for posts. The Department reiterated that by addressing the audit outcomes and improving the Departments financial situation it would have a positive outcome on its image. Press conferences are also used as platforms to inform and engage with the public.
Effecting the Departments Mandate The Committee questioned what the actual niche of the Department was as the strategies and frameworks presented were very broad. The Committee was concerned that the Department was not rendering quality services and was unable to give effect to its mandate given that the budget of Programmes 2, 3 and 4 were cut yet this formed part of the core function. The alignment between the Integrated Mainstreaming Framework; the Institutional Support and Capacity Building Framework; the Integrated Monitoring and Evaluation Strategy and the Advocacy Strategy was poor much duplication. The lack of costing and clear time frames for implementation was as concerning.	The Department acknowledged that the core Programmes 2, 3 and 4 were suffering due to a lack of adequate funding and capacity constraints. In terms of the Departments strategic direction and focus, it was utilising Governments 5 priorities and then working with the three programmes to look at M&E, advocacy, institutional support and capacity building and advocacy.
Integrated Mainstreaming Framework The Committee noted with concern that in the absence of a known mainstreaming framework monitoring and evaluating within Government and civil society at large is problematic. Furthermore, based on the Committee engagement with various Departments, it was evident that the many did not know how to mainstream gender, child right and disability effectively. The framework presented focused more on describing theoretical concepts but was lacking in terms of implementation. The Committee was concerned that the Department had insufficient staff, and that the required number of staff had yet to be costed and finances sorted and was concerned as to how all of this would impact on the Departments ability to give effect to the aforementioned framework. The Committee questioned how the Department would hold other Departments to account for failing to mainstream the rights of women, children and persons with disabilities given the capacity constraints. It was unclear as to what the short and long term goals were for mainstreaming, how these will be achieved and who the key stakeholders were. The overall concern was that it was unclear as to how the Department intended to implement the mainstreaming framework, how it was going to get all Government Departments to comply and what the criteria was to get the Departments to deliver. This issue had emerged clearly from the engagement the Committee had with various Departments on the United Nations Convention on the Rights of the Child and the United Nations Convention on the Rights of Persons with Disabilities. It was unclear as to how the Department was practically ensuring integration of mainstreaming frameworks across the various Government Departments and levels.	The Minister reiterated the impact of the limited budget and capacity constraints on the Departments ability to give effect to its mandate. An appeal was made to the Committee to assist the Department in this regard to obtain more funding. The Mainstreaming framework still required the sign off from the Minister and the Deputy Minister. It served as an overarching framework for the 3 strategies (women, children and persons with disabilities) to operationalise the Departments mandate. The Department cited the following examples of how it ensured compliance: The development of the WEGE Bill was to legislate for accountability. The Department acknowledged the lack of targets for sister Departments but was working with Departments to agree on these. In terms of international obligations, the Department developed a framework for doing the CEDAW report and then workshopped this with various Departments and then requested them to respond. The subsequent mock trial held was also very useful.
Monitoring and Evaluation Strategy The Committee noted that the Department needs a clearer mainstreaming framework and M&E strategy for reporting against set targets and objectives as well as a proposed plan of action/intervention. It was unclear as to when the strategy was to be finalised and made available to Government for implementation. It was unclear as to how the Department was working collaboratively with the Departments of Health, Social Development and Basic Education to monitor for e.g. infant mortality, under-five mortality, children with disabilities access to education.	The Minister indicated that Programmes 2, 3 and 4 were forced to work together to avoid duplication and as such the strategies developed can be applied by each other. Furthermore, each sector will utilise their own tools for advocacy, capacity building and monitoring and evaluation. The Department remained committed to implement the frameworks and strategies despite the limited resources. The Department acknowledges that information on the number of children with disabilities not in schools was lacking. The Department intends working with CODESA to look at indicators.
Institutional Support and Capacity Building It was unclear as to what the role of focal points were that the Department referred to and what specifically these were expected to do. The Committee also sought more clarity on the relationship the Department had with other Departments as well as the CGE and the Presidency. To this end, the Committee enquired as to what the Departments agenda was at a Provincial and Local Government level. Furthermore it was interested in the status of MOUs with Premiers offices. The Committee asked the Department how many Departments actually knew what their obligations were with respect to rights of women, children and persons with disabilities and what specifically was being done to educate the Departments about their obligations.	The Department through its machineries will ensure the education of Departments, Provinces and municipalities of their obligations with respect to women, children and persons with disabilities. An MOU was signed with the Minister of Health working on HIV/AIDS, maternal and child mortality. The Department was also partnering with UNICEF and UN Women to encourage testing and treatment during pregnancy. Another MOU was also signed with the Minister of Rural Development. Since the development of the Women Empowerment and Gender Equality Bill all other MOUs were ceased as the legislation is envisaged to enforce mainstreaming on Departments. The Department was finalising the strategy within a week and hereafter it would be signed by Premiers.
Advocacy The Committee noted with concern that despite initiatives such as the 365 days of action, the scourge of gender-based violence persists. Hence, a tougher approach is required with tangible outcomes that can be achieved. It was unclear to the Committee as to what the intentions of the Department were to ensure that the rights of women, children and persons with disabilities are realised this despite the presentations made. It was unclear as to how the Department was following up on issues raised by civil society at various platforms such as public hearings and community participation initiatives. An advocacy initiative was cited as an example launch of Disability Month at a Thusong Centre in Kwa-Zulu Natal in November 2012 where recording of issues raised appeared to be absent from Departmental officials.	The Minister assured the Committee that issues raised by civil society are recorded during the advocacy initiatives but was not sure about the example cited but that it will be followed up.

Committee Observation

Department Response

General

The Committee was not satisfied with the apology rendered on behalf of the Deputy Minister. Even though the Committee received verbal notification that the Deputy Minister was at the BRICS Conference and therefore was unable to attend the workshop hosted by the Department, the Committee still requested a written apology from the Deputy Minister. The Committee reaffirmed that the importance of the Minister and Deputy Minister attending Committee meetings simultaneously.
The Committee was concerned that the Department was spending money on hosting the workshop at a hotel when in fact the Departments boardroom could have been utilised instead and the catering could have been outsourced to a womens SMME. To this end, the Committee requested breakdown of the cost incurred for having the workshop at the hotel.
The Committees overall concern was the lack of synergy between the presentations made and the observations noted during the oversight visit to the Departments offices.
The Committee reflected on the development of the Department and indicated that it was informed that during its first year of being established the focus was meant to be on human resources, the second year on policy development and implementation and the third year on IT infrastructure. Given this reflection, the Committee questioned why the Department was still dealing with the same challenges.
The Committee was concerned about morale and retention of staff at the Department given the working conditions that were not optimal.
It was unclear as to what Phase the Department was actually in with respect to the TAS.
It was unclear as to whether all staff was consulted on the TAS.

The Department noted the Committees overall concern.
The Department indicated that the main reason the workshop was hosted at the hotel and not the Departments boardroom was because it did not have the facilities to take Members for a meal.
The Department indicated that it was in Phase 2 of the TAS which ends March 2013.
The Departmental staff were consulted on the TAS during September and October 2012. This entailed engagement with managers from a chief director, director position and up where input on the TAS was requested. Discussions on the TAS were also held at MANCO and EXCO meetings. In December 2012, a general meeting was held with all staff where support for the TAS was obtained and a name was developed.

ICT

The Committee was concerned about the availability of computers and access to network points for internet and email as these were considered as essential tools of the trade for the Department. During the oversight visit, the Committee was informed that the Director and Deputy Director for Communication share a laptop as neither of the officials have a desktop. This seriously compromises the officials from undertaking what they were employed to do.

The Department indicated that laptops were only issued to senior managers and field workers and that a need must be expressed by the respective official before one is provided.

Office environment

The Committee was shocked by the state of the office environment and as such the discussions on the presentations were informed by what Members had observed during the visit. The conditions of certain offices clearly posed a health hazard for staff concerned e.g. conditions of carpets were awful.
The Committee questioned why there were no cleaners to attend to all the offices of the Department.
The Committee also noted with concern that as per the site visit many of the offices were locked with no clear indication as to staff that are located in those offices.

The Minister indicated that the Department inherited the building from the Department of Public Works and as such were bound by certain operational issues e.g. cleaning service was already tendered out to a company.
The cleaning contract was part of the leasing of the building but was coming to an end in March 2013. The issue of offices not being cleaned was raised with the Department of Public Works but nothing has come of it. The Committee was informed that the cleaners were not being paid at the right time and as such the cleaning services have not rendered its duties. The Department was not in a position to terminate the contract with the existing cleaning company.
The Department acknowledged that the building where some of the officials are housed was not big enough to accommodate all staff.
The Department acknowledged that certain lifts within the building were not working and that this was a security problem.
The Department indicated that an Occupational Health and Safety Committee was established which was being supported by Human Resources to address concerns about the working conditions.

Fluxmans Report

The Fluxmans Report has been tabled by the Speaker of the National Assembly for consideration.

The Minister indicated that the Fluxman investigation was initiated to deal with alleged fraud and corruption.
The following officials were suspended in March 2013 as an outcome of the investigation; Chief Director and Director Human Resources, Director Strategic Management, Director International Relations, a driver and a Deputy Director in the office of the Director General.
The 5 resignations amounts to 3% of the total staff compliment.

Human Resource

The Committee was concerned about the level of absenteeism and how this was being monitored as well as whether monthly reports were compiled in this regard.
It was unclear as to exactly how many officials were in the employ of the Department. Given the critical number of vacancies, the Committee questioned how the Department would implement its TAS.
The Committee was dissatisfied with the Department in not having done the skills audit. In addition, the Committee was concerned that the Department intended using an external consultant to undertake the skills audit given its limited budget.
The Committee was concerned with the Departments use of consultants in terms of the costs incurred and what the scope of work entailed.
In terms of staff wellness, the Committee was concerned that the initiative presented seemed to be a once off event. This was discouraged and instead the Department was urged to address the root cause of the problems and ensure that addressing staff wellness was an ongoing matter.
It was unclear as to whether the Department had a retention strategy and what this entailed. In addition, the Committee was keen to know what the turn-around percent for personnel was within the Department.

The Department has been unable to compile monthly reports but have the required information as to how many people were in its employ.
Absenteeism is recorded manually within the Department as there is no electronic system at present. As such the attendance register is checked against the leave taken.
The Department acknowledged that it has not yet done the skills audit and that it was in the process of correcting the PERSAL system. To this end, the Department intended outsourcing the skills audit to an external consultant.
Furthermore, the Department reiterated that the budget structure had to be corrected in order to effectively deal with personnel issues.
The Minister noted that since the Fluxman investigation it yielded 5 resignations.
The Department indicated that it had not yet appointed service providers to assist with the implementation of the TAS but that this will be done by June 2013. Due to capacity constraints within the Department, consultants were required to develop the Monitoring and Evaluation Strategy.
The Department informed the Committee that it was still busy working on a retention strategy, that the Department did not have incentives and was unable to provide counter offers to applicants applying for positions when offered the post.
The Department assured the Committee that exit interviews were conducted and that these would be analysed and the findings to be made available to the Committee.
Social cohesion activities were done once a quarter with staff.

Finances

The Committee was concerned that the Department was implementing a TAS without adequate resourcing or a commitment from National Treasury for more funds. To this end, the Committee question what information and motivation was submitted to National Treasury for the request to be declined.
It was also unclear as to how much was actually allocated from the Departments budget to give effect to the TAS.
The information presented on the Departments finances were unclear.
The Committee enquired as to whether staff had received training on implementation of the Public Finance Management Act.
It was unclear as to what the R3 million versus R12 million allocation was actually going to be spent on in order to implement the TAS.

The Minister reiterated that National Treasury was supporting the Department but only insofar as the financial systems were concerned and providing support to the Risk Director, Internal Audit, the Financial Directors office and the staff in Supply Chain Management.
The Acting CFO noted that the finances presented to the Committee reflected cumulative amounts.
The Department acknowledged that the Programmes 2, 3 and 4 were suffering on account of inadequate funding. To this end, posts were cut for the aforementioned programmes due to limited finances.
The Department indicated that it had not yet held a workshop on the PFMA and was still intent on doing it. It did send staff to PALAMA for training.
The Minister indicated that the TAS was signed off in October 2012 and National Treasury allocated R12 million in this regard. Half was for helping to establish the necessary posts and systems within Supply Chain Management, Internal Audit and the Finance Department. Hence R6 million was allocated for strengthening the financial administration. The other R6 million was allocated for over-expenditure that was incurred from the previous financial year which was largely for the Compensation of Employees. The Committee was reassured that over-expenditure in the current financial year ceased.
The R3 million was for the reviewing of strategies, the Departments HR structure, to do a process mapping, to undertake a work study and devise a skills plan. Since then the IMES was finalised.
The Department reassured the Committee that its financial statements were audited and that the auditors were satisfied with the findings. The erratum in the ENE for this year was sent to Parliament.

Record keeping

The Committee was concerned that despite what was presented by the Department on the securing of documentation, the oversight visit revealed poor record keeping practices as documents were seen lying on the floor not filed and not in secure lock up facilities. Most offices did not have filing cabinets yet on the site visit the Committee was shown a storeroom filled with unused folders. This brought into question why the Department has been unable to deliver reports to the Committee as the state of record keeping was dismal.
The Committee responded to the need for shredders and cautioned the Department against unnecessary expenditure but to look at cost saving measures and suggested recycling paper instead.

The Department assured the Committee that reports are produced on content work for e.g. Beijing report.
The Departments biggest challenge in terms of record keeping related to loss of personnel files and financial documents. The personnel files were prioritised and these are now secured in a lock up facility with an associated register. The batch room contained a fireproof cabinet for the filing system. A camera still needed to be installed as an additional security feature.
The Department acknowledged that it still needed a record management policy and system. However, more resources were required for filing and partitioning of offices.
The Department indicated that it required shredding machines to discard of information that is no longer required. The Committee was assured that all valuable documents were captured within the registry.
In terms of a filing system, the Department only had a draft plan. Given the limited budget, space constraints and categories of documentation, all staff needed to understand the implications of this for filing.
The Department indicated that with the suspension of the former Chief Director for Human Resources and the Director for Human Resources documentation within the Department disappeared but that the Department was addressing the matter.

Intersectoral Collaboration

The Committee noted that even though the Department makes reference to various agreements made with various stakeholders, it was unclear as to what extent and nature of such memorandums of understandings (MOUs) and or contracts entailed.

Media and marketing

The Committee enquired as to what the nature of the relationship was between the Department and GCIS as well as Thusong Centres. Given the Departments challenges, it was indicated that such collaborations could potentially enhance the work of the Department in disseminating information.
The Committee was concerned about the negative publicity received by the Department and enquired what was being done to improve this image.

The Department acknowledged the importance collaboration with GCIS and Thusong centres. Furthermore, the Department indicated that a substantial amount is spent on placing advertisements for posts.
The Department reiterated that by addressing the audit outcomes and improving the Departments financial situation it would have a positive outcome on its image.
Press conferences are also used as platforms to inform and engage with the public.

Effecting the Departments Mandate

The Committee questioned what the actual niche of the Department was as the strategies and frameworks presented were very broad.
The Committee was concerned that the Department was not rendering quality services and was unable to give effect to its mandate given that the budget of Programmes 2, 3 and 4 were cut yet this formed part of the core function.
The alignment between the Integrated Mainstreaming Framework; the Institutional Support and Capacity Building Framework; the Integrated Monitoring and Evaluation Strategy and the Advocacy Strategy was poor much duplication. The lack of costing and clear time frames for implementation was as concerning.

The Department acknowledged that the core Programmes 2, 3 and 4 were suffering due to a lack of adequate funding and capacity constraints.
In terms of the Departments strategic direction and focus, it was utilising Governments 5 priorities and then working with the three programmes to look at M&E, advocacy, institutional support and capacity building and advocacy.

Integrated Mainstreaming Framework

The Committee noted with concern that in the absence of a known mainstreaming framework monitoring and evaluating within Government and civil society at large is problematic. Furthermore, based on the Committee engagement with various Departments, it was evident that the many did not know how to mainstream gender, child right and disability effectively.
The framework presented focused more on describing theoretical concepts but was lacking in terms of implementation.
The Committee was concerned that the Department had insufficient staff, and that the required number of staff had yet to be costed and finances sorted and was concerned as to how all of this would impact on the Departments ability to give effect to the aforementioned framework.
The Committee questioned how the Department would hold other Departments to account for failing to mainstream the rights of women, children and persons with disabilities given the capacity constraints.
It was unclear as to what the short and long term goals were for mainstreaming, how these will be achieved and who the key stakeholders were.

The overall concern was that it was unclear as to how the Department intended to implement the mainstreaming framework, how it was going to get all Government Departments to comply and what the criteria was to get the Departments to deliver. This issue had emerged clearly from the engagement the Committee had with various Departments on the United Nations Convention on the Rights of the Child and the United Nations Convention on the Rights of Persons with Disabilities.
It was unclear as to how the Department was practically ensuring integration of mainstreaming frameworks across the various Government Departments and levels.

The Minister reiterated the impact of the limited budget and capacity constraints on the Departments ability to give effect to its mandate. An appeal was made to the Committee to assist the Department in this regard to obtain more funding.
The Mainstreaming framework still required the sign off from the Minister and the Deputy Minister. It served as an overarching framework for the 3 strategies (women, children and persons with disabilities) to operationalise the Departments mandate.

The Department cited the following examples of how it ensured compliance:

The development of the WEGE Bill was to legislate for accountability.
The Department acknowledged the lack of targets for sister Departments but was working with Departments to agree on these.
In terms of international obligations, the Department developed a framework for doing the CEDAW report and then workshopped this with various Departments and then requested them to respond. The subsequent mock trial held was also very useful.

Monitoring and Evaluation Strategy

The Committee noted that the Department needs a clearer mainstreaming framework and M&E strategy for reporting against set targets and objectives as well as a proposed plan of action/intervention.
It was unclear as to when the strategy was to be finalised and made available to Government for implementation. It was unclear as to how the Department was working collaboratively with the Departments of Health, Social Development and Basic Education to monitor for e.g. infant mortality, under-five mortality, children with disabilities access to education.

The Minister indicated that Programmes 2, 3 and 4 were forced to work together to avoid duplication and as such the strategies developed can be applied by each other.
Furthermore, each sector will utilise their own tools for advocacy, capacity building and monitoring and evaluation.
The Department remained committed to implement the frameworks and strategies despite the limited resources.
The Department acknowledges that information on the number of children with disabilities not in schools was lacking.
The Department intends working with CODESA to look at indicators.

Institutional Support and Capacity Building

It was unclear as to what the role of focal points were that the Department referred to and what specifically these were expected to do.
The Committee also sought more clarity on the relationship the Department had with other Departments as well as the CGE and the Presidency. To this end, the Committee enquired as to what the Departments agenda was at a Provincial and Local Government level. Furthermore it was interested in the status of MOUs with Premiers offices.

The Committee asked the Department how many Departments actually knew what their obligations were with respect to rights of women, children and persons with disabilities and what specifically was being done to educate the Departments about their obligations.

The Department through its machineries will ensure the education of Departments, Provinces and municipalities of their obligations with respect to women, children and persons with disabilities.
An MOU was signed with the Minister of Health working on HIV/AIDS, maternal and child mortality. The Department was also partnering with UNICEF and UN Women to encourage testing and treatment during pregnancy. Another MOU was also signed with the Minister of Rural Development. Since the development of the Women Empowerment and Gender Equality Bill all other MOUs were ceased as the legislation is envisaged to enforce mainstreaming on Departments.
The Department was finalising the strategy within a week and hereafter it would be signed by Premiers.

Advocacy

The Committee noted with concern that despite initiatives such as the 365 days of action, the scourge of gender-based violence persists. Hence, a tougher approach is required with tangible outcomes that can be achieved.
It was unclear to the Committee as to what the intentions of the Department were to ensure that the rights of women, children and persons with disabilities are realised this despite the presentations made.
It was unclear as to how the Department was following up on issues raised by civil society at various platforms such as public hearings and community participation initiatives. An advocacy initiative was cited as an example launch of Disability Month at a Thusong Centre in Kwa-Zulu Natal in November 2012 where recording of issues raised appeared to be absent from Departmental officials.

The Minister assured the Committee that issues raised by civil society are recorded during the advocacy initiatives but was not sure about the example cited but that it will be followed up.

8. Conclusion

Having met with the Department, the Committee assured the Department that the feedback given to it was part of its oversight duties and should be taken in a constructive manner. The Committee was concerned about the overall progress in terms of implementing the turn-around strategy, addressing the Auditor Generals recommendations and the Department being able to fulfil its mandate within a limited budget, resources and capacity. The Committee would continue to engage closely with the Department to monitor progress and developments in the months ahead.

9. Recommendations

The Portfolio Committee recommends that the Minister ensures that the following recommendations are implemented, namely:

General

The working conditions of Departmental staff should be improved as a matter of urgency along with the general morale.

The record keeping of the Department requires urgent attention and all confidential documentation should be safely secured.

The shortage of office equipment should be addressed and timeframes set in which this will be achieved.

The Committee requests the Department to submit monthly reports on progress with regards to the implementation of the turn-around strategy (which includes Human Resource, Finance, ICT, Internal Audit) and the recommendations made by the Auditor-General.
The Department should provide the Committee with various MOUs and or contracts with stakeholders.
The Department should submit all reports produced with respect to women, children and people with disabilities.
The Department should ensure better alignment between all its policies, frameworks and strategies are concerned that pertain to women, children and persons with disabilities. Moreover, these overarching policies must have clear time lines for implementation and be costed accordingly.

Human Resource

The Department should submit a written report to the Committee on the status of human resources and include information on posts, vacancies, leave, disciplinary hearings, the retention strategy and staff turn-around .
The skills shortage must be addressed. Current personnel should be up-skilled where required.

Finance

The Department should supply the Committee with a list of consultants being used along with the nature and scope of work. The Department was cautioned against the use of consultants given their limited budget and was encouraged to engage the current staff compliment on matters and to use the funds earmarked for external service providers on the core programmes instead.
The Department should submit a list of all donor money received and the expected outcomes.

Integrated Mainstreaming Framework; M&E Strategy

The Department was requested to provide additional information to the Committee that explained what the implementation plan was to ensure that other Departments comply with the framework. To this end, the Department should provide a description of what was expected of Departments, guidelines of how this (mainstreaming) should be done and by when.

Institutional support and capacity building; Advocacy

The Department was encouraged to work more collaboratively with other Departments and Chapter 9 institutions especially the Commission for Gender Equality on the 365-Day Action Plan.

Report to be considered.

Documents

No related documents

ATC130729: Report of the Portfolio Committee on Women, Children and People with Disabilities on the oversight visit to the offices of the Department of Women, Children and People with Disabilities from 26 – 28 March 2013, dated 24 July 2013

NCOP Women, Children and People with Disabilities

Documents

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