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.
|
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.