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24/07/121
PRESENTATION TO PORTFOLIO COMMITTEE ON WOMEN, CHILDREN & PEOPLE WITH DISABILITIES
Q 1 PERFORMANCE - 2012/13 28 -08-2012
INTRODUCTION
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VISIONA fully inclusive society free from unfair discrimination, inequality, abuse and exploitation.
MISSIONTo drive Government’s equity, equality and empowerment agenda for vulnerable groups and historically disadvantaged communities in each of the sectors for women, children and people with disabilities through an integrated approach to accelerate the realisation of human rights, empowerment, equality and human dignity for women, children and people with disabilities.
INTRODUCTION Cont…
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MandateThe mandate of the department is to promote, facilitate, coordinate and monitor the realization of the rights of women, children and people with disabilities.
WHY DO WE FIND OVERSPENDING AND NOT MEETING ALL THE TARGETS
4
Anomaly in the order of key planning processes:The 2011/12 ENE was prepared and submitted in
December 2010, without a strategic plan as a basis. The structure was approved by the MPSA in December
2010.The strategy was only approved in February 2011.Therefore there was no alignment between the budget
and the organogram.There was no sufficient provision for operational costs
eitherIt is assumed that the ENE was based on the allocation
that was used for the programmes that were incubated at the Presidency.
WHY DO WE FIND OURSELVES WHERE WE ARE, cont..
5
There was also no provision for Corporate Services.The department had to relocate from the
Presidency, and Corporate Services personnel had to be appointed.
The department also had to take over some of the international roles that were initially under DIRCO but related to Women, Children and People with Disabilities, which were not provided for in the budget.
There was pressure on the department to reduce the vacancy rate as this had a negative impact on the planned activities.
WHY DO WE FIND OURSELVES WHERE WE ARE, cont..
6
Although efforts have been made to align the strategic plan with the Annual Performance Plan, there is still a need to improve our performance information.
There are too many indicators.Some of the indicators and targets are not
SMART Some indicators are duplicated within the
different programmes.
WHAT COULD HAVE BEEN DONE DIFFERENTLY & WHAT CAN STILL BE DONE TO CORRECT THE
SITUATION
7
• In hind sight it is noted that the appointments could have been deferred to the following years when there was sufficient funding.
• The DIRCO programmes could have been taken on condition that the accompanying budget is transferred to the department.
• In-year monitoring could have been used to allow the department and national treasury to detect the problem much earlier.
• There is a need to review the APP for 2012/13 to ensure that the indicators and targets are SMART.
• There is also a need to reduce the indicators to three strategic ones, and move the rest to operational.
WHAT WE CANNOT CHANGE / UNAVOIDABLES
8
• We cannot avoid remunerating the current employees regardless of them being appointed outside the allocated budget.
• We cannot avoid purchasing tools of trade for these employees despite the fact that they were not budgeted for.
• We are obligated to continue remunerating employees at higher notches as they were transferred from other departments.
• The MTEF process cannot be used to source the required funding as we have to do so within the current baseline allocation.
• The strategic plan is fixed for the next four years.
OUR FINDINGS
9
There is no sufficient capacity within the finance unit to fully implement the PFMA and Regulations.
The lack of internal controls both in finance and human resources contributed to the problem.
The lack of proper governance structures such as the internal audit function, risk management committee and audit committee also contributed.
The relocation from the Presidency was not well planned for and thus contributed to the problem.
SUCCESSES
10
The department was successful in holding consultations with the sectors to assess their expectations from the department.
In this regard we ensured an acceptable level of visibility where there was previously none.
We also ensured meaningful participation and representation at international fora in relation to women, children and people with disabilities.
Partnerships were also established with development agencies.
A national action plan for children has been developed
DWCPD PROGRAMMES
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Programme 1: Administration
Programme 2: Women `s Empowerment and Gender Equality (WEGE)
Programme 3: Children`s Rights and Responsibilities (CRR)
Programme 4: Rights of People with Disabilities (RPD)
Programme 1: Administration
Purpose of Programme 1: Provide effective leadership, management and administrative support services.
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DWCPD PROGRAMMES…
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Programme 1 : Administration Sub Programmes:MinistryManagement- Finance, Internal Audit and
Secretariat for Council on Gender Based Violence,
Corporate Services- Human Resource Management, Strategic Management, Intersectoral and International Relations, Research and Policy Development , Communications ,Legal Services
Office Accommodation.
DWCPD PROGRAMMES…
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Programme 1 : Performance against KPIOut of 63 targets, 32 were Achieved, 16 were
Partially Achieved and 15 Not achieved.The major reasons for not achieved are
vacancies in critical positions such as Internal Audit, Finance and Supply Chain Management.
Programme 2: Women Empowerment and Gender Equality (WEGE)
Purpose of Programme 2: The purpose of the Women’s Empowerment and Gender Equality programme is to facilitate the translation of national and international commitments into empowerment and socio-economic development programmes - as well as to oversee and report comprehensively on the national realisation of women’s rights and the progressive realisation of equality.
The programme accelerates the development; advancement and empowerment of women through coordination and facilitation of mainstreaming; advocating; monitoring compliance; lobbying; raising awareness; strengthening institutional mechanisms; building capacity development and training. 04/20/2315
DWCPD PROGRAMMES…
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Programme 2 : Women Empowerment and Gender Equality
Sub-programsAdvocacy and Mainstreaming, Monitoring and Evaluation , Institutional Support and Capacity
Development.
DWCPD PROGRAMMES…
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Programme 2 : Performance against targets
Out of 23 targets 12 were Achieved, 8 Partially Achieved and 3 Not achieved.
The major reasons for not achieved are human resources challenges and some of the indicators which are partially achieved are due to consultation process with clusters which will be sitting in the second quarter.
Programme 3: Children`s Rights and Responsibilities Purpose of Programme 3: To promote, advocate and monitor the progressive realisation of children’s rights through Government’s policies and programmes.
The programme is committed to advancing and promotingthe survival, growth, development, protection and participation of all children through coordinating, facilitating and monitoring the mainstreaming of the rights and well-being of children into Government’s policies, programmes and governance Processes. 04/20/2318
DWCPD PROGRAMMES…
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Programme 3 : Children’s Rights and Responsibilities
Sub-programsAdvocacy and Mainstreaming, Monitoring and Evaluation , Institutional Support and Capacity
Development.
DWCPD PROGRAMMES…
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Programme 3 : Performance against targetsOut of 14 Key Performance Indicators 9 were
Achieved, 3 Partially Achieved and 2 Not achieved.
The major reasons for not achieved were due to activities of the Child Protection week which took up most of the units attention during this period, Human resources challenges and financial constrains since the Draft Child Friendly cities/communities model is depended on donor funding which is currently being negotiated by National Treasury and the German Bank.
Programme 4: Rights of People with Disabilities
Purpose of Programme 4:To facilitate the translation of national and international instruments into empowerment and socio-economic development programmes, and to oversee and comprehensively report on the realisation of the rights of people with disabilities to equality.
The programme coordinates, facilitates and monitors the mainstreaming of the rights of people with disabilities into Government’s policies, programmes and governance processes. This is done through the establishment and support of machinery that includes government departments, provinces, the disability sector as well as private sector, awareness campaigns, advocacy and support for mainstreaming initiatives as well as monitoring and evaluation of the impact of these efforts on the progressive realisation of the rights of people with disabilities
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DWCPD PROGRAMMES…
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Programme 4 : Rights of People with Disabilities
Sub Programs
Advocacy and Mainstreaming, Monitoring and Evaluation , Institutional Support and Capacity
Development.
DWCPD PROGRAMMES…
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Programme 4 : Performance against targets
Out of 14 targets, 2 were Achieved, 10 Partially Achieved and 2 Not achieved.
The major reasons for not achieved were due to, Human resources challenges and the note verbal was received late from DIRCO for the call for nominations for delegation to the UNCRPDof conference parties.
1st Quarter Programmes’ Performance Graph
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FINANCIAL EXP: 1st Quarter 2012/13
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Overall expenditure as at 30 June 2012Expenditure per:
Economic classificationPer Programme
Projections until 31 March 2013Economic classificationNarrative information on challenges and
proposed actions
OVERALL EXP: 1st Quarter 2012/13
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Compensation: 1st Quarter 2012/13
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Compensation expenditure analysis: 30 June 2012
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Unit Allocation
R’000
Expenditure as at 30 June
2012R’000
Balance until 31 March
2013R’000
Comments (Guideline %
= 25%)
Administration 34 310 11 031 23 279 32%
WEGE 8 311 1 396 6 915 17%
CRR 7 254 1 487 5 767 20%
RPD 7 251 1 283 5 968 18%
Total 57 126 15 197 41 929 27%
Narrative explanation on Compensation of Employees
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At present the current funding of R57.126m is not enough to pay the actual incumbents in the department.
A consultative process was done to re-look at the shifting of funds from Goods & Services to Compensation within al four the programmes with the minimal effect on the delivery of targets and outcomes.
This matter has also been addressed in the MTEF (Medium Term Expenditure Framework) inputs as the compensation expenditure has a carry through effect on the budget and in the AENE (Adjusted Estimations of National Expenditure).
A moratorium has been placed on the filling of posts, including two critical posts that were vacated (CFO and Special Advisor to Minister).
As part of addressing the funding requirements, the department is working together with National Treasury on a turnaround strategy/plan to ensure that the financial requirements and considerations are been addressed.
Goods & Services expenditure analysis: 30 June 2012
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Goods & Services expenditure analysis: 30 June 2012
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Unit Allocation
R’000
Expenditure as at 30 June
2012R’000
Balance until 31 March
2013R’000
Comments (Guideline %
= 25%)
Administration 26 813 7 127 19 686 27%
WEGE 12 455 1 107 11 348 9%
CRR 6 102 653 5 449 11%
RPD 8 011 2 159 5 852 27%
Total 53 381 11 046 42 335 21%
Narrative explanation to Goods & Services
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The spending patterns on Programme 1 is rather high due to the execution of the relevant duties in the Ministry as well as the payments on telecommunication and office accommodation. On the other Programmes, the spending patterns is low, as the expenditure is linked to projects in various times during the financial year.
All procurement of goods and services must be accompanied by a cash flow statements as supplied by the financial unit. This is part of the cost containment measures that has been put in place to ensure that the budget is monitored.
Monthly reporting is submitted to the relevant programme and responsibility managers to ensure accountability and responsibility of the funding.
Additional funding requests has been made in the AENE (Adjustment of Estimates of National Expenditure) to address present shortfalls that are unforeseeable and unavoidable.
The spending is monitored to ensure that the department will stay within the allocated baseline budget.
Transfer expenditure analysis: 30 June 2012
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Transfer expenditure analysis: 30 June 2012
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Unit Allocation
R’000
Expenditure as at 30 June
2012R’000
Balance until 31 March
2013R’000
Comments (Guideline %
= 25%)
Administration 6 37 -31 616%
WEGE 58 530 14 634 43 896 25%
CRR 0 0 0 0%
RPD 0 0 0 0%
Total 58 536 14 671 43 865 27.4%
Narrative explanation to Transfer payments
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At present the department is transferring the CGE funding on a monthly basis amount to R4.878m.
A request was made to National Treasury for the once-off transfer from DWCPD to CGE, and the department is still awaiting feedback.
The smaller payments made are in relation to the following areas:Leave Gratuity – D Dlali: R27 583Leave Gratuity – NH Tukushe: R2 606Leave Gratuity – M Bodibe: R2 483Leave Gratuity – ST Ngobeni: R3 835Total – R36 507
Machinery & Equipment expenditure analysis: 30 June 2012
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Machinery & Equipment expenditure analysis: 30 June 2012
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Unit Allocation
R’000
Expenditure as at 30 June
2012R’000
Balance until 31 March
2013R’000
Comments (Guideline %
= 25%)
Administration 2 643 65 2 578 2%
WEGE 167 0 167 0%
CRR 169 0 169 0%
RPD 169 0 169 0%
Total 3 148 65 3 083 2%
Narrative explanation to Machinery & equipment
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The procurement of furniture for the entrance has been procured and the payment was done in July 2012.
Additional Computer equipment was procured and the payment was done in July 2012.
The infra-structure for the physical security system is in the process acquired with a budgeted amount of R1.2m.
The spending trend on capital expenditure is carefully monitored to ensure no overspending.
Projected expenditure analysis: March 2013 – Department overall
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Projected Compensation expenditure analysis: March 2013
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Projected Compensation expenditure analysis: March 2013
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As part of the AENE process, the under spending on Programmes 2 to 4 will be shifted to Programme 1 to decrease the overspending, however the total amount on Compensation is not enough to pay the present incumbents.
The department has requested additional funding through the AENE process on the shortfall of compensation of employees with a carry through effect in the MTEF process,
As part of the revised inputs on the MTEF process, funding will be shifted from Goods & Services to Compensation to augment the under funding on Compensation of Employees.
A moratorium has been placed on all appointments of staff. The department is currently working on the turn around plan
with National Treasury to remedy the current challenges.
Projected Goods & Services expenditure analysis: March 2013
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Projected Goods & Services expenditure analysis: March 2013
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The high spending on Programme 1 is due to the Ministerial expenses to perform the relevant obligations (travelling between Pta and CT), the spending on Office Accommodation of the present building, Communication (Telephones and Cellular phones).
Limits have been implemented on Cellular phones as well as the land lines. The present Telecommunication policy is revised to decrease limits on cellular telephones, however due to the travel of staff, the use of cellular telephones will be high.
In terms of international travel, delegations are limited to the absolute minimum to decrease expenses.
The expenses for non employees are also limited and the delegations are minimised as part of the cost containment measures.
The department is very careful in the monitoring of expenditure as the commitment given is that the department will not over spend in the 2012/13 financial year.
Projected Transfer expenditure analysis: March 2013
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Projected Machinery & Equipment expenditure analysis: March 2013
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Projected Machinery & Equipment expenditure analysis: March 2013
04/20/2346
The spending on capital goods is limited to the essential needs and on replacement of equipment only.
The biggest project will be the infrastructure for physical security to conform to the minimum standards for government building.
Additional funding has been requested through the AENE process to replace the borrowed IT equipment from the Presidency as the department is running independently since April 2012.
END
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THANK YOUTHANK YOU
