Annual Report 2005 / 06 Briefing to the Portfolio Committee on Home Affairs 27 February 2007

Annual Report 2005 / 06Briefing to the Portfolio Committee on

Home Affairs27 February 2007

Strategic Objectives• To establish the Commission as the focal point in the

delivery of free and fair elections• To develop and implement human resources

management and development systems• To prepare and maintain a high quality voters’ roll• To offer high-quality electoral services in order to

facilitate voting by all eligible voters

Strategic Objectives (cont.)• To ensure maximum political participation and to inform

voters on electoral processes• To maintain and consolidate organisational systems

and infrastructure in preparation for future elections• To operate and maintain sound financial management

systems, including internal controls

Strategic Objective 1:To establish the Commission as the focal point in the delivery of free and fair elections

• Conducted successful municipal elections on 1 March 2006, which were declared free and fair by observers

• HSRC Survey (October 2005) found overall positive attitude towards elections and the IEC

• Provided technical assistance and participated in observer missions to several countries in other parts of Africa and elsewhere

• Assists with elections for other organisations such as SGBs, SRCs and trustees of corporate bodies

Strategic Objective 2:To develop and implement human resources management and development systems

• Implementation of Employment Equity plan– Line managers required to consider targets and ensure that

they are reflected in decisions affecting employment and development of staff

– Challenges which remain include under-representation of females at some levels of the IEC

• Review of performance management system• 44 posts remained vacant• Establishment of Staff Association• One employee was found guilty of financial misconduct and

disciplinary steps were taken against another for reasons other than financial misconduct

Strategic Objective 3:To prepare and maintain a high quality voters’ roll

• Certified voters roll for 2006 municipal elections contained 21 054 957 registered voters– 51% were female– Significant increase on 18 476 519 registered for

2000 municipal elections• Two registration weekends were held resulting in more

than 1.5 million voters being registered or re-registered in correct voting districts– 3 September 2005– 19 and 20 November 2005

CHANGE IN GEOGRAPHICAL DISTRIBUTION OF VOTING DISTRICTS AND STATIONS

PROVINCE VDs*

1999

VDs 2000(% change)

VDs 2004(% change)

VDs 2006(% change)

Eastern Cape 2 646

3 087 (17) 4 115 (33) 4 368 (6)

Free State 1 075

1 061 (-1) 1 063 (0,2) 1 186 (12)

Gauteng 1 841

1 979 (8) 2 098 (6) 2 172 (4)

KwaZulu–Natal

3 340

3 342 (0,1) 3 556 (6) 4 064 (14)

Mpumalanga 877 1 023 (17) 1 128 (10) 1 259 (12)

Northern Cape

357 396 (11) 412 (4) 621 (51)

Limpopo 1 954

1 796 (-8) 2 000 (11) 2 274 (14)

North West 1 252

1 020 (-19) 1 246 (22) 1 488 (16)

Western Cape 1 308

1 290 (-1) 1 348 (5) 1 441 (7)

TOTAL 14 650

14 994 (2) 16 966 (13) 18 873 (11)

CHANGE IN THE GEOGRAPHY OF MUNICIPAL ELECTIONS

Province Wards: 2000

‘06 (%) VDs*: 2000

‘06 (% change)

Voters: 2000

2006 (% change)

EC 569 636 (12) 2909 4368 (50) 2 411 487 2 908 106 (21)

FS 291 300 (3) 1061 1186 (12) 1 225 620 1 318 408 (8)

Gauteng 420 423 (0,7) 1932 2172 (12) 4 290 008 4 785 955 (12)

KZN 780 771 (-1) 3514 4064 (16) 3 620 899 3 964 817 (9)

MP 364 365 (0,2) 982 1259 (28) 1 355 043 1 546 731 (14)

NC 173 174 (0,5) 396 621 (57) 451 380 528 657 (17)

Limpopo 474 513 (8) 1837 2274 (24) 1 820 924 2 146 048 (18)

NW 353 365 (3) 1067 1488 (39) 1 345 701 1 554 864 (16)

W Cape 330 348 (5) 1290 1441 (12) 1 955 454 2 301 371 (18)

TOTAL 3 754 3 895 (4) 14 988 18 873(26) 18 476 516

21 054 957 (14)

Strategic Objective 3:To prepare and maintain a high quality voters’ roll

• IEC cooperated with DHA to deliver IDs and register voters

• Voters, on average, spent less time in queues than in previous elections

• Number of wards was increased from 3 754 (in 2000) to 3 895 (in 2006)

• A number of voting districts was split as a result of re-delimiting of wards and affected voters had to re-register

Strategic Objective 4:To offer high-quality electoral services in order to facilitate voting by all eligible voters

• 237 local representatives known as MEOs– Normally employees of municipalities– 422 EPCs assist them in performing day-to-day

activities– Staff structure expanded to assist in preparations for

elections, including• 599 area project coordinators• 3 938 area managers

• Logistical Expertise also applied to assist with DRC elections through training courses

Strategic Objective 4:To offer high-quality electoral services in order to facilitate voting by all eligible voters

• 18 873 voting stations were used in 2006 municipal elections– 65% are schools– A large number were the same as were used in

2004 elections– National survey identified some challenges

• 26% of permanent VSs do not have electricity; 11% do not have toilets; 18% do not have water

• IEC cooperates with landlords, government departments and other stakeholders to develop facilities at voting stations

Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes

• 155 political parties were registered; of which 97 participated in the 2006 municipal elections

• 33 new parties participated in the municipal elections• 45 179 candidates were nominated for the 2006

elections– 23 672 were party ward candidates– 667 were independent candidates– 21 507 were party list candidates– 45% were female– 11 874 were between ages of 18 and 35


• 932 candidates were disqualified for the following reasons:– Not being on voters’ roll– Not being on correct segment of voters’ roll– Not submitting prescribed documents and or deposit

• 11 of 3 895 wards were uncontested• Party Liaison Committees at all levels assisted with the

resolution of disputes• National voter turn out of 48.4% was achieved during

municipal elections


• 76 by-elections were held to fill ward vacancies due to – Resignations of 30 councillors– Deaths of 40 councillors– 4 councillors ceasing to be members of parties that

nominated them– Imprisonment of 2 councillors

BY-ELECTIONS DURING THE PERIOD 1 APRIL 2005 TO 31 MARCH 2006

ProvinceMunicipalitie

s WardsVoting

districts

Eastern Cape 7 8 43

Free State 3 3 9

Gauteng 7 11 48

KwaZulu-Natal 16 17 56

Limpopo 3 3 9

Mpumalanga 4 5 11

North West 9 11 46

Northern Cape 5 10 17

Western Cape 5 8 27

TOTAL 59 76 266

CHANGE IN NUMBER OF WOMEN COUNCILLORS IN 76 AFFECTED WARDS THROUGH BY-ELECTIONS

Province

Women councillor

s (Original)

No. of women councillors (New) Change

Eastern Cape 0 2 2

Free State 0 2 2

Gauteng 1 4 3

KwaZulu-Natal 2 3 1

Limpopo 0 0 0

Mpumalanga 0 2 2

North West 1 4 3

Northern Cape 4 4 0

Western Cape 3 4 1

TOTAL 11 25 14


• Centre for Elections Learning launched on 26 July 2005– Vision: “To create internationally qualified election

administrators who are an asset to the nation, to the continent and to the world”

• Foundation blocks of training operations:– Learning model made up of different levels– Certified and registered curriculum– Competent trainers– User-friendly materials– Performance measures


• IEC’s training of registration and election officers based on international best practices and national skills development strategy for centres of excellence

• An internal pool of trainers is regularly commissioned to fulfil training needs at various levels

• Investment in IEC staff


• 283 municipalities

– 6 Metros

– 231 Local Councils

– 46 District Councils

• Four different ballot papers were used during municipal elections

– Ward ballots for metros and local councils with wards

– PR ballots for metros and local councils

– PR ballots for district councils

– PR ballots for DMAs


• National results centre was set up at the Tshwane Events Centre; results centres were also set up in 9 provinces

• Results centres served as operational and media hubs for monitoring and reporting on elections


• Electoral Democracy Development and Education (EDDE) includes– Schools voter education– Voter education for by-elections– Education for people with special needs– Stakeholder management and outreach– Mass education– Multimedia education


• Schools voter education– Infusion of electoral democracy in the General

Education and Training band in a limited number of schools

– Implementation focussed on human rights and elections, politics and elections, SA constitution, electoral systems and processes, balloting education, and participation


• Democracy Education– Partnerships with faith-based and civil society

organisations– Conferences and national meetings

• Women in politics• Traditional authorities• Trade unions• Youth organisations• Farming sector


• Comprehensive communication campaigns were conducted– “The Power of X”– Aimed at voter registration and Election Day

• Communication tools– Electronic media– Billboards– Print media– Leaflets


• Public call centre received 385 000 calls• Public website received 7.5 million hits• 341 756 voters checked registration details via SMS• 26 151 voters used ATM technology to check

registration details

Strategic Objective 6:To maintain and consolidate organisational systems and infrastructure in preparation for future elections

• Stable and consistent infrastructure exists at the national office, 9 provincial offices, and more than 300 local offices

• During 2006 municipal elections:– No outside intrusions were experienced with IT

systems– 52 000 results slips were captured in 50 hours,

compared to 34 000 in 67 hours in 2004

Strategic Objective 6:To maintain and consolidate organisational systems and infrastructure in preparation for future elections

• Number of IT services were available to the public:– Internet facilities (e.g., “Am I registered?”)– Call centre– Integrated Voice Response system– SMS facility– ATM technology

Strategic Objective 7:To operate and maintain sound financial management systems, including internal controls

• Financial control systems functioned effectively• Recommendations by internal and external audits were

implemented• Statutory monthly reports were submitted to National

Treasury on or before the 15th of each month


• Effective implementation and management of electronic procurement system

• Stringent audits of companies considered for contracts• Implementation of National Treasury reporting

requirements• Implementation of contract management system• Implementation of asset management system• Skills development for supply chain management

functions


• Contributions to Black Economic Empowerment and Small Business– 441 contracts awarded of which 339 (+/- R60 million)

went to BEE companies– 92% of bids awarded via eProcurement auctions

went to BEE companies– 8.84% of contracts were awarded to non-SMMEs


• Internal Audit– Review statutory reports to National Treasury– Review and report on control and authorisation

processes for procurement– Conduct audits in selected MEO offices and all

provincial offices– Review HR records– Monitor asset verification

Strategic Objective 7: Funds received and spent

• The Commission received R944.258 million from the state;

• Sundry income of R19.499 million, consisting largely of interest earned was generated bringing the total income to R964.457million;

• All the funds had been accounted for and disclosed in the financial statements;

• The Commission received an unqualified audit report from the Auditor General for the last financial year.

Main Activities of Strategic Objective 7Finance

• Continue to ensure that the financial management system promote the objectives of the PFMA and Treasury Regulations

• Continue to improve financial management systems to ensure that they are integrated, fast and user friendly.

• Strive to obtain an unqualified report from the Auditor General.

Strategic Objective 7:Accounting Policy

• The Annual financial statements have been prepared in accordance with Statements of Generally Accepted Accounting Practice (GAAP) with the prescribed Standards of GRAP which replace the equivalent Standards of GAAP.

• Recognition and measurement principles in GAAP and GRAP do not result in material differences, it is only the terminology that changed.

• Financial statements have been prepared on the historical cost basis.

Strategic Objective 7:Audit Report

• The Electoral Commission has been getting an unqualified audit report since its inception.

• The Electoral Commission also received an unqualified audit report for the 2006 financial year.

Strategic Objective 7:Actual Expenditure vs BudgetSummary : Economic Classification Report for the year ended 31 March 2006

EXPENDITURE: Standard Items Total Expenditure 2005/2006

Budget (Including

Adjustments Estimate

Variance – Saving / (over-expenditure)

Variance - %

Personnel ExpenditureR’000

237, 829R’000

240,884R’0003,055 1.3%

Administrative Expenditure 253, 030 271,075 18,045 6.6%

Stock 77,935 84,570 6,635 7.8%

Equipment 11,454 11,685 0,231 2%

Land & Buildings 46,619 47,231 612 1.3%

Professional & Special Services 272,955 285,607 12,652 4.4%

Miscellaneous Expenses 68 75 7 9,3%

Depreciation 23,330 23,330 0 0%

Deficit on Disposal of Assets 36 0 36 100%

TOTAL EXPENDITURE 923,256 964,457 41,237

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Documents

Annual Report 2005 / 06 Briefing to the Portfolio Committee on Home Affairs 27 February 2007