Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698929786720.pdf (South Africa)
Tuesday, 9 June 2020] No 70—2020] SECOND SESSION, SIXTH PARLIAMENT PARLIAMENT OF THE REPUBLIC OF SOUTH AFRICA _____________________ ANNOUNCEMENTS, TABLINGS AND COMMITTEE REPORTS _____________________ TUESDAY, 9 JUNE 2020 _____________________ TABLE OF CONTENTS ANNOUNCEMENTS National Council of Provinces 1.

Transmission of Bills for concurrence ............................................................................. 2 COMMITTEE REPORTS National Assembly 1.
Appropriations ..................................................................................................................3 2.

Home Affairs ..................................................................................................................40 3.

Women, Youth and Persons with Disabilities ................................................................72 ANNOUNCEMENTS National Council of Provinces 1 The Chairperson 1.
Bills passed by Assembly and transmitted to Council for concurrence (1) Bills passed and transmitted for concurrence on 9 June 2020: (a) Social Assistance Amendment Bill [B 8B - 2018] (National Assembly – sec 76).

The Bill has been referred to the Select Committee on Health and Social Services of the National Council of Provinces.

(b) Recognition of Customary Marriages Amendment Bill [B 12 - 2019] (National Assembly – sec 76).
The Bill has been referred to the Select Committee on Security and Justice of the National Council of Provinces.

(c) Prescription Amendment Bill [B 22B - 2019] (National Assembly – sec 75).

in Civil and Criminal Matters (Sexual Offences) The Bill has been referred to the Select Committee on Security and Justice of the National Council of Provinces.

COMMITTEE REPORTS National Assembly 2 1.


REPORT OF THE STANDING COMMITTEE ON APPROPRIATIONS ON THE APPROPRIATION BILL [B4-2020] (NATIONAL ASSEMBLY – SECTION 77), DATED 9 JUNE 2020 Having considered the Appropriation Bill [B4 – 2020], referred to in terms of section 10(1)(a) of the Money Bills and Related Matters Act No.

9 of 2009 (as amended by the Money Bills Amendments Procedure and Related Matters Act, No 13 of 2018), the Standing Committee on Appropriations reports as follows (5 June 2020): 1.
Introduction Section 27(1) of the Public Finance Management Act No.

29 of 1999 (PFMA) requires that the Minister of Finance (the Minister) tables the annual budget for a financial year in the National Assembly before the start of that financial year or, in exceptional circumstances, on a date as soon as possible after the start of the financial year, as the Minister may determine.
Section 213(2) of the Constitution of the Republic of South Africa, provides that money may be withdrawn from the National Revenue Fund only in terms of an appropriation by an Act of Parliament.

The Appropriation Bill proposes to appropriate money from the National Revenue Fund for the requirements of the State and to prescribe conditions for the spending of funds withdrawn.
Section 26 of the PFMA requires that Parliament and each Provincial Legislature appropriate money for each financial year for the requirement of the State and the Province, respectively.

In executing this mandate, the Standing Committee on Appropriations, hereinafter referred to as the Committee, is established in terms of section 4(3) of the Money Bills and Related Matters Act, 2009, and herein referred to as the Act.
In line with section 10(1)(a) of the Act and after the adoption of the Fiscal Framework, the Money Bills and Related Matters Act enjoins the Standing Committee on Appropriations with a responsibility to consider the Appropriation Bill, hereinafter referred to as the Bill, and report thereon to the National Assembly.
The national budget for the 2020/21 financial year was tabled on 26 February 2020 by the Minister of Finance together with the Bill and referred to the Committee for consideration and report on 11 March 2020.

In addition to National Treasury briefing the Committee on Bill in its entirety, the Financial and Fiscal Commission, Parliamentary Budget Office, Public Service Commission, and Human Science Research Council were also invited to provide comments.
3 In terms of sections 10(5) and 10(6) of the Act, Parliamentary Committees may advise the Appropriations Committee on appropriations.

There were no formal submissions received from other Parliamentary Committees in terms of sections 10(5) and 10(6) of the Act.

In processing the Bill, section 4(4)(c) of the Act also requires the Committees on Appropriations of both Houses to consult with the Financial and Fiscal Commission (FFC).
In addition to the FFC, the Committee also invited the Parliamentary Budget Office to comment on the Bill.

Section 10(8) (a) and (b) of the Act also requires the Committees on Appropriations to hold public hearings on the Bill and proposed amendments and for the Committee to report to the House on the comments on and amendments to the Bill.
To this end, the Committee sent out invitations to interested parties and published an advertisement in national and community newspapers from 10 to 15 May 2020 inviting the public and all interested parties to provide their inputs on the Bill.
In response to the Committee’s advertisements, eight (8) submissions were received from the Griqua-Khoisan Tribal House, African Farmers’ Association of South Africa, Budget Justice Coalition, Black Sash, Congress of South African Trade Unions, Organisation Undoing Tax Abuse, South African Faith Communities’ Environment Institute, and Ms T Armstrong.

The Committee held public hearings on the 5th of June 2020 via the Ms Teams virtual meeting platform.

2.
2.

Overview of the 2020 Appropriation Bill The Bill is a legislation that provides for the appropriation of money by Parliament from the National Revenue Fund (NRF) in terms of section 213 of the Constitution of the Republic of South Africa and section 26 of the PFMA.

Spending is subject to the PFMA and the provisions of the Appropriation Act.

The Bill deals with proposed national appropriations.
In order to effect spending on conditional allocations from national’s equitable share to provincial and local government, the Division of Revenue Act sets out specific provisions on spending conditions.

The 2020 budget is centred on government’s commitment to achieving fiscal sustainability through the stabilisation of the debt-to-GDP ratio, by moderating spending as a share of GDP and reducing the public sector wage bill as a share of overall spending.
The 2020 budget review highlights that since 2012, government introduced the main budget expenditure ceiling, with the goal of controlling spending growth 4 and stabilising debt.

Between 2013/14 and 2018/19, in response to lower economic and revenue growth, government repeatedly reduced the expenditure ceiling and expenditure are near or at historic highs as a share of GDP.

Over the same period, the composition of spending has deteriorated.
Debt-service costs have been the fastest-growing area of spending, rising from 9.8 per cent of main budget revenue in 2010/11 to 15.2 per cent in 2019/20.

The wage bill has grown strongly over this period, averaging 35.4 per cent of total consolidated expenditure.
Due to lower nominal GDP and revenue growth since 2012, government interventions have not stabilised public debt as a share of GDP, the 2020 budget proposed huge adjustment to government spending plans and these adjustments affect the expenditure ceiling as follow; • A total of R63.3 billion in downward revision to estimates of tax revenue in 2019/20 relative to the 2019 budget.
• Over the 2020 MTEF, the 2020 budget proposes a R261 billion in expenditure reduction, which included R160.2 billion reduction in the wage bill for national and provincial departments as well as national public entities.

• Relative to the 2019 Budget, the 2020 Budget proposes net non-interest spending reductions totalling R156.1 billion over the medium-term expenditure framework (MTEF) period.
• Reallocations and additional expenditure of R111.1 billion over the 2020 MTEF, of which R60.1 billion is set aside for Eskom and South African Airways.

Over the next three years, government will transfer R112 billion to Eskom to enable the utility to meet its short-term financial obligations.

An amount of R16.4 billion has been set aside for South African Airways (SAA) to repay government guaranteed debt and interest costs.
The Bill is processed in the first year of the 2019-2024 Medium Term Strategic Framework (MTSF).

Departmental spending objectives must be aligned to the MTSF priorities as these are short to medium- term government priorities intended for achieving the overall objectives as set out in the National Development Plan Vision 2030 (NDP 2030) which was adopted by government in 2012.
The MTSF is the implementation plan and monitoring framework for achieving the NDP 2030 priorities for the sixth administration of government.

The NDP 2030 sets out the overall outcomes that the government wants to achieve by 2030 with associated impact of improving quality of life by reducing unemployment, poverty and inequality.
The MTSF aims to address the challenges of unemployment, inequality and poverty through three pillars, namely; achieving a more capable state, driving a strong and inclusive economy; and building and strengthening the capabilities of South Africans.

The MTSF sets out the seven priorities of 5 government with 81 intended outcomes to be achieved through 337 government-led interventions by achieving a set of 561 performance indicators.
The three pillars set out in the MTSF underpin the seven priorities of the strategic framework (see table 1 below) and these priorities, which will be achieved through the joint efforts and collaborations between government, the private sector and civil society, are as follows: Table 1: 2019-2024 MTSF priorities, lead and contributing departments Number Priority 1 Priority 2 Priority 3 Priority 4 Priority 5 Priority 6 Priority 7 1.
Details of lead and coordinating departments on the 2019-2024 MTSF priorities are provided in MTSF 2019-2024 Priorities1 A capable, ethical and developmental state Economic transformation and job creation Education, skills and health Consolidating the social wage through reliable and quality basic services Spatial integration, human settlements and local government Social cohesion and safe communities A better Africa and world the MTSF document.
While the MTSF outlines the plan and outcome-based monitoring framework for implementing the NDP during the country’s sixth democratic administration, it outlines the implementation priorities across South Africa’s national development priorities.

The MTSF focuses on implementation that requires all three spheres of government to work collaboratively.

Therefore, the MTSF is both a five-year implementation plan and an integrated monitoring framework.
The plan focuses on the seven priorities and related interventions of the sixth administration of government, and the integrated monitoring framework focuses on monitoring and outcomes, indicators and targets towards the achievement of priorities.

The district development model coordinates implementation at local level and the new model bridges the gap between the three spheres of government to ensure better coordination, coherence and integration of government planning and interventions.
The MTSF enables the sequencing and resourcing of priorities, taking into account the respective powers of each of the three government spheres.

It is not the role of the MTSF to plan for each and every action, but to provide a clear, transformative framework within which national, provincial and local government can plan for and drive service delivery.
While it is widely acknowledged that the MTSF had limited participation of the other social partners and was largely government led; on the contrary, the MTSF is a culmination of the steps government and non- 6 government stakeholders have taken towards integrated national planning and monitoring.

It serves as a five-year building block towards achieving Vision 2030.
All national sector plans, provincial growth and development strategies, municipal integrated development plans, departmental strategic plans and annual performance plans must be aligned to the MTSF.

Table 2 below provides an overview of the voted funds for each national department for the 2020/2021 financial year.
Table 2: Appropriated funds per vote-2020 Appropriation Bill Vote Department(s) The Presidency 1 Parliament 2 Cooperative Governance 3 Government Communication and Information System 4 Home Affairs 5 International Relations and Cooperation 6 National School of Government 7 National Treasury 8 Planning, Monitoring and Evaluation 9 Public Enterprises 10 Public Service and Administration 11 Public Service Commission 12 Public Works and Infrastructure 13 Statistics South Africa 14 Traditional Affairs 15 Basic Education 16 Higher Education and Training 17 Health 18 19 Social Development 20 Women, Youth and Persons with Disabilities 26 Military Veterans 27 28 29 30 31 Office of the Chief Justice Police Agriculture, Land Reform and Rural Development Communications and Digital Technologies Employment and Labour Civilian Secretariat for the Police Service Correctional Services Defence Independent Police Investigative Directorate Justice and Constitutional Development Main Division (R'000) Environment, Forestry and Fisheries Human Settlements 32 33 34 Mineral Resources and Energy Science and Innovation 35 Small Business Development 36 Sports, Arts and Culture 37 Tourism 38 Trade, Industry and Competition 39
 40 Transport 41 Water and Sanitation Total appropriation by vote excluding direct charges Source: National Treasury (2020 Appropriation Bill) The Bill also allocates funds in terms of economic classifications.
It should be noted that even though the Bill allocates resources across the national sphere of government, 67 per cent of these allocations go into transfers and subsidies.

These are transfers to provinces, municipalities, public corporations and other non- profit making entities.

Current payments, payments for capital assets and payments for financial assets take up 27 per cent, 2 per cent, and 4 per cent respectively.
It is worth noting that the economic classifications for Vote 2 (Parliament) are determined by Parliament in terms of the Financial Management of Parliament Act, 2009 as amended.

Table 3 below provides an overview of the allocations in terms of economic classification.
Table 3: Allocation per economic classification-2020 Appropriation Bill Current payments Main Division R'000 Compensation of employees R'000 Goods and Services R'000 Interest and Rent on Land R'000 Transfers and Subsidies R'000 Payments for Capital Assets R'000 643 207 657 Payments for Financial Assets R'000 160 526 15 288 992 42 453 694 Total Source: National Treasury (2020 Appropriation Bill) 182 619 730 77 203 156 963 114 208 3.
Comments and hearings on 2020 Appropriation Bill with identified stakeholders The sections below provide a summary of the comments that were made by the invited stakeholders on the Bill.

8 3.1 National Treasury National Treasury in its briefing to the Committee outlined the legislative process that relates to the passing of the Bill, highlighting the provisions made in the PFMA, which include section 29 that allows for expenditure before the Bill is passed.
Furthermore, National Treasury outlined the legislative process as outlined in the Money Bills Amendment Procedure and Related Matters Amendment Act.

Therefore, the Bill provides for the appropriation of money from the National Revenue Fund with spending subject to provisions contained in the PFMA.

National Treasury highlighted in its briefing that the economic outlook for South Africa is weak with real GDP expected to grow at 0.9 per cent in 2020, 1.3 per cent in 2021, and 1.6 per cent in 2022.
According to National Treasury, achieving faster economic growth requires far reaching structural reforms.

While public finances continue to deteriorate, this low growth has led to a R 63.3 billion downward revision to estimates of tax revenue in 2019/20 relative to the 2019 Budget.

Debt is not projected to stabilise over the medium term, and debt service costs now absorb 15.2 per cent of main budget revenue.
National Treasury indicated that in order to halt these fiscal deterioration, South Africa requires a combination of continued spending restraint, faster economic growth, and measures to contain financial demands from distressed state owned companies.

As a first step, the 2020 Budget makes net non-interest spending reductions of R156.1 billion in total over the next three years, compared with the 2019 budget projections, including the large reductions to the public service wage bill.
In terms of baseline reductions, National Treasury submitted to the Committee that these mainly affected conditional grants and national and provincial programme spending.

According to National Treasury, as far as possible, reductions were made in underperforming or underspending programmes.

The largest reductions are made to the human settlements and public transport sectors.
Furthermore, National Treasury submitted that baseline reductions in programmes imply the need to review programmes, possibly resulting in closure or downscaling and to use allocated budgets more efficiently.

However, it was further submitted that reductions on goods and services may negatively affect maintenance of government facilities and information communications technology infrastructure, and lead to increased accruals.
National Treasury 9 indicated that the following items in Table 4 below represents the largest positive reallocations and funding additions to budget baselines in 2019/20.
Table 4: Largest baseline reductions and additions over the MTEF period1 2020/21 2020 Budget baseline adjustments R million 2020/21 -28 238 2020 Budget additions to baseline R million 7 499 804 340 330 522 200 400 362 4 541 Programme specific reductions -10 666 Post-retirement medical assistance of which: Passenger Rail Agency of South Africa Social grants Public entity transfers Police: Reallocation to implement the integrated criminal justice strategy TVET2 college: Infrastructure and efficiency grant South African Social Security Agency Provincial equitable share Provincial conditional grants of which: Human settlements development grant Provincial roads maintenance grant Health conditional grants Education infrastructure grant Local equitable share Local conditional grants of which: Common Monetary Area Compensation -4 469 Municipal Revenue Management Improvement Programme Universal Service and Access Fund: New model for broadcasting digital migration -1 438 -528 Innovation Fund -824 South African Revenue Service: Infrastructure-related projects -688 Provincial conditional grants -406 Other allocations4 -2 349 -4 893 -2 331 -500 -446 -459 -1 000 -4 622 Public transport network grant Urban settlements development grant Municipal infrastructure grant Water services infrastructure grant Cross-cutting reductions3 1.
Selected information on large baseline reductions over the MTEF period, details provided in the -1 049 -1 420 -989 -426 -4 708 Estimates of National Expenditure 2.

Technical and vocational education and training 10 3.

Mainly includes goods and services reductions in national departments and public entities 4.
Details of other baseline reallocations are provided in the Estimates of National Expenditure Source: National Treasury (2020 Appropriation Bill) In addition to the baseline reductions and additions highlighted in table 4 above, National Treasury further submitted that a total of R7.021 billion has been set aside as a provisional allocation not assigned to budget Votes in 2020/21.
Even though these funds have not been assigned to any budget Vote, a total of R6.502 billion, R500 million and R19 million has been provisionally allocated to South African Airways SOC Limited, provision for disaster recovery efforts and other provisional government allocation respectively.
3.2 Financial and Fiscal Commission The Financial and Fiscal Commission (FFC) submitted to the Committee that, in terms of expenditure by various spending functions, the FFC submitted that over the next three years, R5.3 trillion is allocated to various spending functions; R1.72 trillion in 2020/21, R1.78 trillion in 2021/22, and R1.85 trillion in 2022/23.
Overall, the FFC submitted that in order to manage cost pressures, various baseline reductions have been affected, with a total reduction of R260 billion projected over the 2020 MTEF and 61 per cent of these baseline reductions expected to come from a downward adjustment to the baseline wage bill estimates.
Of the total R261 billion baseline savings, the FFC reported that R111 billion will be added to programmes, with 55 per cent allocated to financially support SOEs, Eskom and South African Airways in particular while 20 per cent allocated to other government programmes, and 73 per cent of the additions to SOEs is allocated in 2020/21 financial year.
Functional allocations are reported to have grown by annual average of 3.3 per cent over the period of 2016/17 to 2019/20 while these growth rates declines to 0.4 per cent per annum over the 2020 MTEF.

The FFC also reported that due to these baseline reductions, service delivery will be under significant pressure while also reporting that there is compensation for inflation in most allocations, there is no funding for population increases and cost increase above CPI.
While acknowledging that remuneration has increased significantly above inflation in the past, cutting into the purchasing power of departmental allocations, the FFC has highlighted that service delivery levels will hinge critically on government reaching salary agreements below those of recent years.
11 The FFC also submitted that expenditure containment placed more pressure on some core and foundational functions of government like Home Affairs and Post School Education and Training, Agriculture and Rural Development, opportunities presented by these functions could be curtailed unless departments dramatically increase spending efficiencies.
The FFC was also concerned about the potential reversal in gains made in the past due to expenditure reductions in areas like Post School Education and Training (PSED).

Growth in PSED in allocation is projected to decline from the real annual average growth of 12.6 per cent between 2016/17 to 2019/20 to 1.5 per cent in 2020/21 before declining by 0.1 and 1.2 percentage points in 2021/22 and 2022/23 respectively.
According to the FFC, the effects these baseline reductions will have on government’s ability to expand fee free higher education and address the lack of TVET student accommodation are cause for concern.
Furthermore, the FFC submitted that in order for government to ensure continued focus on building a more capable state and improving service delivery outcome, baseline allocations to the Department of Home Affairs, which is responsible for maintaining the national population register and regulating the movements of persons through our ports of entry, requires more investigations.
Furthermore, the FFC highlighted that the identification system managed by the Department of Home Affairs underlines the country’s entire banking system and therefore commerce system, and this is very crucial to the functioning of the economy.

The FFC noted that appropriation by Vote is significantly reduced in real annual average growth from 4.6 per cent per annum over the period 2016/17 to 2019/20, to a projected decline of 1.3 per cent over the 2020 MTEF.
In comparative terms, the FFC submitted that the main drivers of real growth over the period of 2016/17 to 2019/20 were the Departments of Small Business Development at 18.4 percent, Higher Education and Training at 16.6 per cent, and Communications and Digital Technologies at 13 per cent.
However, the Departments of Mineral Resources and Energy at -4.8 per cent, Trade, Industry and Competition at -4.3 per cent, and Statistics South Africa at -3.7 per cent experienced significant real annual average reductions over the same period.
The FFC further submitted that over the 2020 MTEF period, the Departments of Cooperative Governance and Traditional Affairs, Social Development and Small Business Development are projected to strongly grow at an annual average real growth of between 2 and 3.5 per cent.
On the contrary, the 2020 MTEF sees the Department of Communication and Digital Technologies experience unstable 12 allocations, which first drop by 30 per cent in 2021 before increasing by 10 per cent in 2022 and declining by an estimated 35.5 per cent in 2023.

The Departments of Trade, Industry and Competition, and Human Settlement are projected to see a real annual average decline of over 5 per cent respectively over the 2020 MTEF.
Furthermore, the FFC submitted that despite some of departmental allocations being more constrained, its seven-year review indicated the existence of certain departments whose budgets were relatively protected and over the seven years period, these departments have experienced real growth in budget allocations while other departments have been under relatively more pressure by experiencing real annual reductions in their budget allocations.
The FFC also submitted that government’s efforts to protect allocations to the local government’s sphere has seen positive, above inflation growth in budget allocation to the CoGTA, and this according to the FFC is largely attributed to the delivery of basic services being rendered at a municipal level.
The Department of Social Development has also seen a positive, above inflation growth in budget allocation over the seven-year period due to government’s effort of maintaining the safety net for the poor through the provision of social grant funding to the poorest of the poor.

In government’s drive to promote future growth and job creation, the Department of Small Business Development has also experienced a strong positive-growth allocation.
However, the FFC submitted that cuts to the Department of Agriculture, Land Reform and Rural Development will potentially disable the lever for growth and put pressure on resources meant to assist the poor segment of the population in rural areas.

The FFC further noted the budget reductions in the Department of Human Settlement due to reductions in conditional grants allocation to the department.
The FFC was however surprised by the reduction in budget allocation to the Department of Trade, Industry and Competition given the need to kick-start growth and job creation in the country.

Furthermore, the FFC expressed its concerns in the erosion of budget allocation to Statistics South Africa (StatsSA) given their role in producing official statistics that in turn form the basis of decision making across government.
The FFC highlighted its concerns around StatsSA also emanated from the role it is anticipated to play in providing data as tools and assets in the fourth industrial revolution and according to FFC, StatsSA should play a leading role in positioning government within that context.

13 In term of expenditure by economic classification, the FFC submitted that current payments dominate consolidated government expenditure.
In comparative terms, the FFC submitted that between 2016/17 and 2019/20, current payments (salaries and wages, goods and services and interest) grew by a real annual average of 3 per cent.
This contrasted with payment for capital assets that declined by a real annual average of 8.2 per cent, while compensation of employees, which is the biggest component of current expenditure grew by a real annual average of 2.6 per cent, with good and services growing at real annual average of just below 2 per cent for the same period.

Furthermore, the FFC submitted that rapid growth in debt service cost is impacting on available funds, growing at an annual average of 7 per cent.
The FFC noted that while capital expenditure in the Bill does not encompass all of government capital spending (with the bulk contained in transfers to local and provincial government, and other public entities like PRASA and ESKOM), the FFC noted that this expenditure item does not grow sufficiently, declining at a real annual average of 8 per cent over this period.

The FFC was also concerned that compensation of employees was also growing faster than goods and services.
The FFC submitted that over the 2020 MTEF, the composition of expenditure per economic classification changes with current payments growing at a real annual average of just under 1 percent, mostly driven by the wage growth moderation while debt service costs grow at an annual average of 7 per cent for the same period.
The 2020 MTEF sees a rapid increase in capital spending, averaging a real annual growth of 4.8 per cent, while both goods and services and transfers and subsidies experience a slower real growth and the FFC has emphasised the need for increased spending efficiency by government entities to safeguard service delivery.

While the FFC welcomed the attempts to better manage the public sector wage bill, however, it emphasised that the extent to which potential gains from these steps remains uncertain.
Furthermore, the FFC emphasised the need for government to effectively link pay increases to productivity while also highlighting that due to compensation of employees dominating provincial budget, provinces are largely responsible for the delivery of health and education and these might have a severe impact on provinces.

The FFC identified this as a critical risk to the 2020 budget.
In terms of capital spending by government, the FFC highlighted that government needs to ensure that accompanying steps are taken to improve spending on infrastructure repairs and maintenance.

14 In terms of public sector infrastructure spending, the FFC submitted that over the 2020 MTEF, government intends spending R815 billion on public sector infrastructure, particularly on new infrastructure, replacement, maintenance and repairs, upgrades, rehabilitation and refurbishment of infrastructure assets.
The FFC highlighted that, apart from the real increase in 2019/20, allocations in public sector infrastructure have deteriorated from 2016/17 to 2019/20 and this trend continues over the 2020 MTEF, with projected real decline of 0.5 per cent, 1.3 per cent and 5.7 per cent in 2020/21, 2021/22, and 2022/23 respectively.
The FFC also highlighted that the overall trends in public infrastructure were not in line with the common statement that South Africa is implementing a strategy on infrastructure-led growth as highlighted in the 2020 State of The Nation Address by the President.

Furthermore, the FFC submitted that from a real growth perspective, infrastructure spending in water and sanitation, administration services and in transport and logistic were relatively protected over the 2020 MTEF.
The FFC submitted that it hoped that the R8.5 billion reduction to PRASA and the R4.3 billion reduction to the public transport network grant will not negatively affect government plans as outlined in the 2020 State of the Nation Address to fix and modernise the South African rail network.

While there is a real decline in spending on energy infrastructure, the FFC submitted that spending in the human settlement sector faces a real annual average decline of 13.7 per cent over the MTEF.
Furthermore, the FFC submitted that despite government establishing various initiatives to boost infrastructure spending, overall spending and outputs remain low.

3.3 Parliamentary Budget Office The Parliamentary Budget Office (PBO) submitted that the 2020 budget proposed a significant reduction in growth of expenditure to reduce the budget deficit and level of debt.
Steps proposed in the 2020 budget included the: • Reduction of the public wage bill; • Reform of state-owned companies and the Road Accident Fund; and • Across-the-board cuts that affect core government programmes.

15 The PBO further submitted that the above-mentioned steps will moderate spending as a share of GDP and adjust the composition of expenditure, but will not reduce the government’s debt levels.
Further expenditure cuts could severely harm service delivery while more discussion was required about options to increase taxes in the current economic environment.

In terms of public expenditure, the PBO submitted that real government expenditure per capita has been slow during the fiscal consolidation era and it was lower in 2016/17, 2018/19, and 2019/20 than it was in 2015/16.
PBO also highlighted that in the 2020 appropriation, there was a significant reduction in real per capita expenditure on housing and community amenities, with real per capita expenditure on Health and Education being very slow during the same period.

Furthermore, Social Protection expenditure was flat until there were slightly bigger increases in 2019/20 and most of the increase in expenditure from 2019/20 to 2020/21 was to assist Eskom.
The PBO in its submission highlighted on the adjustment made to non-interest expenditure in the Bill since 2019 budget, highlighting on the baseline reductions and allocations, and additional allocations made to the baseline.

These proposed baseline reductions totalled R66.045 billion consisting of R28.238 billion and R37.807 billion on programme baselines and the public sector wage bill respectively.
The PBO also highlighted on the proposed addition to the baseline of R59.293 billion consisting of R44.042 billion in financial support to State-Owned Companies, R7.753 billion net change in the adjustments announced in the 2019 budget and the R7.449 billion in programme re-allocations.
The PBO also gave an overview of the departmental expenditure outcomes between the 2017/18 and 2019/20 financial years and submitted that on average, departments have spent 92 per cent of their current expenditure whilst only 69 per cent has been spent on capital assets over the same period.

The PBO further submitted that the coronavirus not only exposed South Africa’s long-standing deep underlying problems such as inequality, failure to deliver key services and a failing health system.
However, this pandemic required government to act immediately with funds provided for disasters and to reprioritise plans and budgets tabled to provide for fiscal support, preventative measures, policing, new programmes with new objectives, and recovery plans for fiscal sustainability and economic growth.
16 The PBO also gave an overview of government’s responses to deal with covid-19 including the disaster relief funds totalling R982 million in the 2020/21 budget, current programmes in the budget for immediate respond to disasters.

Furthermore, the PBO highlighted on the preliminary provisions of R500 billion fiscal support package made to address the Covid-19 pandemic pressures and the increases in certain social grants for six months and related fiscal implications.
3.4 Public Service Commission The Public Service Commission (PSC) submitted that the stimulus injection to mitigate the impact of the coronavirus shows government’s awareness of Covid-19’s social and economic ramifications for South Africa and being responsive to the needs of the citizens.
However, the PSC emphasised on the need to ensure that there is a balance between responsiveness, accountability and transparency, in that, the Covid- 19 pandemic should not be used to loot state resources, especially in emergency procurement.

With regard to the mooted reprioritisation of funds from the 2020/21, the PSC recommended that a risk-based oversight approach be adopted for the reprioritisation in order to facilitate efficient, economic and effective use of resources.
The PSC submitted that the reprioritisation of funds will mean more expenditure cuts and emphasised that new and innovative working arrangements should be developed to minimise the inevitable negative impact of these cuts on performance and service delivery.

The PSC submitted that the implications of budget cuts on staffing generally meant: • Shrinking of head counts that often ignored the value chain of delivering services or key services that should instead be bolstered (e.g.
health and police and schools).

• Moratoriums, which often resulted in critical service delivery posts not being filled and may have a long-term effect on staffing if such posts were high priority functions.

• Massive works programmes such as EPWP should focus on supporting social welfare and health- care functions, and preventative measures from cleaning schools, parks and playground equipment to disinfecting bus and taxi ranks and taxis.

This lays the basis for a job guarantee scheme.


• In overseeing the budget, whilst looking at the budget cuts government also needed to look at opportunities for example job creations through the expansion of the EPWP.

The PSC was of the view that failure to deliver on government policies disadvantaged future generations and inflicted disproportionate pain to the poorest of the poor with a case in point being the policy of digital 17 migration for South Africa approved by Cabinet in 2010.
Covid-19 has forced government’s hand in using ICT to improve service delivery and the function of public sector institutions, and has shown that South Africa is not prepared for the Fourth Industrial Revolution (4IR).

Online service delivery channels needed to be increased and enhanced.

For this purpose, departments should ensure their readiness to capacitate employees to deliver services online with efficiency.
Furthermore, the PSC was of the view that digital infrastructure needed to be strengthened and its roll out should be accelerated and the usage of technology through broadband should be a key national and continental priority for all sectors.
The PSC proposed the following strategies to significantly improve management practices in the Public Service: • Planning – plans should list of objectives, like generally occurs in strategic plans and Annual Performance Plans and should also present the cost-benefit trade-offs between different service delivery options or models.

Plans should include financial modelling and alternative strategies should be costed.
There is also a need to fast-track the district delivery model (DDM) implementation which provides a focused and coordinated intergovernmental attention to the districts.

• Disempowerment to manage – the delegation of powers and duties should be made to appropriate performance levels within the Public Service to fast track decision making and ultimately service delivery.
The public service wage bill, performance rewards, cost of doing business, use of consultants, litigation against the State, and gainful employment were highlighted by the PSC as areas that provided opportunities for efficiency, effectiveness and value-for-money.

The PSC further commented on the issues of governance across the public service including the standard of professional ethics, efficient, economic and effective use of resources, and the payment of invoices within 30 days.
The PSC also emphasised that services must be provided impartially, fairly, equitably and without bias and alluded to SA’s historical spatial planning which has largely affected development and equitable provision of services in the rural areas, especially in the peri-urban and rural areas.
It further submitted that the Covid-19 pandemic has presented several challenges, however government should seize 18 the opportunity to work with members of the society and learn how best to deliver services to them under the current circumstances through public participation.
Regarding human resources management and career development practices, the PSC posited that major leaps in efficiency or effectiveness, development outcomes or change in policy direction require deep skills to develop the policy instruments and do the implementation planning.

In relation to Covid-19, the PSC indicated that: • Government will have to gear up its systems to provide for managing remotely to ensure productivity from those working from home.
• Officials over 60 years may create service delivery (in particular at the frontline) gap due to their vulnerability to Covid-19.

In conclusion, the PSC submitted that post Covid-19, there will be pressure on government to enhance its capacity to deliver public services especially for the vulnerable in society.

These includes the mobilization of resources by the state to ensure and enable service delivery, which is a big lesson from how we have been dealing with the responses to Covid-19.
Proper management of public funds will require: • Setting up proper accountability frameworks (aligning responsibility, authority and accountability); and • Detect and present unauthorised, irregular, fruitless and wasteful expenditure, and take disciplinary actions against negligent officials.
3.4 Human Sciences Research Council The Human Sciences Research Council (HSRC) expressed concerns at the baseline reduction under Vote 4: Cooperative Governance for the traditional leadership component as well as for Local Government Support and Management component, which was meant primarily for performance monitoring.
The HSRC emphasized the following current and post Covid-19 focal areas: • Social protection initiatives to focus on the poor and marginalized that would cushion and build resilience going forward; • Enhancing the health systems responsiveness and resilience to current and future shocks; 19 • Building local capacities for service delivery through improved basic services infrastructure, i.e.
water, sanitation, and energy; and • The proposed New District Planning Model launched by the President piloted in three provinces must receive high priority to be rolled out in full scale to address service delivery backlogs.

The table below provides an assessment by the HSRC of the budget allocations for 2019/20 and 2020/21 on two variables, namely, (i) relevance of budget item for Covid-19 containment and (ii) whether the spending contributes to a key government priority.
Department Cooperative Governance Comment Community Works Programme and Expanded Public Works Programme: Budget increase of 2-3 per cent is insufficient.

There is an urgent need to scale up public employment programmes to address multiple priorities, i.e.

Public Works and (1) Covid-19 containment, (2) employment creation and (3) social Infrastructure protection.

Basic Education School Nutrition: Budget increase of 6.7 per cent.

Priority to expand reach to schools previously not covered e.g.
in urban areas and as pre-school intakes expands.

Infrastructure spending is still critical and more is needed, now for the crisis but also for the future.

The Covid-19 crisis has accelerated the need for tablets for school children.

The four key issues in basic education are safety, electricity, teacher preparedness, and mass procurement.

Social Development COVID-19 Social assistance response is welcomed.
The 6-month provision for grant top-ups and the Covid-19 Grant appears to be limited in the context of at least 18-month Covid-19 timeline for the discovery and production of a vaccine.

The abrupt withdrawal at the end of 6 months of these top-up provisions without alternate interventions in place, while the situation remains largely unchanged may have a potential destabilizing impact on the economy, poverty and vulnerability levels and social stability.
20 Social Welfare Services: 18-27 per cent increase in budget is welcomed even though it is considered insufficient to address the significant demand for social services and psycho-social services arising from death, loss of income, displacement, ill health etc.

Early Childhood Development: 76 per cent increase is welcomed as it contributes to the realization of a strategic national priority.

National Development Agency: Budget increase of less than 6 per cent.
The State needs to enhance support for and build partnership with the NPO sector in order to deliver programmes to support vulnerable households.

Agriculture, Land Departmental priorities are (1) food security, (2) food safety, (3) land reform, Reform and Rural support for (4) smallholder farming and (5) capacitating rural youth for Development economic participation.

Concerns about the reduced allocation of R400 million between 2020/21 budget and 2019/20 adjusted appropriation.
Over the next two years of the MTEF, allocations are set to increase marginally.

Higher Education and Concerns about the large reduction in infrastructure spending at TVETs with Training the focus still being on universities.

TVETs have an important role to play in training those to accelerate the 4IR and more investment need to be made to ensure quality, relevance, desirability of TVETs.
Universities facing potential second crisis after CoVid-19 due to calls for tuition and residence fee refunds and HDIs are unlikely to cope with these demands.

Human Settlements Whilst government has delivered 3-4 million subsidised houses since 1994, the backlog is still 1.9 million households.

The government has been slow to invest in upgrading informal settlements – this is where the biggest threat from Covid-19 lies.
The de-densification to temporary relocation areas is very controversial and there is a policy vacuum around backyard housing.

Backyard housing has a major contribution to make to affordable rental accommodation and entrepreneurial dynamism.
The shift from subsidy housing to serviced sites has not been communicated effectively to ordinary people 21 Regarding the health sector and Covid-19, the HSRC submitted that the pandemic has tested all elements of our health systems and it has become apparent that basic health promotion is key to disease prevention and spread.

Medical interventions alone without social and behavioural interventions have failed to lead the society out of epidemics (eg Tuberculosis, HIV, and now Covid-19).
The HSRC further put forward the following implications on the health budget: • Health budget annual average growth of 5.1 per cent is insufficient given the immediate and long- term health challenges of South African people.

• Experiences of people during the lockdown speak to the realities of many people even without lockdown (inaccessibility of chronic medication during lockdown especially for those living in informal settlements, rural (traditional tribal areas) and farms.
• In the health envelop, allocation to primary health care is the least (less than 1 per cent), there is a need to strengthen health systems especially primary health care.

• Health expenditure: HIV, TB, Malaria and Community outreach at R24 039 000 from R22 039 000 increasing by 11% will not be sufficient to meet the ongoing epidemic spread.

• Young men and women (more so women) continue to carry the highest burden of HIV incidence in South Africa and only 39.1 per cent of all HIV positive are on ARVs.
• HIV interventions can not only be clinical but need to be a behavioural intervention.

• Social Impact Bond allocation begins to address these behavioural interventions.

• A significant and direct allocation of Social Impact Bond related behavioural research should be directly to Human Sciences Research Council.

• Reprioritising R800 million from the HIV/AIDS component to address the funding shortfall is detrimental.
The HSRC recommended that infrastructure be developed through the creation of an Outbreak Observatory for Covid-19 and other outbreaks or disasters and monitoring of indicators.

The core of the observatory concept needs to be in line with the policy intent of the White Paper.
Furthermore, the HSRC submitted that there was a need to develop a South African Social Stigma scale to establish a contextualised Social Stigma Scale that is culturally and contextually grounded which will assist social responsibility, participatory citizenship and nation building.

The HSRC and other social science organisations can play a coordinating role in pandemics and outbreak control.
22 The HSRC also emphasised the need for stronger prioritisation of expenditure on innovation, science and technology (IST) in the public sector, and for promotion of increased private sector expenditure in that regard.

It submitted that IST are critical to structural economic reforms, to promote productivity, investment, inclusive and sustainable development however the annual projected expenditure growth was slow, i.e.

4.2 per cent, over the MTEF period.


It further submitted that the Covid-19 challenges intensified the problem of low expenditure growth as the redirection of IST expenditure would impact negatively on future growth and development potential.

The HSRC further posited that a major opportunity existed, i.e requirement for innovation as a pre-requisite in Covid-19 stimulus/procurement contracts.

4.
4.

Public submissions on the 2020 Appropriation Bill The sections below provide an overview of the submissions that were made in response to the advertisement that was published in print media.
4.1 African Farmers’ Association of South Africa The African Farmers’ Association of South Africa (AFASA), in its submission, provided a problem statement and highlighted the following challenges within the agricultural sector in the Republic of South Africa (RSA): • Low inclusivity caused by high entry barriers for new black players; • Food availability but not accessible due to price; • Drought and diseases; • Climatic changes and the technological development 4IR; • Unemployment and specifically for educated youth & woman; and • Widening Dualistic agricultural economy in RSA.
AFASA also gave an overview of government spending on agriculture, land reform, and agricultural research over the past financial years and provided the following strategic objectives and a need for an increased budget: • To create an inclusive united and sustainable agricultural sector in the country; 23 • To improve agricultural competencies for RSA to participate and compete meaningfully in all the markets platforms (local & international); • To mobilise resources for food security and economic growth; and • To improve employment specifically for youth and woman.
AFASA recommended for (i) a gradual increase in the agricultural budget, at least by 25% per annum, (ii) funding and repositioning of the Land and Agricultural Development Bank of South Africa, mainly to focus on agricultural development, and (iii) a reduction in poverty and unemployment through unutilized and undistributed state land.
4.2 Budget Justice Coalition The Budget Justice Coalition (BJC) gave and overview of economic stimulus relief package and also made suggestions in terms of where to appropriate funding.

It further commented on possible legislative areas that required to be changed and gave inputs on the oversight of emergency procurement during a pandemic.
The BJC made the following recommendations in terms of the Bill: • Ensure transparency on the conditions the government may be exposing future generations of South Africans to by taking money from multilateral lending institutions.

The BJC calls on the government to reject finance that comes with conditions which impact our sovereign policy discretion and are anti-poor, and to focus on domestic resource mobilisation instead.
• The budget for the social grant component of the relief package should be increased in recognition of the size of the population in need.

• The Child Support Grant (CSG) increase of R500 should be attached to each child per grant paid.

• Unemployed caregivers, who are in receipt of a CSG for their children’s basic needs, should not be excluded from the Covid-19 unemployment grant.
• The assumptions, projections, and eligibility criteria for the Covid-19 unemployment grant (including the income threshold being applied) should be made public so that there can be informed engagement, prior to the regulations being finalised.

• Cabinet urgently considers a universal income grant instead of a very narrowly targeted Covid-19 unemployment grant, which is likely to create inequality, confusion and conflict and to cost more.

SARS should be used to recoup the grant from the upper deciles.
24 • Informal food traders must have greater freedom to trade, with or without a permit.

• Food parcel distribution must be ramped up, requirements for beneficiaries to produce SA ID’s abandoned, and community-based organisations allowed to distribute food relief without a permit.

• Adequately fund Gender-Based Violence response and prevention.

• Budget allocations be made to temporarily support additional provision of free basic services such as Free Basic Water and Free Basic Electricity.
• Support the Auditor General’s offer to send experts from the AG’s office to safeguard the emergency COVID-19 budget.

• Publish spending and procurement data on public platforms such as VulekaMali, at real-time and in accessible formats.

• Transparency regarding all donated PPE in order to avoid double spending.

• Fiscal and Financial Commission be requested to undertake a study which investigates revenue sources for local government.
• Engage the National Treasury to work on a special health budget which includes budget provision for key vacancies in the health sector to be filled.

• Ensure efforts to enhance public participation in all stages of the budget process including during declared disasters.

• Reform the national procurement system to entrench transparency, citizen participation and monitoring throughout the contracting cycle.
4.3 Organisation Undoing Tax Abuse The Organisation Undoing Tax Abuse (OUTA) specified that its submission was informed by the events related to the COVID-19 pandemic.

The pandemic had impacted upon the National Budget, and therefore the submission focused on the Appropriations Bill and the potential implications of the pending Supplementary Budget on public spending.
OUTA submitted that there was a clear need for disruption and inclusive change, but these required political barriers to be overcome through open and constructive debate that should be built on consensus and solidarity between taxpayers, consumers, and public officials.

OUTA added that there was a need for inclusive reforms, which should be the cornerstone of post COVID- 19 budgets.
25 OUTA’s focal point of the submission was that the state-centric monopoly in key industries like energy, water and transport had failed due to systemic contravention of the Public Finance Management Act and other legislation governing how tax revenue may be spent.
OUTA put to the Committee that instead of diversifying inequality, the national government needed to cultivate working and middle-class growth through targeted public expenditure in a manner that did not constrain investment in the private sector but promotes it.

OUTA further highlighted that the South Africa’s sovereign debt had grew from R450 billion in 2009/10 to almost R4 trillion to 2020/21 financial years, and this should be arrested as a matter of urgency.
On State-Owned Entities, OUTA submitted that these entities were near financial collapse and this had been compounded by the economic impact of a nationwide lockdown enforced to limit the spread of the COVID-19 virus.

OUTA argued that the need for economic stability and growth in this extremely unfavourable situation demanded self-imposed “structural adjustments”.

OUTA said these proposed South Africa’s structural adjustments should be tailored to fit the nation’s unique challenges.
OUTA warned that if this was not implemented as a matter of urgency, the country ran the risk of a national debt spiral that would culminate in the loss of our economic sovereignty and the implementation of generic structural adjustment programmes that eliminate social spend.

OUTA submitted that they soon hoped to see expenditure plans that better reflect the reality of SOEs’ and local government’ challenges in South Africa.
OUTA put it to the Committee that contributing to Eskom’s inability to meet its debt obligations, was the inability of many municipalities to pay the entity what was due to it.

OUTA also added that the current restructuring of the energy sector should go hand in hand with restructuring local government systems.

Even though it had not been tabled, OUTA also commented on the pending Supplementary Budget not yet tabled by the Minister of Finance.
This, OUTA said, was in response to the unforeseen expenses demanded by the ripple effects of COVID-19.

OUTA submitted that their submission was also aligned with the National Treasury economic growth paper published in 2019, titled “Towards an Economic Strategy for South Africa”.
OUTA stated that they support suggestions for simple, competitive, and incentivising economic interventions such as lowering the cost of doing business and freeing up finance for Small, Medium and Micro Enterprises (SMMEs) owned by historically disadvantaged entrepreneurs.

26 Moreover, OUTA submitted that some sectors at national level needed modernisation.
OUTA suggestion was limited to six sectors: Energy, Public Enterprises, Transport, Communications and Digital Technologies, Water & Sanitation, Health and Basic & Higher Education.

OUTA agreed that these sectors were crucial for innovation and inclusive growth and that they can facilitate bottom-up economic transformation.

OUTA added that unfortunately due to their capital-intensive value chains, these were the key sectors targeted by organised state-capture networks.
OUTA stated that the effects of the structural challenges and the entrenched criminal networks, which may continue to exploit government resources, cannot be overlooked and must be addressed before Parliament approves the allocations of more money to these six sectors.

Regarding specific recommendations to the Committee, OUTA submitted that a post Covid-19 Renewable Energy Investment Strategy, which may aid post-lockdown recovery should be proposed to the Executive.
OUTA further recommended that: • An increase in electrification allocation towards off grid electrification; • A reduction in nuclear spending to the 2018 levels, specifically NECSA operations; • A rejection of Central Energy Fund’s attempt to use fuel levy and carbon tax to bail out Petrosa; and • An acceleration of legislative reform to restructure Eskom so that the costs of generation, transmission and distribution can be transparently reviewed in order to assess and adapt the Eskom business model for the future.
Furthermore, OUTA recommended that the Committee should follow up with National Treasury to determine whether the SOEs that had debt repayments and requiring bailouts were able to get debts repayment holiday due to the Covid-19 situation.
In advocating for a debt repayment holiday for SOEs, OUTA said they were firm that if National Treasury or the Presidency were to successfully engage the multilateral lending institutions for a debt holiday, it should not be seen as an opportunity for further prolificacy, but rather as breathing room during Covid-19 to repair the damaged SOEs and allow other areas of spending not to be cut.
Additional measures recommended by OUTA to deal with what they called malaise at Public Entities included that: 27 • Parliament should call for a report back on the progress against implementation of the recommendations of the SOE Entity review; • Legislative changes such as amendments to the Companies Act, a State-Owned Companies Act and the introduction of a Procurement Bill to be tabled in Parliament, should be put through a public engagement process and passed; • Government should assess which entities are unnecessary and can be shut down, amalgamated into others or the function assumed by a government department; • Auditor General should audit public entities which are currently not audited by the AGSA; • Public entities should sell off non-core assets; • Equity partners should be sought for certain public entities; • Prosecution should tackle corruption and state capture; • Board members who have been involved in financial misconduct should be declared delinquent and should not serve in positions of power where there are fiduciary duties; • All board appointments should be transparent and preceded by a rigorous due diligence process including probity checks; and • Institutions and persons mandated with oversight roles and who have failed to perform these oversight roles should face consequences.
It is unacceptable that the checks and balances constantly fail.

On the transport sector, OUTA specifically recommended more impactful spending (by local and provincial government) on public transport alternatives such as bicycle lanes, subsidised and well- regulated mini-bus networks as well as properly maintained and managed passenger rail networks.
OUTA said more investment of these public transport alternatives could alleviate the costs of commuting to work for those who live in far removed areas from both informal and formal productive activities.

4.4 Black Sash The submission from Black Sash focused both on the appropriations put forward in the Bill at the time of the tabling of the Budget in February, and on the implications the Covid-19 pandemic had for public spending and specifically, Vote 19, Social Development.
Black Sash reported the following under- spending by the Department of Social Development on its allocated budget in prior years: R1.31 billion in 28 2017/18; R1.59 billion in 2016/17 and R1.76 billion in 2015/16.

Black Sash further reported that, while the Social Development allocation grew by 4.7 per cent in nominal terms and 3.6 percent in real terms over the 2020 Medium Term Expenditure Framework (MTEF) period, it was not growing at the pace of the need.
While the long-term impact of the Covid-19 pandemic on poverty and unemployment would continue to emerge, it had already resulted in a humanitarian crisis with many losing their livelihoods.

While Black Sash noted the rollout of the temporary Covid-19 Social Relief of Distress Grant as a significant intervention, it indicated that the amount of R350.00 was not enough to cover even basic food needs.
Black Sash summarised its recommendations as follows: • The Covid-19 Social Relief of Distress Grant should be converted into a permanent Social Assistance Grant for people between the ages of 18 and 59 years with no or little income; coming into effect in November 2020.

• The Covid-19 Social Relief of Distress Grant should be increased from R350 to at least R 1 227.
• A single Covid-19 Social Relief of Distress Grant should be created, where all unemployed adults with no access to the Unemployment Insurance Fund (UIF) are eligible for the same amount, irrespective of whether or not they care for children.
• Those who are eligible for the Covid-19 Social Relief of Distress Grant, without access to the necessary technology, should be assisted with access and applicants should receive the grant for a full six months from May to October 2020, irrespective of date of application.

• Contractual agreements should be put in place to ensure the protection of personal and confidential information.
• SASSA and government departments delivering social security services should urgently open their offices with a full staff complement to give effect to the social and economic relief measures announced by the President; and SASSA should pay the banking fees to ensure that recipients receive the full cash value of the Covid-19 Social Relief of Distress Grant.
• The package of R50 billion for social grants should be increased by an additional R180 billion and the entire amount should be spent on the social assistance net for the poor and unemployed.

29 4.5 Congress of South African Trade Unions The submission from the Congress of South African Trade Unions (COSATU) addressed the 2020 Budget as a whole.
The aspects that COSATU welcomed and supported, included the following: • The commitment to increase infrastructure expenditure; • The efforts of the Department of Trade, Industry and Competition to revitalise industries; • The commitment to table various legislation to grow the petroleum, gas, minerals and transport sectors and the state-owned entities (SOEs); • The release of the Public Procurement Bill; • That Value added Tax (VAT) and income tax upon working and middle class families had not been increased; • That government provided inflation-linked tax relief for working and middle class families; • The initial steps taken by the new CEO of Eskom to begin cleaning up the mess and the initial green shoots in Denel; • The steps made by the South African Revenue Service (SARS) to rebuild its capacity and to tackle tax evasion; • The progressive pronouncements on the Sovereign Wealth Fund in the Budget; • The allocations to ensure all schools have sanitation, however the rising teacher learner ratios are not addressed; • The planned water infrastructure investments are welcomed, but the lack of attention to investing in water recycling and conservation is reckless; and • Whilst appreciating the President’s freeze of salaries for the Executive, COSATU believes this is too little.
The concerns raised by COSATU, included the following: • The lack of a detailed economic stimulus package to reduce unemployment; • The lack of urgency in implementing various legislative interventions to grow sectors; • The lack of concrete plans to stabilise SOEs; • The lack of commitment in the Budget to progressively reform taxes; • The need for massive interventions to improve customs enforcement; 30 • The government’s seeming continuous attack on public servants; • The failure to deal with corruption and wasteful expenditure; • There is no indication of how government will intervene to halt the collapse of two dozen municipalities; • The land restitution allocations and targets are inadequate; and • The commitments made by the President in the 2020 State of the Nation Address are not reflected in the Budget.
Specifically, the building of universities and colleges; implementation of the National Health Insurance (NHI); and the reduction of South African Police Service members.

4.6 South African Faith Communities’ Environment Institute The South African Faith Communities’ Environment Institute (SAFCEI) focused on the analysis of energy sector appropriations and the analysis of the impact of Covid-19 on the energy sector and economy.
SAFCEI focused on how Eskom has become a major drain on the fiscus, entailing the extent of bailouts required by Eskom.

It stated that as a major public entity, Eskom is meant to be financially independent from the fiscus however, state capture, corruption, inflated contracts and poor maintenance of the infrastructure led Eskom in to a financial crisis.

The unresolved issues that includes poor supply chain management and contracting practices at Eskom persist.
SAFCEI submitted that funds spent on repeated bailouts to Eskom can be reprioritised to education, health or other areas in need.

SAFCEI submitted that increasing tariffs is raising the cost of living and the cost of doing business.

According to SAFCEI, it is therefore important that the corporate governance and financial management at Eskom and in other departments and entities in the energy sector be managed effectively.
SAFCEI submitted that economic activities have reduced due to the Covid-19 pandemic resulting in implications on the demand for electricity.

SAFCEI submitted that the demand modelling that existed before the pandemic no longer holds true.

Even in the aftermath of the pandemic, it anticipates that the demand for electricity is unlikely to return to previous levels, due to some business activities that will be lost.
SAFCEI submits that there is decreased fiscal space for large capital projects despite the Integrated Resource Plan (IRP) not envisioning new nuclear projects before 2030.

Furthermore, SAFCEI calls for public interests to be put first and Constitutional provisions for public participation and transparency be 31 upheld.

SAFCEI submitted that prior to any energy procurement, there would need to be a Section 34 Electricity Regulation Act determination in place with public participation processes followed.
SAFCEI summarised its recommendations on the Bill as follows: • SAFCEI calls on Parliament to exercise its Constitutional oversight mandate rigorously in respect of proposed capital projects in the energy sector.

• SAFCEI calls on Parliament to ensure that the Department of Energy and Eskom make transparent what financing mechanisms they intend to use for the proposed 2500MW new nuclear build.
• SAFCEI calls on Parliament to ensure that Eskom is more transparent by making loan agreements and contracts publicly available.

• When National Treasury sets requirements that public entities must meet when they receive bailouts or obtain loan guarantees, compliance with these requirements should be monitored as part of Parliament’s oversight role.

Officials in public entities failing to comply with these requirements should be called before committees to account for their failure to comply.
• The shareholder compacts for all public entities should be made available in the public domain for scrutiny.

• The Appropriations and Finance Committees to request full costings for infrastructure projects.

These costings must include provisions for decommissioning of plants and management of radioactive waste.

• SAFCEI calls on government to abandon nuclear energy entirely.

South Africa does not need nuclear in its energy mix.

It is a costly and unsafe power generation option.


4.7 Ms T Armstrong Ms T Armstrong voiced concerns over the fact that money needs to be appropriated from National Revenue Fund for the requirements of the State.

She submitted that she does not trust the State as there is too much fraud and corruption that has taken place and this is not about to end either.
32 4.8 Griqua-Khoisan Tribal House Mr B Jacobs made his submission as Chief of the Griqua-Khoisan Tribal House and requested that immediate provision be made to recognise the Khoisan as the first indigenous people of South Africa.

5.
Committee Findings and Observations Having deliberated and considered all the submissions made by the above stakeholders on 2020 Appropriation Bill (B4-2020), the Standing Committee on Appropriations makes the following findings and observations: Overall thrust of the 2020 Appropriation Bill 5.1 The Committee notes that the 2020 Appropriation Bill proposes a spending shift from the social sector to a focus on economic development, community development, and social development while the peace and security (Defence, State Security and Home Affairs) and general public services functions see budget baseline reductions.
5.2 The Committee notes that the 2020 Appropriation Bill proposes major budget baseline expenditure reductions and reprioritisation of funds in line with government proposed fiscal consolidation policy through a total of R66.045 billion reduction in budget baseline.

The Committee also notes that these significant reductions in baseline expenditure by government are aimed at reducing the budget deficit and level of government debt.
5.3 The Committee notes that out of the proposed R66.045 billion baseline reduction in the 2020 Appropriation, the Bill proposes a R28.238 billion in programme baseline reductions.

Although the Committee supports government fiscal policy stance, however, it is concerned about the possible unintended negative impact programme baseline reductions might have on service delivery, particularly those services rendered by government to the poor.
33 5.4 The Committee notes that out of the proposed R66.045 billion baseline reduction in the 2020 Appropriation, the Bill proposes a total of R37.807 billion reduction in the public sector wage bill.
However, the Committee is of the view that it is premature for government to pronounce on the R37.807 billion reduction on the public sector wage bill because the successful realisation of this reduction is dependent on successful negotiations with trade unions, and the outcome of this process in unknown and uncertain at this stage.
The Committee is of the view that government should have first negotiated and concluded on the public sector wage bill with all the affected stakeholder before pronouncing on the outcomes.

5.5 The Committee notes the proposed R4.469 billion budget reduction to the Passenger Railway Agency of South Africa (PRASA) due to consistent underspending in its capital budget.
While the Committee agrees in principle that funds should be shifted from low spending to high spending programmes of government, the Committee is concerned about the state of affairs at PRASA.
The Committee is of the view that the role of PRASA in providing affordable and reliable public transport to the poor is very crucial for government, and continued underspending on CAPEX by PRASA is a serious concern to the Committee and in some way delays government’s efforts to reverse some of the apartheid spatial planning deficiencies.
However, the Committee is optimistic that the appointment of PRASA Administrator by the Minister of Transport will soon bring about the required changes, positively yield the desired result, and allow PRASA to efficiently and effectively deliver on its legislative mandate as expected by all South Africans.

5.6 The Committee notes that the 2020 Appropriation Bill proposes budget baseline additions of R44.042 billion for financial support to State Owned Companies.
Even though the Committee supports this allocation, the Committee is still gravely concerned about the continued bailouts of State Owned Companies with no end in sight, particularly because these bailouts are more often needed as a consequence of both poor management and leadership in these entities.
However, the Committee is encouraged and welcome government’s commitments made in the 2020 budget to focus more on reforms in State Owned Companies, and the Committee is optimistic that these reviews and reform processes will subsequently reduce the dependence on government guarantees and bailouts by SOEs.

34 5.7 The Committee notes that the 2020 Appropriation Bill proposes an additional baseline allocation of R7.499 billion in 2020.
The Committee welcomes and is encouraged that these funds will cater amongst other things for post-retirement medical assistance, Municipal Revenue Management Improvement Programme, Innovation Fund, SARS infrastructure related projects and addition to provincial grants allocation.
Budget principles of efficiency, effectiveness, economy and fairness 5.8 The Committee notes and is encouraged by government’s effort to protect allocation to local government as reflected in the positive and above inflation growth to CoGTA grants allocation and the overall above inflation baseline increase to community development expenditure.
The Committee views this allocation as critical given that service delivery takes place at municipal level and when funds are efficiently utilised for their intended purposes, this in turn results in improved service delivery.
5.9 The Committee also welcomes government’s efforts to continue maintaining the safety net of the poor segment of the population through higher than inflation grants allocations to the Department of Social Development and this in turn translate to social grant funding to the poorest of the poor.

The Committee views these allocations as key to poverty alleviation initiatives by government.
Education, training and skills development 5.10 The Committee notes with concern the spending reduction in the post-school education and training infrastructure allocations, which is threatening to reverse the gains made in previous period, particularly spending to fund fee free higher education.
The Committee is also concerned on the potential negative impact of expenditure reductions to Universities and TVET colleges, Science and Technology in as far provision of fee free education, addressing the lack of student accommodation in TVET colleges and innovation.

The Committee notes with concerns the potential negative impact of the R688 million reduction in the TVET College’s infrastructure and efficiency grant, which focus on infrastructure maintenance.
35 5.11 The Committee notes and welcomes the above inflation increases in baseline allocation for the National School Nutrition Programme.

The Committee views this programme as critical for learners from rural school and poor families, while also aiding in government’s efforts to fight hunger and malnutrition.
Accelerating economic growth, infrastructure investment, and job creation 5.12 The Committee notes and welcomes the prioritisation of certain elements within the economic development function, namely economic development regulation and infrastructure, job creation and industrialisation and exports.

However, the Committee is concerned about the declining allocations in Agriculture and Rural Development and Science and Technology.
The Committee is concerned about the huge reductions in allocations for the land reform and the agricultural land holding account.

The Committee views agriculture as a key to job creation, food security and economic growth in South Africa, reducing expenditure within this function is therefore a cause of concern.

The issue of agricultural funding is further compounded by the insufficient allocation to the developmental mandate of the Land and Agricultural Development Bank of South Africa.
5.13 The Committee notes the submission from stakeholders that the budget baseline for agriculture should be increased by at least at least by 25 per cent per annum while stakeholders further submitted that government sufficiently fund and reposition Land bank mainly to focus on agricultural development and reduce poverty and unemployment through economic use of unutilised and undistributed state land.
5.14 The Committee notes with concerns the submissions from stakeholders that the overall trends in public infrastructure were not in line with the common statements that South Africa is implementing a strategy on infrastructure-led growth as highlighted in the 2020 State of the Nation Address by the President.

This was due to a projected public sector infrastructure allocation real decrease of 0.5 per cent in 2020.
The Committee also aligns itself to existing evidence that infrastructure spending acts as catalyst for job creation and economic growth, therefore consistent reduction in infrastructure expenditure is a cause of concern for a country with high levels of unemployment compounded by low levels of economic growth.

The 36 Committee is concerned about the huge allocation decline to government infrastructure particularly on the allocations for buildings and other fixed structures.
5.15 The Committee also notes the submissions by stakeholders that there is also a real decline in energy infrastructure spending by government.

The Committee is particularly concerned about the reductions in human settlement infrastructure due to the huge backlog faced by government in providing housing and other human settlement related infrastructure to the poor.

5.16 The Committee welcomes the strong real increase in the baseline allocation for the Department of Small Business Development.
The Committee has always emphasised on the need for government to make more funding available to Small, Medium and Micro Enterprises because evidence suggests that these institutions are key to job creation, economic growth and redistribution.
Defence, peace and security, and building a capable state and improving public service 5.17 The Committee notes with concern the possible negative impact of the baseline reduction on the Home Affairs and Defence budgets that are responsible for maintaining the national population register and regulating the movement of persons through our ports of entry.
The Committee is in agreement with stakeholders that the Home Affairs allocation needs urgent attention because the identification system managed by Home Affairs underlines South African banking and commerce system and therefore crucial to the economy.

Furthermore, the Committee has observed the continued decline in the Defence budget and whilst it is mindful of other societal needs, the Committee views Defence as important component in maintaining both the democratic order and the country’s sovereignty.
Therefore, the Committee feels that the Defence budget needs urgent attention.

37 5.18 The Committee welcomes the protection of the proposed budget allocation to the National School of Government due to the crucial role that the institution is expected to play in building State capacity.

This is one of the key shortcomings that have been identified in the National Development Plan needing urgent attention if the State was to operate at an optimal level.

6.
6.

Recommendations The Standing Committee on Appropriations, having considered the above submissions and inputs on the 2020 Appropriation Bill, recommends as follows: 6.1 That the Minister of Finance should consider allocating requisite resources towards the developmental mandate of the Land and Agricultural Development Bank of South Africa.
The Committee views the Land Bank as a critical institution in funding agriculture for job creation, economic development especially in poor and rural communities, and food security.

7.

Committee recommendation on the Bill The Standing Committee on Appropriations, having considered the Appropriation Bill [B4–2020] (National Assembly: Section 77) referred to it and classified by the Joint Tagging Mechanism; recommends that the Bill be adopted without amendments.

8.
8.

Conclusion The Committee emphasises the need for government departments to always ensure efficient, economic and effective use of appropriated funds in line with the principles set out in Section 195 of the Constitution and other relevant legislations governing the use of public funds, and applicable to the Republic of South Africa.

The Committee is also mindful of the fact that budget assumptions and allocations that the 2020 Appropriation Bill proposals are no longer valid due to Covid-19 pandemic.
Therefore, the Committee 38 urges government departments to spend the allocated resources in a manner that is reflective of the negative impact that Covid-19 brings to the South African public purse.

Report to be considered.

39 2.

REPORT OF THE PORTFOLIO COMMITTEE ON HOME AFFAIRS: STRATEGIC AND ANNUAL PERFORMANCE PLANS AND BUDGET OF VOTE 5 - DEPARTMENT OF HOME AFFAIRS, ELECTORAL COMMISSION AND GOVERNMENT PRINTING WORKS DATED 29 MAY 2020.
The Portfolio Committee on Home Affairs (the Committee) met with the Department of Affairs (DHA) on 7 May 2020, the Electoral Commission of South Africa (IEC) and the Government Printing Works (GPW) on 11 May 2020 on their Strategic Plans and 2020/21 Annual Performance Plans (APPs).

The Committee also met with the DHA and the entities on 3 March 2020 on their respective budgets and on 19 and 29 May 2020 to consider this report, reports as follows: 1.

THE DEPARTMENT OF HOME AFFAIRS 1.1.


Introduction The purpose of the Department of Home Affairs is to: • Determine and safeguard the identity and status of citizens.

• Regulate immigration to ensure security, promote the development and fulfil South African international obligations.

Mandate: The mandate of DHA is derived from the Constitution and various acts of Parliament and policy documents.

The DHA’s services are divided into two broad categories: Civic Services and Immigration Services.
The DHA is mandated to manage citizenship and civic status international migration, refugee protection, and the population register.

The DHA is the key enabler of national security, citizen empowerment, efficient administration and socioeconomic development.

These functions must be managed securely and strategically.
Vision: A vision of the Department of Home Affairs is that of South Africa where identity, status and citizenship are key enablers of citizen empowerment and inclusivity, economic development and national security.
Mission: The DHA’s mission to carry out its mission in line with its commitment to citizen empowerment and inclusivity, economic development and national security, by: • • • • Being an efficient and secure custodian of citizenship and civil registration Securely and strategically managing international migration Efficiently managing asylum seekers and refugees Efficiently determining and safeguarding the official identity and status of persons 40 In order to fulfil the above, the Department of Home Affairs prepared the new Strategic Plans for the 2020 to 2025 period.
The Strategic Plan was reported that is aligned with the new Medium Term Strategic Framework (MTSF) of Government.

The revised Framework for Strategic Plans and Annual Performance Plans (2019) was used for the development of the DHA strategic planning instruments (Strategic Plan for the 2020 to 2025 period and Annual Performance Plan for 2020/21).

DHA Planning Instruments cover the following priorities: a.
National Priorities (as per the National Development Plan, Apex Priorities and MTSF related commitments).

b.
Ministerial Priorities: • Establish an effective Border Management Authority (BMA) • Complete the Modernisation Programme • A comprehensive review of Immigration Policy and subsequent legislation • Upgrade the 6 priority land ports of entry / One-Stop Border Post (OSBP) Policy • Improved client experience through leadership (Moetapele) • Early birth registration • Critical skill visas • • “War on Queues” key elements of the White Paper on Home Affairs which was approved by Cabinet for implementation in December 2019 • Improvement of service delivery initiatives (e.g.
footprint development/access, efficient issuance of enabling documents.
The DHA has identified the following outcomes for the 2020 to 2025 period: • Secure management of international migration resulting in South Africa’s interests being served and fulfilling international commitments • Secure and efficient management of citizenship and civil registration to fulfil constitutional and international obligations • Efficient asylum seeker and refugee system in compliance with domestic and international obligations • Secure population register to empower citizens, enable inclusivity, economic development and national security • DHA positioned to contribute positively to a capable and developmental state 1.2 DHA’s contribution to the National Development Plan (NDP) 2 41 The National Development Plan aims to eliminate poverty and reduce inequality by 2030 and the major focus of the NDP is to confront the triple challenge of poverty, inequality and unemployment by achieving higher growth rates.
The DHA has a critical contribution to make to the achievement of the NDP 2030 objectives: • The inclusion of all citizens in democracy and development is enabled by providing them with status and identity that gives them access to rights and services.

This must be done in an efficient, effective, professional and secure manner.
• A further priority for the DHA is to facilitate the acquisition of the critical skills needed for economic growth as determined by the Department of Higher Education and Training (DHET) to build our own skills base.

• The DHA must continue to drive integrated and coordinated border management to ensure our borders are effectively protected, secured, and well-managed.
• The DHA could play a key role in enabling regional development by working with SADC countries through the Department of International Relations and Cooperation (DIRCO) to establish efficient, secure and managed migration.

• The DHA is central to harnessing the 4th industrial revolution and building a capable state.

The modernization programme of the DHA can reduce fraud and the cost of doing business by enabling e-government which will attract more investment into the country.

1.3.
1.3.

The Medium Term Strategic Framework (MTSF) Commitments from 2019 to 2024.
APEX Priority Link to Outcome DHA contribution Economic Transformation and Job Creation Outcome 4 – Decent employment through inclusive economic growth (5) Social Cohesion and Safe Communities Outcome 3 – All people in SA are and feel safe 3 Secure the identity of citizens and foreigners Design and implementation of NIS Issuance of critical skill visas and implementation of revised visa regime (simplification aspects, the rollout of e-Visa, etc.)
Secure the borders of the country through the establishment and operationalization of the BMA Continue with the implementation of a risk-based approach to immigration MTSF Commitment (as per DPME) 95% of critical skills visas adjudicated within 4 weeks by 2022 Implementation of the revised visa regime BMA established by 2020 BMA operational by 2021 at 11 ports of entry and 5 segments of the land borderline (BMA fully operational by 2024) 42 MTSF Commitment (as per DPME) 100% of selected ports of entry equipped with biometric functionality Implementation of ABIS by 2022/23.
APEX Priority Link to Outcome DHA contribution 6) A Capable, Ethical and Developmental State Outcome 12 - An efficient, effective and development- oriented public service Provision of enabling documents to access rights and services, e.g.
early birth registration and smart ID cards Reposition the DHA in support of a capable, ethical and developmental state through the implementation of new service delivery, operating and organizational models supported by the required policy and legislative framework (7) A better Africa and World Outcome 11 - Create a better South Africa, a better Africa and a better world Introduce a world- class e-Visa regime and rollout of e-Visa 1.4.
Progress on MTSF Commitments 2014 to 2019 MTSF Commitment 2014 to 2019 Progress Challenges Establishing and putting operation Management Authority 2017/18 the into Border by Phased implementation of the Integrated Border Management Strategy (IBMS) in conjunction with other departments and organs of state Review of the policy on international migration and the relevant amendment legislation thereof (Immigration and Refugees Acts) of in support Registration of 810 000 or 74% of births within 30 calendar days The rollout of biometrics to all ports of entry equipped with the 4 • A major dependency the establishment and for operationalization of the BMA was the passing of legislation, which is linked to funding.
• It is anticipated that the BMA Bill will be finalized by Parliament by early 2020.

• Delays were experienced with the Socio-economic Impact Assessment System (SEIAS).

• SEIAS is an essential prerequisite to the next phases for the drafting of the Immigration Bill, and its subsequent consultation process with the identified clusters.

• The interim biometric solution was rolled out to 10 ports of entry and selected counters at Cape Town harbour.
43 MTSF Commitment 2014 to 2019 Progress Challenges enhanced movement control system (EMCS) Ensuring that 85% of critical skills visas are adjudicated within 4 weeks the Developing Identity System 2018/19 operational by 2019/20 National (NIS) by it having and • Capacity limitations within the Information Services Branch.

• Connectivity challenges at 38 ports of entry.


• The further rollout was positioned against the priority of piloting the newly developed full biometric solution in the 2018/19 financial year.

• The delay with the NIS was mainly due to complexities around the supply chain management processes in the appointment of a preferred service provider.

• Dependency on service providers and a lack of internal IT capacity.
The establishment of the DHA contact center and two visa premium centers were achieved in the 2015/16 and 2016/17 financial years respectively 1.5.
Progress against 5 Year Strategic Objectives for 2014 to 2019 Strategic Objective 5 Year Target Progress An integrated and NIS operational by 2019/20 (as per MTSF) This target was not achieved digitized National Identity System (NIS) that is secure and contains biometric details of every person recorded on the system due to: • Supply Chain Management challenges in the appointment of a preferred service provider.

• Dependency on service providers and lack of adequate IS capacity in DHA.
Ensure that systems are in 100% of all designated ports of entry The target was not achieved.

place to enable the equipped with interim biometric systems • Capacity limitations within capturing of biometric capable of processing travellers (at ports of the Information Services data of all travellers who entry equipped with EMCS) by 2018/19 (as Branch.

enter or exit SA legally per MTSF) 5 • Connectivity challenges at 38 ports of entry.
• The further rollout was positioned against the 44 Strategic Objective 5 Year Target Progress priority of piloting the newly developed full biometric solution in the 2018/19 financial year.
Movement of persons in SA’s borders effectively defended, The achievement of the target and out of the country protected, secured and well-managed is dependent on the managed according to a through: establishment of the BMA and risk-based approach - Policy and legislation development the development of legislation (Immigration and Refugees Bills submitted to give effect to the White to Parliament for approval by 2018/19 as per Paper on International MTSF, BMA legislation finalized) Migration.
- Policy implementation (Integrated Border Management Strategy implemented as per APP, 2 Borderline surveys conducted, 400 Law enforcement operations/inspections conducted, 25 ports of entry and refugee reception infrastructure improvement) Enabling documents Full compliance with service standards set The target was achieved up to issued to foreigners for enabling documents issued to foreigners the 2018/19 financial year.
efficiently and securely (permanent residence applications – specific The DHA is on track for sections, business and general work visas achieving the 2019/20 targets.
and critical skills visas) by 2019/20 • 85% for Permanent Residence Permits • 90% for Business and General Work Visas • 85% for Critical Skills Visas Refugees and asylum Establishment of public-private partnership The target was discontinued in seekers are managed and process complied with (Request for Proposal the 2018/19 financial year documented efficiently submitted to National Treasury for approval) pending agreement on a viable funding model in conjunction with National Treasury.
Eligible citizens are Enabling documents issued to 100% of The target was achieved up to issued with enabling identified citizens (births registered within the 2018/19 financial year.

documents relating to 30 calendar days and smart ID cards issued identity and status to a projected 3 810 000 citizens) Full compliance with service standards set The target was achieved up to for enabling documents issued to citizens for the 2018/19 financial year.
adult passports (new live capture system) by The DHA is on track to achieve 2019/20 the 2019/20 target.

6 45 Strategic Objective 5 Year Target Progress Secure, effective, efficient A professional DHA cadre established The target was achieved up to and accessible service through training of nominated staff in the 2018/19 financial year.
delivery to citizens and relevant initiatives to transform the DHA immigrants into a highly secure and modern department (100% of nominated staff trained) DHA repositioned as a modern, secure and The target was achieved up to professional department by 2019/20 (fifth the 2018/19 financial year.

phase) Ethical conduct and a Counter Corruption Strategy of DHA The target was achieved up to zero-tolerance approach to implemented in respect of Prevention, the 2018/19 financial year.
crime, fraud and Detection, Investigations and Resolution by corruption 2019/20 (100% of identified interventions implemented as outlined in the APP) Good governance and No audit qualification by 2019/20 The achievement of the target administration is subject to the audit outcome for 2019/20.

Unqualified outcomes were recorded for the last three financial years.
Collaboration with Communication Strategy implemented in The target was achieved up to stakeholders in support of respect of Corporate Communication the 2018/19 financial year.

enhanced service delivery Services, Media Relations and Public and core business Awareness Engagement objectives 1.6.
Strategic Plan Outcome Targets 2020 to 2025 Outcome Secure management of international migration in resulting South Africa’s interests being & served fulfilling international commitments Indicator Risk-based & strategic immigration approach implemented against predetermined measures that ensure sovereignty, national security, public safety, 7 Baseline 31 March 2020 BMA legislation enacted.
5 Year Target (2025) BMA incrementally rolled the BMA as per out Roadmap 2032 to: • 36 ports of entry Responsible Border Management Authority (BMA) • 10 segments of the land 2 & crossing borderline community points & Construction redevelopment of six land ports of entry as one-stop border posts completed by 2025.

BMA for Transaction appointed redevelopment priority entry.
Advisor the 6 land ports of of 46 Outcome Indicator stability development & Baseline 31 March 2020 • BMCS piloted at 2 additional ports of entry • Draft Immigration Bill (including amendments to the Refugees Act) submitted to Minister for approval 5 Year Target (2025) A risk-based & strategic approach to immigration implemented in respect of: • Legislation implemented to support the White paper on International Migration & • 160 law enforcement • Secure entry, documented Responsible (Immigration Services & Information System (IMS / IS) operations/ inspections conducted to ensure compliance with immigration & DHA legislation.
100% compliance with set service standards for: • Permanent permits residence • Business & general work visas • Critical skill visas of & Risk-based & strategic issuing visas permits against predefined, percentage- based to grow economy 2024/25 targets the by Risk-based & strategic visa system implemented The pilot of e-Visa (Phase 1 - temporary residence visa for tourist module) in 6 missions 100% (3 810 000 - Smart ID cards = 3 million Births within 30 days = 810 000) & of Percentage of identified citizens holders permanent residence permits which enabling documents are by issued 2024/25.
to stay & departure of persons through the rollout of biometric functionality & law enforcement operations.
100% compliance with set service standards for risk- based & strategic issuance of visas & permits to grow the economy by 2024/25 as outlined annual in performance plans for: • Permanent permits residence the IMS • Business & general work visas • Critical skill visas E-Visa rolled out to all selected countries (106) by 2025 IS Civic Services (CS) Enabling documents issued identified to 100% of (including citizens citizens) & naturalized holders permanent residence permits (births registered within 30 calendar days & smart ID cards issued to a projected 19 050 000 by 2025).
of on Green Paper the recognition of marriages submitted to the Minister for approval.
New Act Marriage implemented to regulate all marriages Infrastructure Planning & Support (IPS) 100% compliance with set service standard 100% CS Legislation in in operation respect of the new Marriage Act Percentage of compliance with service standards set adult for Secure management of international migration resulting in South Africa’s interests being served & fulfilling international commitments & Secure efficient management of citizenship & civic registration to fulfil constitutional & international obligations 8 47 Outcome Efficient asylum seeker & refugee system in compliance with domestic &international obligations.
Secure population register empower citizens, enable inclusivity, economic development & security.

national to to DHA positioned contribute positively to a & capable developmental state.

9 Baseline 31 March 2020 5 Year Target (2025) Responsible New PI Asylum Seeker & Refugee System implemented IS (new capture by Indicator passports issued live system) 2024/25.

Effective & efficient recording & monitoring of asylum seekers refugees.

& Specifications approved by DG.

for NIS NIS is operational by 2025.


IS Identity Official Management Policy submitted to Cabinet for public consultation IPS Population Register Act implemented to regulate the collection, storage, accessing & processing of personal information National Identity System (NIS) operational as per requirements.

Legislation in to operation regulate the collection, storage, accessing & processing of personal information.
reflect a Measures implemented to repositioned DHA contributes positively to a & capable developmental state.

that approved White Paper on Home by Affairs for Cabinet implementation in December 2019.

A final draft of the DHA Bill submitted to Cabinet for approval for public consultation.

New PI DHA Access model approved by MMM Communication Strategy implemented as per the communication plan.
Counter corruption strategy implemented as per set targets DHA Act implemented to effect the repositioning of the department as a secure & modern department.

IPS Service Delivery Model implemented in line with repositioned DHA.

DHA Access Model implemented in support of the the repositioning of DHA.

Communication implemented as per communication plan.
Counter Corruption DHA Strategy implemented in terms of Strategy the for IPS IPS IPS Counter Corruption & Security 48 Outcome Indicator Baseline 31 March 2020 5 Year Target (2025) initiatives in Annual Performance Plans.

outlined Responsible Service (CCSS) 1.7.

Civic Services Annual Performance Plan (APP) Targets 2020 to 2021 1.8.

Summary of BMA and Immigration Services Annual Performance Plan (APP) Targets 2020 to 2021.

10 49 1.9.
10 49 1.9.

Summary of Administration Annual Performance Plan (APP) Targets 2020 to 2021.

1.10.
1.10.

Summary and Analysis of the Budget of the Department of Home Affairs for the financial year 2020/21 Over the medium term, the DHA will focus on repositioning itself as a modern and secure organization; improving and expanding client interfaces and service delivery imperatives; establishing and operationalizing a border management agency; streamlining and securing 11 50 international migration; and establishing public-private partnership (PPP) in support of key infrastructure projects.
The DHA plays a crucial role in safeguarding the identity and status of citizens and regulate immigration to ensure security, promote the development and fulfil South Africa’s international obligations.

The department is currently overhauling its IT infrastructure, introducing the E-VISA regime, piloting the One-Stop Border Posts, and Parliament is due to pass the Border Management Authority (BMA) Bill.

The 2020/21 financial year budget supports the long-standing policy priorities of the DHA.
Some of the key highlights of Vote 5 include: • To maintain the issuance of smart identity cards and registration of birth as an entry to the National Population Register (NPR).

The DHA targets to issue 9 million smart identity cards over the MTEF.

In this regard, DHA has allocated an amount of R7.5 billion for Service Delivery to Provinces to achieve this target.

• The Department has embarked on the program to simplify the issuance of permits and visas.
This will be achieved by removing unnecessary barriers to requirements.

In this regard, the DHA has entered into visa waiver agreements with selected countries while also rolling out the e-visa system starting with Kenya and India, with the intention to extend it to Nigeria and China.

The Department has allocated R 759.6 million for this purpose.

• To improve and expand client interface, the DHA requires adequate and skilled personnel.
Therefore, R7.1 billion is set aside over the medium term for expenditure on compensation of employees.

• The DHA is planning to incrementally implement the Border Management Agency (BMA) during the MTEF.

The processing of the BMA Bill is in its final stages and is likely to be signed into law during the 2020/21 financial year.

As such, an amount of R109.5 million has been set aside over the MTF period.
• In line with the implementation of the BMA, the Department continues to streamline and secure international migration.

The DHA is introducing an advanced passenger processing system, which would enable passenger screening at the point of departure, instead of arrival.

Over the medium term, the Department will allocate an additional R606 million for the Admission Service sub-programme in the immigration programme, and R486 million for the advanced passenger processing system over the same period.
Table 1: Overall Budget 2019/20 and 202/21 – Department of Home Affairs Programme Budget Nominal Real Increase / Increase / 12 51 R million 2019/20 2020/21 Decrease Decrease Nominal Real in 2020/21 in 2020/21 change in change in 2020/21 2020/21 1.

Administration R2 540,5 R2 349,1 -R171,4 -R270,4 -7,53% -11,43% 2.

Civil Affairs R5 692,9 R5 066,6 -R626,3 -R838,8 -11% -14,75% 3.
Immigration Affairs R1 294,3 R1 614,0 R319,7 R251,7 24,7% 19,45% TOTAL R 9 527,7 R9 029.7 -R478,0 -R858,6 -5,23% -9,22% Nominal Increase/Decrease Is when inflation is not taken into account Real Increase/Decrease Is when inflation is taken into account Source: National Treasury (2020) The DHA receives only a share of 1.2 percent from the R1.95 trillion.

For the 2020/21, the Department receives an allocation of R9.029 billion compared to the R9.527 billion adjusted allocations for 2019/20.
As stated previously, the adjusted budget includes revenue generated by the Department.

Without inflation (nominally), the Department’s budget decreases by 5.2 percent from the previous year.

This allocation is much lower in real terms as the Department is allocated a decrease of 9.2 percent, which translates into a decrease of R858.6 million in real rand value.

The Department’s responsibilities keep increasing considering the BMA, One-Stop-Boarder-Post and modernisation of its IT infrastructure.
Only the Immigration Affairs Programme which shows a real increase of R251.7 million (19.5 percent).

This increase could be attributed to the implementation of the One-Stop Border Post, the E-Visa regime and the procurement of the Advanced Passenger Processing System.

Both Administration and Civil Affairs programmes have been allocated a smaller budget from the adjusted allocation of 2019/20.
However, given the fact that the Department’s revenue collected will be appropriated in September 2020, its respective programme budgets are likely to increase.

The Administration Programme budget is reduced by R 270.4 million (11.43 percent) in real rand value when taking into consideration inflation.

Programme 2: Civil Affairs experiences the largest budget reduction by R838.8 million (14.75 percent) in real terms.
In terms of economic classification, the main cost drivers for the Vote is a compensation of employees (COE) at 42.8 percent (R3.892 billion), goods & services at 30.3 percent (R2.734 billion) and transfer payments to the Electoral Commission at 26.4 percent (R2.218 billion).

1.11 Allocation per programme Figure 2 below shows a comparison of the proportional allocations per the main programme between 2019/20 adjusted and 2020/21 voted funds.
The Citizen Affairs programme retains its above 55 percent share of the total budget.

There is an increase in terms of percentage share for 13 52 Immigration Affairs up from 15 percent in 2019/20, to 18 percent whereas there is a decline 2 percent for Administration from 28 percent in 2019/20 to 26 percent in 2020/21 financial year.
Figure 1: comparison of the split of the Department of Home Affairs budget between programmes Programme 1: Administration The Administration programme is entrusted to provide leadership, management and support services to the department.
Table 3: Programme 1: Administration Programme Budget Nominal Real Nominal Real R million 2019/2 2020/2 Decrease Decrease change in change Increase/ Increase/ Percent Percent 0 1 in 2020/21 in 2020/21 2020/21 in Rand) (Rand) 2020/21 Ministry 42.6 38.7 Management Support 248.3 207.5 -3,9 -40,8 -5,5 -9,15% -12,98% -49,5 -16,43 -19,95 Services Corporate Services 795,3 587,2 -208,1 -232,8 -26,17% -29,28% Transversal Information 909,6 940,9 31,3 -8,4 3,44% -0,92% Technology Management Office Accommodation 544,8 574,7 29,9 5,7 5,49% 1,04% TOTAL 2 540,6 2 349,1 -191,6 -290,6 -7,57 - 11,44% Source: National Treasury (2020) The Administration programme receives R2.349 billion for 2020/21 compared to an adjusted appropriation of R2.539 billion the previous year.
The current allocation translates into a decrease of 7.57 percent (or R191.6 million) before inflation, and 11.4 percent (or R290 million) when inflation is considered.

Except for the Office Accommodation sub-programme, all others decline in real terms.

The Office Accommodation sub-programme budget shows an increase of R 6 million (1.04 percent) 14 53 in real terms.
This sub-programme will fund the refurbishment of its existing mobile unit fleet and procuring an additional 15 units in the 2020/21 financial year.

Over the medium term, expenditure will, however, decrease as funds will be shifted to Programme 2 to increase IT capacity in provinces.
In terms of economic classification expenditures, the biggest cost drivers in this programme are the following current payments: • Compensation of employees – R547.4 million (22.8 percent) • Goods and Services – R1.785 billion (76.5 percent).

The mobile unit fleet will be refurbished and additional units purchased to expand the DHA client interfaces, and continue the IT modernization processes (including a paperless live capture system).
Programme 2: Citizen Affairs The Citizen Affairs branch is responsible for providing secure, efficient and accessible services and documents to citizens and lawful residents.

It ensures that entry to the population register happens within 30 days of a child’s birth.

It maintains the number of smart identity cards and it has targeted at least 3 million per year.

Citizen Affairs targets to issue 90 percent of machine-readable adult passports through the new live capture process within 13 working days.
Table 2: Programme 2: Citizen Affairs Programme Budget Nominal Real Nominal Real Increase/ Increase/ Percent Percent R million 2019/20 2020/2 Decrease Decrease change change in 1 in in in 2020/21 2020/21 2020/21 2020/21 Citizen Affairs Management 25,5 19,3 -5,9 -7.0 -23,41% -26,64% Status Services 1 084,2 91,9 -992,2 -996,2 -91,52% -91,88% Identification Services 316,4 322,8 6,4 -7,2 2,02% -2,28 Service Delivery to Provinces 2 096,7 2 248,9 152,2 57,4 7,26% 2,74% Electoral Commission 2 012,7 2 218,9 206,2 112,7 10,24% 5,60% Represented Political Parties’ 157,8 164,7 6,9 0,0 4,37% -0,03 Fund TOTAL 5 693,0 5 066,6 -626,4 -839,9 -11,0% -14,75% Source: National Treasury (2020) The Citizen Affairs branch budget declines from R 5.693 billion in 2019/20 adjusted allocation to R5.066 billion in the 2020/21 financial year.
This is a reduction of R626.4 million (or 11.0 percent) in nominal terms and R839.9 million (or 14.75 percent) with inflation.

The Electoral Commission and Service Delivery to Provinces sub-programmes show increases in both nominal and in real terms.

The Electoral Commission increases from R2.012.7 billion in 2019/20 to R2.218 billion.

This is a 15 54 growth of 10.24 percent in nominal terms and 5.6 percent real terms.
Whilst the Service Delivery to Provinces sub-programme shows an increase from R2.096 billion in 2019/20 to R2.248 billion in 2020/21 financial year.

With inflation, this represents a 2.74 percent increase from the 2019/20 adjusted budget.

The increases on both sub-programmes could be attributed to the preparation of the local government election due to take place in 2021.
As per the norm, the Electoral Commission will shortly initiate the voter registration campaign and will need additional resources to prepare for the local government election.

The Service Delivery to Provinces sub-programme will increase efforts to issue identification documentation to potential voters.

Programme 3: Immigration Affairs The immigration affairs branch facilitates and regulates the secure movement of people through ports of entry into and out of the Republic of South Africa.
It also determines the status of asylum seekers and regulates refugee affairs.

Programme 3 has four sub-programmes under it.

Figure 2: Comparison between 2019/20 and 2020/21 Immigration Affairs budget Constituting only 17.8 percent of the Department’s budget, the Immigration Affairs programme has the lowest spending area.

However, the programme’s budget increases from R1.294.

billion in 2019/20, to R1.614billion in 2020/21.


This is the only main programme within the Department in which allocation grows in both nominal and real terms from the adjusted allocation of 2019/20.
Table 3: Programme 3: Immigration Affairs Programme Budget Nominal Real Nominal Real Increase/ Increase/ Percent Percent R million 2019/20 2020/21 Decrease Decrease change in change in in in 2020/21 2020/21 2020/21 2020/21 16 55 Immigration Affairs Management 61,1 22,6 -38,5 -39,5 -63,01% -64,57% Admission Services 768,8 1 106,9 338,1 291,4 43,98% 37,91% Immigration Services 257,6 272,4 14,8 - 3,3 5,75% 1,29% Asylum Seekers 206,9 212,1 5,2 - 3,72 2,51% -1,81% TOTAL 1 294,4 1 614,0 319,6 251,6 24,7% 19,44% Strong growth in this programme is driven by t the Admission Services sub-programme (37.91 real growth) On the contrary, the Immigration Affairs Management sub-programme has been drastically reduced to R22.6 million from R61.1 million the previous year.
Growth in the Immigration Affairs programme is intended to fund the establishment of the Border Management Authority – which will incrementally assume responsibility for enforcing border law at ports of entry-, as well as establishing new immigration-related systems.

A passenger name record system and advanced passenger processing system will be funded through the Admission Services sub-programme.

2.
2.

THE ELECTORAL COMMISSION OF SOUTH AFRICA The Electoral Commission of South Africa (IEC) is South Africa’s electoral management body.

The IEC is an independent organization established under Chapter 9 of the Constitution of South Africa1.

Its independence as an autonomous body is underwritten by the Electoral Commissions Act 51 1996, 3(1), (2).
In terms of Section 190 (1) of the Constitution, the Electoral Commission must manage elections at national, provincial and municipal legislative bodies in accordance of national legislation; ensure that those elections are free and fair; and declare the results of those elections within a period that must be prescribed by national legislation and that is as short as reasonably possible.

The Electoral Commission Act, 51 of 1996 outlines the duties and functions of the IEC defined in Section 5.
This includes to manage any elections; ensure that any election is free and fair; promote conditions conducive to free and fair elections; promote knowledge of sound and democratic elections processes and compile; maintain a register of parties; compile and maintain a voter's roll to mention but a few examples.

The purpose of this brief is to provide a summary and analysis of the budget and Annual Performance Plan (APP) of the IEC for the 2020/21 financial year.
To provide the context of 17 56 this analysis, the paper commences by outlining the IEC’s strategic objectives and then provides a brief analytical overview of the 2018/19 performance.
2.1 Policy priorities for the electoral commission for 2020/2021 For the 2019 to 2024 Medium Term Strategic Framework (MTSF), the IEC will focus on the following key policy priorities: • • • • strengthen the regulatory space concerning the requirements for electoral participation; place South Africa’s electoral democracy on the cutting edge of digital innovation with a view to increased voter convenience; increase public confidence in electoral outcomes; • work with partners in electoral democracy to increase voter participation, especially among the youth; • anticipate and provide advice concerning the national policy debate on the electoral system; and • assess the viability of composite elections in the Republic.
2.2 Overview of the Electoral Commission performance during 2018/19 The IEC’s performance for the 2019/2020 financial year will be contained in its Annual Report, which is expected to be released during September 2020.

Therefore, a brief overview of the performance of the IEC for 2018/19, will be provided.
Tracking the progress on set targets and strategic goals (outputs) of the entity is important to determine how well it functions in the attainment of constitutional and legislative mandates for the benefit of society.

It also improves transparency and accountability, and assists Parliament, members of the public and other stakeholders with information to hold the Electoral Commission executives accountable.
Table 1: Performance by the programme for 2018/19 Programme Strategic Goal Outcome-oriented # targets # achieved not achieved Achieved Programme 1: Administration Programme 2: Electoral Operations 18 1: professionalism Strengthening institutional Goal governance, excellence, and enabling business processes at all levels of the organization Goal 2: Achieving pre-eminence in the area of managing elections and referenda, including the strengthening of a co-operative relationship with political parties.
10 7 10 6 3 4 70% 60% 57 Programme 3: Outreach Total Goal 3: Strengthening electoral democracy 5 25 5 18 0 7 100% 72% The Electoral Commission achieved 18 of the 25 targeted outcomes set for 2018/19.

Its overall target achievement was 72% while it was not successful in delivering 28% of its targets.

Only Programme 3 achieved 100% of its targets.

On the contrary, Programme 1 and 2 achieved 70% and 60% respectively.
The key cost drivers for the 2020/21 are summarised below: • The Electoral Commission needs to replace its obsolete zip-zip barcode scanners with approximately 60,000 new devices in preparation for the 2021 LGE.

• Extensive Civic and Democracy Education and communication campaigns • Maintaining of addresses on the voters’ roll.

• The appointment and training of approximately 350,000 fixed-term and temporary electoral employees.

• ICT network, connectivity and security expenditure.
• The procurement, distribution and warehousing of registration materials.

• The rental & infrastructure associated with opening approximately 23,200 voting stations.

2.2 Summary and analysis of IEC 2020/21 budget allocation per programme The Electoral Commission is allocated R 2.02 billion for the 2020/21 financial year shared amongst programme 1,2 and 3.

Programme 4 had not been allocated any funding for the year under review as it will only be appropriated in the next financial year.
Programme 2 receives the largest share of the allocation at R 1.12 billion (55.3%), of the IEC overall budget.

The Administration Programme receives R 683.68 million (33.7%) while Programme 3 receives only R 221.84 million (11%) of the overall budget.
Table 5: IEC Budget Allocation 2020/21 PROGRAMME 2020/21 Budget % of Total Budget Programme 1:Administration Programme 2: Electoral Operations Programme 3: Outreach TOTAL R’000 683 688 1 120 620 221 840 2 026 148 33.7% 55.3% 11% 100% The key cost drivers for the 2020/21 are summarised below: • The Electoral Commission needs to replace its obsolete zip-zip barcode scanners with approximately 60,000 new devices in preparation for the 2021 LGE.
• Extensive Civic and Democracy Education and communication campaigns • Maintaining of addresses on the voters’ roll.

• The appointment and training of approximately 350,000 fixed-term and temporary electoral 19 58 employees.

• ICT network, connectivity and security expenditure.

• The procurement, distribution and warehousing of registration materials.
2.2.1 Programme 1: Administration Budget The Administration programme main purpose is to achieve the strategic outcomes of strengthening institutional effectiveness at all levels of the organization.

This programme is comprised of three sub-programmes, namely, Management; Corporate Services and Financial Management.

Budget allocation under this programme is directed at supporting the strategic management and core business of the IEC.
The Administration programme is allocated R 683.69 million (33.7%) for the 2020/21.

The current allocation translates into a decrease of 9.09 % (-R 65.5 million) in real rand value terms from the previous year allocation of R 720.38 million.

The programme’s cost drivers are largely made up of ICT costs and office accommodation.
ICT which receives the largest share of the Programmes’ budget at 33% (R 247.13 million) is made up mainly of professional services to maintain the security and integrity of the data held at the IEC.

The office accommodation consists of the cost of the National IEC head office, nine provincial offices, 10 warehouses and 213 local electronic offices and is allocated 23% (R 151.49 million) of the programme’s budget.
The Facilities Management and Legal Services sub-programmes received a significant percentage budget reduction of -31% (R 18.72 million) and -16,96% (R 3.82 million) in real rand value terms.

The programmes which are allocated a slight increase is Corporate Services (4%); Risk Management (3,8%) and Accommodation (3%).

Refer to table 6 below for the budget allocated to sub-programmes for the Administration programme.
Table 6: Programme 1 Budget Programme Budget Nominal Real Nominal Real (R’000) 2019/20 2020/21 Decrease Decrease change change Increase/ Increase/ Percent Percent Management Corporate Services Management Financial Management Human Resources Management Legal Services Internal Audit ICT Facilities Management 20 2020/21 2020/21 2020/21 2020/21 23 815 24 966 3 408 3 141 Rand) 1 151 267 (Rand) 98,8 123,4 91 416 95 263 84 899 76 289 22 543 19 544 19 859 20 967 272 373 247 138 59 532 42 606 3 847 -8 610 -2 999 1 108 -25 235 -16 925 -167,9 -11 825,2 -3 822,7 224,3 -35 650,8 -18 720,7 4,83% 8,50% 4,21% -10,14% -13,30 5,58% -9,26 -28,43 0,41 3,93% 0,18 -13,93% -16,96 1,13% -13,09 -31,45 59 Risk Management Accommodation TOTAL 1 865 2 021 140 940 151 486 156 10 546 70,8 4 161,5 8,38% 7,48% 3,80% 2,95% 720 382 683 688 -36 694 -65 508,4 -5.1% -9,09 2.2.2 Programme 2: Electoral Operations Budget Analysis The purpose of this programme is to focus on the strategic outcome of managing and delivering free and fair elections.
The expenditure under this programme increases significantly in an election year compare to a non-election year.

During the 2020/21 financial year, expenditure for one main registration drive will be incurred with the actual registration weekend being in the first week of April 2021.

Thus expenditure for this registration weekend will be largely incurred in the 2021/22 financial year.
New voter registration devices will be procured in 2020/21 which has been included in programme 2 Refer to table 7 below for the sub-programme budget breakdown for programme 2.

The Electoral Operations programme is allocated a budget of R 1.12 billion for the 2020/21 financial year.

The budget has been reduced by R 171.5 million (13,8%) in real rand value terms from the previous financial year allocation of R 1.24 billion.
All sub-programmes receive a reduced budget except for Provincial and Local Offices which received 4% increase (R 19.55 million) in real rand value terms.

The Electoral Matters and Electoral Operations Management sub-programmes reduced budgets is -41,37 % (-R 56.4 million) and -38,81% (-80.45 million) in real rand value terms.

The outlier in this programme is the Political Parties Funding sub-programme reduced allocation of -94% (-R 48.63 million).
The much-reduced allocation can be attributed to the IEC introducing the 4th Programme in the 2020/21 APP where most of the activities of this sub-programme will be carried out and be funded from.
Table 7: Programme 2 Budget Allocation Sub-Programme Budget allocation Nominal Real Nominal Real R million 2019/20 2020/21 Decrease Decrease change change Increase/ Increase/ Percent Percent Electoral Operations 6 366 2020/21 2020/21 2020/21 2020/21 4 306 -2 060 -2 241,5 -32,36% -35,21% Management Electoral Matters Logistics and Infrastructure Political Parties Provincial and Local Offices Electoral Capacity Building TOTAL 136 189 207 262 51 838 485 645 357 604 83 363 132 394 3 345 527 419 369 793 -52 826 -74 868 -48 493 41 774 12 189 -56 399,4 -80 447,8 -48 634 19 545,6 -3 396 -38,79% -36,12% -93,55% 8,60% 3,41% -41,37% -38,81 -93,82% 4,02% -0,95% 1 244 904 1 120 620 -124 284 -171 513,2 -10% -13,78% 2.2.3 Programme 3: Outreach Budget Analysis Constituting only 10% of the IEC budget, the Outreach programme has the lowest spending area.
Budget allocation under this programme is directed at informing and educating civil society on 21 60 democracy and electoral processes.

Expenditure peaks during the registration and election period when the Civic and Democracy Education and communication peak.

A further factor is the international observer mission that are hosted by commission services during this period.
The budget for the outreach programme increases in both nominal and real value terms from R 195.8 million in 2019/20, to R 221.84 million in 2020/21.

This is the only main programme within the IEC which grew in both nominal (13,3%) and real rand value terms (8,52%) from the adjusted allocation of 2019/20.

Strong growth in this programme is driven by the Communication sub- programme (27,26% real growth) which is expected to increase the IEC public relations campaign in the lead-up to the LGE in 2021.
On the contrary, the International Liaison sub-programme has been drastically reduced from R6.

million to R 3.5 million (-44%).

The near consistency (minus -1% in real rand value terms) in the Civic and Democracy Education and Research sub-programme is intended for voter education in the build-up towards 2020 LGE.

2.2.4 Programme 4: Party funding Programme 4 is a new additional branch to the IEC 2020-25 Strategic Plan.
The programme is intended to focus on the strategic outcome of contributing to the enhancement of transparency in elections and party funding.

For 2020/21, this programme has not been allocated any funding in the entity’s appropriation.

The IEC was allocated additional funding of R 50 million in the 2019/20 financial year for the establishment of the new Party Funding branch.

These funds were allocated to cover costs for both 2019/20 and 2020/21.
Of this R50 million allocated to the IEC during 2019/20 for the establishment of this programme, it is estimated that approximately R38 million will be rolled over to fund the unit in 2020/21.

The expenditure used to date has been for ICT systems implementation, staff costs and research and development unit.
The budget structure with sub-unit programmes is being drafted and will be submitted to National Treasury for approval during the 2021 MTEF process and related indicators and targets in the amended APP.

2.3 Overview of the IEC Annual/Strategic plans per programme A number of strategic priorities have been set out by the IEC in the Strategic Plan for 2020-2025, as well as a set of planned annual targets, contained in the APP for 2020/21.
This section provides a n analysis of the IEC 2020/21 APP per programme.

The annual targets for the 2020/2021 financial year are presented below.

22 61 Table 9: Comparison of targets contained in the APP for 2019/2020 and 2020/2021.
Programme Number of Strategic Number of Targets Budget R ‘000 Outcomes 2019/2020 2020/2021 Programme 1 Programme 2 Programme 3 Programme 4 Total 1 1 1 0 3 2019/2020 2020/202 2019/2020 2020/2021 1 1 1 1 4 1 10 10 5 0 25 R 683,688 11 R 720,382 R 1 120 620 10 R 1 244, 904 R 221,840 R 195,808 8 3 R 000 R 000 30 R 2 161 094 R 2 026,148 The 2020/2021 APP contains a total of 4 strategic objectives and 30 targets, in comparison to the 2019/20120APP, which contained 3 strategic goals and 25 targets.
The number of strategic outcomes and targets increases to 4 and 30 respectively due to the addition of the 4th programme, the Party Political Funding.

A summary of each programme will be provided below.

2.3.1 Programme 1: Administration While the programme strategic outcome remains the same, the number of targets increases from 10 in 20219/20 to 11 in 2020/21.

The Administration programme is allocated R 683.68 million (33.7%) for 2020/21 which is a decline from last year’s allocation of R 720.38 million.
Programme 1 strategic outcome is to promote efficient and effective administrative processes.
Below are the number of targets and output indicators: Sub-Programme Budget allocation (R’000) 2019/20 2020/21 Nominal Increase/ Decrease in 2020/21 Real Increase/ Decrease in 2020/21 Nominal Percent change in 2020/21 Real Percent change in 2020/21 Outreach Management and Civic Education and Research Democracy 5 180 5 121 108 656 112 389 -59,0 3 733 -274,8 -1,14% -5,31% -1 003,7 3,44% -0,92 75 895 100 830 Communication 3 500 6 070 International Liaison TOTAL 221 840 26 032 Strategic Objective 1: Exercise leadership and governance, monitoring and evaluation to ensure the effective implementation of IEC’s core mandate, strategic outcomes and outputs, aligned with the corresponding budget allocations and risks compliance 20 685,5 -2 717,5 32,85% -42,34% 24 935 -2 570 27,26% -44,77% 16 682,4 195 808 13,3% 8,52% Target & Output Indicators: • 4: Number of quarterly performance reports approved by the CEO within 30 days after the start of the next quarter and submitted to the Commission for review and input.
• 4: Number of quarterly reviews of the strategic register by the Executive Risk Management Committee within 30 days after the start of the next quarter.

23 62 Strategic Objective 2: Strengthen assurance m a n a g e m e n t procedures within the Electoral Commission Target & Output indicator: • 4: Number of quarterly internal audit progress reports per annum prepared by the Chief Audit Executive and reviewed by the Audit Committee each year within 60 days after the start of the next year.
Strategic objective 3: Provide a cutting-edge, stable, secure ICT environment that meets all functional needs of the Electoral Commission and supports innovative business processes.

Target and Output Indicator: • 97% of 2 232 hours’ achievement: Minimum annual percentage network and application systems availability measured in hours’ system-generated report available).

• New: Review and approve or review, approve and implement an ICT governance framework in each year covered by this plan New.
• Platform upgrade completed (Phase 3): upgrades of platforms and systems to be aligned with business needs and technological developments as indicated in the applicable year.

Strategic objective 4: Recruit and retain a talented permanent staff complement to meet operational requirements, as well as constitutional obligations.

Target and Output Indicator: • 90%: Number of permanent staff positions filled per annum.
• 100% of qualifying staff: Extent of compliance with a performance management system as evidenced by the existence of performance agreements and performance assessments for the year under review.

Strategic objective 5: Develop and upskill institutional capacity to enable the Electoral Commission to deliver on its constitutional mandate Target & Output Indicator: • 180: Number of permanent staff who were provided with developmental training interven- tions per annum.
Strategic objective 6: Effectively manage financial resources in compliance with legislation.

Target & Output Indicator: • 0: Number of repeat findings that result in irregular expenditure as defined in the audited annual financial statements.

• 4: Number of quarterly statistical analysis reports of procurement spend towards B-BBEE per annum.

24 63 2.3.2 Programme 2: Electoral Operations The Electoral Operations programme is allocated a budget of R 1.12 billion for the 2020/21 financial year.
Strategic objective 1: Manage free and fair elections in accordance with the applicable electoral timetables to ensure the efficient and credible execution of the mandate of the Electoral Commission Target & Outcome Indicator: • Within 90 days for by-elections: Average number of calendar days within which elections are conducted from the date of the vacancy or the end of the term of office in each year covered by this plan.
• Within 35 days: Average number of calendar days in which to fill proportional representa- tion (PR) seat vacancies in each year.

• By-elections within 7 days: Number of calendar days in which election results for each election are announced by the Electoral Commission in each year.

• None: Number of by-elections set aside each year.
Strategic objective 2: Maintain a credible national common voters’ roll that is enabled by cutting- edge technology Target & Outcome Indicator: • 25 960 000: Number of registered voters as of 31 March of each year.

• 1 000 000: The number of registered voters who appear on the voters’ roll for whom the Electoral Commission does not have recorded addresses on 31 March each year covered by this plan.
Strategic objective 3: Provide accessible voting facilities and comprehensive logistical resources at all voting stations to meet operational demands for main electoral events Target & Outcome Indicator: • 23 200: Number of contracted voting stations in place on main registration weekends or general election days in the years when applicable.
Strategic objective 4: Provide accessible voting facilities and comprehensive logistical resources at all voting stations to meet operational demands for main electoral events Target & Outcome Indicator: • 30 000 Voting Streams: Electoral Materials to be delivered to all voting stations and voting streams for each main electoral event as required by the approved materials requirement plan and bill of materials.
25 64 Strategic objective 5: Strive for excellence at voting station level to enhance the integrity of elections Target & Outcome Indicator: • N/A: Average number of registered voters per voting station stream during general election days.

• 68 000: Number of electoral staff recruited and trained per annum.

2.3.3 Programme 3: Outreach The programmes targets increase from 5 in 2019/20 to 8 in 2020/21.
It has been allocated an increased budget in both nominal and real value terms from R 195.8 million in 2019/20, to R 221.84 million in 2020/21.

Strategic objective: Provide impactful and visionary research and thought leadership to strengthen electoral democracy.

Target & Output Indicator: • 3: The number of research initiatives achieved per annum.

• 10: The number of thought leadership interactions achieved per annum.
Strategic objective: Actively promote and foster awareness and participation in electoral processes through civic and democracy education programmes.

Target & Target Indicator: • Overall 7 000 000: Audience reached by Civic and Democracy Education (CDE) pro- grammes through television, radio and YouTube in each year covered by the Annual Perfor- mance Plan.

• 55 000: The number of face-to-face CDE events held per annum.
Strategic objective: Interact with domestic, regional and international stakeholders to build an understanding of the Electoral Commission’s role in delivering credible elections.

Target & Target Indicator: • 10: Number of meetings Commissioners hold with key stakeholders per annum.

• 20: Number of interactions or liaisons internationally achieved per annum.
Strategic objective: Advance and promote electoral processes through communication campaigns on diverse platforms to sustain visibility across the electoral cycle.

Target & Target Indicator • 80% neutral/positive achievement: Public perception of the Electoral Commission held as evidenced by media reports for each year covered by this plan.

• Digital (all social media and online content: Facebook ad reach – 35 million impressions; Twitter ad reach –2 million; YouTube ad views –2 million; WhatsApp –number?
; New 26 65 Google AdWords 1 million impressions SMSs sent –1 million Please Call Me – 100 million Television:2 600 00 viewers Radio: 4 400 000 listeners Print: 6 million readers Out of home (150 billboards, 180 000 street pole posters,2 000 transit TV screens, commuter transport – 20 long-distance buses: Recorded reach across multimedia communications platforms (dig- ital, television, print, radio and out of home).

The programme has managed to achieve all its five targets for the 2018/19 financial year.
It can be deduced that due to the impact of COVID-19 and subsequent national lockdown regulation, the pro- gramme could struggle to achieve some of its annual targets.

The programme targets to conduct 55 000 number of face-to-face Civic and Democracy Education in the 2020/21 financial year.

This will be significantly impacted by the national lockdown regulations.

The programme also plans to host 10 thought leadership interactions and 20 interactions internationally.
These targets will also be affected by national lockdown regulations.

2.3.4 Programme 4: Party Funding As stated previously, the Party Funding unit is a new programme.

The programme was allocated R 50 million for the 2019/20 and 2020/21 financial year.

Of this R50 million, allocated to the IEC during 2019/20 for the establishment of this programme, it is estimated that approximately R38 million will be rolled over to fund the unit in 2020/2133.
The expenditure used to date has been for ICT systems implementation, staff costs and research and development unit.

The budget structure with sub-unit programmes is being drafted and will be submitted to National Treasury for approval during the 2021 MTEF process and related indicators and targets in the amended APP34.
The programme starts with four annual targets as summarized below: Strategic objective: Manage party funding and donations in compliance with relevant legislation Target& Output Indicator: • 4: Number of disbursements to represented parties per annum.
Strategic objective: Provide consultative and cooperative liaison platforms between the Electoral Commission and political parties and candidates to facilitate free and fair elections Target& Output Indicator: • 1 338 liaison sessions: Number of liaison sessions held with members of party liaison com- mittees at national (1), provincial (9) and municipal (213) levels per annum • 10: Number of cooperative liaison forums conducted with political parties and candidates at national (1) and provincial (1) levels per annum Strategic objective: Provide effective management of the registration of political parties to strengthen multi-party democracy 27 66 Target& Output Indicator • 100% of all new applications that meet the requirements of the Act: Number of regis- tered political parties as at 31 March of each year covered by this plan The programme plan to have 1 338 liaisons session and 10 cooperative liaisons at the national, pro- vincial and local levels of government.
There is a great possibility that the current national lockdown regulations will derail some of these plans.

3.

THE GOVERNMENT PRINTING WORKS (GPW) Government Printing Works facilitates implementation of the legislation that governs the production and management of identification, citizenship and travel, which are developed by the Department of Home Affairs.
GPW contributes towards the achievement of the objectives of the National Development Plan (NDP, Vision 2030) and strives to make a significant contribution to the national outcomes of government including the following: • Outcome 03: All people in SA are and feel safe • Outcome 11: Create a better South Africa, contribute to a better and safer Africa and a better world.

• Outcome 12: An efficient, effective and development-oriented public service.
• Outcome 04: Decent employment through inclusive economic growth.

• Outcome 05: A skilled and capable workforce to support an inclusive growth path.
GPW aligns its work to the majority of apex Government priorities particularly the four that DHA directly contributes to, as highlighted below: • Economic transformation and job creation (Outcome 4) • Education, skills and health • Consolidating the social wage through reliable and quality basic services • Spatial integration, human settlements and local government • Social cohesion and safe communities (Outcome 3) • Building a capable, ethical and developmental State (Outcome 12) • A better Africa and the world (Outcome11) 3.1 GPW Budget Overview The GPW’s EXCO together with its Senior Management Team had focused engagements on the impact of the technological revolution, brought about by the 4th industrial revolution, broadly on the printing and packaging sector, and specifically, the implications of the 4IR on 28 67 GPW’s core operations.
A modernization project had as a result been initiated and discussions focused, particularly on the following areas: • The strategic direction of the printing and packaging industry • The security printing component • GPW’s product approach and niche • Leveraging on technology to deliver innovative, effective and efficient solutions to our customers i.e.
the DHA’s e-passport series • Promoting a culture of innovation at GPW • Remote operations to disseminate government information through technology, innovation and service excellence i.e.

e-Gazette services GPW will experience an introduction of specific projects to strengthen the foundation of the modernization approach.
These will include: • Change Management, to harness organizational culture and have a renewed focus on Employee Value Proposition (EVP) and Customer Value Proposition (CVP) • Review and upgrade to the (outdated/legacy systems) ICT infrastructure • Skills gap analysis, and proposals to facilitate mmodernization and change management • E-marketing platforms to reach a variety of clients • Strengthening the pproject mmanagement approach and establish a Project Management Office (PMO) within GPW i.e.
all products linked to a time frame handled as projects with early warning signs to facilitate timeous delivery.

The equipment recapitalization plan is expected to cost R1.9 billion over the medium term.

An existing building in Pretoria has been identified for refurbishment to serve as the entity’s new headquarters from 2020/21.

The total cost in 2020/21 for refurbishing the building is estimated at R107 million.
As a significant portion of the entity’s personnel is nearing retirement, the number of personnel in the entity is expected to decrease from 884 in 2019/20 to 874 in 2022/23.

Expenditure is expected to increase at an average annual rate of 10.1 percent, from R1.5 billion in 2019/20 to R2.0 billion in 2022/23.

Revenue is expected to increase at an average annual rate of 8.1 percent, from R1.6 billion in 2019/20 to R2.1 billion in 2022/23.
The entity is set to generate 94.4 percent (R5.4 billion) of its revenue over the medium term through business operations.
3.12 Budget: 2019/20 to 2021/22 R’000 Income Revenue 29 2019/20 FY 2020/21 FY 2021/22 FY 1,532,442 1,559,433 1,883,609 68 Other operating income 104,954 110,726 116,816 Interest received 3,814 4,092 4,501 Total income Expenditure 1,641,210 1,674,252 2,004,927 Compensation of employees 366,667 334,890 359,147 Goods and Services Depreciation 1,038,003 83,295 977,627 205,798 Total expenditure 1,487,965 1,518,315 1,172,977 284,449 1,816,573 Profit 153,245 155,937 188,353 3.1.3 Financial Performance R'000 Preliminary Audited Audited Audited Revenue Cost of sales Gross Profit 2019/20 2018/19 FY 2017/18 FY 2016/17 FY 1,217,811 1,497,015 1,405476 1,432,037 -666,314 -773,999 -711,834 -713,445 551,497 723,016 693,642 718,592 Other operating income 47,744 57,542 1,442 81,846 Other expenditure -196,799 -253,969 -241,675 -208,481 Operating profit 402,442 526,589 523,409 591,957 Interest received 1,460 1,672 1,865 Profit for the year 403,902 528,261 525,274 591,957 3.1.4 Key Risks Outcome Progress completed on the Masterplan/Visagie Street Site building Young women were through Artisan and Graduate programme(s) Security printed materials produced and taken people Key risk Risks associated with project execution phases including delays, compliance and obtaining value for money.
Readiness considering current facility.

the project, the limitations of to execute the to for secure paper Failure the production of secure printed material due to among other things, a global move towards becoming green and moving away from printing towards digitization.

Percentage the workforce trained as per WSP priorities.

of Value for money with regard to training programmes provided by successfully appointed service providers.
30 Mitigation Roll out total risk management throughout the project cycle, from to closure.

Project manage the initiative and define milestones or targets annually.

initiation Conduct research into acquiring own paper mill (vertical integration) and invest in research and development to monitor trends in future trends print requirements.
to Sign strategic relationship agreements with critical vendors, whereby any change or discontinue decisions equipment and/or consumables are done in partnership with either GPW and/or the Printing SA.

Evaluation through supply chain processes and screening of service providers.
69 Value for money with regard to trainees Ensure each training has SAQA unit Effective and efficient corporate internal to enable governance organizational performance Secured management of operations, GPW facilities, information and people of coordination Inadequate and implementation governance including compliance and activities risk, management of previous audit findings of recommendations by Internal Audit.

Delays in the implementation of the new security model for GPW.
implementation and standards Discussions risk management and audit matrix to find place as standard items at MANCO and EXCO structures.

compliance, on Collaborate and engage with security departments and entities in the public sector to facilitate the implementation of the security model.

3.2 Strategic/Annual Target Overview The GPW has 5 Cost Centers for budget and strategic planning purposes: i.

Operations and Productions are the core business of GPW.
The high technology machinery currently employed by the GPW is custom-built and requires replacement at regular intervals to ensure that the GPW respond to opportunities presented by the technological revolution and continues delivering high-quality goods and services to its customers.

Capacity increases in this Branch are being implemented through attracting the much needed technical skills in order to enhance service delivery.

ii.
ii.

Financial Services is inclusive of financial and management accounting services, supply chain management, logistics and facilities management.

The GPW is in the process of appointing a service provider to conduct the renovations of the building purchased to serve as its administrative Head Office in Visagie Street, Pretoria.

The increase in the budget under financial services is to cater for its refurbishment, a project estimated to be completed by the end of the 2020/21 financial year.
The increase over the MTEF period is inflation related.

iii.

Strategic Management includes security services, legal services, strategic support inclusive of monitoring and evaluation and risk management, as well as marketing, stakeholder relations and communications.

The strategic intent is to consolidate efforts towards retaining and growing current customers, whilst expanding GPW’s footprint to other SADC countries for the printing of State security documents.

iv.
iv.

Human Resources is composed of human capital management, employee relations, organizational development, and employee health and wellness.

The salary benchmarking and organizational structure review projects serve to reposition GPW as an employer of choice, which invests in its human resources and grows its timber.

v. The office of the CEO includes Internal Audit and Information Communication and Technology (ICT).
The annual increase in the budget of the Office of the CEO is due to the replacement of computer equipment and software that ICT has implemented to enhance ICT security.

31 70 GPW’s APP 2020/21 has a total of 18 performance targets with critical targets aligned to the Strategic Plan, to ensure that all outcomes and desired impacts are achieved.
A breakdown of the targets is as follows: Branch name Performance Targets Office of the CEO Operations and Production Strategic Management Financial Services Human Resource Total targets 3 6 4 3 2 18 32 71 3.
REPORT OF THE PORTFOLIO COMMITTEE ON WOMEN, YOUTH AND PERSONS WITH DISABILITIES ON THE STRATEGIC PLAN (2020- 2025) AND ANNUAL PERFORMANCE PLAN (BUDGET VOTE 20) OF THE DEPARTMENT OF WOMEN, YOUTH AND PERSONS WITH DISABILITIES, THE COMMISSION FOR GENDER EQUALITY AND THE NATIONAL YOUTH DEVELOPMENT AGENCY FOR FINANCIAL YEAR 2020/21, DATED 2 JUNE 2020.
The Portfolio Committee on Women, Youth and Persons with Disabilities, having considered the Strategic Plan, Annual Performance Plan and Budget of the Department of Women, Youth and Persons with Disabilities as well as the, National Youth Development Agency and the Commission for Gender Equality’s Annual Performance Plan for 2020/21 on 6, 15 and 26 May 2020 respectively, reports as follows: 1.
Introduction As per the Announcement, Tablings and Committees (ATC) of March 2020 the Department of Women, Youth and Persons with Disabilities and the National Youth Development Agency tabled the respective Strategic Plans and Annual Performance Plan’s 2020/21 (APPs).
The Portfolio Committee on Women, Youth and Persons with Disabilities, in performing its constitutional oversight mandate, engaged with the Department of Women, Youth and Persons with Disabilities (hereafter referred to as the Department), the National Youth Development Agency (NYDA) and the Commission for Gender Equality (CGE) on their respective Strategic Plans and 2020/21 APPs as per the aforementioned said dates.
This report considers all matters pertaining to the Department thereafter the CGE and NYDA insofar as the tabled documents are concerned.

2.

Mandate and strategic objectives of the Department The mandate of the Department is to provide strategic leadership, coordination and oversight to government departments and the country in mainstreaming empowerment programmes on 72 women, youth and persons with disabilities.
It maintains that its strategic posture is not as a service delivery institution but rather engaged in the advocacy and mainstreaming, institutional support and capacity building, and monitoring and evaluation of considerations related to the equality and empowerment of women, youth and persons with disabilities.
According to the Estimates of National Expenditure (ENE) for 2020, the Department’s purpose is to lead, coordinate and oversee the transformation agenda for the socioeconomic empowerment, rights and equal treatment of women, youth and persons with disabilities.
The Department noted that its Strategic Plan 2020/21-2024/25 was developed taking into consideration the 7 priorities outlined by the 6th Administration to achieve the National Development Plan namely; economic transformation and job creation, education, skills and health, consolidating the social wage through reliable and quality basic services, spatial integration, human settlements and local government, social cohesion and safe communities, a capable, ethical and developmental state, a better Africa and world.
To this end, the Department maintained that these priorities cannot be attained without the inclusion and full participation of women, youth and persons with disabilities.
The Department notes in its APP of 2020/21 it has been structured both organisationally and financially over 5 programmes: • Programme 1: Administration, with (3) sub-programmes – Departmental Management; Corporate Management; and Finance Management • Programme 2: Social Transformation and Economic Empowerment, with 5 sub- programmes which are Management: Social Transformation and Economic Empowerment; Social Empowerment and Transformation; Governance Transformation, Justice and Security; Economic Empowerment and Participation and Commission for Gender Equality.
• Programme 3: Policy, Stakeholder Coordination and Knowledge Management, with five sub-programmes which are Management: Policy Coordination and Knowledge Management; Research, Policy Analysis and Knowledge Management; International Relations; Stakeholder Coordination and Outreach, and Monitoring and Evaluation.

2 73 • Programme 4: Rights of Persons with Disabilities with one sub-programme, Rights of Persons with Disabilities.
• Programme 5: National Youth Development with two sub-programmes namely; Management and Youth Development Programmes.

3.
Expenditure Trends and Medium-Term Priorities The ENE (2020) indicates that the Department will focus on the following over the medium term: • reducing gender‐based violence and femicide, and strengthening the national gender machinery; • making interventions for economic empowerment; • engaging in responsive government‐wide planning, budgeting, monitoring and evaluation; • ensuring compliance with international commitments; • promoting the rights of people with disabilities; and • supporting the development of young people.
Table 1 outlines the MTEF Allocation for the next five years.

Table 1: Department of Women, Youth and Persons with Disabilities MTEF Allocation1 Programmes 1.

Administration 2.

Social Transformation and Economic Empowerment 3.

Policy Stakeholder, Coordination and Knowledge Management 4.

Rights of Persons with Disabilities Audited Outcome Adj.

Appr.
Appr.

Medium-Term Expenditure Estimate 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/ Adapted from Estimates of National Expenditure (2020), Vote 20 3 74 5.
National Youth Development Total 411.1 623.5 437.6 659.8 484.3 723.9 469.5 738.0 491.3 778.5 517.3 821.5 536.8 853.0 The total budget for the Department for 2019/20 period was R249.7 million of which R85.2 million was transferred to the Commission for Gender Equality as the funds for Programme 4 and 5 technically were only transferred as of 1 April 2020.

Thus the Department’s operational budget for that period was R164.5 million.
Based on the Department’s 3rd quarterly report briefing to the Committee, in terms of the financial performance, the Department received an allocation of R244.4 million for 2019/20 of which R85.2 million is transfer to the Commission for Gender Equality.

This left the Department with an operating budget of R159.2 million to operate.

Table 2 outlines expenditure of the Department as of 31 December 2019.
Table 2: Department of Women in the Presidency Programme Expenditure as at 31 December 20192 Programme Actual Expenditure as at 31 December 2019 R`000 Adjusted R`000 Available Budget Expenditure as % of Budget R`000 % Administration 86 477 78 301 8 176 90.5 Social Transformation and Economic Empowerment Commission for Gender Equality 22 054 85 177 19 163 2 891 86.9 63 883 21 294 75.0 Policy Stakeholder Coordination and Knowledge Management Total 50 690 22 992 57 698 45.4 244 398 184 338 60 060 75.4 2 Department of Women, Youth and Persons with Disabilities (2020) Department of Women, Youth and Persons with Disabilities (DWYPD) 3th Quarter Performance, Presentation to Portfolio Committee, 04 February 2020 4 75 The Department indicated at the time it incurred an irregular expenditure to the amount of R1 708 121 million and this was due to the irregular expenditure which related to payment of security contract that was identified as irregular during an audit of the 2017/18 financial year.
The Department also incurred a deviation amounting to R358 000 due to an artist appointed to perform at event, catering, ICT restoration services and translations services.

The Department also indicated at the time that the adjusted budget for Programme 1 was R86.5 million with an expenditure of R78.3 million which translated to 90.5% of its budget used in quarter 3.

The reasons for over-spending were cited as follows: • DIRCO claims for international travel.
• The new function of the office of the Deputy Minister’s office as part of the reconfiguration through the National Macro Organisation of Government.

• Procurement of Microsoft software licenses • Expenditure for the foreign budget which is incurred in this programme whilst the budget is centralised in Programme 3.
However, an application to shift funds to from Programme 3 to this programme was submitted to National Treasury during the AENE process and the approval to shift the funds was received on the 16 January 2020.

• Loss of Office Gratuity due to resignation of the former Minister as Member of Parliament, and ministerial staff linked to the term of office of the former Minister amounting to R1.6 million.
• Payment for loss of office for former Minister as Member of Parliament effective from 11 June 2019 after having served more than five years, she was entitled to the once-off payment equal to four months pensionable salary for every five years of service.

There were also staff in the office of the former Minister whose contracts were linked to term of office and therefore leave gratuity also needed to be settled.
Programme 2’s adjusted budget was R22.0 million (excluding CGE’s allocation) with the actual expenditure of R19.2 million which translate to 86.9% and the reasons for higher percentage was due to the launch of the Sanitary Dignity Framework in Eastern Cape and KwaZulu-Natal that took place during quarter 1.

5 76 Programme 3’s adjusted budget was R50.7 million with an actual expenditure of R22.9 million and an underspending of R11.9 million.
The under-spending was due to the following reasons: • Vacant posts for the programme that were not filled by the end of 31 December2019 due to the NMOG process.

However, savings from vacant posts in this programme was said to be reprioritised to fund additional posts in the Ministry and the Office of the Deputy Ministry.

• The process for filling of vacant posts would resume upon completion of the NMOG process.
• The budget for foreign expenditure was centralised in this programme whilst the expenditure incurred in the relevant programmes (i.e.

Programme 1 and 2).

The Department received an approval to shift funds from National Treasury on 16 January 2020.

• Outstanding invoices for travel and subsistence which was in the process of being paid at the time.
• A Service Provider was meant to conduct an evaluation on the “Promotion of Women Empowerment and Gender Equality” but was not appointed yet, however the purchase request for hiring the service provider was forwarded to SCM.

4.
4.

Analysis of Budget 2020/21 for the Department According to the ENE for 2020, the Department received a budgetary allocation of R778.5 million for 2020/21 of which R89.9 million is to be transferred to the Commission for Gender Equality and R478.7 million to the National Youth Development Agency.

This amounts to R568.8 million.
Thus leaving the Department with an operating budget of R209.9 million in order to undertake its programmes and meet its 33 targets for 2020/21.3 The ENE indicates that the Department is set to receive additional allocations in the Social Transformation and Economic Empowerment programme (Programme 2) amounting to R15 3 Levendale, C (2020) Overview: Department of Women, Youth and Persons with Disabilities – Strategic Plan 2020-25, Annual Performance Plan 2020/21 and Budget 2020/21: Programmes 1, 2 and 3, 01 May 2020 6 77 million over the medium term for the establishment of a National Council on Gender‐Based Violence and Femicide.4 In terms of the key cost drivers (refer to Table 3 below), 57.7% (R 121.2 million) of the Department’s operating budget is allocated for the Compensation of Employees (CoE) and 40.4% (R84.8 million) is allocated for Goods and services.
In terms of spending under Goods and services, the main cost drivers are Travel and subsistence (R19.5 million), Property payments (R18.8 million) and Consultants: Business and Advisory Services (R15.5m).

These three items account for 63.4% of the goods and services budget.

Other expenditure items included Venues and facilities (R5.4 million) and expenditure for external audit costs (R4.3 million).

The cost drivers have remained fairly consistent between 2019/20 and 2020/21.
Compensation of Employees sees an increase by R8.7 million between the two financial years so too with Good and services, seeing an increase by R9.3 million.

Travel and subsistence decreased by R4.5 million; Property payments saw a steep increase by R1 million; the allocation for Consultants increased by R8.2 million which more than doubled compared to the previous financial year.
Thus the Department will be spending an additional R16.9 million on human resources for the current financial year on both internal personnel and sourcing external capacity.

The External audit costs increased by R1.1 million.
Table 3: Key costs drivers between 2019/20 and 2020/21 Key Cost Driver 2020/21 2019/20 Compensation of employees Goods and services - Travel & Subsistence - Property payments - Consultants: Business & Advisory Services - External Audit Costs - Venue and Facilities R121.2 million R84.8 million R19.5 million R18.8 million R15.5 million R4.3 million R5.4 million R112.5 million R75.5 million R24 million R17.8 million R7.3 million R3.2 million R3.4 million As noted previously, when removing the CGE and NYDA transfer payment from the allocation, the Department’s is left with an operating budget of only R209.9 million – a nominal increase 4 Ibid 7 78 of only R16.7 million compared to the previous financial year.
Programme 2 was allocated R7.2 million more than the previous financial year when the CGE transfer allocation is removed from the programme budget.

Programme 3 sees a nominal increase by R5.7 million; Programme 4 by R1.1 million and Programme 5 by R2.7 million when the NYDA transfer is removed.

Table 4 below provides a synopsis in this regard.

Table 4: Appropriated budget 2020/21 (excluding the CGE & NYDA) Programme R million 1.

Administration 2.

Social Transformation and Economic Empowerment 3.


Policy Stakeholder, Coordination and Knowledge Management 4.

Rights of Persons with Disabilities 5.


Youth Development TOTAL *CGE, **NYDA Budget 2019/20 2020/21 2021/22 2022/23 93.3 27.7 (85.2)* 93.3 34.9 (89.9) 98.6 37.3 (95.1) 101.8 38,7 (98.7) 43.5 49.2 51.6 54.6 18.8 9.9 (459.6)** 193.2 19.9 12.6 (478.7) 209.9 21.5 13.3 (504.0) 222.3 22.5 14.1 (522.8) 231.7 In terms of human resources, the 2020 ENE indicates that the Department has a planned staff complement of 154 persons for the 2020/21 financial year.
This is 2 more than at the end of the 2019/20 financial year.

The greatest proportion of personnel is in the Administration programme, which has 76 staff members or 49% of the overall staff complement, amounting to R56 million of the budget for compensation of employees.

Programme 2 will have 21 employees and Programme 3 - 35 employees, Programme 4 – 14 employees and Programme 5 – 8 employees.
In terms of expenditure on CoE, the greatest proportion of staff (48) fall within the level 13-16 salary band (senior management), at a combined cost of R58.7 million or a unit cost of R1.2 million per person.5 In terms of the Department’s Human Resource Capacity, the Department submitted the following table in its presentation to the Committee on the Strategic Plan and APP: 5 National Treasury (2020) Estimates of National Expenditure, Vote 20 Women, Youth and Persons with Disabilities.
8 79 Table 5: Detail of Organogram The Department indicated that the approved post establishment as per the table above reflects only funded posts as no unfunded posts have been approved.

Currently there are 27 vacancies against the start-up organisational structure and post establishment of the Department.

However, the Strategic Plan indicates the following: “Currently the Department has 101 funded posts, of which 93 are filled and 8 vacant.
This will be augmented through the NMOG 2019 process where 15 funded posts (11 filled and 4 vacant) have been ring-fenced by the DSD, and 8 (7 filled and 1 vacant) by the DPME.

Accordingly, the start-up structure of the DWYPD shall have a post establishment of 124 posts (111 filled and 13 vacant).”6 Hence there is a discrepancy between 130 filled posts in the presentation versus the 93 as stipulated in the Strategic Plan and the 154 posts referred to in the ENE 2020.
6 Department of Women, Youth and Persons with Disabilities (2020) Strategic Plan, p. 37 9 80 5.

Overview of Programmes for the Department of Women, Youth and Persons with Disabilities for 2020/21 5.1 Programme 1: Administration The purpose of the Administration programme is to provide strategic leadership, management and support services to the Department.
In terms of the sub-programme, the APP notes as follows: • Departmental Management: The purpose of the sub-programme is to provide executive support, strategic leadership and management of the Department.

• Financial Management: The purpose is to provide and ensure effective, efficient financial management and supply chain services.

This includes budget planning and expenditure monitoring; and the management of procurement, acquisition, logistics, asset, and financial transactions.
• Corporate Management: The purpose of this programme is to provide effective human capital management, facilities and auxiliary management and ICT systems enablers for the Department.

The total allocation for this programme is R93.3 million.

This allocation has remained the same as compared to the previous financial year 2019/20; however, it still consumes the highest proportion (44%) of the Department’s operational budget.
This remains a concern as the Department’s core mandate is carried out in the other four programmes.

Expenditure under Programme 1 is tabulated below.
Table 6: Sub-programme allocations for 2020/21 Sub-Programme Ministry Departmental Management Corporate Services Financial Management Office Accommodation TOTAL 2020/21 R’ million 18.8 17.8 23.0 15.6 18.2 R93.3 million 2019/20 R’ million 21.2 17..5 22.5 14.6 17.6 R93.3 million 10 81 5.2 Programme 2: Social Transformation and Economic Empowerment The purpose is to manage policies and programmes that mainstream the social transformation and economic empowerment of women in South Africa.
The programme consists of five sub- programmes: • Management: Social Transformation and Economic Empowerment provides overall strategic leadership and management to the programme.

• Social Empowerment and Transformation provides intervention mechanisms on policies and programme implementation for mainstreaming the social empowerment and participation of women towards social transformation.
• Governance Transformation, Justice and Security provides guidance for enhancing existing systems and procedures, addresses barriers to the equal participation of women in the public and private sectors, and contributes to the elimination of gender-based violence.

• Economic Empowerment and Participation provides intervention mechanisms on policies and programme implementation for mainstreaming the economic empowerment and participation of women towards economic transformation and development.
• Commission for Gender Equality facilitates transfer payments to the Commission for Gender Equality (CGE), which promotes gender equality and respect for women’s rights.
Expenditure under Programme 2 is allocated as follows: Table 7: Sub-programme allocation for 2019/20 and 2020/21 in Programme 2 Sub-Programme Management: Social Transformation and Economic Empowerment Social Empowerment and Transformation Governance Transformation, Justice and Security Economic Empowerment and Participation Commission for Gender Equality TOTAL 2020/21 R’ million 6.7 2019/20 R’ million 6.6 9.2 14.0 5.o 89.9 R124.8 7.9 8.5 4.7 85.2 R112.9 11 82 Although the total programme allocation as per the APP is R124.8 million, it must be remembered that R89.9 million constitutes the transfer payment to the CGE, leaving the programme with an operating budget of R34.9 million to achieve 6 annual targets.
Of this, R16 million (46%) is for compensation of employees and R18.5 million will go towards goods and services.

The main cost driver under goods and services is for Consultants: Business and advisory services (R8.5 million) and Travel and subsistence, which is allocated R5.7 million as per the Estimates of National Expenditure 2020.

This programme has 19 filled posts and 1 funded vacancy.
For the 2020/21 financial year this programme aims to achieve the following targets: • 4 interventions to support economic empowerment and participation of women, youth and persons with disabilities • 4 progress reports from provinces implementing the Sanitary Dignity Implementation Framework produced • 1 NSP on GBVF approved • NCGBVF established • 1 annual report developed on public sector institutions, private sector and civil society organisations Monitored and evaluated on the implementation of the NSP to end gender based violence and femicide • Draft NGM Framework developed 5.3 Programme 3: Policy, Stakeholder Coordination and Knowledge Management The purpose of Programme 3 as per 2020/21 APP, is is to ensure policy and stakeholder coordination and knowledge management for the social transformation of women in South Africa.
The Programme consists of five sub-programmes: • Management: Policy Coordination and Knowledge Management provides overall strategic leadership and management to the programme.

• Research, Policy Analysis and Knowledge Management promotes the development of 12 83 gender-sensitive research and knowledge, and conducts policy analysis to effect transformation for the empowerment of women and gender equality.
• International Relations promotes international engagements on women and South Africa’s compliance with international treaties on women.

• Stakeholder Coordination and Outreach conducts public participation and outreach initiatives to promote the empowerment of women and gender equality.

• Monitoring and Evaluation monitors and evaluates progress on the socioeconomic empowerment of women in line with national laws, and regional, continental and international treaties and commitments.
Expenditure under Programme 3 is allocated as follows: Table 8: Sub-programme allocation for 2019/20 and 2020/21 in Programme 3 Sub-Programme Management: Policy, Stakeholder Coordination and Knowledge Management Research, Policy Analysis and knowledge management International Relations Stakeholder Coordination and Outreach Monitoring and Evaluation TOTAL 2020/21 R’ million 6.6 2019/20 R’ million 4.9 9.7 6.4 16.5 10.0 R 49.2 9.2 5.6 15.5 8.3 R43.5 The programme has a total allocation of R49.2 million, of which R30.5 million (62%) is allocated for compensation of employees and R17.9 million is allocated for goods and services.
Of the goods and services budget, R5.7 million or nearly 32% is allocated for travel and subsistence and R2.6 million for Consultants: Business and advisory services as per the Estimates of National Expenditure for 2020.

This programme has 23 filled posts and 8 funded vacancies.

The ENE notes 35 posts for 2020/21.
The programme intends achieving the following 10 targets for 2020/21: • Integrated Knowledge Hub model approved • 1 Research Report on government priorities produced • 2 periodic reports on international commitments • 10 national government Strategic Plans analysed 13 84 • 1 annual performance monitoring reports produced • 1 draft evaluation report on empowerment of women • 1 partnership and collaborations established • 5 multilateral and bilateral engagements on women, youth and persons with disabilities coordinated • 12 stakeholders engagement conducted • 4 community mobilisation initiatives coordinated 5.4 Programme 4: Rights of Persons with Disabilities The purpose of Programme 4 is to oversee the implementation of programmes pertaining to the rights of persons with disabilities.
It has one sub-programme namely; • Rights of Persons with Disabilities maintains and implements advocacy and mainstreaming guidelines and frameworks for the rights of people with disabilities.
Expenditure under Programme 4 is allocated as follows: Table 9: Sub-programme allocation for 2019/20 and 2020/21 in Programme 4 Sub-Programme Rights of Persons with Disabilities TOTAL 2020/21 2019/20 R’ million R’ million 19.9 R 19.9 18.8 R18.8 The programme has a total allocation of R19.9 million, of which R11.4 million (57%) is allocated for compensation of employees and R8 million is allocated for goods and services.
Of the goods and services budget, R3.6 million or nearly 45 % is allocated for travel and subsistence and R1.9 million for Consultants: Business and advisory services as per the ENE for 2020.

This programme has a total of 14 posts for 2020/21 as per the ENE 2020.

The Department reported to the Committee that this programme had 9 filled posts and 5 funded vacancies.
For the current financial year it intends achieving the following five targets: 14 85 • Legislative report for the development of Disability Rights Bill produced • Disability Inclusion embedded in Government wide institutional arrangements • Frameworks on Disability Rights Awareness Campaigns, as well as Framework on Self- Representation by Persons with Disabilities released for public comment • One status report on Disability Inclusion in Departmental Strategic Plans and APPs for 2021-2024 developed • One Annual Performance monitoring report on inclusion of persons with disabilities produced 5.5 Programme 5: Youth Development The purpose of Programme 5 is to promote the development and empowerment of young people by reviewing the legislative framework and other interventions to advance youth rights over the medium term.
It has two sub-programmes namely; • Management: National Youth Development facilitates the development and implementation of national strategies and policies aimed at young people.

• Youth Development Programmes oversees the transfer of funds to the National Youth Development Agency.
Expenditure under Programme 5 is allocated as follows: Table 10: Sub-programme allocation for 2019/20 and 2020/21 in Programme 5 Sub-Programme Management: National Youth Development Youth Development Programmes TOTAL 2020/21 2019/20 R’ million R’ million 12.6 478.7 9.9 459.6 R491.3 R469.5 The programme has a total allocation of R491.3 million, of which R478.7 million (97%) is the transfer to the NYDA leaving the programme with an operating budget of R12.6 million.
From this operating budgeting, R7.4 million is allocated for compensation of employees (59%) and 15 86 R5.2 million is allocated for goods and services.

Of the goods and services budget, R 1.7 million is allocated for Consultants: Business and advisory services as per the Estimates of National Expenditure for 2020.

This programme has a total of 8 posts according to the ENE 2020 and based on the Department’s presentation to the Committee there are 7 filled posts and 1 funded vacancy.
For the current financial year, this programme intends achieving the following 5 targets: • National Youth Policy reviewed • 4 NYP Implementation Reports produced • NYDA Act amended • 4 NYDA quarterly assessments reports produced • 4 youth machineries convened 6.
Commission for Gender Equality (CGE) 6.1 Background The background and context of CGE’s work emanates from Section 181 of the Constitution (1996) and it is one of the Chapter 9 institutions which are independent entities for strengthening democracy.

The CGE is therefore required to report to the National Assembly at least once a year regarding the progress of carrying out its strategic objectives.
Section 187 of the Constitution stipulates that the Commission should promote respect for gender equality, and protect and develop its attainment, as well as monitor, educate, lobby, advise and report on issues related to gender equality.
6.2 Powers Assigned to the CGE In line with the CGE’s obligation to strengthen constitutional democracy with a focus on the attainment of gender equality, the CGE has a legislative mandate and functions which include the following: a) Monitor, evaluate and make recommendations on: • Policies and practices of organs of state, statutory bodies and functionaries, public bodies or 16 87 private businesses, to promote gender equality.

• Any existing law including indigenous law and practices.
• Government’s compliance with international conventions with respect to gender equality.

b) Propose/recommend on: • New law that may impact on gender equality or the status of women.

c) Develop, conduct or manage • Educational strategies and programmes that foster understanding about gender equality and the role of the CGE.

d) Investigate and resolve conflicts • On gender matters and complaints through mediation, conciliation and negotiation or referral to other institutions.
e) Liaise and interact • With institutions, bodies or authorities with similar objectives to the Commission.

• With any organisation which actively promotes gender equality and other sectors of civil society to further the objectives of the Commission.

f) Prepare and submit reports • To Parliament on aspects relating to gender equality.

In addition, the Commission for Gender Equality may: • Conduct or order research to be conducted; • Consider recommendations, suggestions and request from any source.
The Commission is publicly funded and is thus subject to the reporting requirements of the Public Finance Management Act (Act No 1, 1999).

The obligations of the PFMA include an audit by the Auditor General.
In line with its Constitutional mandate, the vision of the Commission for Gender Equality remains to strive for “a society free from all forms of gender 17 88 oppression and inequality”, while its mission includes to “advance, promote, protect, monitor and evaluate gender equality through undertaking research, public education, policy development, legislative initiatives, effective monitoring and litigation”.
6.3 CGE budget for 2020/21 For the period 2020/21, the Commission for Gender Equality received a budgetary allocation of R89.9 million.

This is a nominal R4.7 million increase from 2019/20 financial year which is not sufficient to cover the growing spending pressures due to inflation and demands for service delivery betterment.

A total of 26 targets have been planned for 2020/21.
The greatest portion of the budget will be spent on compensation of employees (R 64.178 million, 71% of its budget) due to its work is carried out by internal personnel.

Thus the main driver of spending is compensation of employees and R 25.683 million (29% of its budget) is for goods and services.

In terms of human resources, the CGE has a total number of funded positions is 109 (cost of R64,2 million).

The Commissioner programme includes 3 support staff members.
The CGE indicated to the Committee 17 Vacancies existed as at 31 March 2020 and that the recruitment for a number of these positions have been commenced with already thus it is anticipated that these positions will be filled during Q1-Q2 of the new year (year under budget).
The mandate of the CGE will be realised through the following 4 strategic objectives and sub- strategies: 6.3.1 Strategic Objective 1 The purpose of Strategic Objective 1 is to advance an enabling legislative environment for gender equality.

Strategic Objective 1 has been allocated R11 million for 2020/21 which is approximately 12 % of the overall budget.

According to the 2020/21 APP of the CGE, 8 annual Targets are planned for Strategic Objective 1.
• 16 Submissions on new and proposed legislation based on the project plan 18 89 • A report on submissions made and the outcomes of engagements with key stakeholders and parliament on new and proposed legislation • A report on investigations, findings and recommendations regarding compliance and implementation of national gender transformation framework • A consolidated report on implementation of findings and recommendations of previous year Gender Transformation report • 1 stakeholder engagement on the findings and recommendations of the CEDAW report produced in the previous financial year • 2 stakeholder engagement on the findings and recommendations of the SDGs report produced in the previous financial year • 1 stakeholder engagement on the findings and recommendations of the Maputo Protocol report produced in the previous financial year • A Report on outcomes of engagements on findings and recommendations regarding compliance with international and regional treaties to advance gender equality 6.3.2 Strategic Objective 2 The purpose of Strategic Objective 2 to promote and protect gender equality through public awareness, education, investigation and litigation.
This Strategic Objective has been allocated R33.2 million which is approximately 37% of the overall budget.
According to the 2020/21 APP of the CGE, 8 annual Targets are planned for Strategic Objective 2 these include the following: • Support materials for education and information programmes • 36 gender mainstreaming interventions to lobby and influence decision-makers within public and private institutions • 72 community radio slots implemented • 2 Social media campaigns • 72 outreach, advocacy and legal clinics implemented guided by a project plan • 36 strategic engagements with Human Rights institutions and those organisations sharing common values to promote gender equality 19 90 • 80% of complaints opened timeously attended to in terms of the complaints manual from registration to assessment of the complaint • 2 monitoring reports on the implementation of findings and recommendations of systemic investigations conducted in 2019/2020 6.3.3 Strategic Objective 3 The purpose of the Strategic Objective 3 is to monitor and evaluate issues that undermine the attainment of gender equality.
Strategic Objective 3 has been allocated R7.6 million which is approximately 8% of the overall budget.
According to the 2020/21 APP of the CGE, 3 Annual Targets are planned for Strategic Objective 3 which includes the following: • An updated status report on the country’s response to addressing and combatting GBV taking into account new commitments made • A report on the implementation of the Gender Responsive Budgeting Framework • Two reports on: Traditional Male circumcision and Fatherhood and the rights of fathers 6.3.4 Strategic Objective 4 The purpose of Strategic Objective 4 is build and sustain an efficient organisation, to effectively promote and protect gender equality.
It has been allocated R38 million for 2020/21 which is approximately 42 % of the overall budget and according to the APP 6 annual targets have been identified which includes the following: • A policy and procedure to regulate interface between Commissioners and Staff • Consolidated report on the implementation of the 5-year HR Strategy • M & E Plan drafted • 2 key strategic partnership agreements • A consolidated report on coverage through traditional and digital media • Approved ICT and Knowledge Management Plan 20 91 7.
National Youth Development Agency 7.1 Mandate of the NYDA The mandate of the NYDA is create and promote coordination in youth development matters.
The agency derives its mandate from legislative frameworks such as the NYDA Act (54 of 2008), the National Youth Policy (2009-2014) and the draft Integrated Youth Development Strategy as adopted by the Youth Convention of 2006.7 7.2 Financial overview According to the National Treasury 2020 ENE, over the medium term, the agency will focus on building capacity in its service delivery offices by providing IT infrastructure, furniture and human resources; and providing support services to ensure that young people gain direct access to markets, relevant entrepreneurial skills, and financial and non‐financial support.
Expenditure is expected to increase at an average annual rate of 4.9%, from R512.8 million in 2019/20 to R591.2 million in 2022/23, with spending on compensation of employees accounting for an estimated 34.6% (R586.1 million) of the NYDA’s total expenditure over this period.

Revenue is expected to increase at an average annual rate of 5%, from R501.1 million in 2019/20 to R580.4 million in 2022/23.
The NYDA is set to derive 98.5% (R1.6 billion) of its total budget over the MTEF period through transfers from the Department.

Of the total budget for youth development, over 90% of the total allocation is transferred to the NYDA.

This leaves the NYDA with R 478.7 million to action and implement outputs and targets set in the APP 2020/21.

The programmatic budget breakdown presented in the table below has been derived from the financial information in the APP 2020/21.
7 Matthews, T (2020) Overview of The National Youth Development Agency’s (Nyda) Annual Performance Plan (2020/21) 21 92 Table 11: Programmatic Breakdown NYDA 2020/21 Budget allocation as per APP 2020/21 R 135 169 R 293 652 Programme Design, 1.
Administration Program 2 Development, Delivery 3 National Youth Service R 17 041 R 22 378 4 Research and Policy R 468 240 Total Compensation of employees R 35 151 R 112 405 Number of annual targets 6 8 R 14 292 R 10 895 R 172 743 5 4 23 The sum and total budget in the APP 2020/21 does not amount to R 478.7 million as reflected in the 2020 Estimates of National Expenditure.
7.3 NYDA Programmes 7.3.1 Programme 1: Administration Purpose: to enable effective and efficient capabilities for service delivery and supporting functions Overall outcomes: • Improved application of correct financial principles, procedures and executing supply chain management plan.

• Enable NYDA by producing in-house skills that will promote youth development delivery.
• Stakeholder relationships established and lobbied for youth development • ERP Modules implemented in all Divisions of NYDA Annual targets: 1.

4 quarterly financial management reports produced 2.

Implement annual workplace skills plan 3.

R 150 million of funds sourced from the public and private sectors to support the youth development programmes 4.

8 funded SETA partnerships established 5.

2 partnerships signed with technology companies 22 93 6.
ERP modules deployed in all NYDA Divisions This programme is allocated 29% of the overall budget of the NYDA.

7.3.2 Programme 2: Program Design, Development and Delivery Purpose: to enhance the participation of young people in the economy through targeted and integrated economic programmes Overall outcomes: • Increased access to socio-economic opportunities, viable business opportunities and support for young people to participate in the economy.
• Provide information on youth development programmes for sustainable livelihoods.

• Increased number of young people entering the job market trained.

Annual targets: 1.

1000 youth owned enterprises supported with financial interventions 2.

2000 youth supported with Business Consultancy Services 3.

10 000 youth supported with non-financial business development interventions 4.

5000 jobs created and sustained through supporting entrepreneurs and enterprises 5.
5000 jobs facilitated through placements in Job opportunities 6.

250 outreach activities for providing youth development information 7.

15 000 young people capacitated with skills to enter the job market 8.

20 000 young people capacitated with skills to participate in the economy 63% of the overall This programme is allocated 63% of the overall budget.
7.3.3 Programme 3: National Youth Service (NYS) Purpose: facilitate and co-ordinate the effective and efficient implementation of the NYS Programmes across all sectors of society.

Mobilise public, private sectors and civil society to 23 94 unlock resources to support NYS programmes.

To engage young people in service of their communities to build the spirit of patriotism, solidarity, social cohesion and unity in diversity.
Overall outcomes: • Increased co-ordination and implementation of NYS programmes across all sectors of society Annual targets: 1. Review and Implement the NYS Communications and Marketing Strategy 2.

100 National Youth Service projects registered 3.

20 partnerships coordinated to deliver on NYS programmes 4.

Design a Presidential Youth Service Programme 5.

Design a Higher Education Youth Service program This programme is allocated 4% of the overall budget.
7.3.4 Programme 4: Research and Policy Purpose: to foster a mainstreamed, evidence based, integrated and result oriented youth development approach, through monitoring and evaluation services, lobby and advocacy to bring on board key stake holders to implement youth development programmes Overall outcomes: • To produce research and policy which influences change in youth sector and build sustainable relationships Annual targets: 1.

4 customer surveys conducted 2.


3 impact programme evaluations conducted 3.

Produce Annual report on government wide priorities 4.

4 Youth status outlook reports produced 24 95 This programme is allocated 4% of the overall budget 8.
Observations Having met with the Department of Women, Youth and Persons with Disabilities, the National Youth Development Agency and the Commission for Gender Equality to scrutinise the Strategic Plans and Annual Performance Plan for 2020/21, the Committee made the following observations: 8.1 Department 8.1.1 General matters • The Committee commended the Department for tabling its reports on time.
8.1.2 Mandate • The Committee was concerned by the Department’s reference to its oversight role in the mandate and requested clarity in this regard.

• The Committee also requested the Department to clarify the difference between the current Department compared to the previous Department of Women, Children and Persons with Disabilities and the Department of Women in the Presidency.
• The Committee was concerned that the Department’s monitoring and evaluation role was not clear in the APP and the Strategic Plan for 2020/21 as the emphasis appeared to be placed more on advocacy.

• To this end, the Committee also enquired about the manner in which the Department fulfilled its advocacy role.

• The Committee noted with concern, that the mandate of the Department is “inward” focussed and does not meet the demands of women, youth and persons with disabilities.
• Furthermore, the Committee was unclear as to how the Department linked with other sectors to be able to effectively deliver on its mandate.

25 96 8.1.3 Department’s Response to Impact of Covid-19 • Informal traders: The Committee enquired as to what assistance has been provided to informal traders and how many cooperatives have benefitted from Government’s relief packages given the impact of Covid-19.
• Rural areas: The Committee was concerned that the community in rural areas such as in North West Province do not have access to water during this Covid-19 period and that mine workers do not have personal protective equipment in rural areas.

• Feeding Schemes: The Committee was also concerned that the most vulnerable within a community was not receiving food parcels in rural areas such as in the North West Province.
• Hot spots - Western Cape, KwaZulu-Natal, Eastern Cape, Gauteng: The Committee noted that the Department is part of the National Command Council (NCC)e and requested the Department to monitor that women, youth and persons with disabilities access interventions made by Government especially in the Western Cape Province which is now the epicentre of Covid-19.
Particular concerns were raised about living conditions of foreign nationals at the Strandfontein camp, homeless people in Cape Town and persons living on farms in the Boland Region.

The Department was asked how it had intervened in any of the aforementioned areas of concern raised.
• National Command Council (NCC): The Committees questioned what role the Department played in the NCC in ensuring that women, youth and persons with disabilities are not left behind in interventions that the Government has put in place since the outbreak of the pandemic.

Role clarity was required.


• Economic Stimulus Package: The Committee indicated that youth are mostly affected by unemployment and that it was imperative for the Department to assess whether they have been able to benefit from the social relief package that was announced by the Government.

Similarly, the economic stimulus package should be monitored and evaluated to determine the extent to which women and persons with disabilities are benefiting as well.
• Tracking system: The Committee applauded the gender analysis that was developed, which is a tracking system during Covid-19, and indicated that this should not only focus on women, but the same should apply to youth and persons with disabilities.

26 97 • Employee Work Hours: The Committee enquired about the working arrangements of the Department’s employees during the Covid-19 period.
• State of readiness of Provinces: The Committee enquired as to the readiness of the Provinces to deal with Covid-19 relates issues.

• Education: The Committee questioned what if any were the interventions made by the Department to assist higher and basic education during this period.
8.1.4 Human Resource • Staff establishment: More clarity is required regarding the actual number of funded posts within the Department given the discrepancies noted between what appears in the ENE 2020 versus the Strategic Plan and what was presented to the Committee.

• Vacancies: The Committees wanted to know how many strategic vacancies in the Department and when will these vacancies be filled if these are vacant.
• Consultants: The Committee was concerned that the Department has increased the use of consultants.

Each programme has an allocation earmarked for Consultants: Business and advisory services.

• CoE: The Committee noted with concern that the Department had 48 senior managers at an average of cost of R1.2 million but despite this there appeared to be very few tangible outcomes and outputs within its APP.
As such, the Committee questioned the value for money the Department was receiving given the history of poor performance and reliance on consultants to deliver on targets within a given year.

8.1.5 Drug and substance abuse, HIV/AIDS • The Committee queried what the role of the Department was in dealing with drugs and substance abuse as well as HIV/AIDS amongst youth in rural areas.
8.1.6 Law Reform • The Committee enquired as to what the draft legislation on women, youth and persons with disabilities referred to and why it would take such a considerable amount of time to develop legislation on a Disability Rights Bill.

According to the APP, the Department only intended to develop a legislative report in the current financial year and then in the next financial year commence the drafting of a Disability Rights Bill.
27 98 8.1.7 Co-ordination: Women, Youth, Disability • The Committee questioned how the Department has ensured co-ordination and collaboration between the women, disability and youth programs.

The Committee also enquired as to how the Department has advocated for inclusion of youth and persons with disabilities issues in other Departments.
8.1.8 Reprioritisation • The Committee queried how the Department will be re-prioritising the allocation of human and financial resources under the stakeholder and research programme.

The Committee also questioned what has been prioritised in within each programme.

8.1.9 Youth Development • The Committee questioned how youth development was implemented by the Department’s programmes.
• The Committee remains concern about the ability of the Youth Directorate to give effect to its mandate and as such understand its role.

8.1.10 Gender-Based Violence (GBV) • The Committee noted with concern the lack of reliable and up-to-date statistics on GBV at a national and provincial level.

As such the lack of statistics is problematic, as the Department does not have the relevant data particularly when this is a key in terms of its advocacy role.
• The Committee noted reports that the incidence of GBV has increased amidst the lockdown and impact of Covid-19 period hence requested the Department to provide factual and detailed statistics to understand the prevalence.

The Committee also wanted to know what interventions have been implemented by the Department in this regard.
• The Committee noted that R5 million has been allocated for the current financial year 2020/21 to establish the National Council Against Gender Based Violence and Femicide and R15 million in total over the MTEF period.

As such, the Committee enquired as to what the funds will be used for.
28 99 • The Committee questioned what the role of the Department will be in the Council, what criteria has been used to establish the Council and select members to serve on the Council as well as how the Council will be accounting on its deliverables and to who.
• The Committee acknowledged the development of the National Strategic Plan on GBVF, the Emergency Response Plan and the National Council on Gender-Based Violence and Femicide but was concerned that the Department has not reported on these issues to Parliament specifically the Committee.

8.1.11 NYDA • The Committee also noted that the term of office of the Board Members on the National Youth Development Board has ended and enquired about the steps taken by the Department to deal with the matter.
8.1.12 Sanitary Dignity Programme • The Committee noted with concern not only about the monitoring of this programme but whether in fact it has been adequately executed and implemented.

• The Committee wanted to know firstly; how does the Department monitor and evaluate the Sanitary Dignity Programme and secondly the SDP allocation as outlined in the abridged ENE (2020) of R209 million within provinces.

Thirdly; what the impact has been on the programme since the lockdown.
8.1.13 Disability • The Committee questioned what the tangible outcomes and recommendations from the Disability Rights Programme were.

• The Committee noted with concern the limited budget allocated to this programme with no concrete plans to improve the lives of persons with disabilities.

8.2 Commission for Gender Equality (CGE) 8.2.1 General matters • The Committee acknowledged the fiscal constraints within Government and the CGE’s efforts to manage it finances very prudently.
Notwithstanding that, the impact of the Covid-19 pandemic on the work of the CGE as well as the adjusted appropriation which 29 100 is still forthcoming, the CGE is under-funded which directly affects the magnitude of the services that can be rendered.

• The Committee noted that outcomes, indicators and targets outlined in the Strategic Plan and APP were not all SMART and needed to be refined.
8.2.2 Law & Policy Reform • The Committee noted that the CGE’s focus on law reform but questioned which specific Bills it would focus on in the current financial year and whether there would also be a focus on legislation before provincial legislatures.

In particular, the Committee indicated that the targets for Quarter 2-4 were broad as the submissions were not specified.

• The Committee questioned what the submissions were meant to achieve and how the impact will be measured.
• The Committee questioned whether the attendance of meetings in order to influence policy and law reform was adequate as a target to be achieved, as the Committee was of the view that this would not be sufficient to make an impact.

Moreover, the Committee noted that the role of Commissioners needs to be clearly articulated in this regard to indicate how the CGE would advocate, lobby and influence in order to bring about change.
• The Committee acknowledged the outdated National Gender Policy Framework and the need for an updated policy to guide the implementation of gender equality for the country as noted by the CGE.

However, the Committee pointed out that this crucial aspect of work was neither reflected in the Strategic Plan or APP and thus urged the CGE to report back to the Committee on how it intended to address this gap.
8.2.3 Role of Commissioners • The Committee questioned the role of Commissioners into giving effect to the Strategic Plan and Annual Performance Plan as this was not clearly articulated in relation to Strategic Objectives 1-3 that deals with the core business of the CGE.

• The Committee noted that Commissioners were only referred to 13 times in the Strategic Plan and then only in reference to Strategic Objective 4 which was concerning.
Besides the oversight role that Commissioners played in the various governance committees they 30 101 chair, there was no indication within the Strategic Plan and APP of the role Commissioners played at a national and provincial level.

• In terms of the 5 thematic areas which the CGE identified, the Committee enquired as to how the Commissioners were delegated to lead each of these areas.
• The Committee questioned what the role of Commissioners were in law and policy reform insofar as the submissions to Parliament was concerned.

• The Committee also acknowledged the availability and support rendered by certain Commissioners when called upon.
8.2.4 Gender Mainstreaming • The Committee noted the importance of fostering gender mainstreaming and enquired as to how the CGE was working with Parliament in this regard particularly the National Assembly, the National Council of Provinces and the Multi-Party Women’s Caucus that have all identified it as an important issue.
• The Committee indicated that the indicator and target related to gender mainstreaming was very broad as it was unclear what the interventions entailed or who specifically the CGE would be focussing on in the public and private sector.

8.2.5 Gender Responsive Budgeting • The Committee noted the importance of gender responsive budgeting and queried how the CGE would be monitoring and evaluating the implementation in Government.
8.2.6 Case management • The Committee welcomed the CGE’s online systems for case management and requested an update on the implementation in this regard with an overview of the tracking of cases.

8.2.7 Investigative hearings • The Committee noted the importance of investigative hearings undertaken by the CGE but questioned what systemic issues the CGE hoped to have resolve.

To this end, the Committee questioned how the CGE was monitoring and evaluating whether the recommendations were being implemented.
31 102 8.2.8 Gender-Based Violence (GBV) • The Committee remained concerned about the levels of GBV cases reported during lockdown and questioned how the CGE was responding to these matters.

To this end, incidents from member’s constituency revealed victims continue to endure secondary victimisation and were faced with a lack access to services.

This was in relation to the reluctance and or refusal by warrant officers to open up a case when a victim reports to a police station.
• The Committee noted with concern the prevalence of ukuthwala and queried how the CGE was dealing with this problem.

• The Committee noted the CGE’s previous challenges with the Interim Steering Committee on GBVF in terms of accessing relevant documents and officials to be interviewed as part of the CGE’s monitoring and evaluation work.

To this end, the Committee questioned whether the CGE was subsequently granted all the documentation and access to officials to complete the work and produce a report.
• The Committee queried whether the CGE monitors and evaluates SAPS training as well as the support rendered to GBV victims in rural areas.

• The Committee remained concerned about the reliability of the GBV statistics and requested the CGE to monitor this closely in addition to tracking the cases before the courts.
8.2.9 Shelters • Whilst the Committee acknowledged the work of the CGE on shelters, the concern noted was of victims of GBV with history of substance abuse and addiction that are currently not being accommodated within Government shelters.

The CGE was asked what are the options for women with substance abuse that require shelter.
8.2.10 Out-reach programs • The Committee queried what outreach programs the CGE was implementing within institutions of higher learning and in schools via the Department of Basic Education.

• The Committee was concerned that the CGE’s programs did not reach all rural areas.
32 103 8.2.11 Social Empowerment • The Committee questioned what specific role the CGE was playing in advocating for the empowerment of women in the economic sector and with land reform as the President had identified these as priorities within his State of the Nation Address.

8.2.12 Men and Boys • The Committee noted that the CGE had included a focus on men and boys but questioned how effective the programme was and how this was being rolled out in all 9 provinces.
• The Committee also enquired as to whether the CGE had mentorship programmes focussed on young boys and men in single headed households.

8.2.13 Supportive material • The Committee acknowledged the importance of supportive material as noted under Strategic Objective 2 on - GBV, gender mainstreaming, harmful traditional practices but questioned whether the information would be disability friendly and whether these will be available in different languages.
• The Committee also noted, that information needs to reach rural areas and that billboards should be considered as a mechanism for public education in vernacular languages.

In addition, virtual platforms should also be explored given the move towards a paperless system and embracing the 4th Industrial revolution.
8.2.14 Strategic partnerships and collaboration • Whilst the Committee agreed with the establishment of strategic partnerships and collaboration by the CGE as a means of giving effect to its mandate with limited finances, the Committee indicated that the indicator and target was too broad and that the CGE needed to specify with who it intended to form these partnerships with in the public and private sector.
8.2.15 Human Resources 33 104 • The Committee requested an update on the critical vacancies in terms of the key positions and the process for the filling of these posts.

• In terms of the CEO position, the Committee reiterated that the post be filled timeously as the incumbent’s contract would come to an end on 31 July 2020.
As such, the Committee urged the CGE to expedite the process to avoid a gap in service delivery and that external independent mechanisms are in place for the screening and vetting procedures.

8.3 National Youth Development Agency 8.3.1 General • The Committee commended the NYDA for submitting its reports on time as this also assisted Members of the Committee to engage with the reports beforehand.
• The Committee noted that the term of office of the Members of the Board of the NYDA has lapsed and that the recommendation has been that the Chief Executive Officer (CEO) will be assigned the Executive Authority in the Agency in the interim.

As such the Committee, enquired about the CEO’s plan and how he would work with other senior managers in the Agency in the absence of a Board.
• The Committee enquired about the NYDA views regarding the digital era as a means of assisting the economic growth of youth and how this could be achieved.

8.3.2 Covid Response • Child Headed Households (CHHs): The Committee questioned what the NYDA plans were to assist CHHs during COVID-19 period and whether it was collaborating with other Departments specifically on plans for implementing the NHI to ensure that health sector empowers youth.
• Human Resources: The Committee enquired about the NYDAs plans to deal with the filling of critical vacancies.

• Vacancies: The Committee enquired as to which of the 95 vacancies were critical and also what was the NYDA’s proposed plan to deal with vacancies in light of the impact of Covid- 19 on its programmes and budget.

34 105 • Business support: The Committee noted that applications were received for “1000 business in 100 days” project but that disbursement will only be done at level 3 of lockdown.
To this end, the Committee enquired about the implications in terms of quarterly targets set.

The Committee also queried what criteria was used to assist informal businesses.

• Youth Micro Enterprise Relief Fund: The Committee noted that 226 businesses were approved for the Youth Micro Enterprise Relief Fund out of 4550 which amounted to approximately 5% which was a low uptake.

Hence the Committee, enquired as to what the key challenges were in this regard what was being done to address the challenges.
• Stimulus packages: The Committee enquired as to whether the NYDA had made contributions to shaping the stimulus packages provided by the Government and questioned to what extent youth benefitted from these packages.

• Post-Covid: The Committee questioned what the plans of the Agency and the Department of Women, Youth and Persons with Disabilities were to assist unemployed youth post the Covid -19 period.
8.3.3 Disability • The Committee requested more information on programmes that target young women and youth with disabilities.

• The Committee enquired as to whether the NYDA achieved the 2% target for the employment of persons with disabilities.

8.3.4 Indicators: Administration • The Committee enquired as to why there were no specific Key Performance Indicators and Targets related to Financial Management, Supply Chain, Human Resource, Governance, ICT and Facilities Management.
8.3.5 Collaboration • The Committee was concerned that there is no working relationship between National Youth Development Agency and the Department of Women, Youth and Persons with Disabilities.

• The Committee enquired about the working relationship between Programme 4 of the NYDA and the Department’s Youth Development Programme.
35 106 • The Committee questioned what measures have been put in place to avoid duplication and optimise the use of resources and funding between the NYDA and the Department’s Youth Development Programme.

• The Committee questioned how the NYDA liaises with the Fashion Council given the restriction they face.

8.3.6 NYS, EPWP • The Committee queried the difference between the National Youth Services Programme and the Presidential Services Programme.
• The Committee questioned what the role of the NYDA was vis-à-vis the Department of Public Works in terms of the Youth Brigades to assist with quarantines sites and whether the NYDA was monitoring and evaluating the programme.

• The Committee requested more information about what the NYDA envisaged the structure for the Presidential Youth Employment Intervention to be, who will be responsible for the outcomes and what was the budget for the intervention.
8.3.7 Programme 2 • The Committee also enquired as to the difference between the two outcomes indicator number of young people capacitated with skills to enter the job market vs number of young people capacitated with skills to participate in the economy.

• The Committee queried what the role of the NYDA officials that have been allocated to this programme were and whether the Agency will utilise accredited service providers to capacitate the 15 000 and 20 000 young people with skills.
8.3.8 June Month • The Committee enquired about the NYDAs plans to host June 16 activities.

• The Committee also enquired as to whether there will be webinar seminars held to assist young people in order to participate in June 16 activities.

36 107 9.
36 107 9.

Conclusion The Committee remains committed to ensuring that astute oversight is conducted on the Department, the Commission for Gender Equality and the National Youth Development Agency who all have a significant role to play in improving the lives of women, youth, persons with disabilities and the LBTQIA+ community.

10.
10.

Recommendations Having considered the Annual Performance Plan and budget for the Department, the Committee recommends to the Minister for Women, Youth and Persons with Disabilities as follows: 10.1 General • The Committee urged the Department to ensure that issues for women, youth and persons with disabilities are mainstreamed into the work of various government department’s as they participate in the NCC.
• The Committee agreed that the Department should provide detailed written responses to the questions raised during the meeting that were not addressed.

• The Department must provide clear time lines and progress reports on key matters raised by the Committee.

• The Department must ensure that rural communities are included in their outreach initiatives as they are not a service delivery department.
• The Department must provide a report on its use of consultants for the current financial year and what measures are in place for transfer of skills.

The Department must ensure that its current work force is adequately capacitated to achieve the required targets.

The Department should consider use of SETA’s.

• The Department is urged to work closely with LGE portfolio committees on Gender Youth and Persons with Disabilities (GEYODI) in for e.g.

Johannesburg, Ekhuruleni etc.


10.1.1 Mandate • Now that the Department’s mandate is inclusive of women, youth and persons with disabilities, this must be translated into the policies produced and the programmes 37 108 implemented.

More emphasis must be placed on increasing synergy between the Department’s programmes to ensure a more coordinated approach and avoid operating in silos.

10.1.2 GBVF • The Department was requested to provide statistics on cases of GBV since the lockdown was implemented.
• The Department to provide a progress report on the establishment of the National Council Against Gender Based Violence and Femicide and indicate what the R5 million will be utilised for.

• The Department to clearly outline its role in the Council, what criteria will be adopted to establish the Council and select members to serve on the Council and how is the Council going to account on its funding and activities.
• The Department to table the National Strategic Plan on GBVF, present it to the Committee and report back on the Emergency Response Plan to the Committee as well.

10.1.3 Sanitary Dignity Programme • The Department must ensure that the programme is not only closely monitored but adequately executed and implemented.

• The Department should provide the Committee with breakdown information on provinces which received sanitary products.
• The Department must provide a progress report clearly outlining the roll-out of the sanitary dignity programme prior to lockdown and since the onset.

• Furthermore, the Department should also indicate how issues/concerns that have been raised by the Committee about the programme have been attended to.
The progress report must include a provincial breakdown of budget allocated and expenditure incurred, number of beneficiaries, criteria for selection of beneficiaries, who currently benefitted, M&E mechanisms applied to assess the roll-out, outcomes of value chain for the supply, production of sanitary products and distribution.
38 109 10.1.4 Law and Policy Reform • The Department must prioritise the overarching policies and laws that guides the implementation of mainstreaming, gender, youth and disability.
As such, the National Gender Policy Framework must be updated and submitted to the Committee by the next quarter, the Gender Responsive Planning Budgeting Monitoring Evaluation and Auditing Framework must be tabled for consideration, the National Youth Policy must be finalised and submitted to the Committee for consideration, a draft Disability Bill must be tabled before the end of the current financial year.
10.1.5 Monitoring and Evaluation • The Department’s monitoring and evaluation role must be clearly outlined as it relates to the APP and the Strategic Plan in writing to the Committee at the next quarterly report briefing.

It should include what frameworks it intends to utilise and how this will be implemented in Government.

• The Department must develop an implementation strategy/model for GRPBMEA.
This is to ensure that this framework is actually implemented in order to track and monitor this across departments.

10.1.6 Advocacy • The Department’s advocacy role must be clearly outlined as it relates to the APP and the Strategic Plan in writing to the Committee at the next quarterly report briefing.

10.1.7 Youth programme in the Department • The Department should conduct an impact assessment on the youth programme.
10.1.8 Response to Covid-19 • The Department must monitor the situation in other emerging hotspots and interventions insofar as the impact on women, youth and persons with disabilities are concerned.

• The Department is requested to submit its Covid safe plan to the Committee.
39 110 10.2 The Committee also recommends the following to the Commission for Gender Equality: • The CGE must ensure that outcomes, indicators and targets are SMART, where these are broad it must be refined and reported back to the Committee.

• The CGE should report back to the Committee on a clear plan of how it will extend services in rural areas.

As such, the CGE needs to increase its visibility and awareness of its services and mandate in rural communities.
• The Commissioners to report back at a follow-up meeting with the Committee and provide a more detailed report on areas of work they highlighted in the meeting which included but not limited to the following: programmes focussed on men and boys, sexual reproductive health rights, law and policy reform (outline of submissions, National Gender Policy Framework), Recognition of Custom Marriages Campaign, M&E tracking tool including the indices for various sectors, GBV index at provincial level, ukuthwala, M&E of NSP & NCGBVF, mental health and Health Care Professionals, progress report on shelters, tax exemption for widows by SARS for pension pay-outs, disability etc.
• The Commissioners must have a clear plan of how they would contribute to fulling the CGEs Strategic Plan and APP.

This plan must clearly articulate their role at a national and provincial level.

• The Committee agreed that notwithstanding the current fiscal constraints, the CGE’s finances should be enhanced in order for it to fully give effect to its mandate particularly now with the impact of the Covid-19 pandemic.
10.3 The Committee also recommends the following to the National Youth Development Agency: • The NYDA must ensure that alignment is created between targets and budget between the 2020 ENE, its APP and Strategic Plan.

• The NYDA should submit the recovery plan post COVID-19 era and its contributions made regarding Government’s economic stimulus packages.
• The Department of Women, Youth and Persons with Disabilities and together with the NYDA should look at the impact of and undertaken assessment of the stimulus packages to determine the extent to which young people benefit from the packages.

40 111 • The Department of Women, Youth and Persons with Disabilities and the NYDA should ensure that young people benefit from programmes of Government departments and entities such as DTI, NEF etc.
10.4 The Committee recommends to the Minister of Finance: • The Committee recommends that National Treasury consider increasing the allocation to the Commission for Gender Equality in order for the Commission to expand its reach.

Report to be considered.

41 112