Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698139399274.pdf (South Africa)
‘More responsive and accountable government’ Revised Annual Performance Plan 2021/22 to 2023/24 31 March 2021 SECTION HEADING GOES HERE CONTENTS Page Introduction ........................................................................................................ 3 Executive Authority Statement ............................................................................ 4 Accounting Officer Statement ............................................................................. 6 Definitions .......................................................................................................... 9 PART I: MANDATE OF PARLIAMENT ............................................................... 11 1.1 Introduction................................................................................................. 11 1.2 Mandate of Parliament ............................................................................... 12 PART II: STRATEGIC FOCUS OF THE 6TH PARLIAMENT ............................... 15 2.1 Vision ......................................................................................................... 15 2.2 Mission ....................................................................................................... 15 2.3 Values ........................................................................................................ 15 2.4 Update on the situational analysis relevant to Parliament ........................... 15 2.5 Policy priorities for the 6th Parliament......................................................... 24 PART III: PROGRAMME PERFORMANCE AND MEASURES ........................... 28 3.1 Parliamentary entities reporting to the Executive Authority ......................... 28 3.2 Budget programmes and estimates ............................................................ 29 3.3 Organisational structure.............................................................................. 31 3.4 Measuring client satisfaction with services ................................................. 32 3.5 Programme 1: Administration ..................................................................... 33 3.6 Programme 2: Legislation and Oversight .................................................... 36 3.7 Programme 3: Associated services and transfers ....................................... 50 PART IV: ANNEXURE ......................................................................................... 51 4.1 Description of the strategic management framework .................................. 51 4.2 Quarterly targets ......................................................................................... 53 4.3 Parliamentary entities reporting to the Executive Authority ......................... 54 4.4 References ................................................................................................. 55 Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 2 Introduction The strategic management requirements of Parliament are stipulated in Chapters 3 and 8 of the Financial Management of Parliament and Provincial Legislatures Act, Act 10 of 2009, as amended.
Accordingly, the Executive Authority oversees the preparation of Parliament’s strategic plan, annual performance plan, budget and adjustment budgets, and ensures the tabling of these instruments in Parliament.

The Accounting Officer is required to, after an election of the National Assembly, prepare and present a draft strategic plan to the Executive Authority.
The Accounting Officer must also prepare a draft annual performance plan, specifying performance measures and indicators for assessing Parliament’s performance in achieving the objectives and outcome detailed in the strategic plan.

This planning process converges into a three-year Medium-Term Expenditure Framework, the budget for Parliament.

The Act requires that a draft Annual Performance Plan be submitted annually by the end of May, setting out performance information for the next financial year.
Such Annual Performance Plan must be based on the approved Strategic Plan.

The Strategic Plan for the 6th democratic Parliament was tabled on 09 March 2020.

The information submitted in this Annual Performance Plan is based on the stated outcome objective of the new strategic plan.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 3 Executive Authority Statement The Financial Management of Parliament and Provincial Legislatures Act, Act 10 of 2009, requires the Executive Authority to oversee the preparation of Parliament’s strategic plan, annual performance plan, and budget.

This 2021/22 Annual Performance Plan is tabled in accordance with the requirements of the Act.
It specifies the planned performance and expenditure estimates of Parliament for the 2021/22 financial year.

The prevailing Covid-19 pandemic has reached every corner of the globe, and life in communities and families have all been touched in various ways.

On 16 March 2020, the President of the Republic of South Africa declared a national state of disaster in order to set in motion measures to deal with the effects and impacts of the Covid-19 pandemic.
The declaration of the state of disaster was made in terms of powers granted to the Executive by the Disaster Management Act, Act 57 of 2002.

The measures and resources directed by the government to deal with the pandemic are regulated by the applicable laws, as passed by Parliament.

These laws grant certain powers and prescribe permitted actions for executive action, founded on the Constitution and the Bill of Rights.
Whereas the Disaster Management Act prescribed procedures to deal with the disaster, the redirection and reallocation of resources was done in accordance with the annual budget legislation.

Parliament annually approves the budget in the form of the Division of Revenue Bill and the Appropriation Bill.

In this regard the Minister of Finance tabled the 2021/22 budget in order for Parliament to appropriate funds necessary for dealing with the pandemic and its economic and social impact.
Members of Parliament, as the representatives of the people in government, scrutinise these budgets in the committees of Parliament, and recommend the adoption of the appropriation by the Houses of Parliament.

The Constitution also provides Parliament with the obligation to oversee and scrutinise the executive’s actions.
In the normal course of events, parliamentary committees meet regularly to scrutinise government plans, budgets and reports indicating progress with regard to service delivery and accounting for the use of public funds.

But the impact of the Covid-19 pandemic also affected the way in which Parliament functioned.

Following the declaration of the national disaster, government institutions directed measures to deal with the outbreak of this disease.
As part of the national measures, Parliament suspended its physical proceedings, and directed Members and staff to work remotely from home.

It was a sudden and inexplicable change from our normal work and family routine.

Our lives were abruptly and strangely altered.

We soon became aware of the manifold complications now facing us.

As an immediate response, committees of Parliament began conducting meetings using virtual platforms in order to ensure a functioning Parliament.
At the start some challenges were experienced with this new way of doing things, but a more systematic process led to Parliament ceasing the opportunity to incorporate technology into its processes, increasing effectiveness and efficiency.

By the end of 2020, Parliament conducted all its business through virtual and hybrid committee meetings and Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 4 plenaries.
In this way Parliament continued with its constitutional duty of holding the Executive accountable.

Strengthening oversight over the Executive, so as to increase government’s responsiveness and accountability, is the main policy priority of the 6th Parliament.

Implementing this policy priority will require the institution to ensure more time for committee oversight work, conduct deeper scrutiny of executive action, and enhance public involvement in Parliament.
It will also require that we implement technology enabled processes, ensure programmes to deliver the necessary skills and capacities, and improve research and information services provided to Members of Parliament.

The policy priorities and strategic plan for the 6th Parliament sets out this journey of change and transformation.
It provides a roadmap to ensure the sustainability, effectiveness and efficiency of the institution, guaranteeing that Parliament continue to represent the people, and to ensure government by the people, under the Constitution.
Although we foresee the Covid-19 pandemic to impact many aspects of our lives and society, we also know that the democratic values and principles enshrined in our Constitution ensures the foundation for our democratic and open society, based on democratic values, social justice and fundamental human rights.

It gives us direction and hopefulness in dealing with an uncertain future.
But above all, it gives us courage and confidence, knowing that when we work in unity, solidarity and with compassion for each other, we, the people, will be triumphant.

May God protect our people.

Nkosi Sikelel’ iAfrika.

Morena boloka setjhaba sa heso.

God seën Suid-Afrika.

God bless South Africa.

Mudzimu fhatutshedza Afurika.

Hosi katekisa Afrika.


Signed*1 Signed* SPEAKER NATIONAL ASSEMBLY CHAIRPERSON NATIONAL COUNCIL OF PROVINCES * As per original Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 5 Accounting Officer Statement The parliamentary business comprises a set of legislated activities that are derived from the Constitution and other legislative frameworks.
The Financial Management of Parliament and Provincial Legislatures Act, Act 10 of 2009, guides and informs the institution’s integrated budgeting, planning and strategic management processes.

Accordingly, pursuant to the requirements of the Act, the institution developed the 2021/22 Annual Performance Plan under the guidance of the Executive Authority.

The 2021/22 APP deals with the approved policy priorities as set out in the institution’s Strategic Plan for the 6th Parliament.
It further specifies performance targets related to each programme and outlines performance indicators used for assessing the institution’s performance.
More importantly, the 2021/22 APP outlines and maps out different systematic and programmatic facets of the parliamentary business that indicate how re-alignments and enhanced coherence can contribute to the realisation not only of the institution’s vision of being an activist and responsive people’s Parliament, but also to its 2024 outcome goal of increasing government’s responsiveness and accountability.
The Annual Performance Plan also outlines the institutional strategic initiatives driving change over the next 5 years, in order to implement the Policy Priorities and the Strategic Plan.
These include the following:  An Oversight Plan to coordinate oversight priorities and activities of the for committee and Committees, Houses, and Legislatures, parliamentary programme constituency activities; including changes to provide more time to  A public participation strategy, enhancing public information, access and participation through digital, joint and mixed platforms; incorporating social media and mainstream media;  A knowledge management strategy to manage information and knowledge better for the benefit of Members, the institution and stakeholders;  A digital technology strategy allowing the implementation of eParliament principles, including developing a new business model for Parliament, adopting modern technologies to facilitate the business of Parliament, and a new service model for parliamentary services to ensure a Member centric service culture;  A human resources strategy to unleash capacity and skills through: realignment of the organisational structure, enhancing capacity-building programmes for Members, and new skills development to fit the digital world.
 A governance framework to ensure effective institutional governance and decision-making.

Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 6 In addition to the above, an equally imperative development this APP introduces are changes in the parliamentary business, particularly on the programme structure and on institutional indicators.
Now, restructured parliamentary services are comprised of reduced and consolidated programme structure - with three main programmes as opposed to five programmes during the 5th parliamentary term.
The new programme structure that supports the outcomes and strategic intent as set out in the strategic plan, include the following: • • • Programme 1: Administration Programme 2: Legislation and Oversight Programme 3: Associated services and transfer payments The above programme structure is being implemented as part of strategy alignment.

Nonetheless, the budgetary aspects of the new programme structure will be implemented during the 2021/22 reporting period.
In congruence with the new APP guidelines, the institution has included fewer institutional indicators and as such, operational performance into Operational Plans.

information will be moved Furthermore, an equally important change has been the transition to measuring usefulness of Parliamentary Services, by using Members’ service satisfaction ratings.
While changes contained in this APP are geared towards attainment of the institution’s long-term impact of improving quality of life, and elevating the institution to new heights of resourcefulness, challenges and uncertainties abound.

As shown by the revenue and expenditure projections contained here, the implementation of this APP will inevitably coincide with the rise of pervasive institutional risks and constraints.
Such institutional risks will further intensify under the current cataclysmic climate since the institution is now forced to navigate through the uncharted terrain of the Covid-19 pandemic.

In fact, since March 2020, our institution had already begun trying to come to terms with the adverse effects of Covid-19, an insidious calamity that has disrupted our parliamentary business and put to the test the robustness of our systems and processes.
Before the outbreak of the pandemic, our parliament discharged its mandate by mainly using a business model that involves physical representation in committee meetings and plenaries at the seat of Parliament.

Support services to Members of Parliament focused on travel and accommodation; communication; information and research; and procedural and administrative support for proceedings – mostly in the form of manual and paper driven processes.
Although enabling technology was already available when the state of emergency began in March 2020, our Parliament at the time had not fully integrated and adopted its use in different facets of its operations.

However, with the introduction of Covid- 19 lock-down measures, our Parliament had to follow suit and adapt to new ways of working, including transitioning completely to virtual and distant mode of working.

In no time, virtual committee meetings and plenaries were introduced.
The institution was compelled to speedily embrace change and completely adopt technology as viable platform not only of providing support to MPs but also for ensuring continued Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 7 public representation.

Consequently, the two houses of Parliament had to change their House Rules as well so as to make provisions for, amongst others, hybrid sittings and e-voting.
This turn of events will not only have far reaching implications for the implementation of the 2021/22 APP, but will also inspire us to identify opportunities and better future prospects to be harnessed for coping with the ‘new normal’ and for preparing ourselves for ‘future way of work’.
The time for going back to the drawing board is now and at no other point in time has our institution been provided with a golden opportunity to churn out new ideas and think anew its existing workplace policies, systems and processes.

Thus, as we roll-our sleeves to implement this APP, by the same token, we will be redefining and refashioning our institutional culture and re- aligning our policies, processes, resources and practices to become effective and efficient in the new way of working.
As the administrative leadership of this institution, we remain resolute that, with the 2019-2024 Strategic Plan as our compass and the 2021/2 APP as an auxiliary navigation instrument guiding us, we will be able to; steer the Parliamentary ship to the right direction; keep it afloat in the high- seas of complexity and uncertainty (covid- 19 pandemic).

Given the agile, adaptive and resilient nature of our parliamentary ship, we will be able to ride the waves of change to the future.
All of that will be possible because, we will remain anchored on the truism that, ‘forging the future means embracing the unknown’.

Signed*2 PN TYAWA ACTING SECRETARY TO PARLIAMENT * As per original Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 8 Definitions Strategic plan A clearly defined 5-year plan that focuses on issues that are strategically important to the institution.

The strategic plan is reviewed annually or when required.
It identifies the impact and outcomes against which the institution can be measured and evaluated.

Annual performance plan A 3-year performance plan that focusses on the outputs, output indicators and targets that the institution will seek to achieve in the upcoming financial year, aligned to the outcomes reflected in the Strategic Plan.
It includes forward projections (annual targets) for a further two years, consistent with the Medium-Term Expenditure Framework (MTEF) period, with annual and quarterly performance targets, where appropriate, for the financial year.

Operational plans Plans for components focusing on activities and budgets for each of the outputs and output indicators reflected in the Annual Performance Plan.

Annual operational plans include operational outputs, which are not reflected in the Annual Performance Plan.
Operational plans can be developed for branches or programmes within the institution.

Performance information Performance includes information budgeting, implementation, monitoring, reporting and evaluation elements, which are key to effective management.

Performance information indicates how well an institution performs towards the achievement of its results.

This information is vital in enhancing transparency, accountability and oversight.
planning, Impact Outcome Outputs Activities Inputs Impacts are changes in conditions.

These are the results of achieving specific outcomes, such as reducing poverty and creating jobs.

Impacts seeks to answer the question of “what do we aim to change”.

The medium term results which are the consequence of achieving specific outputs.

Outcomes are "what we wish to achieve".

The final tangible products, or goods and services delivered as a result of activities.
Outputs may be defined as "what we produce or deliver".

Outputs are also the building blocks towards the desired outcome.

These are processes or actions which use a range of inputs to produce the desired outputs and ultimately outcomes.

In essence, activities describe "what we do".

These are the resources which contribute to the production and delivery of outputs.

Inputs are "what we use to do the work".

They include finances, personnel, equipment and buildings.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 9 Assumptions Assumptions are factors that are accepted as true and certain to happen without proof.

Risks Indicator Proxy indicators Sector indicators Indicator descriptor Targets Baseline A potential, unintended outcome that will affect the achievement of an institution’s predetermined results.

An indicator is a predetermined signal, at a specific point in a process, showing that the result was achieved.
It should include a unit of measurement that specifies what is to be measured.

Indicators can be qualitative or quantitative measures.

Proxy indicators are used when results cannot be measured directly.

A proxy indicator aims to provide an indication of achieved performance in a specific area.

Sector indicators refer to a core set of indicators that have been developed and agreed to by national and provincial institutions within a sector.
The sector indicators are approved by provincial Accounting Officers, which are incorporated in the Annual Performance Plans of provincial institutions and form the basis for quarterly and annual performance reporting processes.

The description of impact, outcome and output indicators and targets to outline data collection processes, gathering of portfolio of evidence, and an acceptable level of performance at the beginning of the planning cycle.
Targets are the level of performance the institution would like to achieve and must be specific, measurable, attainable, realistic and timely (SMART).

The current level of performance that the institution aims to improve.

Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 10 PART I: MANDATE OF PARLIAMENT 1.1 Introduction The Financial Management of Parliament and Provincial Legislatures Act, Act 10 of 2009 as amended, regulates the strategic management process of Parliament.
Parliament uses the continuum of governance activities as set out in the Green Paper on National Strategic Planning (2009).

These governance activities consist of:  policy development;  strategic and operational planning;    performance monitoring and evaluation.

resource allocation; implementation; and Accordingly, the Executive Authority of Parliament oversees the preparation of Parliament’s strategic plan, annual performance plan, and budget and adjustments budgets.
With regard to the governance processes, the Act makes provision for the submission of a draft strategic plan, draft annual performance plan, draft budget, written performance agreement, monthly financial statements, quarterly performance reports, a mid-year budget and performance assessment, and an annual report.
The draft annual performance plan must - a) cover the following financial year and the two financial years thereafter, or other periods determined by Parliament; b) indicate any changes to Parliament’s priorities as set out in the strategic plan prepared in terms of section 14; c) update the projections of revenue and expenditure presented in the strategic plan; d) specify performance targets related to each of the performance measures and indicators for assessing Parliament’s performance in achieving the objectives and outcomes detailed in the strategic plan; and e) provide details of Parliament’s donor funded projects.
The Policy Priorities and Strategic Plan for the sixth Parliament, 2019-2024, were tabled on 09 March 2020.
Institutional planning processes developed a results framework for the strategic plan and annual performance plan, including the following: institutional outcomes and indicators aligned to the policy priorities;   changes in the budget programme structure to align with the outcomes of Parliament;  programme indicators and targets to measure implementation progress;  operational plans to implement the annual performance plan; and  identifying resource and budget requirements for the implementation of plans.
The strategic management process is an integrated approach to planning, budgeting, monitoring and evaluation.

It integrates these elements into a single process, Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 11 enhancing alignment and coherence.
The long-term outcomes and indicators, revised budget programme structure, performance targets and expenditure estimates developed during the strategic management process form the basis of the draft Annual Performance Plan for Parliament.

1.2 Mandate of Parliament 1.2.1 Legislative mandate The mandate of Parliament derives from the Constitution of the Republic of South Africa, 1996, establishing Parliament and setting out the functions it performs.
Parliament’s role and outcomes are to represent the people and ensure government by the people under the Constitution, as well as to represent the provinces and local government in the national sphere of government.
The mandate and functions of Parliament are based on the following legislation:  Constitution of the Republic of South Africa, 1996;  Powers, Privileges and Immunities of Parliament and Provincial Legislatures Act, Act 4 of 2004;  Money Bills Amendment Procedure and Related Matters Act, Act 9 of 2009;  Financial Management of Parliament and Provincial Legislatures Act, Act 10 of 2009;  National Council of Provinces (Permanent Delegates Vacancies) Act, Act 17 of 1997;  Determination of Delegates (National Council of Provinces) Act, Act 69 of 1998;  Mandating Procedures of Provinces Act, Act 52 of 2008; and  Remuneration of Public Office Bearers Act, Act 20 of 1998.
1.2.2 Business of Parliament The strategic outcome, budget programme structure and the organisational structure of Parliament are predicated on the business of Parliament, as set out in the Constitution.

The Constitution is the supreme law of the Republic and lays the foundations for a democratic and open society in which government is based on the will of the people and every citizen is equally protected by law.
It stipulates the values and mechanisms of governance for our uniquely people-centred democracy.

The Constitution sets a single, sovereign democratic state where government is constituted as national, provincial and local spheres of government which are distinctive, interdependent and interrelated.

On the national sphere, government is effected through Parliament, the Executive and the Judiciary.
In the Republic, the legislative authority of the national sphere of government is vested in Parliament, the executive authority is vested in the President, and the judicial authority is vested in the Courts.

Parliament represents the people and provincial interests in order to ensure government by the people, under the Constitution.
Such representation takes place in the activities of passing legislation, overseeing and scrutinising executive action, and the facilitation of public involvement, co-operative government and international Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 12 participation.

Although these processes are somewhat distinct in their nature and operation, they are also interconnected and interrelated.
Figure 1: The interrelatedness of Parliament’s functions (Practical guide for Members of Parliament and Provincial Legislatures, 2019, Legislative Sector of South Africa) Since the establishment of the 1st democratic Parliament in 1994, each term of the legislature was characterised by a unique emphasis and focus.

The focus of each term was dictated by the national agenda and the subsequent role required of Parliament.
The 1st and 2nd terms focussed on legislation, directing their efforts at repealing apartheid legislation and introducing transformational laws to create an environment that is conducive to the entrenchment of democracy.

Adopting mechanisms to strengthen oversight and accountability became the leading priority of the 3rd Parliament.

This resulted in the development of the Oversight and Accountability Model, and the adoption of the Money Bills Amendment Procedure and Related Matters Act.
The result of these new processes and capacity is now evident in Parliament’s budget recommendations to the Executive, thereby increasing the responsiveness and accountability of government.

The 4th Parliament adopted an activist orientation to its work.

In this term the legislative sector developed a Public Participation Framework for Parliament and Provincial Legislatures.

This framework guides Parliament’s response to the expectations of the public, and demands greater participatory democracy.
Both the 4th and 5th Parliaments built on the work of pervious terms, and concretised instruments to strengthen oversight and accountability.

This included the development of processes and capacities to implement the Money Bills Amendment Procedure and Related Matters Act, and the Financial Management of Parliament and Provincial Legislatures Act.
Since 1994, each Parliament performed its required functions, whilst also focussing on a particular priority in order to build capacity and facilitate transformation and change in society.

It affirms the interrelatedness of the functions of Parliament, and how these operate collectively to establish the desired outcome.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 13 To understand the relationship between resources, functions and deliverables better, the institution uses the logical framework approach to identify links between inputs, activities, outputs, outcomes and impacts.

Accordingly, inputs relate to Members’ capacity, advisory and information services, and facilities and support services used in activities.
Activities include the passing of legislation, overseeing and scrutinising executive action, the facilitation of public involvement, functions around co-operative government and international participation.

These activities are mainly constituted as plenaries, committee meetings and the work performed in constituencies and on international platforms.
The ensuing outputs to these processes include Bills, budget international recommendations, agreements, government interventions and other resolutions of Parliament.

The outcome of Parliament is orientated to ensure open, responsive and accountable government.
recommendations, appointment approved Parliament Impact Result Improve quality of life: Eliminate income poverty Outcome Long-term: Intermediate: Immediate: Reduce unemployment Reduce inequality Deepened democracy Accountable government Strengthened oversight and accountability Enhanced public involvement Deepened engagement in international fora Strengthened co-operative government Strengthened legislative capacity Outputs Activities House resolutions: Bills, approved international agreements, appointment recommendations, approved interventions, resolutions Houses: Committees: Constituencies: Plenaries Committee meetings Constituency office representation Inputs House: Committees: Constituencies: Advisory and information services, Members’ support services.
Procedural and legal advice, analytical and content advice, research, records, public education, communication, media, meeting room preparation, catering, security.

Transfer payments for constituency work.

Figure 2.
Figure 2.

Framework linking inputs, activities, outputs, outcomes and impacts Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 14 PART II: STRATEGIC FOCUS OF THE 6TH PARLIAMENT 2.1 Vision An activist and responsive people’s Parliament that improves the quality of life of South Africans and ensures enduring equality in our society.
2.2 Mission To represent the people, and to ensure government by the people in fulfilling our constitutional functions of passing laws and overseeing executive action.
2.3 Values Openness Responsiveness Accountability Teamwork Professionalism Integrity 2.4 Update on the situational analysis relevant to Parliament 2.4.1 The external environment The work of Parliament is influenced by several developing trends within the global, continental and national contexts, including the effects of evolving democracies, emerging contestations, geo-political tensions, uneven global economic growth, increased expectations and demands, changing forces in global governance, and societal risks such as pandemics.
Global economic activity has slowed down from 2019, and economic growth for 2020 has contracted sharply as a result of the Covid-19 pandemic.

The global Covid-19 pandemic adversely affected global growth, causing negative economic growth, increasing unemployment, and impacting negatively on healthcare systems.
As a result of the pandemic, the global economy is projected to contract sharply by 3.5 Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 15 percent in 2020 (World Economic Outlook, IMF, Jan 2021).

The roll-out of vaccine programmes is raising hopes of a turnaround, but renewed waves and new variants pose concerns for the economic outlook.

Despite the uncertainty, the global economy is projected to grow by 5.5 percent in 2021.
Although strong multilateral cooperation will be required to bring the pandemic under control, it is expected that the virus can be brought to lower levels by the end of 2022.

Further risks to global economic growth include trade wars between the USA and China, the impact of Brexit in Europe, prevailing financial market sentiment, slower economic growth in China, Europe and Japan, and geopolitical tension between the United States and Iran.
Nationally, the Covid-19 pandemic brought about an unparalleled disaster in society.

Since the start of the pandemic in South Africa (March 2020), more than 1,6 million people were infected, with some 54 000 fatalities (www.gov.za, 09 May 2021).

A first wave occurred during June and July of 2020, with a second wave peaking in December 2020.
On 16 March 2020, the President of the Republic of South Africa declared a national state of disaster in order to set in motion measures to deal with the effects and impacts of the Covid-19 pandemic.

The declaration was soon followed by a special adjustments budget (June 2020) in order for Parliament to appropriate funds necessary for dealing with the pandemic and its economic and social impact.
Government announced the implementation of a vaccination programme in February 2021, which is aimed at reaching 67% of the population - some 40 million people.

The programme will commence in three phases, prioritising health care workers, followed by essential workers and people with co-morbidities, and then moving to general groups.

It is estimated that the programme could take 12 to 24 months to implement.

The impact of the pandemic on society will still be felt long after the virus is overcome.
The rapid and international spread of the Covid virus resulted in world leaders recognising the pandemic as the biggest global disaster in 100 years.

As a result of response measures in dealing with the pandemic, the prevailing way of life was altered significantly.

Substantial shifts were required in society, organisations and business to cope with the pandemic.

It required sudden shifts and change in policy, systems, resource allocation and behaviour.
Most organisations and communities were forced to adapt, and to swiftly alter systems, processes and skills toward more technological enabled systems.

Sectors involving close social contact experienced a rapid decline (entertainment, hospitality, travel, religious and others).

The impact of the pandemic on global governance, world markets, the structure of economies, and the way we work and socialise will continue for many years to come.
As a result of Covid-19, the medium-term economic outlook for South Africa has been revised down, with GDP growth contracting in 2020.

The Covid-19 pandemic has triggered an economic contraction so large that output levels of 2019 will only be seen again by 2023.

The 2021 Budget Review (Feb 2021) estimated GDP to have contracted with 7.2 percent in 2020.

It projects the return of real GDP growth of 3.3 percent in 2021.
Similarly, the IMF is projecting economic growth in South Africa for 2020 at -7.5 percent, and 2.8 percent for 2021.

Gross national debt has risen from 63.3 percent of GDP in 2019/20 to 80.3 percent of GDP in 2020/21, and is now projected to peak at 88.9 percent in 2025.

Interest payments on debt have Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 16 reached 5 per cent of GDP.
Faster economic growth is needed to expand employment and raise the revenues needed to support social development.

While progress was being made on various short-term initiatives, South Africa needs to implement a range of structural reforms that will bolster confidence, investment and economic growth.

Several of South Africa’s challenges can only be addressed through improved international and regional co-operation.
The World Economic Forum (March 2020) indicated that the coronavirus pandemic is not an outlier, but that it is part of the new normal – our interconnected and viral world.

Epidemics will become more common with an increasingly connected world.

These social risks will require more and better collaboration and cooperation on international and regional levels.

But this is also so for many other issues which contains risk to development.
While South Africa is a water-scarce country, several neighbouring countries have abundant supply.

There are other areas in which complementary national endowments offer opportunities for mutually beneficial co-operation.

Despite a number of progressive initiatives, the main challenges of poverty, inequality and unemployment persist, and the impact of the Covid-19 pandemic may erase the gains made in the last two decades.
In 2019 unemployment in South Africa shot up to a high of 29%, with youth unemployment at 55% (StatsSA, 2019).

And for the first time since 2006, poverty levels started to rise again (StatsSA, 2017).

Although the human development in South Africa has seen a slight increase, from 0.638 in 2010, to 0.666 in 2015 (UNDP, 2016), the Gini coefficient remained high at 0.68 (2015), indicating the extreme levels of inequality in society.
With GDP growth declining in 2020, the economic fallout of the Covid-19 pandemic may erase the gains made in the last twenty years.

Some 2,2 million workers lost their jobs in 2020 – a direct result of the Covid-19 pandemic.

As recognised in the 25-year review (Towards a 25 Year Review, 2019), unemployment remains the largest contributor to poverty in South Africa.

Between 2006 and 2015 poverty rates fell among both economically active and economically inactive people, albeit at differing rates.
In this period those who were economically active experienced a fall in the rate of poverty from 27.3 percent to 20.5 percent, whilst the rate of poverty among those economically inactive fell from 57.7 percent in 2006 to 46.3 percent in 2015.

The poverty headcount, which indicates the proportion of people living below the food poverty line, declined from 28.4% in 2006 to 21.4% in 2011, but increased to 25.2% in 2015.
The proportion of the population living below the upper bound poverty line declined from 66.6% in 2006 to 53.2% in 2011, but increased to 55.5% in 2015.

While poverty levels declined between 2006 and 2011, they increased over the period 2011 to 2015.

Inequality in South Africa has remained high (measured by the Gini coefficient) at 0.68 (2015).

Today, South Africa is the most unequal society in the world.
The measurement commonly used for inequality, the Gini coefficient, shows that Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 17 between 1996 and 2001, inequality increased from 0.68 to 0.7314, and decreased from 0.72 to 0.68 between 2006 and 2015.

This shows a fluctuation of inequality, but overall over the period it remained stubbornly high.
(Towards a 25 Year Review, 2019) Socially, South Africa has seen a rapid increase in the rate of urbanisation, with more than 65% of its population being classified as urban by 2016.

Rapid urbanisation, a global phenomenon, is aided by increased migration due to certain pull and push factors.

The last two decades saw a great increase in mobility, technology, transport and other infrastructure supporting the current international wave of migration.
The social trends in South Africa are also influenced by technology today, especially social media.

ICASA reported 91% smartphone penetration by 2019.

This demonstrates the rapid evolution seen in technology and access to information.

Today, social media and communication media are becoming platforms for public discourse.

Of the total population of 55 million people, some 28 million are accessing and utilising the internet (Qwertydigital, 2017), with mobile phones accounting for 87% of web-traffic.
Some 15 million users make use of social media platforms, and 13 million users do so purely from mobile phones.

On a political level, contestation has seen a marked increase since 1994, with both inter and intra party competition playing itself out on the national stage.

Political parties contesting the national elections in South Africa increased from 19 in 1994, to 48 in 2019.
Globally, the political landscape for many states has seen dramatic changes in the last few years, sometimes with sudden and unexpected changes.

The recent emergence of political populism, anti-establishment sentiments, heightened nationalism, and increased protectionism may intensify risks and work against global economic co-operation and multilateralism.
In spite of the increased contestation, there appears to be broad consensus on the main challenges facing South Africa – poverty, unemployment and inequality.

The National Development Plan (NDP, 2012) outlines these challenges in more detail.

It also sets out measures and objectives to increase employment and income, ensure skills development and broaden ownership to include historically disadvantaged groups.
It intends to increase the quality of education, provide access to affordable, quality health care, and provide safe and affordable public transport.

It further seeks to give security of household food, nutrition and housing, and to provide social protection for the poor and other groups in need, such as children and persons with disabilities.

The plan also outlines steps for the realisation of a developmental, capable and ethical state that treats citizens with dignity.
In terms of the principles of a developmental state, public administration must be governed by the democratic values and principles enshrined in the Constitution.

To achieve these impacts, the NDP requires that South Africa must build a capable developmental state able to respond to the needs of the people.

To achieve the aspirations of a capable developmental state, the country needs a transformative Parliament that acts as an agent of change which ensures acceleration of delivery.
It must enhance oversight and accountability, stabilise the political administrative interface, professionalise the public service, upgrade skills and improve co- Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 18 ordination.

It also needs a more pragmatic and proactive approach to managing the intergovernmental system to ensure a better fit between responsibility and capacity.
Nationally, several weaknesses remain in the accountability chain, with a general culture of blame-shifting.

The accountability chain has to be strengthened from top to bottom, with a strong focus on strengthening oversight and accountability.

Parliament needs to provide a forum for rigorous debate and champion the concerns of citizens.

It needs to scrutinise legislation, paying particular attention to how legislation will impact on society, and seek to increase the quality of life.
It needs adequate support in the form of generation, collation and analysis of data sets, specialist policy and research staff that are able to conduct both issue- or action- orientated research, and in-depth research to support parliamentary committees and brief parliamentarians.

(NDP, 2012).

Recent information (IIAG 2020) indicates that accountability in South Africa is slowly improving.
This is a positive and important development, as the main purpose of Parliament and other organs of state are to ensure open, responsive and accountable government.

The imperative to strengthen oversight and accountability, in the state as a whole, will require more openness, transparency, collaboration, and more rigorous scrutiny and investigation.

Greater accountability will require more ethical leadership, openness and transparency, and a sense of responsibility beyond control.
Recent governance failures, in both the private and public spheres in South Africa, demonstrated how accountability and governance can be eroded causing knock-on effects in service delivery, diminishing returns and a collapse in equity value.

Technologically speaking, we find ourselves in the midst of the greatest information and communications revolution in human history.

This trend is driven by the exponential growth and development in digital technologies – also known as the 4th industrial revolution.
Globally, more than 40 percent of the world’s population has access to the internet, with new users coming online every day.

Among the poorest 20 percent of households, nearly 7 out of 10 have a mobile phone.

The poorest households are more likely to have access to mobile phones, than to toilets or clean water.

(World Bank, 2016).

With growing access to technology, information and social media, society’s expectations of Parliament are changing fast.
The public today expects ready access to Parliament, just as it has to commercial brands.

It wants to receive information, have access to transact, and make real contributions that can influence the outcome of legislation.

Although businesses and people are adopting digital technology fairly swiftly, governments are not.

This is also the case for parliaments.

The 2018 World e-Parliament Report (IPU) indicated that parliaments did not tend to be early adopters of new technologies.
In fact, they were lagging behind in adopting digital tools, social tools and open data.

However, the Covid-19 pandemic lock-down measures compelled parliaments to rapidly adopt technology into business processes since March 2020.

Virtual meetings and plenaries became the order of the day, including the taking of decisions through voting.

(Inter-Parliamentary Union innovation tracker, Dec 2020).

This sudden change will have a lasting impact in the way Parliament conducts its business.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 19 2.4.2 Intermediate environment Globally, parliaments are facing three dominant pressures today (IPU, 2012).

Each of these are playing out in different ways, at different speeds, and in specific countries and regions.
The three common themes relate to the public’s desire for: a. more information and influence in parliamentary work, b. more accountability and responsiveness to public concerns, and c. faster service and delivery to meet citizens’ needs.

Public pressure on parliaments is greater than ever before.

In many parts of the world there are fundamental questions about the effectiveness of parliaments in holding government to account.
Until recently it was accepted that parliaments do not have competitors, as it remained the only platform for debate and participation in government decision-making.

However, the access to technology, internet, and social media has created a situation where the public discourse is playing itself out on social and other media.

In this regard parliaments are globally seen as sluggish to adopt modern technology and hence to act on public interests.
Without parliament adding a value in the democratic chain, people might soon opt for a form of direct government where the executive accounts directly to the citizens.

In such instances the risk of disintermediation arises.

The outcomes required around oversight and accountability can only be achieved through more meaningful co-operation by legislatures.

In South Africa, the legislative sector brings together representation of legislatures on the national, provincial and local level.
It seeks to better co-ordinate work around mutual goals, and to harness scarce resources in a more efficient way.

Sector co-operation around oversight and public involvement can ensure more responsive and accountable government at all levels, including better co-operation in the delivery of services.

Several service providers form part of the value chain in Parliament – disruptions in the parliamentary its operations.
these services may administration is a service-based organisation that delivers primarily through human capital, certain service providers are key to institutional performance and operations.

Although influence 2.4.3 Internal environment The Covid-19 pandemic brought about a new way of working in Parliament.

As a consequence of the Covid-19 measures, most Members and staff are working from home - using a remote employment model.
The immediate result was that the parliamentary precinct and facilities were practically unused and rather empty for the remainder of 2020.

Some essential services continued to operate and others provided a scaled down presence on the precinct.

Although the Strategy Choices document (2019) projected a scenario where 80% of the knowledge workers could work remotely by 2030, the lock-down measures plunged the institution into remote employment since March 2020.
Living rooms and kitchen counters became designated workspaces, with connectivity via Wi-Fi and mobile devices.

Connectivity became an essential requirement supporting work activities.

Few Members and staff Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 20 had adequate home facilities in place at the start - space, ergonomic furniture and fast fibre.

But over the course of 2020, Members and staff began to turn make-shift home offices into more lasting installations.
This turn of events will require management to relook both the business and operating models used at Parliament.

As a start, a pilot was launched aimed at the implementation of remote employment principles for knowledge workers.

At the centre of this new development would be the shrinking requirement for space, facilities and services at the parliamentary precinct, but also greater support for home offices.
Currently, Parliament provides office accommodation, facilities and services for its 1300 personnel.

As mentioned, 71% of the workforce are classified as knowledge workers.

Although the present working practice include the issuing of a workstation and/or office for each worker, the new way of working may dramatically reduce the need for office space and associated facilities and services.

Of the almost 900 knowledge workers, very few are required to be on the precinct all the time.
What knowledge workers require is space to collaborate with colleagues, and space to meet with clients (Members).

These workers can perform much of their work away from the precinct.

They can easily perform their activities elsewhere, prepare their advisory or information document, and then deliver or brief the relevant recipients virtually or at the precinct.

The steady increase in highly skilled and professional services is due to Parliament’s requirements for knowledge and information skills.
It is estimated that by 2030 almost 80% of employees in Parliament will be knowledge workers - highly skilled and professional employees, including legal, procedural and content advisors, researchers and analysts, and various subject matter experts.

This also means that the conditions of service and working environment will need to change to accommodate knowledge workers.

The Covid-19 pandemic has severely disrupted existing workplace policies, systems and practices.
In recent months, management started to question the productivity of certain components and staff.

Under the prevailing lock-down measures, certain segments of the staff compliment were unable to perform normal duties.

This mostly applied to services attached to the parliamentary precinct, and the physical presence of Members.

In addition, the management practices used to direct and control knowledge workers seems ineffective under the new conditions.

The situation raises two questions: a.


Is the present way of doing business a sign of the future way of work?

If so, b.

How do we realign processes, resources and practices to become effective and efficient?

As a direct result of the pandemic, Parliament’s budget baseline has been adjusted downward for the 2021/22 to 2023/23 MTEF.

In the external analysis we highlighted the poor economic performance and the subsequent low growth forecast for South Africa.
This will impact Parliament directly as a result of continued fiscal consolidation and budget reductions.

The budget baseline of Parliament has now been reduced.

The following budget reductions were made: Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 21 o R 256 million in 2021/22, o R 338 million in 2022/23, and o R 296 million in 2023/24.
This will mean that the funding of Parliament’s strategy becomes challenging, requiring cost reductions, cutting of non-essential functions and expenditure, and subsequent reprioritisation of funding and resources.

2.4.4 Key constraints and assumptions Certain constraints will impact on the 6th Parliament’s ability to implement its selected strategy, including the following: a.

The impact of Covid-19 on the business and budget of Parliament: The full long-term impact of the Covid-19 virus remains unknown.
But the immediate impact became clear through business closures, negative economic growth, and severe strain on health care systems.

Closer to Parliament, the institution had to rapidly adopt technology in business processes, change the way in which work is performed, and accommodate large budget reductions.

It also disrupted certain work, brought about health and security threats, and created process and resource constraints.

b.
b.

Budget constraints: Economic growth is now expected to be extremely low over the medium-term, with a slump into negative territory in the short-term.

The National Treasury estimated that 2019 economic levels could now only be reached by 2024.

The institution was already compelled to introduce a Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 22 number of cost-containment measures for the last few years, with budget pressures now noticeable in almost all areas of work.
The proposed budget reductions of almost 10% for 2021/22 to 2023/24 will make the funding of Parliament’s strategy challenging, requiring cost reductions, cutting of non- essential functions and expenditure, and subsequent reprioritisation of funding and resources.

c. Unsustainable cost of the wage bill: The reductions in budget necessitated a freeze in respect of some positions in the organisational structure.
However, this did not resolve the problem as the high cost of compensation continued to put pressure on the institutional budget.

d. Aging physical facilities: Parliament is dependent on the Department of Public Works for the provision of physical facilities.

While there was a need for more space before the pandemic, this may change in the near future.

In addition to the aging of existing facilities, there has been a lack of support for remote working conditions.
During 2020 Members and staff were required to work from home, with many not having access to fibre, tools, ergonomic furniture and home office support.

e. Aging technological infrastructure: The fourth industrial revolution requires institutions to rethink their information technology strategies.

However, due to the budget constraint, Parliament finds it difficult to invest in modern technology.
f. Ability to execute change initiatives: Organisational climate surveys pointed out that the institution’s ability to execute strategy is impaired.

However, the sudden changes required to work differently during the pandemic lock-down periods has shown the resilience of Parliament.

g. Failure of 3rd party service providers: The value chain in Parliament is supported by various service providers.

A disruption in these services may adversely affect the work of Parliament.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 23 2.5 Policy priorities for the 6th Parliament The strategic analysis enabled management to develop a strategy map for the 6th Parliament.

The strategy map details the key elements of the 6th Parliament strategy, focusing on the required inputs, activities and outputs needed to ensure the desired outcome and impact.

2.5.1 Impact The strategy map firstly sets out the desired long-term impact.
Improving quality of life is set as the ultimate goal and impact.

In pursuing this societal impact, government developed the National Development Plan, setting out how quality of life will be improved by 2030.

The plan reflects measures and objectives to increase employment, eradicate poverty and reduce inequality.

The challenge for Parliament is to ensure that Government delivers on this plan.

The Medium-Term Strategic Framework (MTSF) is Government’s strategic plan for the 2019-2024 electoral term.
It stipulates the outcomes to be achieved, which includes high-level development indicators for each outcome.

These development indicators enable Parliament, Provincial Legislatures and the public to monitor the overall impact on society.

Parliament’s constitutional role of holding the Executive to account must be pronounced by the manner in which those development indicators are scrutinised and the Executive is required to account.
The 2019-2024 MTSF has set out 7 priorities, 81 outcomes with 561 indicators.

The 7 priorities include:  Building 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 following impact and outcome indicators are set for South Africa: Measures Growth Unemployment Employment Investment Inequality Poverty Poverty GDP growth Formal rate Number % of GDP Gini coefficient Food poverty Lower bound Baseline 0.8% 27.6% 16.3 million 18% 0.68 24.7% 39.8% Target 2024 2%-3% 20%-24% 18.3 – 19.3 million 23% 0.66 20% 28% Target 2030 5.4% 6% 23.8 million 30% 0.60 0% 0% Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 24 2.5.2 Outcome The Constitution, requires that Parliament maintain oversight over the Executive to ensure government that is open, responsive and accountable.
The development indicators contained in the 2019-2024 Medium-Term Strategic Framework (MTSF) enable Parliament, Provincial Legislatures and the public to monitor the overall performance of government, and thus the impact on society.

Parliament’s constitutional role of holding the Executive to account must be pronounced by the manner in which these development indicators are scrutinised and the Executive is required to account.
The 2019-2024 outcome of Parliament is therefore orientated towards ensuring responsive and accountable government.

2.5.3 Outputs Parliament achieves this outcome through its constitutional mandate of representing the interests of the people in government.

In doing so, the interests of the people are infused in the outputs of Parliament including legislation, the annual budget, official appointments, government interventions, international agreements, and other resolutions.
In the context of the 6th Parliament, the main output surrounds the scrutiny and approval of the annual budget, as presented in the form of budget legislation (Division of Revenue Bill and Appropriation Bill).

The process by which Parliament oversees, scrutinises and approves the annual budget is set out in the Money Bills Amendment Procedure and Related Matters Act, Act 9 of 2009.
The key focus here is how Parliament can scrutinise and influence the budget through its oversight and budget recommendations.

2.5.4 Activities Activities in Parliament include the passing of legislation, the overseeing and scrutinising of executive action, the facilitation of public involvement, functions around co-operative government and international participation.
These activities are mainly constituted as plenary and committee meetings, and the work performed by Members in constituencies and internationally.

The strategic priority of strengthening oversight and accountability will require improvement in two key activity areas: • improving committee scrutiny and oversight work, and • improving the effectiveness of public involvement.
Committee oversight activities will need to yield deeper scrutiny of executive action, ensure more effective public engagement, and deliver more effective recommendations.

In addition to strengthening oversight activities in committees, the oversight work performed in constituencies and plenaries must also be improved.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 25 2.5.5 Inputs Inputs relate to Members’ capacity, advisory and information services, and related facilities and support services used in the activities of Parliament.

Improvements in key inputs will be required for the successful implementation of the strategy.
These include: • more time for committee oversight work, • greater Member capacity-building and empowerment, • improvement of research and analysis to provide deeper insights, and • ensuring effective public involvement, petitions and submissions.
Transforming the inputs and activities will require that Parliament utilise its available opportunities including adopting technology faster into its processes, building stronger partnerships, utilising existing skills and expertise, drawing on the collective strengths of the sector, and ensuring greater efficiency to reduce costs and ensure long-term sustainability.
2.5.6 The logic of the strategic map Using the above elements of impact, outcomes, outputs, activities and inputs, the following logic of the strategy map can be constructed:   Improving quality of life requires faster transformation and service delivery, increasing employment, eradicating poverty and reducing inequality; Increasing the pace of service delivery will require a more responsive and accountable government;  Greater responsiveness and accountability by the executive will require Parliament to strengthen oversight and involvement;  Stronger oversight will require deeper scrutiny by committees, more effective public involvement and hearings, and more effective recommendations and resolutions by the Houses;  In turn, deeper scrutiny by committees will require more time allocated for oversight activities, enhanced Member capacity to ensure effectiveness, deeper insights into issues at hand, and active involvement by the public in the form of various types of submissions;  Changing these inputs will require an adjustment in the programme of Parliament; providing more effective programmes aimed at capacity-building; delivering more insightful research and analysis; providing the public with better information and access to participate; and improving the tracking and monitoring of Parliamentary business and Executive implementation.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 26 Figure 3: The strategy map for the 6th Parliament.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 27 Reduce poverty, unemployment and inequalityIncrease government’s responsiveness & accountabilityImproved oversight overbudget legislationTime for committeesDeeper insightsEnhanced Member capacity Public submissionsStrategy map for the 6thParliament Strengthen oversight and accountabilityImpact 2030Outcome 2024OutputsInputsActivitiesQuestions, debates, statementsIndividual Member activitiesMore effective involvementDeeper scrutinyMore effective recommendationsCommittee oversight workConstituency oversight workPlenary oversight workOversight plan PART III: PROGRAMME PERFORMANCE AND MEASURES 3.1 Parliamentary entities reporting to the Executive Authority Building Parliament’s capacity to implement its constitutional mandate has been an overriding and central theme since 1994.
The 1st and 2nd Parliaments established its legislative capacity, with the 3rd and 4th Parliaments focusing on strengthening oversight, public involvement and international engagement.

The 4th and 5th Parliaments also focused on strengthening co-operative government, and assisted the Institutions Supporting Democracy to ensure greater effectiveness3.
During each of these parliamentary terms, additional capacity was developed to bring expertise and capacity in line with constitutional functions and expectations.

The result of the growth in capacity also led to several realignment and restructuring processes since the 3rd term.

Whereas the Parliamentary Service, through the Secretary to Parliament, was the only entity reporting to the Executive Authority in the 1st term, a number of parliamentary entities now report to the Executive Authority.
These entities are created by legislation, resolution, and sector or donor agreements.

The governance role played by the Executive Authority now requires overseeing these entities, ensuring they account for their performance and use of public funds.
The following entities report to the Executive Authority: a) Parliamentary Service: b) Parliamentary Budget Office: c) Legislative Sector Support component: d) Office supporting ISDs: e) Treasury Advice Office: Secretary to Parliament, Director of the PBO, Executive Director LSS, Executive Director OISD, Manager Treasury Advice.

Figure 4: Parliamentary entities reporting to the Executive Authority.
3 Section 181(3) of the Constitution Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 28 3.2 Budget programmes and estimates 3.2.1 Budget programmes The programme structure supports the outcomes and strategic intent as set out in the strategic plan.

The budget programme and organisational structures are regularly reviewed to ensure improved strategy implementation.

A review of these structures is being implemented as part of strategy alignment.
The new budget structure will be implemented in the 2021/22 financial year, and consists of the following programmes:  Programme 1: Administration - Provides strategic leadership, management and corporate services to Parliament.

New sub-programmes include: o Executive Authority o Office of the Secretary o Corporate and support services  Programme 2: Legislation and Oversight - Provides procedural, information, content and administrative support to the House and its committees.
New sub-programmes include: o National Assembly o National Council of Provinces o Public participation and external relations o Shared services o Sectoral Parliaments and joint business  Programme 3: Associated services and transfer payments - Provides facilities and financial support for parliamentary entities and political parties, including leadership, administrative and constituency support.
New sub-programmes include: o Members’ Facilities o Transfer: Political Party Allowances o Transfer: Parliamentary Budget Office Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 29 3.2.2 Vote 2: Parliament – Appropriated funds R thousands Economic classification Total Institutional Receipts Appropriated Funds Direct Charges Donor Funds Sales by market establishments Interest Received Other Revenue Total Receipts 2021/22 Medium-term revenue estimate 2022/23 2023/24 2,144,148 471, 710 24,769 2,000 - 250,000 2,892, 627 2,180,242 471,709 47,860 2,000 2185,860 471,709 47,716 2,000 2,701,811 2,707,285 3.2.3 Vote 2: Parliament - Proposed expenditure Programme Medium-term expenditure estimate R thousands Programme 1: Administration Programme 2: Legislation and Oversight Programme 3: Associated services Subtotal Direct charge against the National Revenue Fund Total Economic classification Current payments Compensation of employees Goods and services Transfers and subsidies Payments for capital assets Payments for financial assets Total 2021/22 697,656 739,702 747,642 2,185,000 471,710 2,656,710 1,706,950 436,729 513,031 0 0 2,656,710 2022/23 674,571 806,430 919,645 2,400,646 471,709 2,872,355 1,689,184 629,743 538,682 14,746 0 2,872,355 2023/24 711,420 867,553 964,929 2,543,901 471,709 3,015,610 1,772,249 661,644 565,616 16,101 0 3,015,610 Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 30 3.3 Organisational structure 3.3.1 Re-alignment of the structure to the new strategy Following the tabling of the Policy Priorities and the Strategic Plan, the organisational structure must now be aligned to the new strategy.
Three key areas require realignment including Parliament’s overall business model, the support services operating model, and the re-engineering of business processes due to technology.

The realignment process seeks to develop a new business model, align the structure to the strategy, and review the micro structure alignment.
Based on the work performed by this initiative, the Accounting Officer submitted a proposed operating model for the Parliamentary Service, in order to inform the development of an appropriate organisational structure.

The Executive Authority recently approved the proposal, which will now follow a process of further design and implementation.
3.3.2 Parliamentary Service The Parliamentary Service provides the support services required by Parliament and its Members to effectively fulfil their constitutional functions.

The service presently consists of two main branches; Core Business and Support Services, as well as governance and management functions.
The Core Business Branch provides advisory and information services for the proceedings of the National Assembly, the National Council of Provinces and their respective committees and joint committees.

These services include procedural and legal advice; analysis, information and research services; language; content; secretarial; and legislative drafting services.
It further provides public education, information and access to support public participation, and analysis, advice and content support for parliamentary international engagement.

The Branch consists of the following divisions: National Assembly Table, National Council of Provinces Table, Core Business Support, Knowledge and Information, and International Relations and Protocol.
The Support Services Branch provides facilities and support services to Parliament including institutional communication services, human resource management, information communication technology services, institutional support services, and Members’ facilities.

The Branch consists of the following divisions: Parliamentary Communication Services, Human Resources, Information Communication Technology, Members’ Support Services and Institutional Support Services.
A number of management and administration functions are co-located with the purpose of providing strategic leadership support, institutional policy, governance, development programmes for Members, sector co-ordination, overall management and administration, internal audit, financial management, and the Registrar of Members’ Interests.
The group consists of the Office of the Secretary to Parliament, Legislative Sector Support, Strategic Management and Governance, Finance Management Office, Internal Audit, and the Registrar of Members’ Interests.

.
.

Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 31 SECTION HEADING GOES HERE 3.4 Measuring client satisfaction – a new way to improve services rendered to Members of Parliament Following the government-wide introduction of results based management in 2007, the 4th and 5th Parliament’s commenced processes to develop measurable objectives and indicators to measure its work.
The 5th Parliament proposed the development of two outcome indicators to measure the outcome level, aligned to the Sustainable Development Goal indicators related to accountability and public involvement.

It also introduced the concepts of stakeholder management and client satisfaction ratings.

These concepts started a new approach to the management of parliamentary services.

A central feature of this approach includes regular client satisfaction feedback.
The client satisfaction information allows the institution to measure its services more holistically, and indicates the usefulness of services from a client perspective.

As the Parliamentary Service is a service based organisation, such measurements will allow managers to implement more appropriate actions and changes aimed at improving services.

Service orientated organisations evolved their measurements in recent years to focus on the full client experience.
The most frequently used measurements include the net promoter score, customer satisfaction rates, churn rates, retention rates, customer lifetime value, own developed indicators, and customer effort scores.

Figure 6: Common measurements used by service industries.

https://lumoa.me/blog/customer-experience-metrics-and-kpis When using customer satisfaction rates, clients are requested to participate in feedback processes, by indicating their level of satisfaction with services.
The Parliamentary Service will therefor move to measure the usefulness of services as rated by Members in satisfaction data.

Figure 7: A typical service industry client satisfaction rating scale.

Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 32 3.5 Programme 1: Administration 3.5.1 Purpose Provide strategic leadership, governance, management, corporate and support services to Parliament.
3.5.2 Sub-programmes  Executive Authority  Office of the Secretary  Corporate and support services Programme 1: Administration is a consolidation of three previous programmes including Leadership and Governance, Administration and Support Services.

The aim of the programme is to provide leadership, management and support services for the operations of Parliament.

As this programme mostly reflects inputs for operations, the related performance information will be accommodated in operational plans.
3.5.3 Annual performance targets for the Parliamentary Service Ensuring an effective and efficient institution, the Parliamentary Service must address the prevailing and future way of work.

This will include significant transformation and change in the management approach, enabling policy, business processes, related skills, and re-thinking facilities.

Over time a new institutional culture must be fashioned, driven by professionalism, service excellence and technology enabled processes.
In the next 5 years the institution must adopt and implement modern technologies in order to work smarter, invest in skills development to ensure greater institutional capacity, and improve the working climate to ensure motivated and engaged employees.
In order to do so, it must develop management capacity to build institutional agility, enhance institutional responsiveness, and invest in a significant programme of ICT infrastructure and skills development to shield the institution from possible external shocks.
The programme to invest in ICT infrastructure, systems and skills must allow the institution to move away from its traditional and current capabilities to a future state that includes converging content, interaction, networks, application, devices and channels.

The future state must provide a seamless and valuable experience for Members of Parliament, as the primary clients of the Parliamentary Service.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 33 Figure 8: The present and future state of Parliament’s ICT capability In order to ensure greater effectiveness and efficiency, the Parliamentary Service will need to implement the following: a) Develop a new business model for Parliament and the Parliamentary Service to address the future way of work for Parliament and build in the principles of e-Parliaments; b) Redesign and optimise core and support business processes through technology, including: Legislative drafting system, i. ii.
Oversight monitoring and tracking system, iii.

Public involvement and engagement system, including petitions, submissions and representations, ERP processes for decision-making, Supporting infrastructure, networking and end-user tools and support.

iv.
v. c) Upskilling and re-skilling programmes to ensure the effective use of modern systems and technology, d) Development of specialised skills programmes to ensure expertise and specialisation, and integrating of existing functions using a multi-skilling approach; e) Implement a programme to ensure continuous innovation and improvements f) of processes and skills, allowing for co-creation and value adding; Integrate service offerings through a collaborative approach where service recipients are offered a holistic response; g) Provide policy, tools and facilities for remote employment conditions; h) Implement virtual meetings and collaboration platforms; The programme must ensure that employees work smarter, improve skills and capacity, and improve the working climate so as to ensure an engaged workforce.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 34 News papersDegree of meaningful engagementTraditionalElectronicDigital optimisationDigital transformationInformativeTransactionalCollaborationMeaningfulSeamless meaningful experienceConverged applicationConverged DevicesConverged ChannelsKnown at every interactionConverged contentConverged networksRadioTelevisionWebsite/ApplicationsMobilitySocial mediaInteractive 3.5.3.1 Annual performance targets for Programme 1: Parliamentary Service Output indicator Annual performance targets Estimate Estimated MTEF 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Digital service Facility management service % Member Satisfaction % Member Satisfaction - - - - 3.5.4 Programme 1 expenditure estimates 72% 74% 74% 75% 75% 67% 48% 60% 65% 70% Sub-programme R thousands Executive Authority Office of the Secretary Corporate and Support Services Total Economic classification Current payments Compensation of employees Goods and services Transfers and subsidies Payments for capital assets Payments for financial assets Total Medium-term expenditure estimate 2021/22 88,065 8,288 601,303 697,656 2022/23 90,410 8,978 575,183 674,571 2023/24 95,570 9,694 606,156 711,420 550,869 146,787 0 0 0 697,656 515,100 145,431 0 14,040 0 674,571 552,851 143,328 0 15,241 0 711,420 3.5.5 Programme risk management During the planning process, management identified the following main risks associated with the implementation of the strategy:  The impact of Covid-19 on parliamentary operations,  Budget constraints and reductions,  Unsustainable cost of the wage bill,  Aging physical facilities,  Aging technological infrastructure,  Ability to execute change initiatives,  Failure of 3rd party service providers.
Parliament maintains an effective system of risk management in order to ensure the achievement of institutional objectives.

Risk management is a systematic process to identify, assess, manage and monitor risk.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 35 3.6 Programme 2: Legislation and Oversight 3.6.1 Purpose Provides support services for the effective functioning of the National Assembly and the National Council of Provinces including procedural, legal and content advice; information services and record keeping; and secretarial and support services for the Houses and its committees.
Programme 2: Legislation and Oversight covers the core business of Parliament and focusses on the outputs, activities and inputs related to the functions of legislation and oversight.

As this programme reflects key institutional outputs in order to achieve the stated outcomes, it contains the most relevant performance information in support of the strategy of Parliament.
3.6.2 Sub-programmes  National Assembly  National Council of Provinces  Public participation and external relations  Shared services  Sectoral Parliaments and joint business 3.6.3 Annual outputs of Parliament The outputs of Parliament include Bills, budget recommendations, appointment recommendations, approved government interventions and international agreements, and other resolutions.
In the context of the 6th Parliament strategy focussing on oversight, the most important output relates to the approval of the annual budget, as presented in the form of legislation - mainly the Division of Revenue Bill and the Appropriation Bill.

Parliament is assigned with constitutional and legislative powers to approve the annual budget, and to oversee the implementation thereof in realising a better quality of life for all.

Figure 9: The annual outputs, medium-term outcome and long-term impact.
The national budget, annually tabled in Parliament in the form of legislation, is government’s statement of financial and political intent.

It sets out proposals on how government plans to raise and spend money.

It focusses on spending priorities, and sets out detail on how government intend to meet the demands of the public.
In conjunction with other legislation, the budget is the most powerful instrument by which Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 36 Reduce poverty, unemployment and inequalityIncrease government’s responsiveness & accountabilityImproved oversight overbudget legislationImpact 2030Outcome 2024Outputs government can implement its priorities and effect change in order to eliminate poverty and to reduce unemployment and inequality.
If Parliament then wants to effect more responsive and accountable government, it must improve the quality of its budget oversight and recommendations.

The key focus here would be on how Parliament can improve the quality of its scrutiny of money bills and budgetary recommendations.
Outcome Outputs Timeframe Increased responsiveness and accountability of the executive Approved Fiscal Framework within 16 days after tabling of national budget Approved Division of Revenue Bill within 35 days after adoption of Fiscal Framework Approved Appropriation Bill within 4 months after the start of the financial year Table 1: Annual outputs of Parliament supporting the outcome.
3.6.4 Activities of Parliament Activities in Parliament include the passing of legislation, overseeing and scrutinising executive action, the facilitation of public involvement, functions around co-operative government and international participation.

These activities are mainly constituted as constituency work, committee work, and work performed in plenaries.

Improving scrutiny and oversight over budget legislation is seen as the key focus of the 6th Parliament.
This will require improvements in the main activities, including the work performed in constituencies, committees and plenaries.

Figure 10: Key activities supporting the outputs of Parliament.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 37 Improved oversight overbudget legislationOutputsActivitiesQuestions, debates, statementsIndividual Member activitiesMore effective involvementDeeper scrutinyMore effective recommendationsCommittee oversight workConstituency oversight workPlenary oversight work 3.6.4.1 Work performed in constituencies in to to respond Oversight work performed in constituencies must respond to citizens’ issues through information, participation and regular feedback.
Ideally, Members should perform oversight activities in their constituency, and forward inputs to the committee system, thereby linking matters to the committee oversight process.

Such matters could then be form part of, included in, or are recommendations which submitted for adoption the Houses.

Members can also put questions to the Executive on service delivery issues in their The national constituencies.
tabled budget in form of Parliament requires legislation, and Members to represent the interests of people and their various constituencies in The the budget proposals.

budget proposals show how government plans to raise and spend money.

By ensuring the inclusion of participation and the budget people’s needs, becomes a powerful instrument to to effect change, eliminate poverty, and to reduce unemployment and inequality.
Pressure local concerns provides one impetus for many MPs to engage in oversight of government activity.

For example, they may put forward parliamentary questions and ensure inquiries conducted by parliamentary committees are drawn up with particular relevance to their constituencies.

This is particularly so when a local problem has wider national ramifications.
As the first Global Parliamentary Report, on the changing nature of parliamentary representation, observed: “Oversight mechanisms are most appropriate for addressing issues that are systemic.

Distinguishing between an individual problem that can be resolved and one that points to wider issues is important.
These wider issues might include faulty delivery of a service or implementation of government policy or a law that is ineffective or wrong.” MPs use formal and informal procedures to gather information from constituents on the efficiency and effectiveness of government policies and programmes, as part of their own assessment.

2017 Global Parliamentary Report, (IPU/UNDP).


is annually the in this of Parliament in order The work by Members in constituencies are currently funded through transfer payments made to political parties.

Political parties therefore direct and manage the work of their Members in the allocated constituency areas.
Key constituency activities include the following: Parliamentary output Constituency activities Timeframe Interests of the people represented in the approved annual budget Information to constituencies on budget proposals Constituency periods Participation of constituencies – solicit inputs, submissions, representations, petitions for inclusion in the budget process Feedback and report to constituencies Table 2: Constituency work in support of oversight.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 38 3.6.4.2 Work performed by committees and The Constitution establishes the National Assembly the National Council of Provinces, and confers powers to the Houses to legislation and maintain pass oversight over the exercise of executive authority.

These powers are implemented through a system of committees, as set out in the rules of each The House of Parliament.

committee system is often referred room’ of to as Parliament.
It is here where Bills are considered, plans and budgets public are hearings are held to ensure involvement.

scrutinised, ‘engine and the ‘In its modern form, the committee is probably the single most significant and agile instrument of parliamentary oversight.
Often able to focus on a specific department of government (where resources permit), with a very broad remit to inquire into departmental policy, the well-run finance and administration, committee can be a highly effective means of holding the government to account.
It meets regularly, typically has a mostly stable membership for the length of a parliament, engages with a wide range of government and outside bodies, civil society and the public, and is serviced by a permanent cadre of procedural and subject-specialist staff.

All these features are essential to the committee’s effectiveness.’ 2017 Global Parliamentary Report, (IPU/UNDP).

Improving committee scrutiny and oversight is seen as the key activity for the 6th Parliament.
In this regard, committee oversight activities will need to produce deeper scrutiny of executive action, ensure more effective involvement and public engagement, and deliver more effective recommendations.

The process by which Parliament oversees, scrutinises and approves the annual budget is set out in the Money Bills Amendment Procedure and Related Matters Act, Act 9 of 2009.
In terms of this process committees use various sets of information to assess performance of government, including alignment the NDP, strategic plans, annual performance plans, budgets, in-year reports and financial reports with annual statements.

to The key focus here is how Parliament the can scrutinise and budget through its oversight and budget recommendations.

influence Figure 11: Key elements of budget oversight.
(Practical guide for Members of Parliament and Provincial Legislatures, 2019, Legislative Sector of South Africa) Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 39 Key committee oversight activities related to the annual budget include the following: Parliamentary output Committee activities Timeframe Processing of annual budget Scrutiny of policy, plans and budgets January – March Public hearings (Quarter 4) April – June Consideration of Fiscal Framework (Quarter 1) Consideration of Division of Revenue Bill Consideration of Appropriation Bill Oversight visits In-year monitoring July - September (Quarter 2) Scrutiny of Annual Reports October – December Budget recommendations (Quarter 3) Committee inquiry - Table 3: Committee activities in support of oversight.
To enable deeper scrutiny, more effective involvement and ultimately more effective recommendations, committees will need to address the following main issues: Improve the structure and capability of committees, increase time allocated for committee oversight activities, improve involvement in committee processes, and     more effective budget recommendations.

3.6.4.2.1 Structure and capability of Committees Parliament needs to build more capability and adaptability to meet today’s challenges.
It must strengthen its oversight capabilities and cement its processes in public involvement.

It must become far more agile and responsive to the issues and needs of people.

Moving forward, Parliament must foster greater levels of Member capacity and specialisation.

Parliament may also structure the work of committees differently, ensuring a better fit between the requirements of oversight and committee structures.
Improved structures and approaches may develop greater and deeper skillsets, ensuring scrutiny and oversight over increasingly complex issues.

3.6.4.2.2 Increase time for committee oversight activities The majority of Parliament’s current workload centres around overseeing the executive programme of action, as presented in the annual budget process.
This includes the annual State of the Nation Address, the tabling of the budget, the approval of the Appropriation and Division of Revenue Bills, and the related oversight Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 40 activities performed by committees in terms of the Money Bills Amendment Procedure and Related Matters Act, Act 9 of 2009.

The annual programme is therefore informed by the requirements of this process.
In order to ensure deeper scrutiny by committees, more time will need to be allocated for committee oversight activities.

By changing the programme to include dedicated weeks for constituency, committee and plenary work, Parliament can optimise available time.

As these weeks now focus on specific work, sitting times could also be adjusted.

In this instance the time for committee activities can be significantly increased.
3.6.4.2.3 More effective public participation and involvement In general, Parliament can improve its oversight work by forging partnerships with the public and other institutions.

Public participation provides legitimacy and power to Parliament’s oversight work, whilst co-operation with other institutions may provide better reach, additional resources, and information required for oversight work.

In recent years, public awareness and access to participate in the processes of Parliament have improved.
Despite this improvement, several issues must be addressed to further enhance public participation, including: a.

The effective use of technology and social media to reach more citizens with public education and information, and to mobilise participation; b.
The use of joint public hearings by the Committees where possible; c. Encouraging the public to make submissions, representations and petitions; d. Using constituency offices more effectively; e. Improving relations with, and partnering with stakeholders.
3.6.4.2.4 More effective budget recommendations The Money Bills Amendment Procedure and Related Matters Act provides for the process by which Parliament assesses government performance, makes recommendations on the budget, and where required, amends the budget.

This process uses the committee mechanism as the activity driver.

Committee reports convey key budget and other recommendations which are then debated and adopted in plenary.
Once budget recommendations are adopted, these are communicated to the Executive.

The Act also requires the Executive (and specifically the Minister of Finance) to respond to these budget review and recommendation reports.
Section 7(4) of the Money Bills Amendment Procedure and Related Matters Act prescribes that the Minister of Finance must submit a report to Parliament at the time of the budget, explaining how the Division of Revenue Bill and the national budget give effect to the recommendations contained in reports.

In this regard Parliament must actively track and monitor the implementation of recommendations.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 41 3.6.4.3 Work performed in plenaries As the Constitution confers powers on the National Assembly and the National Council of Provinces, decisions can only be taken in the form of plenary meetings.

These decisions constitute resolutions of the National Assembly or the National Council of Provinces.

Oversight work performed in plenary remain a visible form of ensuring accountability.
The main instruments of motions, debates, questions and statements provide a platform where the Executive can be publically held to account.

Key plenary activities include the following: ‘The plenary is the public arena of political contest and debate.

Not surprisingly, the discussions and exchanges within this forum can be heated and adversarial.
From an oversight perspective, members have a number of tools they can use public to awareness of the government’s actions and policy outcomes, including motions and questions.’ Report, 2017 (IPU/UNDP).
Parliamentary there raise Global Parliamentary output Plenary activities Timeframes Approved annual budget Debate and adopt Budget Review and Recommendation Reports Parliamentary Programme Debate and adopt the Fiscal Framework Debate and adopt the Division of Revenue Bill Debate individual Departmental Budgets (Votes) Debate and adopt the Appropriation Bill Questions and replies Member statements Table 4: Plenary activities in support of oversight.
The Constitution provides for specific oversight and accountability functions for the National Assembly and the National Council of Provinces, as well as for Parliament as a whole.

The general principle underpinned by our Constitution is that these responsibilities must be exercised in an open, transparent and responsive manner.

The National Assembly The National Assembly is elected to represent the people and to ensure democratic governance as required by the Constitution.
It does this by electing the President, providing a national forum for public consideration of issues, passing legislation, and scrutinising and overseeing executive action.

Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 42 A key function of the National Assembly is to conduct oversight and to hold the executive to account.
It performs these functions in a number of ways: by holding public debates; by providing a platform for the Executive to answer Members’ questions and concerns; and by passing resolutions pressing for, or compelling, action.

Importantly, the National Assembly elects the President and ensures accountability of the President as head of the Executive.

The National Assembly oversees state finances and spending – most notably by way of the Annual Budget.
The approval of the Budget is regulated by the Money Bills Amendment Procedure and Related Matters Act.

The National Assembly firstly considers committee recommendations on economic projections and proposed allocations through Budgetary Review and Recommendation Reports.

The Minister of Finance tables the Budget in February.

Thereafter, the National Assembly debates the Fiscal Framework, revenue proposals and the Division of Revenue Bill.
Following this the National Assembly will pass the Appropriation Bill.

The National Assembly must also consider any adjustments to the Budget.

The National Council of Provinces The National Council of Provinces (NCOP) represents the provinces to ensure that provincial interests are taken into account in the national sphere of government.
It does this mainly by participating in the national legislative process, and by providing a national forum for public debate of important issues affecting the provinces.

The NCOP also plays a unique role in the promotion of the principles of Cooperative Government and Intergovernmental Relations.

It ensures that the three spheres of government work together in performing their unique functions in terms of the Constitution and that, in doing so, they do not encroach on each other's area of competence.
This ensures that synergy exists between the spheres on matters of concurrent competence.

The NCOP gives voice to the perspectives of the nine provinces of South Africa and also provides a platform for local government to participate in legislative deliberations at a national level.

Oversight is a constitutionally mandated function of Parliament and Provincial Legislatures to scrutinise and oversee government actions.
The NCOP exercises oversight over the national aspects of provincial and local government.

The NCOP may require a Cabinet member, an official in the national government or a provincial government to attend a meeting of the Council or a committee of the Council.

The NCOP delegates may ask Cabinet Ministers questions which must be answered in the NCOP.

The NCOP or any of its committees may receive petitions, representations or submissions from any interested persons or institutions.
The NCOP also conducts oversight visits to the communities in order to ensure that they get direct information on the needs and challenges of the people.

Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 43 3.6.5 Annual performance targets for the Parliamentary Service Stronger parliamentary oversight will require deeper scrutiny by committees, more effective public involvement and hearings, and more effective recommendations and resolutions by the Houses.
In turn, deeper scrutiny by committees will require more time allocated for oversight activities, enhanced Member capacity to ensure effectiveness, deeper insights into issues at hand, and active involvement by the public in the form of submissions.
Changing these inputs will require an adjustment in the programme of Parliament; providing more effective programmes aimed at capacity-building; delivering more insightful research and analysis; providing the public with better information and access to participate; and improving the tracking and monitoring of Parliamentary business and Executive implementation.
The Parliamentary Service provides the support services required by Parliament and its Members to effectively fulfil their constitutional functions.

The Parliamentary Service must provide these key inputs in order for Parliament to become effective and efficient, and to achieve its stated outcome.

Inputs relate to Members’ capacity, advisory and information services, and related facilities and support used in the activities of Parliament.
Improvements in key inputs will be required for the successful implementation of the strategy.

These include: a) more time for committee oversight, b) greater Member capacity-building and empowerment, c) improvement of research and analysis to provide deeper insights, and d) ensuring effective public involvement, petitions and submissions.
Transforming the inputs and activities will require that Parliament utilises its available opportunities, including adopting technology faster into its processes, building stronger partnerships, utilising existing skills and expertise, drawing on the collective strengths of the legislative sector, and ensuring greater efficiency to reduce costs and ensure long-term sustainability.
3.6.5.1 Performance targets relating to the programme of Parliament A key input towards the strengthening of committee oversight include adequate time for committees to conduct oversight.

Committees will require more dedicated time in the form of committee weeks.

For this change to occur, the Parliamentary Service must prepare a programming framework based on the statutory and strategic requirements, the direction provided by the Executive Authority, and that of the Programming Committees.
The new programming framework will be implemented over time, with a gradual shift towards dedicated constituency, committee and plenary weeks.

The new framework will also need to schedule joint committee and joint inter- sectoral work.

In addition, the Parliamentary Service must prepare a draft Oversight Plan, based on the inputs of Officer Bearers and key stakeholders, to direct the oversight work of Parliament.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 44 3.6.5.1.1 Annual performance targets relating to the programme of Parliament Parliamentary Service Indicator Annual performance targets Estimate Estimated MTEF 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Programming service Number of annual parliamentary frameworks adopted Number of NA programmes adopted Number of NCOP programmes adopted - - - - - - - - - 1 1 1 1 4 4 4 4 4 4 4 4 3.6.5.2 Performance targets relating to Member capacity-building During their tenure Members of Parliament are required to apply a diverse range of skills.
If Parliament is to operate more efficiently and effectively, specific and needs- based capacity-building programmes are required to equip parliamentarians with the skills needed to perform their functions.

In order to provide more relevant and quality capacity development programmes the Parliamentary Service will need to address the following issues: a.

Ensure that programme development is based on a continuous needs assessment, with input and feedback from stakeholders, b.
Improve co-ordination and co-operation of role-players in the capacity-building c. area, with seamless and holistic services, Integrate individual capacity building programmes under a holistic curriculum, with separation into various programmes, courses, modules and subjects, d. Centralise resources and funding to improve overall programme impact, e. Initiate processes to measure the usefulness of programmes through regular satisfaction feedback.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 45 3.6.5.2.1 Annual performance targets relating to capacity building for Programme 2: Parliamentary Service Indicator Annual performance targets Estimate Estimated MTEF 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Capacity building service % Member Satisfaction - - - Establish baseline 65% 70% 70% 3.6.5.3 Performance targets relating to synthesis and analysis of information for deeper insights Members of Parliament represent the interest of people in government through the processes of legislation, oversight, appointments and international participation.
As modern government has evolved to a high degree of complexity, such representation requires the provision of several different streams of information, involving vast quantities of information.

More effective scrutiny and recommendations will require enhanced synthesis, analysis and research services.

The information and analysis provided by the Parliamentary Service must provide deeper insights into issues, and empower Members to effect deeper scrutiny.
The matter of sufficient research capacity in Parliament remains a key issue.

The 2017 Global Parliamentary Report indicates new trends in this regard.

Accordingly, Parliaments are establishing capacity to specialise and provide the following:  Information for Members,  Research for committees,  Procedural research,  Budget analysis, and  Gender analysis.

Research and information services in Parliament must access and review data sets and information.
It must analyse, evaluate and synthesise evidence and information to address the information needs of Members.

Parliament must also increase its ability to monitor, track and evaluate the implementation of recommendations and resolutions.

Parliament can also benefit from tracking its own data, to build an evaluative culture, and to gain insights into legislative impact.
The institution can further improve accountability by engaging and interacting with evaluations done by the Executive and other institutions, thereby providing a broader range of information and insight on the effectiveness of government programmes.

Providing a real-time country dashboard may help in holding the Executive accountable and keeping citizens informed on service delivery progress.
In order to provide quality information services, the Parliamentary Service will need to address the following issues: a.
Develop a 3-year Research Plan in support of the institutional Oversight Plan, Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 46 b. Co-ordinate the various Parliamentary Service information providers into an integrated and seamless delivery model, c. Ensure equal access to information services, d. Forge improved collaboration with partners and 3rd party/external stake- holders, e. Augment the information dissemination process, ensuring improved f. packaging, information simplicity, and ease of use of information products, Introduce institutional standards and quality management processes to ensure quality and objectivity, g. Establish a Research Advisory Panel to guide and advise information services, h. Implement an institutional knowledge management strategy, ensuring institutional data and information management processes.
3.6.5.3.1 Annual performance targets for information services for Programme 2: Parliamentary Service Indicator Annual performance targets Estimate Estimated MTEF Research service % Member Satisfaction Content advice service % Member Satisfaction Procedural advice service % Member Satisfaction Legal advice service % Member Satisfaction Committee support service % Member Satisfaction 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 - - -- - - - - - - - 57% 53% 70% 70% 70% 44% 70% 70% 70% 70% 64% 69% 70% 70% 70% 48% 43% 65% 70% 70% 63% 76% 70% 70% 70% 3.6.5.4 Performance targets relating to improving public involvement Involvement and participation by the public are key to ensure participatory democracy and more responsive government.
Increased public participation will require improved information dissemination and greater access for people to participate.

In turn, this will require the use of more languages, broadcasting on radio, social media and mobile technology, and the use of external networks to reach communities and people.

Greater access to participate in Parliament will require more joint public hearings, e-hearings, online submissions, and better use of constituency offices.
In order to ensure improved public involvement, the Parliamentary Service will need to address the following issues: a.

Implement interventions focussing on the delivery of public education and information programmes, empowering people to participate in parliamentary processes, mobilising public stakeholders, and capitalising on the use of digital and preferred platforms, Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 47 b.
Implementing virtual public meetings, e-hearings, e-petitions, c. Broaden cooperation with partners and stakeholders including the legislative sector, government, community organisations and institutions, d. Improved co-ordination of programmes with that of constituency offices, e. Strengthening the petitions process, f. Consolidating current programmes, capacities and resources into a single service to support public participation activities.
Parliament initiated an annual external survey in 2014 to measure public awareness, access and participation in the processes of the institution.

Since then the main indicators have shown increases in awareness, access and participation.

To improve these, the 2019 survey report recommended the following: a.

Increase familiarity of Parliament through easy to understand and user friendly communication strategies – which aim to educate rather than to overwhelm.
Focus on providing bite-size pieces of information in a language suited to the target market; b.

Television remains the main source of information to the majority of South Africans, but social media and the internet are the media of the future and greater emphasis should be placed on using these methods of communication; c. Public participation should continue to be a key focus for Parliament, as there is a fair amount of interest in knowing more about Parliament, but the public does not know how to do so.
Communicate how to engage with Parliament by using both traditional and modern forms of communication; d. There are clear demographic disparities when it comes to awareness and knowledge of Parliament, with South Africans with lower income levels and education appearing to be less informed about Parliament.

This is also the case with younger age groups and there are also regional differences.
The focus should be on targeting those demographic groups where a gap in knowledge exists and formulating strategies that align specifically with these groups.
3.6.5.4.1 Annual performance targets relating to public participation in Programme 2: Parliamentary Service Indicator Annual performance targets Audited performance Estimated MTEF 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Public participation service % Member Satisfaction - - - Baseline 60% 65% 70% Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 48 3.6.5 Programme expenditure estimates Sub-programme Medium-term expenditure estimate R thousands National Assembly National Council of Provinces Public participation and external relations Shared services Sectorial Parliaments Total Economic classification Current payments Compensation of employees Goods and services Transfers and subsidies Payments for capital assets Payments for financial assets Total 2021/22 45,946 49,149 598,437 46,170 739,702 569,424 170,278 0 0 0 739,702 2022/23 49,468 52,606 656,496 47,860 806,430 607,856 198,008 0 566 0 806,430 2023/24 53,174 60,392 706,271 47,716 867,553 652,124 214,859 0 570 0 867,553 3.6.6 Programme risk management During the planning process management identified the following main risks associated with programme 2:  A lack of sufficient public participation could lead to legislation be found  unconstitutional; Ineffective or weak parliamentary oversight over the Executive as a result of insufficient time for committee oversight activities, inadequate information, and ineffective co-ordination of activities in committees, Houses, and the legislative sector;  Loss of public confidence in Parliament due to poor image and unethical  conduct’ Ineffective and inadequate support to Members of Parliament to fulfil their constitutional functions due to misalignment of the institutional structure to strategy, budget and execution processes;  Reduction in institutional performance due to a non-conducive working environment, poor communication and working relations, associated stress of working in the political environment, ineffective policy and a weak performance culture.
Parliament maintains an effective system of risk management in order to ensure the achievement of institutional objectives.

Risk management is a systematic process to identify, assess, manage and monitor risk.

Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 49 3.7 Programme 3: Associated services and transfers 3.7.1 Purpose Provide facilities and financial support for political parties including leadership, administrative and constituency support.
The programme also provide transfer payments to entities in Parliament.

The programme contains no performance information.
3.7.2 Sub-programmes  Member’s Facilities  Leaderships, Administrative and Constituency support to political parties  Transfer to the PBO 3.7.3 Programme expenditure estimates Sub-programme Medium-term expenditure estimate R thousands Members’ Facilities Transfer: Political Party Allowances Transfer: Parliamentary Budget Office Total Economic classification Current payments Compensation of employees Goods and services Transfers and subsidies Payments for capital assets Payments for financial assets Total 2021/22 218,379 513,031 16,232 747,642 114,947 119,664 513,031 0 0 747,642 2022/23 365,160 538,682 15,803 919,645 94,518 286,306 538,682 140 0 919,645 2023/24 382,271 565,616 17,042 964,929 95,565 303,458 565,616 290 0 964,929 Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 50 PART IV: ANNEXURE 4.1 Description of the strategic management framework The strategic management process in Parliament is regulated by the Financial Management of Parliament and Provincial Legislatures Act, Act 10 of 2009 as amended, and consists of the sub-processes of:  policy development,  strategic planning,  operational planning and resource allocation,   performance monitoring and evaluation.
implementation, and The strategic management process is an integrated process that outlines the institution’s approach to strategic and operational planning, budgeting and resourcing the strategy, implementing the strategy and reporting on progress made towards meeting goals and objectives stated in the strategic plan.
In line with this the Financial Management of Parliament and Provincial Legislatures Act, Act 10 of 2009 as amended, requires that Parliament: a) submit a strategic plan (section 14); b) submit an annual performance plan (section 15); c) submit an annual budget (section 16); d) table the strategic plan, annual performance plan, and budget (section 17); e) appropriate and approve the use of money for each financial year (section 18); f) conclude performance agreements (section 8); g) submit monthly financial statements (section 51); h) submit quarterly performance reports (section 52); i) submit the mid-year budget and performance assessment (section 53); j) submit the annual report (section 55 to 59); and k) table the monthly, quarterly, mid-year and annual reports (sections 54, 59).
The composition of all related strategic management processes is known as the institution’s Strategic Management Framework.

The strategic management framework is a conceptual model that links all related processes and activities in a coherent arrangement.

The strategic management framework is used by top management to develop and decide on strategy, and to drive the implementation thereof.
The strategic management framework is benchmarked against present best practices in strategic management and incorporates the essential building blocks required to formulate and implement strategy in any institution.

Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 51 The strategic management framework for Parliament is depicted in the figure below.
The strategic management framework comprises of the essential building blocks required for the formulation and implementation of strategy.

The framework is based on the vision, mission and values of the institution.

The framework consists of two main elements, strategy formulation and strategy implementation.

Strategy formulation consists of environmental scanning, strategy formulation and goal setting.

Strategy implementation consist of structure and control and feedback.
Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 52 Purpose, vision, mission and valuesStrategic Management Framework -ParliamentFormulationImplementationEnvironmental ScanningStrategy formulationGoal settingStructureControl & feedbackExternal –OTPolitical, Economic, Social, Technology, Environment.World, Africa, Region, SANDP, MTSFScenariosSectorSector Framework Provinces MunicipalitiesInternal –SWPerformanceHR, Finance, Assets, Info, ProcessesAnalysisKey IssuesOpportunitiesRisksScenariosResults map/ frameworkStrategicdecisionsRecommend on Priorities, Strategic choices, Core Business, Budget allocationPolicy Priorities 30-year impact5-year outcomesStrategic planning5-year Strategic Plan 3-year APP and Ops PlansSector alignmentMeasures and scorecardsInstitutional indicatorsInstitutional scorecardBalanced scorecards StructuresOperating Model Budget StructureOrganigram/structureGovernanceLeadershipStrategic InitiativesProgrammesProjectsCollaborationSectorProgrammesGovprogrammesIntprogrammesResourcesVote 2 MTEFBudgets ExpenditureMotivationPerformance &IncentivesRecognitionCultureM & EReview & Evaluation 4.2 Quarterly targets 4.2.1 Programme 1 quarterly performance targets Parliamentary Service Indicator Annual target Q1 Q2 Q3 Q4 Digital service % Member satisfaction 74% 74% 74% 74% 74% Facilities management service % Member satisfaction 60% 60% 60% 60% 60% 4.2.1 Programme 2 quarterly performance targets Parliamentary Service Indicator Annual target Q1 Q2 Q3 Q4 Programming service Number of programmes 9 3 2 2 2 Capacity building service % Member satisfaction 65% 65% 65% 65% 65% Research service % Member satisfaction 70% 70% 70% 70% 70% Content advice service % Member satisfaction 70% 70% 70% 70% 70% Procedural advice service % Member satisfaction 70% 70% 70% 70% 70% Legal advice service % Member satisfaction 65% 65% 65% 65% 65% Committee support service % Member satisfaction 70% 70% 70% 70% 70% Public participation service % Member satisfaction 60% 60% 60% 60% 60% Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 53 4.3 Parliamentary entities reporting to the Executive Authority The following parliamentary entities report to the Executive Authority: a) Parliamentary Budget Office: b) Legislative Sector Support component: c) Office supporting ISDs: d) Treasury Advice Office: Director of the PBO, Executive Director LSS, Executive Director OISD, Manager Treasury Advice.
Parliamentary entities reporting to the Executive Authority.

These parliamentary entities will be required to present annual plans to the Executive Authority.

4.3.1 Parliamentary Budget Office Parliamentary entity Parliamentary Budget Office Mandate Outcomes Annual Budget R 16 232 000 Act No.
13 of 2018: Money Bills Amendment Procedure Related Matters Amendment Act, 2018 and Independent budgetary analysis for advise and stronger fiscal oversight Accountable Official Director: Parliamentary Budget Office Parliament of the Republic of South Africa | Revised APP 2021/22 Version R4 Page 54 4.4 References Constitution of the Republic of South Africa.

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