Department Strategic Plan and Budget: briefing

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Meeting Summary

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Meeting report

AD HOC COMMITTEE ON PUBLIC WORKS

PUBLIC WORKS AD HOC COMMITTEE
26 May 2004
DEPARTMENT STRATEGIC PLAN AND BUDGET: BRIEFING


Acting Chairperson:
Ms C Ramotsamai (ANC)

Documents handed out
Department Presentation on its Strategic and Key Challenges
Department Presentation on the Overview of the Department
National Department of Public Works (NDPW) Budget Vote
Committee Programme (see Appendix)

Relevant document:
Budget briefing (this was not discussed at the meeting)

SUMMARY
The presentations by the Department focused on its strategic goals for 2004-2007, its organisational structure, scope of responsibilities, programmes and budget, key challenges and initiatives as well as its the regional operations and policy directives, the Expanded Public Works Programme (EPWP) and its asset management operations.

During the discussion Members sought clarity on the maintenance backlog of state assets, the efforts made by the Community Based Public Works Programme (CBPWP) to alleviate poverty, whether the Department had a comprehensive database in place for the assets it managed, and the Department's plans to fill its numerous vacancies. The Department was also asked about its plans to deal with corruption within the Department, the wage rate for those workers involved with the EPWP, fronting and Black Economic Empowerment, the measures put in place to monitor employees and contractors as well working cooperatively with the other two spheres of government.

MINUTES
Briefing by Department

Mr James Maseko, Director-General: Public Works Department, conducted the presentation entitled "Strategic Direction and Key Challenges for the new NDPW" (document attached) which outlined the vision and mission for the Department, its strategic goals for 2004-2007, the core business of the Department, its high-level organisational structure, the scope of responsibilities within the Department, its programmes and budget, key challenges and initiatives.

Dr Shaun Philips, Chief Operations Officer, conducted the presentation on the overview of the Department (document attached), which outlined the regional operations of the Department, its policy directives, the Expanded Public Works Programme (EPWP) and its asset management operations.

Discussion
Ms T Nwamitwa-Shilubana (ANC) sought clarity on the Department's initiatives to empower women, via the EPWP especially.

The Director-General responded that it was a wonderful initiative but he would unfortunately not be able to provide Members with the exact figures on the number of women that have participated in the programme or how many contracts have been awarded to women contractors. It was something that the Minister was quite passionate about. An often-cited programme was the refurbishments and improvements in the Leewkop Prison, which was awarded to a woman contractor "who did a stunning job". The Department even informed the media of this to prove that women contractors can do a decent job in a traditionally male-dominated industry. He stated that the exact figures would be submitted to Members at a later date.

Mr S Opperman (DA) requested the Department to clarify its current maintenance backlog of its assets, as well as the steps it was taking to address this problem.

The Director-General replied that the Department did budget and set aside funds on a three year Medium Term Expenditure Framework (MTEF) cycle for maintenance, but the Department was only able to do a limited amount of work due to the budget allocation. In the past the Department had always been unable to spend even the maintenance allocation, but this has been perfected to the point where the Department now faced the problem of over-expenditure. The Department was however planning in advance now for its maintenance function.

He stated that the Department was constantly in discussion with Treasury, and informed them that the Department's failure to adequately perform its maintenance function was having a detrimental effect on the service delivery of other government departments as well as on the morale of staff members. Treasury has requested the Department to commence a new quantification study on the size and nature of the problem, and to present Treasury with a plan on the finances needed to resolve the matter.

As part of the EPWP the Department also planned to use its maintenance as part of the implementation of the EPWP. This would allow the Department to employ labour-intensive methods to ensure job opportunities and also to further advance the goals of Black Economic Empowerment (BEE), and not simply to spend the finances on the repair and maintenance of buildings.

Mr N Magubane (ANC) sought clarity on the efforts made by the CBPWP to alleviate poverty.

Dr Philips responded that, by way of background, National Cabinet took a decision at the end of 2003 to close the Special Poverty Relief Allocation (SPRA), which was the successor to the Reconstruction and Development Programme (RDP) Fund. Both the RDP Fund and the SPRA were used to fund a range of poverty relief programmes, one of which was the CBPWP. Cabinet requested Treasury to review the SPRA and, as a result of the report it submitted to Cabinet on that study, Cabinet decided that it was better to have poverty relief mainstreamed into the normal budgeting process than to have a special plan for poverty relief programmes. This decision was based on the study's finding that special funds resulted in a number of problems in intergovernmental fiscal relations.

Once the SPRA was closed it became impossible for the Department which was responsible for the EPWP, to have a special budget for the EPWP. The Department thus had to design the EPWP bearing in mind that it would not be able to get a special budget for it. It is for this reason that the Department could not allocate a specific budget to the EPWP.

The Department sought to achieve the goals of the EPWP even though it did not have the necessary funds by working closely with other government departments and with other spheres of government. An example of these were the infrastructure projects. The success of this programme depended on the degree to which the Department could achieve levels of co-operative governance between itself and other government departments, the provinces and municipalities. It also required a high level of political mobilization of leadership at provincial and local level, because they would be implementing the EPWP not the national Department.

The role of the national Department is to try and make the work of the provincial and municipal officials and easy as possible by putting in place support mechanisms that would enable it to reach its objectives and the goals of the EPWP. To this end a toolkit for provinces and municipalities was developed which they could use to tender their infrastructure projects in a new and labour-intensive way. Both Treasury and the South African Local Government Association (SALGA) approved those guidelines. The aim was thus for provinces and municipalities to tender their infrastructure projects using the Department's tender and design guidelines and then, through the Department's facilitation and the Construction SETA (Sector Education and Training Authority), the private construction industry would then have the capacity to respond to those tenders and would be able to respond to those tenders labour-intensively.

One of the other support mechanisms that the Department has put in place for the provinces and municipalities was to come to an agreement with the construction SETA to make available 750 learnerships for emerging contractors to be trained as labour-intensive construction contractors. Under that learnership programme the provinces, municipalities, Department and construction SETA were being invited to participate in a two-year learnership which would provide them with classroom training that would be provided and paid for by the construction SETA as well as practical training which involved the allocation of practical training projects.

The Department has also asked all the high street banks for proposals for access to finances and credit for emerging contractors, and the Department has appointed ABSA Bank to provide such finances. The idea was thus that at the end of the two-year learnerships the contractors would graduate with technical competency, business skills and also with a two-year credit record, which should put them in a very good position to successfully tender for an ongoing stream of projects which would be issues by provinces and municipalities in terms of the tender and design guidelines.

In short then, the Department provided provinces and municipalities with the tools to ensure the implementation of the EPWP, and they were then ensuring that the construction industry has the necessary capacity to respond to their tenders.

Mr Opperman sought clarity on the R300m that was allocated to the Department for the Community Based Public Works Programme (CBPWP).

Mr L Maduma (ANC) stated that the Department indicated that R20m would be allocated to other government departments for the EPWP. He asked the Department to explain how it would co-ordinate such programmes that were in the hands of other departments.

Dr Philips replied to these questions by stating that, in terms of the review of the SPRA undertaken by Treasury, one of the decisions taken was that there needed to be a consolidation of the streams of funds flowing into municipalities. It was for this reason that the new Municipal Infrastructure Grant (MIG) was established. The reason for this was that certain municipalities had capacity problems, and this grant would reduce the burden on these municipalities as far as possible with regard to the reporting requirements to national departments to access funds. The aim was also to enable municipalities to have a single budgeting and prioritisation process. The CBPWP was one of the programme Cabinet decided must be integrated into the MIG, and thus the funds that used to come to the Department via the CBPWP now formed part of the transfers to municipalities via the MIG.

Ms T Nwamitwa-Shilubana sought clarity on the efforts made by the Department to ensure BEE and its plans to cater for emerging contractors.

Dr Philips responded that the Department was finalising plans for what it called the "Incubator Programme" which would build on its current Emerging Contractor Development Programme (ECDP), and this aimed to provide a much more comprehensive suite of support services to emerging contractors. This would include training and access to finance similar to the steps to ensure access to finance for the labour-intensive contractors as mentioned earlier, and would also include mentoring by accredited mentors.

Mr Magubane asked whether the Department had a comprehensive database for the assets it managed, and whether it included the assets held by the former TBVC states.

The Director-General replied that there was an asset register on a national level, and ongoing work was being done to improve it and to make it more efficient. This continuous updating process did reveal weaknesses in the asset registers of the former TBVC states, and the inconsistencies were being addressed by the updating process. The challenge was that the national and provincial spheres each had their own asset registers at this stage, and there was not proper co-ordination between the two. A further complicating factor was that some municipalities had their own asset registers, whereas others did not. The Department thus aimed to ensure that all spheres of government had good and efficient asset registers, and this process would be undertaken over the next few months.

An official from the Department stated that the Department was currently engaged in an exercise, together with the Department of Land Affairs and the nine provincial departments to attend to the vesting of the state properties. The current situation was that, because the Department of Land Affairs records listed properties according to different identification codes, the properties in the former TBVC states had different codes. The Department thus aimed to establish a uniform identification system which was necessitated by the municipal demarcation, which resulted in potential liabilities for rates and taxes. This would result in the situation in which either the Department or the provincial department would become liable for the rates and taxes incurred by the municipality.

Thus the current vesting exercise undertaken sought to identify the relevant authority in which a particular property vested, as well as to take care of the inherent liability that accompanied this. Thus the TBVC situation was currently being attended to, but it must be remembered that it was a rather complex situation. The experts in the Department of Land Affairs suggested that this exercise could take as long as three years to complete.

Dr Philips stated that prior to 1994 properties were registered in the Deeds Office under the old names, such as the Republic of South Africa, former provincial administrations as well as the former homelands. As a result of the new municipalities and nine new provinces, there were a huge number of properties that needed to be vested in their new names. This vesting process was not a simple one as there was an involved legal process which must be followed, consisting of a large number of steps, before the stage was reached at which the Deeds Office could be approached to vest the property with the rightful owner's name.

A further problem was that many of the properties in the former homelands were not properly surveyed, and they would now first have to be properly surveyed before it could be registered in the new province or municipality's name. Many of the properties inherited from the former homelands were never even registered in any Deeds Office whatsoever. This would put in perspective the magnitude of the process. The asset register cannot be completed until this vesting process has been finalised.

Mr Magubane asked whether the Department would ensure that the "war graves' included soldiers of the liberation movement who died overseas.

The Director-General responded that it must be remembered that the Department was an implementing agent for the Department of Arts and Culture, and that Department was managing the broader portfolio whereas the Department was merely responsible for the maintenance of the graves. The Department could thus not confirm whether or not those individuals would be catered for.

Mr Maduma stated that the Department indicated during its presentation that it also had programmes in foreign countries, and asked whether the Department was including up and coming South African contractors for those types of programmes. This would allow the developed countries to impart skills to South African contractors.

The Director-General responded that the Department could proudly state the it did use South African contractors and consultants. A good example would be the Chancery built for the Department of Foreign Affairs in Berlin, which was the work of a black South African architect from a BEE company who also had an office in Germany. German-based contractors were used but much of the material used in the building originated from South Africa. Another example was the Kinshasa chancery which was built by a white South African company which had a BEE partner. A definite requirement when working overseas was that the contractor must use a certain percentage of local labour.

Mr K Moonsamy (ANC) asked the Department to indicate the percentage of the 3822 emerging contractors that have been awarded contracts to date, and has any evaluation been conducted to assist their work.

Mr C Gololo (ANC) sought clarity on the geographical spread of the beneficiaries of the 7692 construction projects indicated in the presentation, and whether these covered the provincial municipalities and rural areas.

The Director-General replied to these two questions by stating that he did not have these figures with him but would provide Members with the relevant information at a later date.

Mr Moonsamy stated that the total of 1084 vacancies within the Department was very high, and asked the Department to explain how it planned to cope with such large vacancies and what level of vacancies they were. He asked the Department to indicate how soon the 15 top managerial vacancies would be filled.

The Director-General responded that these vacancies basically covered all the levels within the Department, and tremendous progress has been made in filling the senior management posts. The Department was placing advertisement in newspapers to fill the vacant posts on an almost weekly basis now, but it also sought to manage the process carefully so as not to have too many new people arriving at the same time. This would compromise the Department's ability to induct them and train them adequately.

The greatest area of need was in the area of project managers, because the Department ran many projects and this was thus an important feature. He stated that he was not sure when the posts would be filled because it was an ongoing process, and on an almost monthly basis new people were being taken on. The Director-General stated that he was making a concerted effort to ensure that even the period of recruitment was as short as possible, because one of the biggest problems in the public service was that it took forever to recruit an employee. One occasion it has taken a total of six months to place a person from the time the advertisement was placed to the day the person commenced employment.

The vacancies do have some impact on the Department's operations, but it was coping at the moment.

Mr Moonsamy asked the Department to indicate its plans to deal with corruption.

The Director-General replied that this was a challenge that faced all government departments, especially departments with as large a procurement budget as the Department's. The Department currently had a toll-free number which members of the public could use to report incidences of corruption. The law enforcement agencies were assisting the Department with additional capacity to conduct investigations in cases which had signs of corrupt activities. The Department has even appointed a firm of forensic auditors in a particular office which had more allegations of corruption.

The best way to deal with corrupt staff internally was to deal with it as effectively and as harshly as possible, and the Department was doing this quite well. This harsh approach would be the only way to punish corrupt employees and would send a clear message. The same approach would be followed with companies the Department contracts with. The Department was currently putting a risk management strategy in place which would essentially identify the points at which the possibility of corruption could exist in the value chain of the Department, and this strategy will be implemented within the next month. The Department was thus slowly getting on top of the challenge that was raised by corruption.

Mr Moonsamy sought clarity on how much exactly those involved in the EPWP would be paid, and perhaps a minimum wage should be introduced to protect them from unscrupulous employers.

Secondly, Mr Moonsamy asked the Department to explain its plans to target youth and women in its EPWP.

Dr Philips replied to these questions by stating that the notion of public works programmes was discussed between government, organised labour and business (the social partners) for quite a number of years, first under the National Economic Forum in the early 1990's and then by the Minister of Labour under NEDLAC. Those discussions resulted in an agreement between the social partners, which was later gazetted by the Department of Labour, as the Code of Good Practice for Special Public Works Programme. There was also a related Ministerial determination from the Minister of Labour governing the conditions of employment for public works programmes. This Code stipulated that employment is public works programmes was really a form of training and skills development coupled with some work experience.

In that regard the Code and the Ministerail determination did allow for some special conditions of employment, such as not requiring the employer to pay unemployment insurance as the employee because, by its definition, it is temporary work. This approach also allowed for task-based payment rather than daily payment, which was particularly important in infrastructure projects for labour-intensive construction methods to be competitive with machine intensive construction methods.

With regard to the wage rate, the Code stipulated that it was important in public works programmes to try and provide employment to the people targeted, and this related to Mr Moonsamy's question regarding the targeting of women and youth. The Code specified very specific targets for the participation of women, youth and disabled people for employment opportunities in public works programmes The Code also made the point that if the wage rate was set too high, it could turn away the very people the programme aimed to attract in the first place. Thus the wage rate should be set a level that did not attract people away from other low paying, more permanent employment.

In a nutshell then there is a legislative framework in the form of the Code which has been gazetted by the Department of Labour, together with the ministerial determination, which empowers provinces and municipalities to set the wage rate for their programmes according to local conditions, bearing in mind that they must not have unintended consequences of attracting people away from longer-term employment into the public works programme. All provinces and municipalities were encouraged to adhere to this Code.

Mr Moonsamy stated that he actually wanted to know how much precisely these workers were being paid per day.

Dr Philips replied that the wage rate for the programme that the President used to launch the EPWP a few days ago was R30 per task, and most workers produce one task per day. In the Gauteng and Western Cape Provinces the programmes tended to set their wages a bit higher and closer to the R45-R50 mark per task.

Mr H Maluleka (ANC) stated that there is a building in Pretoria which belonged to the Department and which has been standing vacant for the past 10 years. At some stage it was even occupied by people who have since been removed. The Department was even asked whether that building could be taken over by the Department of Provincial and Local Government and converted into residential units, but the Department replied that it was not suitable for occupation. He asked the Department to indicate its plans for this building, because it did seem to be a waste at the moment.

The Director-General responded that the building referred to was located on the corner of Bosman and Skinner Streets which used to house the SAP recruits. He stated that the broader issue was that in all spheres of government the government departments still did not have asset management plans which would allow it to manage its assets in a way that enabled it to implement its programmes, and the problem was that there was not a link between these to matters at the moment. The Department was putting in place a government immovable asset management framework that aimed to ensure that each sphere of government had this strategic asset management plan. This would be mastered with time. The Department was working with Treasury on this and it might even be a regulated matter, in order to have fewer under-utilised buildings.

Mr Moonsamy stated that the presentation indicated various obstacles that precluded the emerging sector from accessing credit, and asked the Department to indicate its plans to remove these obstacles.

Secondly, Mr Moonsamy asked the Department to explain the extent to which the procurement programme assisted the previously disadvantaged.

Ms P Sekgobela (ANC) sought clarity on the Department's plans to monitoring the training provided in the EPWP.

Dr Philips replied that the Department had developed a monitoring and evaluation system, with the help of the Human Sciences Research Council (HSRC), which will be implemented. It included the employment o service providers to carry out case studies in various localities. Here samples of workers will be selected from various types of projects, their movements will be tracked over time to monitor their progress and employment pattern. This will gauge the impact of the training provided.

Following the Department's engagement with the Department of Labour and the SETA's emphasis will very much be placed on the provision of training that was related to labour market needs. This was an ongoing matter, but no final matter has been taken on the matter. The SETA's themelves were having difficulty is identifying exactly what those labour needs are, so that training can be provided in relation to those needs and not simply for the sake of providing training.

Mr J Blanché (DA) expressed concern with the R723m shortfall for Programme 2. He asked whether it was not possible for the Department to simply develop a system whereby it conducted the maintenance that was needed on certain buildings, and then simply bill the department responsible for that building.

The Director-General responded that this was a possible route but also a very risky one, because it could result in unauthorised expenditure running into hundreds of millions of Rands. It must be remembered that he was not referring to buildings that the Department was using itself, but they were instead buildings that were used by another line Department. It could thus cause complications if the Department, for example, repaired a court building which belonged to the Department of Justice without their knowledge.

The Department was currently devising a new way of interacting with line departments via the creation of a Key Account Management Unit in the Department, and officials were appointed internally whose main function would be to work closely with those departments to help them to devise strategic plans for issues such as maintenance. He stated that a much stronger case would be made if the Department, together with the relevant line department, approached Treasury and requested funds for maintenance. This approach has displayed good results such as the management of dolomites for the South African National Defence Force (SANDF), in which Treasury awarded an amount of R60m for that particular project. This was thus a successful option and would improve over time.

Mr Blanche stated that ten years ago there were 14 vacant buildings in Pretoria that had been inherited from the previous government, and which the Department was leasing. He asked the Department to explain whether it was still paying leases on empty buildings and, if so, how many are there.

The Director-General replied that the Department was slowly getting on top of this matter, and the incidences of this kind of occurrence were decreasing. He stated that with the introduction of the new Cabinet and its Ministers more and more government departments wanted to move to new buildings. The Department was reaching a stage where it would have to put its foot down and not allow a government department to simply move out of a building to another while leaving a lease running in the former, as this created all kinds of problems.

Mr Blanche asked the Department to explain the measures it has put in place to guard against contractors who produce shoddy work.

The Director-General conceded that the Department needed to be more active in supervising contractors. This was a big challenge largely because, in the past, the Department would perform its own maintenance function, whereas this has now been contracted out by the Department. The point was that the Department still had to supervise the contractor to ensure that they perform in accordance with the Department's standards. He stated that the appointment of project managers would enable the Department to get on top of this problem, because these officials would then put measures in place to monitor the work done by the contractors. He agreed with Mr Blanche that this was a major source of wastage, and assured him that the Department has flagged this as a very important matter to be addressed.

Ms N Mdaka (UDM) asked the Department to explain the measures it had put in place to monitor the contractors taken on by the Department, to ensure that they are actually doing the work they were contracted to do and were not absconding from the site.

Dr Philips replied that the presentation emphasised that one of the Department's major challenges was to improve service delivery, and this applied to the national and provincial departments. The Department was currently formulating a service delivery programme, part of which ensured that all the Department's managers put in place a proper work plan for their work units. Targets must also be set for the work produced, and they must also be monitored and measured the actual work being produced. This programme will be implemented over the next few months, and once it was put in place there would no longer be situations in which workers were undermanaged and mismanaged to the extent that they could abscond from the work site.

The Deputy Acting Chairperson asked how the Department monitored "fronting" as it related to BEE.

The Director-General responded that this was a big challenge, and it was common to most government departments with a large procurement budget. The Department needed to tackle this problem together with the industry. The ECDP officers were managers appointed to monitor the awarding of contracts to emerging contractors, and part of their brief was to manage the database and to ensure that all the contractors were in fact emerging black contractors. It was however possible for some to fall through the cracks and be awarded tenders even though they were fronting for other businesses. The Department did not have a 100% fool-proof solution, but instead dealt with the matter on a case-by-case basis. Efforts will be made to devise a more comprehensive strategy to deal with this problem.

The Deputy Acting Chairperson asked whether the Department was following up on those persons it had trained, to ensure that they contribute meaningfully to the economy and not simply disappear.

Dr Philips replied that, with regard to the training provided to emerging contractors, one of the reasons for the designing of the "Incubator programme" was that criticism that the Department provided training but did not ensure that those contractors who received training improved so that they would no longer be considered emerging contractors. The Incubator Programme was thus a much more focused programme by which the Department would provide much more intensive training over a sustained period to a smaller number of contractors to ensure they emerge and continue to operate in the market as sustainable competitive contractors.

The Deputy Acting Chairperson asked how the Department monitored the separation of powers between the three spheres of government in terms of the Department's responsibilities, because in many instances it appeared that each sphere was doing its own thing.

Dr Philips responded that some of the initiatives taken by the Department have been with a view to achieving this holistic approach. An example would be the Department's agreement with Treasury which has resulted in the conditionalities on the infrastructure grants going to provinces and municipalities, which stipulated that municipalities must implement their projects in accordance with guidelines designed by the Department and approved by SALGA and Treasury. The Department has endeavoured not to be too prescriptive here but instead to allow for diversity amongst provinces and municipalities, and the guidelines really ensure the adherence to certain basic principles. One of these minimum criteria was that projects must be carried out in terms of the Code of Best Practice for Special public works programmes, to ensure that there was a certain level of permanent workers' conditions which would ensure that workers were not exploited. Apart from these few key principles there was much space for the provinces and municipality to creative and innovative and to put together programmes of quite a diverse nature.

The Director-General stated that that a forum of all the heads of the provincial Public Works departments met on a monthly basis to ensure co-ordination. The Minister also meets with the nine MEC's to ensure co-ordination. The Department was underway in getting the system to function properly because there was now greater willingness to co-operate as the three different spheres of government. The challenge still remained with local government however because the Department was rather removed from it, as there was no current forum within which the Director-General could meet regularly with local government officials. A close link has however been established with SALGA, and the Department tried to interact with the local government sphere through SALGA in an attempt to resolve the co-ordination problems.

The Deputy Acting Chairperson stated that the Director-General's earlier statement seemed to indicate a fragmented approach to the assembly of the state asset register, and asked whether there was a much more holistic and comprehensive register.

A departmental official replied that the terminology used here had to be explained. A distinction must be made between a basic inventory of property and a fully-fledged asset register. The first referred to what exactly the Department owned, and contained information on the formal proper description, the title deed particulars if the property is registered with the Deeds Office and its extent. Government however needs a fully fledged asset register which captures not only that basic information but also comprehensive and accurate information on things such as historical and current expenditure on property rates and municipal services, for example. It would also include information on the current utilisation of the property and even encumbrances on the property. This kind of information was not readily available in an electronic form.

The Department did have a basic electronic inventory, but this kind of information which provided the complete picture of the specific property was available from various sources and many of them were paper-based. The job of the Department was to combine all these various sources of information into a user-friendly single electronic asset register.

The Constitution placed a duty on the national and provincial departments to compile and maintain this asset register, and the provincial departments have committed to working with the Department on this matter. They undertook to continuously update the asset registers so that they become living documents which change continuously, and resources have to be allocated to this initiative to employ qualified officials to capture and maintain this register. Only when this is achieved can the Department answer any question as to what the state owns and the utilisation and lease agreements of each property.

The Deputy Acting Chairperson concluded by stating that the Committee looked forward to interacting in greater detail with the Department in future on many of the issues raised during this meeting.

Adoption of Committee Programme
The Committee adopted the Committee Programme.

The meeting was adjourned.

Appendix:
PROGRAMME OF THE AD HOC COMMITTEE ON PUBLIC WORKS

AS AT 14 MAY 2004

 

 

Date

Time

Venue

Agenda

1

12 May 2004

11:00-13:00

M46, Marks Building.

Election of the Chairperson

2

26 May 2004

11:00-13:00

Old Assembly Chamber

Introduction of Dept officials

DPW Strategic Plan 2004

3

2 June 2004

11:00-13:00

M46, Marks Building

Budget Preview

4

9 June 2004

11:00-13:00

V 227, Old Ass. Wing

Report on Budget vote

5

10 June 2004

11:00-13:00

National

Assembly

Budget vote debate

6

14 June 2004

11:00-13:00

To be confirmed

Visit to Parliamentary Villages

7

17 -18 June 2004

11:00-13:00

To be confirmed

Visit to George

8

23 June 2004

11:00-13:00

To be confirmed

Introduction of IDT

9

23 July 2004

11:00-13:00

To be confirmed

Strategic workshop

10

24 July 2004

11:00-13:00

To be confirmed

Strategic workshop

11

25 June 2004

11:00-13:00

To be confirmed

Strategic workshop

 

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