Department of Transport; South African Rail Commuters Corporation (SARCC); Compensation Commissioner on Occupational Diseases: h
Public Accounts (SCOPA)
07 June 2006
Meeting Summary
A summary of this committee meeting is not yet available.
Meeting report
STANDING
COMMITTEE ON PUBLIC ACCOUNTS (SCOPA)
7 June 2006
DEPARTMENT OF TRANSPORT; SOUTH AFRICAN RAIL COMMUTERS CORPORATION (SARCC);
COMPENSATION COMMISSIONER ON OCCUPATIONAL DISEASES: HEARINGS
Chairperson: Mr T Godi (PAC)
Documents handed out:
Department of Transport Annual Report 2004/5 (available at www.trasnport.gov.za)
SARCC Annual Report 2005 (not yet on SARCC
website)
Department of Health Annual Report 2004/5(available at www.doh.gov.za)
Auditor General's
Report on Department of Transport 2004/5
Auditor General's
Report on South African Rail Commuters Corporation (SARCC) 2004/5
Auditor General's
Report on Compensation Commission for Occupational Diseases 2004/5
SUMMARY
The Auditor-General's audit opinion of the financial statements of the
Department of Transport for 2004/5 was qualified. This was due to the late
submission of financial statements, fruitless and wasteful expenditure, irregular
expenditure, non-compliance with laws and regulations, internal control
weaknesses, and weaknesses in the control of transport-related public entities.
The Department was questioned on these matters and it generally acknowledged
that there had been bad financial management.
The South African Rail Commuters Corporation (SARCC) was called to account for
receivingf a qualified audit opninion from the Office of the Auditor General,
for the year ended 31 March 2005. This qualification was due to non-compliance
with legislation and regulations, lack of disclosure of remuneration, its
investment policy, weaknesses in the Corporation’s corporate plan, weaknesses
in the computer information technology environment, and consolidation. The
SARCC was confident that since the issue of the qualified opinion, it had
competently dealt with the weaknesses highlighted in the audit report, and that
it would not have to appear before SCOPA to account for the results of the next
financial audit report.
Representatives from the Department of Health were called in to account for the
qualified audit opinion for it entity, the Compensation Commission for
Occupational Diseases, for 2004/05. This opinion was due to its departure from
statements of generally accepted accounting practice, limited inspection of
risk shift registers, and inadequate controls over unclaimed benefits. It was
explained that the Compensation Commission was in the process of being handed
over to the Department of Labour, which would be better resourced to manage the
entity’s financial matters.
MINUTES
Department of Transport
By way of introduction, Mr P Gerber (ANC) stated that the Committee was
very concerned about the total disregard for laws and regulations within the
Department, which had led to a number of problems occurring in the 2004/05
financial year. He noted the Committee’s concern for the lack of budgetary
discipline within the Department, which had resulted in the inefficient
management of contracts and poor control of funds. The Department of Transport
would have to “get its house in order”, and tighten up its internal control.
Mr Gerber found it unacceptable that the Director General had not found it
necessary to attend any of the four audit steering committee meetings which the
Department had held with the Auditor General.
The Department of Transport Director General, Ms Mpumi Mpofu, responded that on
taking office on 1 April 2005, she had met with the audit committee, where she
clearly set out what she expected in terms of her relationship with that
committee. Considering the clear evidence of bad financial management within
the Department, she had also outlined the challenges ahead, in order to achieve
an unqualified audit report over a period of time. In addition, at that meeting
she had requested that members structure their meetings according to an outline
provided by herself. Hereby, members would be enabled to meet, consider matters
at hand, and in the end, call in the Director General in order to advise her on
their various conclusions on these matters. She assured the Committee that as
an accounting officer, she took her responsibilities very seriously. However,
having sat in on numerous technical debates by similar committees over the
years, she had found that she could use her time more productively. Subsequent
to her request, meetings had been structured accordingly, and she was able to
meet with the audit committee at the end of their deliberations, in order to be
advised of their appropriately articulated findings.
Mr Gerber requested comment from the Auditor-General regarding attendance by
the Director General at audit committee meetings.
The Auditor General acknowledged that at times, audit committee deliberations
were of a technical nature, but that according to ‘best practice’ principles,
it was advisable and appropriate for the Director General to attend audit
committee meetings. He added that for the committee to come to an informed
conclusion around recommendations and lines of action needing to be taken by
departments, they very often would require the input of an official from the
Department. The presence of the Director General, who was ultimately the
accounting officer, would therefore be recommended.
Mr Gerber then proceeded to question the Department regarding its contract for
the production of credit card format driving licences with the Prodiba. He
commented that an amount of between R440 million and R600 million had passed
through the Prodiba account. He asked who managed the account, how much surplus
had accrued on the Prodiba bank account, and what the Department’s plans were
to ensure that the surplus funds in the account were adequately accounted for
and paid over.
The DG responded that the Prodiba account was managed on behalf of the
Department. The Department had entered into an arrangement with a contractor to
manage the Prodiba account, transferring funds for the production of the credit
card format drivers’ licences. She acknowledged that the arrangements for the
management of the account, including disclosure of the details of the account,
were unsatisfactory.
The Director General continued that the management arrangements proposed by the
Office of the Auditor-General and the Accountant General would ensure that the
Prodiba account would be managed much more directly. The Department planned to
transfer the funds, excluding the surplus funds that had accumulated, which
stood at R105 million, to the Road Traffic Management Corporation (RTMC). That
would assist in setting up accounting and financial arrangements between the
Department and its agency, the RTMC. This would require adequate capacity
within the RTMC to manage the account.
Mr Dan Pretorius, the Chief Financial Officer, stated that the Department’s
Road Traffic Management Division was responsible for managing the account. In
the past year, the Department had written up financial records from the
inception of the contract from March 1998 to March 2006. They had compiled
financial statements for each year, discussing the disclosure issues with the
Auditor-General and the Accountant General. Both officers had confirmed that
separate financial statements should be compiled for the Department and for the
credit card licence facilities, so that the Auditor General could express
separate opinions on both entities. The Auditor General was currently in the
process of auditing all the records. He had indicated that although the
Department had not created a trading account, it should possibly have done so
at the very beginning. The Department was now planning to do that, until the
ceding of the contract to the Road Traffic Management Corporation.
On the matter of financial misconduct, Mr Gerber referred to a memorandum that
had been drawn up within the Department, regarding the unconstitutional
extension of the contract. He asked what had happened to the individual
responsible for the extension of that contract. He also wanted to know what had
motivated National Treasury to approve the extension of the contract.
The Director General responded that disciplinary steps had been taken against
the official who had irregularly extended the contract period. He subsequently
resigned from the Department, and the matter was referred to the state attorney
for further action. She added that the resignation of people who transgressed
in the public service posed a problem for Government’s ability to take punitive
action against such individuals. The state attorney had advised that in such
cases, the nature of the action that could be taken was limited to civil
action. Such an action could take a long time to conclude, and the Department
had done the best that it was able to, in that regard.
Dr E Nkem Abonta (ANC) asked at what point the Department had become aware that
there had been an irregular extension of the contract.
Mr J Makokoane (COO) responded that about three years back, the then Director
General, having discovered the irregularity, had regularised the matter. A
request was then sent to the State Tender Board, and on 9 October 2003, the
Department got an extension of the contract. The contract had been awarded with
the following considerations: (1) the tender was to be considered for extension
if the company concerned could show that they had satisfied the requirements of
the Department; (2) notwithstanding the irregular actions of the Departmental
official having overstepped his authority, they were confident that the
contract would have been awarded anyhow.
On the matter of credit card format drivers’ licences, Ms A Dreyer (DA) noted
that Prodiba consisted mainly of three entities: Face Technologies (33%), ID
Matics (wholly owned by Thomsons CSF, the French company which had been
embroiled in the arms scandal)(33%), and Kobitech (33%), a division of Kobi
Holdings, of which Mr Shabir Shaik is the Chairperson. She commented that 66%
of Prodiba therefore consisted of “very suspect” entities. She asked if, on
account of that, the Department had not considered reviewing its agreement with
Prodiba upon the conclusion of Mr Shaik’s trial, should he be found guilty of
fraud. Would the Department consider dropping the two latter components of
Prodiba, in order to continue with a “more healthy” business arrangement?
The Director General responded that the Department had had to manage the issue
very carefully. The Department had held meetings with Prodiba’s representatives
to discuss the matter. However the Department would have to apply much wisdom
as to how to deal with Prodiba, considering the 33% element (Face Technologies)
which was not affected by the judgement against Thomsons CSF and Kobitech.
Legal advice had been sought, and the Department was re-negotiating the
contract on the basis of the findings of the judgement against the guilty
parties, and with the parties unaffected by the judgement. They were
considering reviewing the details of the contract based on the eventual
findings of the trial, in relation to any corrective actions taken. They were
faced by the matter of how to fulfill its commitment to unaffected component
within Prodiba, and the matter of keeping the system fully operational so as
not to interrupt the production of drivers’ licences. In short, there was
considerable discussion surrounding the restructuring of contractual
arrangements. She assured the Committee that, bearing in mind the Department’s
concern for minimising negative effects upon operational issues, the Department
would resolve the matter within a period six months.
Ms Dreyer put it to the Director General that the Department had appeared
before SCOPA on the 22 May 2002 regarding more or less the same issues as now.
It appeared that the situation had now deteriorated, and that the Department
was in regression with regard to its financial matters. With its budget for the
year under review of about R7 billion, and with R9.8 million under-spent, the
Department had incurred millions in fruitless, wasteful and unauthorised
expenditure. She asked for the Director General’s view on its financial
management.
The Director General responded that she viewed financial management as the
largest responsibility placed upon accounting officers in government. The
transition in government from the old Treasury regulatory environment to the
Public Finance Management Act's financial management framework placed an even
more onerous task on Directors General to ensure that their departments
performed efficient management and were able to account for everything that
happened in respect to financial management. The Department of Transport
currently required a lot of interventions to assist it to become what it should
be in regard to its financial management. This was one of her primary tasks
within the Department. She continued that the challenges they faced were not
insurmountable. Her experience in government clearly indicated that sufficient
attention to those matters could result in prudent and efficient financial
management. The isolation of certain matters, especially those that have an
historical bearing, were particularly important to resolve. Had the particular
matter that had led to the qualified report in 2004/2005 been sufficiently
attended to in previous financial years, the problem would have been already
resolved.
Ms Dreyer observed that in the financial year under review, the Department was
forced to pay R958 683 in interest to a service provider, a clear example of
fruitless and wasteful expenditure. She asked for an explanation.
The Director General responded that the expenditure related to the lack of a
properly specified tender. They had erroneously excluded the issues surrounding
the migration from the previous National Traffic Information System (NATIS) to
the new NATIS, and had not made provision for the decommissioning of the
previous NATIS. In effect, the tender specifications, with a fixed budgeted
amount, had not included two important elements. Additional work subsequently
had to be done in relation that tender, which required a bigger budget for
tender. Sufficient provision had now been made in the budget in order to deal
with the matter.
Mr G Madikiza (UDM) questioned the Director General regarding the untimely
submission of travel claims. He asked what control measures were being put in
place to prevent a recurrence of this problem.
The Director General stated that the nature of the work of the Department
required frequent travelling, to the extent that certain persons necessarily
travelled internationally sometimes on a weekly or bi-weekly basis. There was a
lack of control in managing and processing travel claims. There was a
particular weakness in advancing amounts of money that had been paid out in
excess of what had been required for particular trips, which resulted in an
inability to make proper financial reconciliation. Secondly, the frequent
travel by an official meant that often management was unable to timeously
approve the authorisation of that trip. Further, the authorisation for the
travel agent to issue a ticket was not subject to sufficient control. The
travel policy of the Department was currently in place, however, and the
Director General had introduced a measure where officials would not be paid
more than they were entitled to for trips. The requirement for additional funds
would need to be specially motivated, and those amounts would be separately
allocated. Those people who did not return superfluous travel funds would have the
amounts deducted from their salaries, so that in the end, amounts paid out
could be properly reconciled.
Mr Pretorius noted that although the Department still experienced some problems
where certain claims were being approved late by managers, at the end of March
2006, R391 000 was outstanding in travelling advances. Of that amount, R243 000
had been cleared. Monthly deductions from salaries stood at R60 000. A further
R16 000 would be recovered in the current month of June 2006, and claims to the
amount of R47 000 were in the process of being compiled. Problem areas amounted
to R22 800, of which R16 000 was claimed back from people’s pensions, and in
one case the outstanding R2 000 would be subject to legal action. Lastly, in
another case, R4 000 would be reclaimed from the department to which a certain
transgressor had been transferred.
Mr Madikiza asked what the Department had done to rectify the issue of the
salary income tax in respect of temporary workers, which amounted to R1.1
million, and which had not been properly reconciled.
Mr Pretorius responded that at the end of each month, an automatic interface
between PERSAL, the salary system, and BAS, the Basic Accounting System, took
place. This interface credits the account of South African Revenue Service
(SARS) with the amount that had been deducted from employees’ salaries. The
amount is then paid over to SARS in the next financial year. Inexplicably, at
the end of March 2005, that interface was automatically reversed by PERSAL. The
problem was picked up by the Finance division just before the books closed, and
the correcting journal entry was passed. Due to an administrative error, that
correcting journal was posted the wrong way around, and the Department redid
the entry in double figures. The amount was declared as owing to SARS in the
Department’s financial statements, and was paid over in May 2005.
Mr Gumede (ANC) raised the matter of incompleteness of income on drivers’
licence registration fees. The same issue had been raised by the Office of the
Auditor General for a number of years. The Department needed to either recover,
or write off outstanding amounts. He asked for the reason for the recurring
problem.
Mr Pretorius acknowledged that the Department had been grappling with this
particular problem for many years. Currently there were over 400 driver licence
testing centres, who were all required by a certain regulation, to pay over 3%
of revenue to the Inspectorate of Driver Licence Testing Centres. For three
consecutive years, the Department had attempted to receive and modify
information from NATIS, to determine exactly what amount should have been paid
by the testing centres. Although that had now been done, they could not
reconcile the amounts that had actually been received. The Inspectorate of
Testing Centres had analysed amounts from 1 December 2001 to 31 July 2004, and
over that period there had been an over-payment of R956 000. The only
explanation that the Inspectorate could find for the over-payment, was that
during the period under analysis, testing centres had made payments for
previous financial periods. The Department did not have the information to
reveal which testing centres had paid or for which periods the amounts were
paid. The regulation in question had been repealed with effect from 23 July
2004. The reason for this was that the regulation’s original intention, of
funding the Inspectorate of Drivers’ Licence Testing Centres, had never
materialised. The Department virtually collected the funds, and paid them over
to the Revenue Fund. The Inspectorate was unable to reconcile the fees. The
Department had determined what was due from NATIS, and it would try to analyse
previous periods, to see whether it would be economical to pursue the matter
any further. Should this not be the case, the Department would have to “put the
whole matter to rest”.
Mr Gumede suggested that the Department give themselves three months, either to
recover amounts, or to write them off, so that they would no longer be included
in the Auditor General’s report.
Ms Dreyer observed that although the Department had a vacancy rate of 39% (the
acceptable was 5%), the Director General stated in her annual report that none
of the vacancies were critical positions. However, many of the vacancies
existed in highly skilled production, supervision and management posts. She
wanted to know what the Director General regarded as a critical position, and
why she thought that the high rate of vacancies did not have a negative impact
on service delivery in the Department.
The Director General replied that the Department had been restructured prior to
2004, with the intention of filling the posts which are now still vacant. The
process had been started at the time she took office. One of her primary
mandates was to re-look at the appropriateness of the structure in order to
determine new functions. The new structure of the Department had just recently
been approved. The posts referred to as non-critical, were held in abeyance in
view of the restructuring exercise, because they were not considered critical,
and likely to change in view of the restructuring exercise. The filling of
critical posts had been proceeded with. Both the Strategic Plan of 2005/2006
and the restructured organisational establishment were now much more closely
aligned in terms of functions for implementing of departmental programmes. The
filling of vacancies had begun in earnest, following on the approval of the new
departmental structure. The last two editions of the Sunday Times had carried
advertisements for the most senior positions in the Department, and this move
to fill vacancies would be continued in earnest in the coming weeks. An exact
figure reflecting the vacancy rate could not be given at the time, as posts
were being filled on a daily basis.
Mr Madikiza asked, in relation to irregular, fruitless and wasteful
expenditure, what had been done about the Department’s neglect of duty, and
what mechanisms were being put in place to prevent recurrence.
Mr Pretorius replied that all payments were made by either the financial
division, or the Department’s supply chain management division. The latter
division processed all tenders based on contracts that were tendered for or
orders that were placed. The finance division paid all travelling claims, the
Telkom account, foreign affairs, the state attorney’s account, transfer
payments that were based on contracts, and so forth. In that sense, all
payments made by the finance division were not direct procurement-related
payments. The finance division had been instructed to stop making any payments
that were contract-related, because a contract management system had been
installed within the supply chain management division. Every order was logged
onto the system, and all payments were checked against the orders placed. The
system was able to identify over-payments leading to fruitless or wasteful
expenditure. The two cases identified in the year under review, occurred when
(1) the Departmental Information Technology Committee, due to a lack of
knowledge, approved the purchase of goods where policy was not followed, and
(2) an investigation initiated by the Department picked up an irregularity.
Thus, the Department was “picking up” on financial irregularities and dealing
with them. Matters were first taken to a financial advisory committee on
financial irregularities, from where they could be handed over to Labour
Relations or to Legal Services for further follow-up.
This concluded this section of the hearing. The Chairperson thanked the
Director General and her team for their presence before SCOPA. He hoped that
the Department would use the resources available to it as prudently as
possible, in order to advance the political imperative of service delivery to
the people of South Africa. Lots of interventions would be necessary to assist
the Department to be all it could be. He commented that Ms Mpofu was the third
Director General in a period of three years, and he hoped that she would not
migrate to another area, but “stay put” to enhance the profile of the Department.
Ms Mpofu responded that she was “unlikely” to leave the Department soon, adding
that in her previous portfolio, she had remained there for eight years.
South African Rail Commuters Corporation (SARCC)
Mr T Mofokeng (ANC) asked the SARCC delegation why the remuneration of the
Chief Executive Officer, the Chief Financial Officer, and senior management
were not disclosed in the annual financial statements, as required by Treasury
regulations.
Ms Neli Xaba, Acting Chief Executive Officer, replied that although the
Department had previously not complied with Treasury regulations “because of
certain issues”, disclosure had now been made for the new financial year. On
being pressed by the Chairperson on the specifics of the “certain issues”, she
responded that the consolidation process which was taking place at the time,
involving negotiations among the SARCC, Metro-Rail and the unions, contributed
to the non-disclosure of remuneration figures.
Mr Mofokeng asked if performance bonuses had been paid out. If so, he asked how
much had been paid, and what criteria had been used to decide whether
individuals should receive bonuses or not.
Ms Xaba replied that for the year under review, Department officials did not
earn bonuses. The SARCC used a performance management system which had been
instituted in 2005. Bonuses would be determined at 10% of the basic salary, and
all employees were eligible to earn bonuses, which were at the same level for
all employees, without differentiation.
Mr H Bekker (IFP) asked if the disclosure of remuneration figures in the
current financial year would include disclosure of remuneration figures for the
previous financial year, which had not been reported on.
Ms Xaba replied that in terms of the submission that had been made on 31 May,
the prior, unreported figures had not been shown. However, the submission could
be adjusted to show those figures.
Mr Gerber commented that the Department’s decision not to disclose remuneration
figures was wrong. As an agency of the state, that was being paid by taxpayers,
they were employing unethical measures in refusing to disclose remuneration
amounts as a maneuver to outwit other role-players with which it was
negotiating. Further, he asked why the Committee had previously had to “battle”
to receive information on remuneration figures, and had received that
information just an hour and a half prior to the meeting, whereas that
information would be available in the new report. Lastly, he asked if the
reported thirteenth cheque for each member of executive management was in lieu
of a performance bonus, or if it was in addition to a performance bonus. This
particular question did not receive a response.
Ms Xaba indicated that the information on remuneration figures had been sent to
her office at only 3pm on the previous day, and they had responded to that
information immediately. All questions from SCOPA had only been received on
Monday, 5 June, and responses had been sent off. The second batch of questions
had been received on Tuesday, 6 June, and they had also been responded to.
Dr Nkem Abonta commented that where it was law to declare information, no
entity had the right to decide not to declare. Should such an entity not wish
to declare, they should follow proper procedure, in applying to National
Treasury, explaining their reasons. Only upon receiving approval, could an
entity not declare information. Not to follow such procedure was unlawful and
unacceptable. He asked if employees had to meet certain criteria, based on
which they could receive performance bonuses, and if everybody received the
same bonus amount across the board, irrespective of the level of their
performance.
Ms Xaba replied that the Corporation’s performance management system clearly
defined objectives per employee, and the performance against the objectives was
reviewed by analysts twice a year. The incentive system also rates and
quantifies performances achieved by each individual in the organisation.
Performance is rated in terms of the behaviour of the individual, the division
in which individuals belong, and the organisation as a whole.
Mr Madikiza asked why, according to the Auditor General’s report, the
Corporation did not comply with the requirements of Generally Accepted
Accounting Principles (GAAP) where they related to the impairment of assets.
Ms Xaba explained that, at the time of the establishment of the SARCC, through
the Legal Succession Act, all assets were transferred from SATS to SARCC.
Instead of allowing for the previous depreciation of those assets, the SARCC
incorrectly appreciated them as though they were brand new. The organisation
had now embarked on an exercise where they were forced to verify each
individual asset afresh, particularly the rolling stock. Because the
Corporation had not complied with certain sections of GAAP, all elements were
not complied with. The section further prescribes that all items had to be
derecognised and recapitalised. Those processes were now complete, and all
assets had been identified and classified into components. The rolling stock
had been classified into four components. This entire exercise had taken the
organisation a year and a half to complete, but for the current financial year,
they were in compliance.
Ms Dreyer observed that the PFMA required that entities must have a borrowing
programme for the year. Although the SARCC did enter into borrowing agreements
for the year under review, it did not submit a borrowing programme for the
year. She asked if the Acting CEO was aware that this omission could lead to irregular
expenditure. Further, why was there no borrowing plan, why had the Minister’s
approval not been obtained for the loans, and what steps had been taken to
ratify these loans?
Ms Xaba explained that before 2000, SARCC did not receive a capital subsidy from
government. It was allowed to borrow money from the marketplace in order to
effect improvements on its buildings and rolling stock. When the PFMA was
passed, it stopped the organisation from making loans of any sort. SARCC
started to receive a capital subsidy to make improvements to its buildings and
rolling stock. The SARCC subsidiary, Intersite, managed property on behalf of
the Corporation. Intersite had been established to generate income through the
exploitation of assets, in order to reduce SARCC’s reliance on the Department
of Transport, and in order to subsidise its commuter services. To do that, it
was necessary to effect some improvements on the Corporation’s buildings in
order to generate rental income.
None of the employees at SARCC realised at the time that, because this
arrangement created a liability on the financial books, it should be treated as
a loan. The arrangement took the form of a discounted lease agreement, where
there were no guarantees or securities required. The lease arrangement was able
to secure for the Corporation a “state-of-the-art” building which it had not
paid for, which it still owned at the end of the lease term, and for which it
could obtain a high rental income. The secondary objective of Intersite, to
reduce the subsidy reliance upon the Department of Transport, was now also
being met.
SARCC started complying with GAAP in 2004/2005 financial year, with the
assistance of the Auditor General. It was then that the Corporation was able to
see in which areas they were non-compliant. This was why there was an Emphasis
of Matter by the Auditor General on the Corporation’s annual financial
statements. They had asked for pardon from the Minister of Transport,
explaining that they had not realised at the time that the discounting of
leases would affect the balance sheet as a liability. Even though the
arrangement was in breach of legislation, it had assisted the organisation in
obtaining rental incomes. The Minister understood the Corporation’s reasons for
entering into these financial arrangements, and had indeed pardoned the
Corporation for having transgressed the PFMA.
Dr Nkem Abonta questioned whether the Minister had the right to pardon an
offence against legislation. He asked why the Corporation had failed to show any
risk management systems or fraud prevention plans in its corporate plan, even
though these were required.
Ms Xaba responded that a risk assessment and a fraud prevention plan had been
submitted, although separately, and not as part of the corporate plan. The plan
that had been submitted to the Department on the 31st in terms of
the corporate plan, now contained the bulk of all that information.
Mr Gerber, on the matter of internal privatisation, asked what the situation
was regarding the consolidation of entities to make them more streamlined and
cost effective.
Ms Xaba explained that this was a consolidation of SARCC and Metrorail.
Metrorail was providing a commuter service on behalf of SARCC, and was being
housed under the Department of Public Enterprises. The consolidation
effectively brought together Metrorail and the owner of the asset. Metrorail
had never owned any assets. All the overheads, the stations and so forth, had
always been owned by SARCC. The operations of the commuter services were now being
consolidated in order to make the service more effective. This meant that all
decisions regarding the operations of the service would be effectively done
together with the people who operate the assets, and those who own the asset,
on behalf of government. Consolidation had taken place as of 1 May 2006, and
the SARCC and Metrorail are now one entity. This included all the employees of
Metrorail. Some of the integration processes were still being worked on,
however.
Mr James Ngobeni, SARCC Chairperson, explained that the bringing together of
the two entities were found to be absolutely desirable. Even though Metrorail
was the operator, it was not reporting directly to SARCC or to the Department
of Transport, but rather to Transnet. The nett effect of that was that it was
creating tensions, with much duplication of work was being done. Consolidation
would bring about a level of efficiency not experienced before. The current
SATAWU strike under Transnet had delayed the process of consolidation for some
time. Further, it was not possible yet to effectively see the nett result of
consolidation due to the ongoing strike by SATAWU.
Mr Bekker asked, citing 9.1 of the SARCC Director's Report in the Annual
Report, if it was advisable for an organisation’s CEO to form part of the Audit
Committee. He suggested that this official’s presence could result in the Audit
Committee being “hamstrung” in their discussions.
Mr Ngobeni explained that where the CEO participated in Audit Committee
meetings, that person would not be present as a full member, but only by virtue
of the fact that issues were being discussed that directly affected the
operation of the organisation. It was desirable in that respect to have the CEO
present, so that pertinent issues could be discussed for “on-the-spot” feedback
by the CEO. However, when decisions needed to be taken as a board or committee,
the CEO would be excluded.
Mr S. Fakie, the Auditor General, explained that the Audit Committee is an
independent committee with outside members. He considered it best practice for
the CEO to be part of the Audit Committee as an ex officio member. The Audit
Committee, in order to arrive at any decision, needed to engage with the person
responsible for the day-to-day operations of the organisation. The Audit
Committee may choose to exclude the CEO from deliberations in certain sensitive
matters.
Mr Gerber commented on the vandalised state of SARCC stations. This gave a poor
impression of Intersite, the entity responsible for managing property on behalf
of the SARCC. Millions of rands in infrastructure was being destroyed. He asked
for comment on why Intersite was apparently not taking care of assets for which
it was responsible, and for not optimising opportunities for improvement.
Mr Ngobeni stressed that Mr Gerber’s comments highlighted the problems caused
by two entities operating one particular service, not only in terms of
operations, but also in terms of safety and security. This situation led to the
various role-players looking to one another to perform certain tasks, which in
turn led to the state of affairs where the condition of assets were in a state
of deterioration.
The Chairperson stated that the Committee required to know what specifically
was being done to upgrade services. Although the SARCC might have an immediate,
appropriate response, it was an issue that needed to be addressed.
Mr Mofokeng drew attention to the weaknesses in the computer technology
environment identified in the Auditor General’s report. He asked what the
present situation was regarding the disaster recovery plan.
Ms Xaba responded that, at the time of the audit, the organisation had been
working on a disaster recovery plan which had now been completed, and they had
already started with the first phase of the implementation of the plan.
Mr Mofokeng asked how the security control weaknesses on the operating control
system were being addressed.
Ms Xaba explained that any weaknesses identified, whether in terms of internal
or external audit reports, become the focus of all the executives responsible
for those weaknesses. According to a review recently completed, most of the
internal control weaknesses previously identified were no longer in existence.
Mr Mofokeng asked how the physical control weaknesses of the application server
rooms had been addressed.
Ms Xaba stated that security control weaknesses in the server room were
identified when the organisation started to work on its disaster recovery plan.
All of their servers were now being housed in a separate room, and the
organisation was in compliance with all regulations. She believed that the
auditors would in the current year’s audit place reliance on the IT control
environment of the SARCC for the first time.
Mr Mofokeng concluded that SARCC’s financial books were in a bad state of
affairs, leading to an adverse audit opinion. SCOPA expected that the
weaknesses highlighted by the auditors had to be dealt with and that the
“culprits” be brought to book.
The Chairperson thanked the SARCC for their responses which had helped to give
clarity and which would assist the Committee in developing a resolution and
giving recommendations.
Compensation Commission for Occupational Diseases (CCOD)
Mr E Trent (DA) said that since the Auditor General’s audit report of 2001/2002,
the financial books of the organisation had become progressively worse. Why was
it that it appeared as though no notice had been taken of the Auditor General’s
concerns?
Mr T Mseleku, the Director General of the Department of Health, explained that
the entity had been delisted in 2003/2004. For the 2004/2005 financial year, it
was becoming the responsibility of the Department of Health. Since then, they
had taken steps to improve certain aspects of the entity, particularly with
regard to the issue of staffing. Here, they were in deep discussions with the
Department of Labour and the Department of Minerals and Energy. The entity
should ideally form part of the Department of Labour, and the discussions with
Labour were geared towards this ideal.
The entity had, for various reasons, a dysfunctional audit committee, and steps
were being taken to rectify the situation. They were considering the
possibility of dissolving the committee, and the Minister had taken steps to
establish a new committee.
With regard to the entity’s policies and procedures relating to steps for
control, they were moving to ensure that this was taking place. On compensation
for miners, there were now control systems in place that could begin to account
for some of the measures taken. Nevertheless, there were difficulties that were
being experienced. The Act which governed its operation was 33 years old, and
although it has been amended, it needs to be overhauled.
Mr Trent asked if significant improvements could be expected in terms of the
audit opinion.
Mr Mseleku responded that he hoped so.
Mr Trent asked what policies and procedures were necessary to rid both the
Medical Bureau for Occupational Diseases (MBOD) and the Compensation Commission
of significant backlogs in processing benefits.
Mr Mseleku responded that in relation to the MBOD, the Department was getting
their provincial colleagues to put in place very clear controls with regard to
the health personnel that was supposed to be assisting with the process. Their
must be occupational people responsible for the processing of these benefits in
a controlled manner, because in the absence of occupational staff being
present, many uncontrolled claims were being processed.
In regard to CCOD, Mr Mseleku explained that fast-track processes had been
implemented for dealing with certain backlogs. Payment of the former Transkei
workers had to be fast-tracked, and many of those backlogs had been dealt with.
With regard to other backlogs, they had to ensure delivery of service without
compromising on quality controls.
Mr Trent asked what the Department would do to attract the necessary financial
management and accounting skills in order to remedy the entity’s inability to
verify unclaimed benefits, and debtors and creditors.
Mr Mseleku responded that this matter was linked to the restructuring process
of this entity together with the other entities. It would have to fall within
the accounting processes of the new entity that would be established in the
Labour Department. This transfer of the entity would take approximately one
year to occur. Meanwhile, they were drawing upon the accounting skills
available in the Department of Health, and they were “beefing up” the
structures of the CCOD to ensure that proper accounting processes were taking
place. They also had to ensure against creating blockages for systems that
might not be compatible with the systems that were going to be implemented.
Mr Trent asked why the Fund was not in a position to compile financial
statements on an accrual basis. Accrual accounting had been done in the
previous year, but for the year under review, they had reverted to cash
accounting.
Ms L Mashiane (ANC) asked what was being done to improve the speed of
processing claims, which was presently very slow.
The DG responded that the Department had just embarked on a process to review
the CSIR system which it was using. They were trying to see what could be done
to improve the system. They were working very closely with the Department of
Labour on the matter. They were expecting a report by the following month.
The Compensation Commissioner, Mr B Mashego, stated that the purpose of
verification by fingerprints was to ascertain whether people had claimed before
in the 1970s or 80s. The process was a slow one. They were currently attempting
to computerise the system through the services of the Department of Home
Affairs. However, Home Affairs was currently experiencing a backlog in their
system, and was not able to immediately accommodate the CCOD. Since that was the
mandate of the Department of Home Affairs, the CCOD had no other recourse but
to wait until they could be accommodated.
Ms Mashiane asked how the CCOD planned to visit the 278 registered mines to
verify their condition, considering that less than 10% of the mines had thus
far received a visit, and there was only one person available to perform
visits.
The Commissioner replied that in the past two years, the CCOD did not have
anyone who was able to visit the mines. In the current year, however, there were
two people, although one had resigned. The vacant post would be filled very
soon. He continued that not all mines had to be visited.
Mr V Smith (ANC) observed that the CCOD’s management fees had moved from R1
million to R3.6 million. To whom were these monies being paid? He also wanted
to know about investment losses to the value of R45 million, and asked how that
had happened.
The Commissioner responded that in 2001, the CCOD was listed as a public
entity. They invested with private investors, with bonds, equities, and so
forth. For that, management fees had to be paid. On the advice of the Auditor
General, they had cancelled the agreement with the private investors, and
listed with the Corporation for Public Deposits (CPD), subsequently incurring
losses to the tune of R45 million.
Mr Smith commented that that was wasteful expenditure for which somebody must
account.
The Commissioner explained that the Auditor General had made it clear to the
CCOD that since they were not a public entity, they should invest with the CPD.
National Treasury had also suggested the same.
The Auditor General commented that his Office would not make a suggestion of an
operational nature. The Act which came into effect in 1973, required the
Commissioner to invest any surplus funds with the Corporation for Public
Deposits. His Office had advised the CCOD that they were not investing in terms
of their own Act.
Mr M Fletcher, speaking for National Treasury, felt that a full report was
necessary on the issue. Mr N du Plessis, also from Treasury, promised to submit
a report from Treasury about this.
In closing, the Chairperson stated that there were serious challenges to be
addressed, particularly in favour of those sick people who sought and required
support from the Fund. The problems which the CCOD could not resolve were only
compounding the suffering of those people. He called upon the CCOD to resolve
the problems relating to the management and control of their financial matters
speedily.
The meeting was adjourned.
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