ATC171129: Report of the Joint Standing Committee on the Financial Management of Parliament on the Parliament of the Republic of South Africa’s 2016/17 Annual Report, dated 29 November 2017

Joint Standing Committee on Financial Management of Parliament

Report of the Joint Standing Committee on the Financial Management of Parliament on the Parliament of the Republic of South Africa’s 2016/17 Annual Report, dated 29 November 2017
 

The Joint Standing Committee on the Financial Management of Parliament, having considered the Parliament of the Republic of South Africa’s 2016/17 Annual Report, reports as follows:

 

1.         INTRODUCTION

1.1        Section 4 of the Financial Management of Parliament and Provincial Legislatures Act, No 10 of 2009 (FMPPLA) provides for the establishment of an oversight mechanism to maintain oversight of the financial management of Parliament. The Joint Standing Committee on the Financial Management of Parliament (the Committee) was established in terms of the Joint Rules of Parliament. The Committee has the powers afforded to parliamentary committees under sections 56 and 69 of the Constitution. In addition, section 4 of the FMPPLA mandates the Committee to, amongst others, consider Parliament’s Annual Report.

1.2        Parliament’s 2016/17 Annual Report was referred to the Committee on 1 September 2017 for its consideration. In its consideration of the report the Committee received input from the Auditor General of South Africa (AGSA). The Acting Secretary to Parliament—the accounting officer—and her senior management team appeared before the Committee in a meeting held on 25 October 2017 during which the institution’s performance for the period under review was interrogated.

1.3        This report should be read along with Parliament’s 2014-2019 Strategic Plan, the 2016/17 Annual Performance Plan and budget, as well as the institution’s 2016/17 Annual Report.

1.4        This report comprises four parts: Part A contains a summary of the institution’s financial and performance information for the period under review; Part B contains the Auditor General South Africa’s key findings; and Part C contains the Committee’s observations and recommendations.

 

 

2.         Mandate

2.1        Parliament derives its mandate from:

-           chapter 4 of the Constitution of the Republic of South Africa, No 108 of 1996, which sets out its composition, powers and functions;

-           the FMPPLA which regulates the institution’s financial management;

-           the Money Bills Amendment Procedure and Related Matters Act, 2009 No 9 of 2009 which provides procedures to amend money bills; and

-           the Powers, Privileges and Immunities of Parliament and Provincial Legislatures Act No 4 of 2004 which defines and declares the national and provincial legislatures’ powers, privileges and immunities.

 

2.2        Mission and vision

2.2.1     The institution has identified six values according to which it conducts its business: openness; responsiveness; accountability; teamwork; professionalism; and integrity.

2.2.2     In pursuit of its vision to be “activist and responsive” so as to improve the quality of life in South Africa and to ensure enduring equality, the institution has, as its mission, to provide, amongst others, “an innovative, transformative, effective and efficient parliamentary service and administration that enables Members of Parliament to fulfil their constitutional responsibilities”.

 

2.3        Strategic Priorities 2014-2019/Strategic Goals in the year under review

2.3.1     The institution’s five strategic priorities are:

-           strengthening oversight and accountability;

-           enhancing public involvement;

-           deepening engagement in international fora;

-           strengthening co-operative governance; and

-           strengthening its legislative capacity.

2.3.2     To achieve the above, the Fifth Parliament adopted the following strategic outcome-oriented goals:

-           to enhance Parliament’s oversight and accountability over the work of the executive to ensure implementation of the objectives of the Medium Term Strategic Framework (MTSF) 2014-2019;

-           to co-operate and collaborate with other spheres of government on matters of common interest and ensure co-operative and sound inter-governmental relations;

-           to enhance public involvement in the processes of Parliament to realise participatory democracy through the implementation of the public involvement model by 2019;

-           to enhance parliamentary international engagement and co-operation;

-           to enhance the ability of Parliament to exercise its legislative power through consolidation and implementation of integrated legislative processes by 2019 in order to fulfil its constitutional responsibility; and

-           to build a capable and productive parliamentary service that delivers enhanced support to Members of Parliament in order that they may efficiently fulfil their constitutional functions.

 

3.         Financial Performance in the year under review

Parliament received an unqualified audit report with no material findings on performance information and compliance with laws and regulations for 2016-17 financial year.

At the end of the period under review, Parliament had spent R2.252 billion of an adjusted appropriation of R2.189 billion, which resulted in an over expenditure of R62.816 million.

Table 1 below provides an overview of the expenditure per programme as at the end of the 2016-17 financial year.

Table 1: Appropriation Statement for 2016/17 (Source: Parliament of the Republic of South Africa, 2017)

Table 2 below provides an overview of Parliament’s expenditure per economic classification for the period under review.

 

Line Item

Final Budget R’000

Actual Amounts

Variance

Variance in percentage

Compensation of employees

778,816

880,992

-102,176

-12%

Compensation of members

529,798

436,488

93,310

21%

Goods and Services

482,629

430,650

51,979

12%

Transfers to non-profit organisations

394,428

403,264

-8,836

-2%

Acquisition of property, plant and equipment

4,758

22,118

-18,360

-83%

Purchase of intangible assets

-

2,004

-2,004

-100%

Table 2: Statement of comparison of budget and actual amounts (Source: Parliament of the Republic of South Africa, 2017)

 

3.1        Variances

The reported reasons for variances over 5 per cent within programmes are outlined below.

3.1.1     The Strategic Leadership and Governance programme recorded over-expenditure of R22.388 million or -30.75 per cent. The over-expenditure was due to the Parliamentary Budget Office (PBO) and Office of Institutions Supporting Democracy (OISD). Neither was funded by National Treasury. Instead both were funded from previous years’ unspent funds which were not surrendered to the National Revenue Fund (NRF) in terms of section 23(1) of the FMPPLA. These funds have since been exhausted. The institution reports that National Treasury has been engaged in order to ensure that the two offices are properly funded going forward.

3.1.2     The Administration programme recorded over expenditure of R57.923 million or -49.95 per cent. In this case too, the over-expenditure was due to projects not funded by National Treasury, having been funded from previous years’ unspent funds which were not surrendered to the NRF, in terms of section 23(1) of the FMPPLA. Donor funds were also used to fund all activities of the Legislative Sector Support. It was reported that National Treasury has been engaged with a view of ensuring that the Legislative Sector Support will in future be adequately funded.

3.1.3     The Core Business Support Services programme recorded an over-expenditure of R30.376 million or -5.78 per cent. It was reported that the Core Business Support Services budget always received an allocation that was less than what had been requested from Parliament. The shortfall has to date been funded from previous years’ unspent funds which were not surrendered to the NRF. The Executive Authority has referred the underfunding to the Minister of Finance for consideration in the baseline review of the 2017 Medium Term Budget Policy Statement (MTBPS) and the 2018/19 budget allocation.

3.1.4     With regard to the under expenditure of R93.310 million or 17.61 per cent on direct charges, the variance was ascribed to the baseline allocation not having been reduced downwards when several Members of Parliament lost their seats after the general elections in 2009/10. The unspent funds have been surrendered to the NRF in terms of section 23(4) of the Act. Parliament has requested National Treasury to shift the excess direct charges to the appropriated budget.

 

3.2        Disclosures

3.2.1     The reported irregular expenditure for the 2016/17 financial year was R528 thousand. The total irregular expenditure incurred between 2009/10 and 2016/17 amounted to R2.443 million. This was 84 per cent less than in the 2015/16 financial year where R15.031 million has been recorded. The reduction was due to the Executive Authority having condoned R13.116 million in the period under review. The total irregular expenditure for the 2016/17 financial year related to tax certificates that were not provided (R164 thousand); supply chain management processes that were not followed (R1.756 million); an award made to a member of Parliament (R20 thousand); and local content not specified in advertisements (R504 thousand). Parliament reported that it has established a Governance Assurance Committee to ensure the effective processing of irregular expenditure in the future.

3.2.2     In the period under review the institution incurred fruitless and wasteful expenditure to the amount of R255 thousand, bringing the total fruitless and wasteful expenditure since 2009/10 to R1.067 million. This represents an increase of 29 per cent when compared to the R830 thousand fruitless and wasteful expenditure recorded in the 2015-16 financial year. The fruitless and wasteful expenditure incurred in 2016/17 comprises: R206 thousand in cancellation fees; R218 thousand in interest on late payments; R207 thousand as a result of damages to/loss of hired goods; R116 thousand due to unaccredited courses; R14 thousand in traffic fine administration fees; R257 thousand related to backlogs due to unavailability of Parliament staff; and R49 thousand for ‘other’ reasons. It is noted that the Executive Authority condoned R18 thousand in fruitless and wasteful expenditure in 2016/17.

3.2.3     The reported contingent liabilities for the 2016/17 financial year amounted to R48.481 million for staff litigation (labour-related disputes by former and current employees) and R9.584 million for other litigation. When compared to 2015/16, staff litigation increased by R40.414 million whilst other litigation has decreased by R9 916 million. The increase recorded under staff litigation was due to an arbitration amounting to R38 million. This institution is challenging the ruling in the Labour Court.

3.2.4     In terms of the balance sheet, total assets of R489.336 million were recorded against total liabilities of R1.344 billion, resulting in an accumulated deficit of R855.062 million at the end of the 2016/17 financial year. The deficit resulted mainly from the provision made for post-retirement medical benefits for current and former members of Parliament and provincial legislatures. Parliament reports that it has requested National Treasury to take over the management and payment of such benefits. The total number of former Members of Parliament receiving the benefit currently totals 974. Should Parliament no longer be responsible for the post-retirement medical aid liability, its net asset position would amount to R155. 242 million. It is for this reason that Parliament continues to be regarded as a going concern.

 

 

  1. Performance across programmes

Although the institution showed a slight improvement on its performance in the previous year, it still failed to achieve the majority of its targets for 2016/17 financial year: it only achieved 20 of the 41 targets set. This section outlines the purpose and performance across the institution’s five programmes including the variances between targeted and actual performance.

 

4.1        Programme 1: Strategic Leadership and Governance

4.1.1     This programme provides for political and strategic leadership, governance and institutional policy communication and co-ordination, and oversight of the development and implementation of Parliament’s strategic plan, annual performance plan and budget.

4.1.2     The strategic objectives under this programme are:

-           to improve strategic, advisory, executive, administrative and logistical support to the Executive Authority; and

-           to improve independent, objective and professional analysis and advice related to the budget and other money bills.

4.1.3     According to the Annual Report two of the three targets set under this programme were achieved. The target that was not achieved related to the tabling of governance documents—only 21 per cent of referred documents were tabled timeously. The under-performance was ascribed to an ineffective tabling process.

 

4.2        Programme 2: Administration

4.2.1     This programme provides for strategic leadership support and management, institutional policy and governance, development programmes for Members of Parliament, overall management and administration, internal audit and financial management, and the Registrar of Members’ Interests.

4.2.2     The strategic objectives under this programme are:

-           to develop and implement the Members Capacity Building and Development Strategy by 2019 so as to improve the usefulness, relevance and accessibility of integrated development programmes for Members of Parliament;

-           to implement a revised Sector Strategy aimed at improving inter-governmental relations between Parliament and provincial legislatures by 2019;

-           to develop and implement efficiency measures to reduce inefficiencies by 1 per cent annually; and

-           to implement the FMPPLA in order to strengthen strategic management, governance and compliance.

4.2.3     According to the Annual Report four of the five targets set under this programme were achieved. The institution failed to comply with applicable laws and regulations—only 60 per cent of the prescripts were adhered to. The under-performance was ascribed to the absence of effective mechanisms for processing tenders and supplier payments. At the time of reporting, mechanisms were being put in place to improve turnaround times in this regard.

 

4.3        Programme 3: Core Business

4.3.1     This programme provides for procedural and legal advice, analysis, information and research, language, content and secretarial and legislative drafting services for meetings of the National Assembly and National Council of Provinces and their committees. According to the Annual Report only 7 of the 22 targets under this programme were achieved. The reasons for the under-performance are outlined in paragraphs 4.3.3 to 4.3.16 below.

 

 

 

4.3.2     The strategic objectives under this programme are:

-           to improve the average turnaround time for the provision of procedural, legal and content advice, research products, minutes and reports, and other products;

-           to refine and implement the Oversight and Accountability Model by 2019 so as to ensure that the Executive implements the objectives outlined in the 2014-2019 Medium Term Strategic Framework;

-           to develop and implement a legislative model aimed at improving the quality of support, advice and systems for law-making;

-           to develop and implement a cooperative government oversight mechanism to ensure better coordination;

-           to increase access to, and improve the quality of public participation in parliamentary processes; and

-           to enhance international engagement through increasing the number of reports on international engagements by 20 per cent.

4.3.3     Although the institution reported that all of the targets with regard to policy advice were met, it could not provide evidence to that effect. Internal controls and performance tracking would be strengthened to address this weakness.

4.3.4     The 24 per cent under-performance with regard to information requests responded to, was ascribed to inactive databases which had resulted in alternative sources of information having had to be used. Document management would be improved.

4.3.5     The 16 per cent under-performance with regard to the production of minutes was ascribed to capacity constraints and ineffective monitoring. A broader capacity plan and effective performance management system would be put in place to address the weakness.

4.3.6     Weaknesses in coordination and poor leave management had led to the 4,5 per cent variance in the availability of Hansard reports. Processes were being put in place to ensure business continuity.

4.3.7     The 21 per cent variance in the availability of interpretation services was ascribed to lack of capacity, poor leave management and weaknesses in coordination. Processes were being put in place to ensure business continuity. These include having freelance interpreters on stand-by as a contingency measure.

4.3.8     The 1 per cent under performance with regard to translation services was due to capacity constraints and weaknesses in coordination. The work allocation mechanism was being revised to improve performance.

4.3.9     The 3,8 per cent under performance with regard to public participation in parliamentary processes was ascribed to a poor reporting system, i.e. the scope, research, design and sampling.

4.3.10   International Parliamentary delegation reports were prepared but could not be submitted to the Parliamentary Group on International Relations (PGIR) which was not sitting. This had resulted in the 23 per cent under performance. The reports would be submitted when the PGIR met.

4.3.11   Inadequate internal controls within the International Relations and Protocol Division (IRPD) had resulted in the 28 per cent under-performance with regard to the analysis of international agreements. The internal controls would be strengthened.

4.3.12   The methodology when reporting on the provision of protocol services was inadequate and had resulted in the reported 62 per cent under performance with regard to adherence to state protocols. The weaknesses were being addressed.

4.3.13   The Public Participation Model could not be implemented in full owing to poor alignment of the work undertaken to date. The model would be replaced with a Public Involvement Index indicator in the 5-year strategic plan and annual performance plan.

4.3.14   Only a draft Oversight Mechanism was developed. The failure to develop the final version was ascribed to poor alignment of the work undertaken to date. The model would be replaced by an Accountability Index indicator in the 5-year strategic plan and annual performance plan.

4.3.15   The draft Legislative Model was not implemented, again owing to poor alignment of the work undertaken to date. The model would be replaced by an Accountability Index, and Public Involvement Index indicators in the 5-year strategic plan and annual performance plan.

  1. The Oversight and Accountability Model was refined but not implemented. This was also due to poor alignment of the work undertaken to date. The model would be replaced by Accountability Index, and Public Involvement Index indicators in the 5-year strategic plan and annual performance plan.

 

4.4        Programme 4: Support Services

  1. This programme provides for institutional communication services, human resource management, information communication technology, institutional support services, and Members’ support services. According to the Annual Report three of the seven targets set in relation to the programme were not met. The variances are outlined in paragraphs 4.4.3 to 4 4.5.
  2. The strategic objectives under this programme are:
  • to develop and implement a stakeholder management plan, and an integrated and independent scientific survey of Members’ satisfaction by 2019;
  • to develop and implement a comprehensive communications strategy by 2019 so as to increase public involvement through better communication of Parliament’s business;
  • to increase Members and employees’ universal access to integrated information services by leveraging current and innovative technologies;
  • to create a conducive working environment by optimising facilities usage and provide adequate and appropriate space so as to increase employee satisfaction; and
  • to develop and increase performance on the Talent Management index so as to increase the availability of strategic competencies, talent and skills.
    1. While the stakeholder engagement plan was completed it could not be finalised or implemented as it was not approved.
    2. The Comprehensive Communication Plan was developed and approved, but two of its milestones were not met.
    3. The 1 per cent variance in relation to creating awareness of the business of Parliament was not explained because the performance still represented an improvement on the previous year’s performance.

 

  1. Programme 5: Associated services
    1. This programme provides travel, communication and other facilities to Members of Parliament to fulfil their duties as elected public representatives. It also provides for financial support to represented political parties, their leaders and constituency offices. According to the Annual Report all four targets under this programme were met.
    2. The strategic objectives under the programme are:
  • to review the Members’ needs and integrated services in a seamless support service by 2018 so as to ensure greater effectiveness;
  • to reduce the average turnaround time for the processing and payment of reimbursements to Members; and
  • to improve the payment and compliance of transfer payments for effective financial management.

 

  1. Human Resources information

Parliament’s establishment comprised a total of 1 714 posts in the 2016/17 financial year. Of these 327 were frozen. A total of 1 320 posts were filled, and 67 were vacant resulting in a vacancy rate of 4.8 per cent.

Table 3 below provides an overview of the vacancies at the end of the 2016/17 financial year.

Vacancies by salary band

Number of posts

Frozen

Number of active posts

Number of posts filled

Active vacant

Active vacant by percentage

Lower Skilled (Level A)

Skilled (Level B)

Highly Skilled Production (level C)

Highly Skilled Supervision (Level D)

Senior Management (Level E)

Top Management (Level F)

154

359

878

 

291

 

29

3

27

85

141

 

67

 

6

1

127

274

737

 

224

 

23

2

118

266

702

 

210

 

22

2

9

8

35

 

14

 

1

0

7.1%

2.9%

4.7%

 

6.3%

 

4.3%

0%

Total

1 714

327

1 387

1 320

67

4.8%

 

PART B:           REPORT OF THE AUDITOR GENERAL OF SOUTH AFRICA

The AGSA submitted that Parliament has sustained its unqualified audit outcome with no material findings of the past three financial years. The positive outcome notwithstanding, the AGSA raised certain matters that could lead to a regression in 2017/18. These matters include supply chain management processes that were not being followed, and local content not specified in advertisements calling for bids. AGSA reported that the recurrence of these issues in the next audit cycle, could result in a paragraph on the prevention of irregular expenditure.

The AGSA highlighted that the institution needed to increase efforts to ensure the reliability of performance information. The AGSA reports that these matters were recurring, and had been raised with the institution in previous years.

 

PART C:           OBSERVATIONS AND RECOMMENDATIONS

6.         Observations

6.1        Compliance with legislative requirements

6.1.1     The Committee welcomes the unqualified outcome with no material findings which the institution has sustained for the past three years. The Committee further notes that Parliament’s commitment to maintain and further improve the internal control environment should result in the audit outcome being sustained.

6.1.2     Although the institution’s failure to table monthly and quarterly financial and performance reports was not significant enough to raise a material finding, it presented a risk to the Committee’s effective oversight of the institution’s financial management.

6.1.3     The Committee notes with concern that it has to date not received a report from the Executive Authority outlining the reasons for the condonation of irregular, and fruitless and wasteful expenditure amounting to R13.116 million and R18 thousand respectively. Section 65(4)(b) of the FMPPLA requires the Executive Authority to promptly record the reasons for the condonation in writing, and to submit same to the Committee.

6.1.4     Parliament failed to comply with section 56(2)(d)(iii) of the FMPPLA which prescribes that the annual financial statements must provide the particulars of any disciplinary or criminal steps instituted as a result of losses such as unauthorised or irregular, and fruitless and wasteful expenditure.

6.1.5     There was a disjuncture between the planned targets reported in the 2016/17 Annual Performance Plan and those reported on in the 2016/17 Annual Report. This is a cause for serious concern as it impacts negatively on the Committee’s ability to monitor and oversee the institution’s performance.

 

 

6.2        Performance and expenditure

6.2.1     The Committee notes with concern that although the institution only succeeded in meeting 20 of its 41 targets it had set for the period under review, it had over-spent on its budget by R62.816 million. Of particular concern is the performance under Programme 3, Core Business Support Services which comprises functional areas that are core to the institution’s business. This discord between expenditure and performance may be indicative of inadequate planning and target-setting which does not conform to SMART (Specific, Measurable, Achievable, Realistic, Time-bound) principles.

6.2.2     The Committee notes with concern that Parliament has performed at less than 50 percent for the period under review, yet has frozen 327 posts across all salary bands. Of particular concern is that 141 of the total number of frozen positions are under the Highly Skilled Production level (Level C). Most of the employees under this band, committee secretaries and researchers, are linked to the production of minutes and reports where capacity constraints and ineffective monitoring have been mainly cited as reasons for under-performance.

 

6.3        Financial Management

6.3.1     The Committee notes the accumulative irregular expenditure at the end of the period under review totalled R2.443 million, substantially less than at the end of the 2015/16 financial year. The Committee is concerned however that issues relating to supply chain management processes may recur and could result in a regression in the audit outcomes for the 2017/18 financial year.

6.3.2     The Committee notes that the total fruitless and wasteful expenditure at the end of 2016/17 totalled R1.067 million or represents i.e. 29 per cent more than that reported at the end of the previous financial year. The Committee strongly advises that fruitless and wasteful expenditure incurred due to indiscretions relating to the management of Parliament’s finances not be condoned. Instead, the monies in question should be recovered, or written off where recovery is not possible.

6.3.3     The Committee notes that Parliament’s net liability totalled R855.062 million at the end of the period under review, in the main due to the provision of the post-retirement medical provision for former Members of Parliament and provincial legislatures.

6.3.4     The Committee notes that at the end of the period under review 974 former members qualified for the post-retirement medical subsidy referred to above. The Committee concurs with the AGSA that the continuation of this subsidy poses a risk to the financial sustainability of the institution. The Committee is pleased to note that the matter is receiving National Treasury’s attention.

6.3.5     The Committee is concerned about the contingent liabilities relating to staff litigation which increased by 501 per cent when compared to the previous financial year. The contingent liability poses a risk to the institution’s financial health.

 

6.4        Post establishment/Vacancies

6.4.1     The institution reported 67 active vacancies at the end the period under review, which was substantially lower than the 336 reported at the end of the 2015/16 financial year. While this is commendable, the Committee remains concerned about the high number of frozen vacancies i.e. 327 at the end of the 2016/17 financial year.

6.4.2     The vacancy rate too is a cause for concern, as it has in all likelihood contributed to the institution’s poor performance against pre-determined targets.

6.4.3     The sick leave utilisation rate for the period under review totalled 9 808 days at an average of 8.7 days per employee across all salary bands. The Committee notes the high sick-leave utilisation rate, which might be attributed to the high number of frozen positions and the strain it places on other employees.

 

 

 

 

 

 

7.         Recommendations

7.1        Reliability of reported information

7.1.1     The Committee has noted several discrepancies in the manner in which the institution reported on performance information in the 2016/17 Annual Performance Plan and 2016/17 Annual Report. The Committee should be provided with a full report explaining the discrepancies, and every effort should be made to ensure that future reports are aligned.

 

7.2        Compliance with legislative requirements

7.2.1     The Executive Authority should ensure that action plans are implemented to ensure that the monthly financial statements, and quarterly financial and performance reports are tabled within the legislated timeframes.

7.1.2     The Executive Authority should provide the reasons for the condonation of irregular, and fruitless and wasteful expenditure as required by the FMPPLA.

7.1.3.    The Treasury Advice Office, which was created for the purpose of advising the Executive Authority with regard to the implementation of the FMPPLA should be established as a matter of urgency.

7.1.4     The policies and legislation that prohibit Members of Parliament from doing business with the institution, should be complied with.

7.1.5     All quarterly reports to the Committee should include an update on progress made as far as ensuring the institution’s compliance with policies and legislation.

 

 

 

 

7.2        Performance and expenditure

7.2.2     The Executive Authority should ensure that the annual performance plan and budget are aligned, and that performance targets are specific, measurable, achievable, realistic and time-bound (SMART).

7.2.3     The Executive Authority should ensure that the pre-determined targets in the annual performance plans are aligned to the reporting in the annual reports. In instances where the Annual Performance Plan is reviewed, adequate steps should be taken to ensure that the relevant stakeholders are expeditiously informed of same.

 

7.3        Financial Management

  1. The Executive Authority should ensure that Parliament strengthens its mechanisms relating to the preparation of performance information for submission to/auditing by the to the AGSA.
  2. Internal control processes should be strengthened to ensure that the matters of concern identified by AGSA, particularly those relating to supply chain management processes are addressed, so as to prevent irregular expenditure.

7.3.3     Although Parliament is viewed as a going concern, the Committee is of the view that measures should be explored to contain the net liability and deficit which poses future risks to the institution. Furthermore, the discussions with National Treasury relating to the possible transfer of the post-retirement medical provision for former Members of Parliament and provincial legislatures. should be concluded as a matter of urgency.

 

  1. Vacancies
    1. Parliament should identify and fill all critical vacancies as a matter of urgency.

 

 

 


 

7.5        Disciplinary processes

7.5.1     The Committee should be provided with a full report on all investigations and disciplinary proceedings underway, including their expected finalisation dates.  

 

Report to be considered.

 

 

 

Documents

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