ATC130916: Report of the Standing Committee on Appropriations on the Oversight Visit to Gauteng Province from 02 to 03 May 2013, Dated 30 July 2013
Standing Committee on Appropriations
Report
of the Standing Committee on Appropriations on the Oversight Visit to Gauteng
Province from 02 to 03 May 2013, Dated 30 July 2013
The Standing Committee on
Appropriations, having undertaken an oversight visit to the Gauteng Province
from 2 to 3 May 2013, reports as follows:
1.
Introduction
In terms of section 4(4) of
the Money Bills Amendment Procedure and Related Matters Act, No. 9 0f 2009, the
mandate of the Standing Committee on Appropriations (the Committee) is to
consider and report on the following:
-
spending
issues;
-
amendments to
the Division of Revenue Bill, the Appropriation Bill, Supplementary
Appropriation Bills and Adjustment Appropriation Bill;
-
recommendations
of the Financial and Fiscal Commission, including those referred to in the
Intergovernmental Fiscal Relations Act, 1997 (Act No. 97 of 1997);
-
reports on
actual expenditure published by the National Treasury; and
-
any
other related matter set out in the
[above-mentioned] Act.
In addition to the above, the
Committee was given an extended mandate of monitoring and oversight over the
portfolio Performance Monitoring and Evaluation,
including youth matters in terms of National
Assembly Rule 199(b) on 1 November 2011.
1.1.
Purpose of the visit
The purpose of the
visit was as follows:
·
To engage with the National Youth Development Agency
(NYDA) in order to meet the new board members and establish a mutual
understanding of the Boards vision and strategy with emphasis on key
interventions for the medium term. Furthermore, to conduct a tour of the
business divisions of the NYDA to obtain a firsthand understanding of the NYDA
operations and services so as to facilitate better oversight.
·
To conduct a site inspection of the Presidential
Hotline in order to ascertain the effectiveness of the call centre, and engage
the Department of Performance Monitoring and Evaluation (DPME) on the processes
followed to ensure that citizens concerns and queries are resolved by the
responsible departments.
1.2.
Delegation
The Members of the
Committee were as follows: Hon EM
Sogoni
(Chairperson
of the Committee); Hon RJ
Mashigo
; Hon JP
Gelderblom
; Hon NNP
Mkhulisi
; Hon
GT Snell; Hon LE
Yengeni
; Hon TA
Mfulo
;
Hon N Singh; Hon M Swart; Hon SM Van Dyk and Hon L Ramatlakane.
The delegation was accompanied
by the following Parliamentary officials: Mr T
Masoeu
(Content Advisor), Ms Z
Gobhozi
(Committee
Secretary), Mr P
Dlomo
(Committee Researcher); Ms N
Chaso
(Committee Assistant), and Mr E Bacon (Personal
Assistant to Hon TA
Mfulo
).
2.
National Youth Development Agency
2.1.
Background
The NYDA was established in
terms of National Youth Development Agency Act, No 54 of 2008 as national
public entity as defined in section 1 of the Public Finance Management Act, No
1 of 1999.
The mandate of the agency
include the development of an Integrated Youth Development Plan and Strategy
for South Africa, develop guidelines for the implementation of an integrated
national youth development policy and make recommendations to the President,
initiate, design, co-ordinate,
evaluate
and monitor all programmes aimed at integrating the youth into the economy and
society.
This also includes guiding
efforts and facilitating economic participation and empowerment, and
achievement of education and training.
2.2.
The Engagements during the visit
On Thursday, 2 May 2013 the
Committee engaged with the NYDA at its Head Office in
Midrand
.
The following NYDA board members attended the meeting: Mr Y Pillay
(Chairperson); Mr IK
Morolong
(Deputy Chairperson);
Ms N
Potloane
; Ms M
Ramokgopa
,
Ms Z
Majozi
. The following NYDA officials attended
the meeting:
Mr S
Ngubeni
(Chief Executive Officer); Mr K
Ramukumba
(Chief
Financial Officer); Ms M
Moonsamy
(Chief Operations
Officer); Mr E
Chuene
(Company Secretary and Senior
Legal Advisor); Ms T
Sejane
(General Manager: Corporate Strategy); Mr C
Peters (General Manager, in the Office of the CEO).
The following officials from
the Presidency attended the meeting: Mr E
Masha
(Cabinet and Parliamentary Support Staff); Ms V
Mafana
(Parliamentary Liaison Officer); Ms M
Machume
(Administrative Assistant: Presidency Youth Desk).
The NYDA Board (the Board) reported
to the Committee on their priorities and key strategic shifts for the NYDA. The
presentation provided an overview of the NYDAs vision, mandate and key programme
areas and thereafter focused on the Boards interventions in the medium term
informed by the Act. The presentation highlighted key performance areas which
were going to be streamlined during the revision and review of the Annual
Performance Plan (APP) of the NYDA for the 2013/14 financial year in order to
gain the public confidence and the extension for APP submission was therefore
requested and granted by the Minister. Furthermore, the Chairperson of the
Board in his presentation indicated that Key Performance Areas (KPA) were going
be reduced from 10 to 5, while Key Performance Indicators would be reduced from
72 to 27 in order to make performance measurement to be more realistic.
The Chairperson of the Board
reported that over the years public confidence in the NYDA has declined sharply
and that it was therefore the Boards priority to restore the image and
credibility of the NYDA through the following key interventions:
-
Redefining the vision, mission and value statement of the NYDA;
-
Establishing a new culture and ethos within the organisation with
service delivery being foremost in the minds of the NYDA staff at all
levels;
-
Conducting
regular audits
such as performance audits, supply chain audits and value-add audits;
-
Review the current goals and strategies through the development of
a Turnaround Strategy which focuses on establishing partnerships and
better use of such partnerships to leverage some benefit (e.g.
partnerships with financial institutions for facilitation of loan finance
for youth enterprises), and further ensure that provincial boards are
partnering with provincial government in each province;
-
Review the NYDA Act with a focus on Section 5 of the NYDA Act; and
-
Review of NYDAS APP to streamline Key Performance Areas and Key
Performance Indicators.
In addition to the above, the
Board highlighted key programme shifts to be undertaken. These included the
reviewing of the loan finance strategy whereby the NYDA will shift its focus
from loan financing to the provision of high impact and more sustainable forms
of financial assistance to Small, Medium and Micro
Enterprises (SMMEs). It was also indicated
that the major strategic shift from certain functions was to avoid duplication
with other financial institutions such as banks, and focus more on facilitating
the funding process. This was informed by the fact that the NYDA Act suggests
that the Agency should provide funding to young people but it does not clarify
as to how these funds are supposed to be provided. The Board also indicated that
the need to create a user friendly and an accessible environment for youth with
disabilities in the NYDA branches was important.
The Board reported that
Business Development Support and Mentorship will continue to be the key focus
in supporting youth enterprises. Other programme shifts envisaged are the
intensification of programmes such as the Youth Build Programme, increased
focus on scholarships instead of bursaries. Furthermore, the Boards
interventions will also encompass policy and research through the reviewing of
the Integrated Youth Development Strategy (IYDS), the redrafting of the
National Youth Policy, the review of the NYDA Act and the development of a long
term strategy for youth employment creation as part of the Youth Employment
Accord. The IYDS review will also aim at ensuring that the Youth Development
Strategy is indeed aligned to the National Development Plan (NDP).
The Committee undertook a site
inspection of the NYDAs business divisions and interacted with various
Executive Managers on the operations of the NYDA programmes. The following
divisions were inspected: Information Access Centre, NYDA Call Centre, National
Youth Service & Skills Development Division, Quality Management Division
and the Economic Development Division.
The NYDA indicated that its
Call Centre has recently been changed from a share call line to a toll free
line. On average, the Call Centre receives 5000 calls a month and most of the
queries relate to access to microfinance,
queries on career information, bursaries/scholarships, job opportunities
and youth awards.
It was established
that there was a poor turnaround time in resolving complaints, for instance
some unresolved queries or complaints dated back to when the
Umsobomvu
Youth Fund (UYF) was still in operation and the
Agency has tried to resolve some of those issues. In addition, the operation of
the Call Centre was not as efficient as desired due to the fragmentation of the
NYDA business divisions. It was indicated that a strategic workshop was to be
held with all divisions in order to address integration and to centralise the
call centre as a point of entry for information to all divisions. The NYDA
headquarters also deal with daily walk-ins with young people requiring general
information on products and services of the NYDA.
The NYDA reported that there
were a number of vacancies within the organisation as a result of an executive
resolution mandating that all Call Centre positions become contract-based. This
resolution was currently being reviewed.
With regards to National Youth
Service and Skills development, the NYDA reported that challenges were
experienced with the establishment of Youth Desks within municipalities.
Although Memorandums of Understanding (
MoUs
) had been
signed with 167 municipalities, the implementation of the MOUs has been
difficult due to factors such as continuous change in municipal management
structures.
The Agency indicated that the
Matric
Re-write programme was showing improved results thus
affording many young people positive career prospects. Forging partnerships
remains a key strategy for the Agency in fast tracking youth development. The
NYDA highlighted one partnership with the Department of Arts and Culture which
aimed to enhance the career prospects of young people in the Arts and Culture
sector.
The NYDA further indicated
that the job placement programmes was a key objective within the youth skills
strategy. The key challenge with the job placement programme was the level of
reporting by companies on progress and career development of young people
placed in their institutions. With reference to the Youth Build Programme, the
NYDA was in partnership with the Department of Human Settlements in the
provision of technical skills and training opportunities.
The NYDA indicated that its
Economic Development programme entailed training and mentorship to young
people. The Agency has created platforms to assist young entrepreneurs in
establishing mentoring networks that can accelerate their business operations.
This includes establishing a pool of business mentors that can volunteer their
time to assist young people with improving their business operations.
Furthermore, emphasis will be placed on neglected areas of business such as the
green economy. In particular, the Agency pointed out that participation in
COP17 led to the development of the Youth Green Economy Strategy. Another key
intervention in the Agencys strategy to expand young peoples access to its
business development services is the
Ithubalentsha
programme. The
Ithubalentsha
programme comprises of
an integrated suite of programmes which includes technical training of young
entrepreneurs, business mentorship and the lobbying of potential opportunity
providers and market linkages.
2.3.
Deliberations
The Committee welcomed the
strategic changes to be implemented by the Board and noted that this will bring
about efficiency and effectiveness to the operations and outputs of the NYDA.
However the Committee was concerned that the Boards vision lacked timeframes
and did not adequately address the operational responsibilities of the NYDA
with regards to human resources and interactions between the head office,
provincial offices and branches. The Committee highlighted that the filling of
all funded positions was critical for the attainment of the identified
priorities. Furthermore, the Committee indicated that the NYDA should strive to
have an increased focus on rural areas in their programmes.
One of the major concerns
raised by the Committee was the alignment between the NYDA Act and the proposed
revised Annual Performance Plan because the Committee was of the view that the
Annual Performance Plan should be informed by the Act and the question was
whether it will be possible for the amendments of the Act to be translated and
aligned to the revised APP as it would have been passed by the time the review
of the Act is finalised. The NYDA indicated that the review of the Act from
section 75 to section 76 will allow provincial structures to be budgeted
provincially.
The Committee expressed
ongoing concerns regarding the NYDAs loan book and the high degree of
portfolio risk in terms of micro loans and SMME finance given to the youth. It
was asserted that the strategic shift towards the utilisation of partnerships
with financial institutions in this regard was indeed necessary. Whilst the
Committee acknowledged the progress made in transforming the NYDA call centre
from being a shared cost to a toll free, the Committee was concerned whether
the call centre personnel was trained to handle the often complex youth
queries.
The Committee acknowledged the
need for the amendment of policies and legislation pertaining to youth matters
however they requested a detailed presentation on the root causes that have
pre-empted the need for amendment. The Committee requested the Board to include
these root causes or challenges as part of the NYDAs presentation on the
Strategic Plan and Annual Performance Plan.
The NYDA was requested to
indicate the extent to which they monitor the academic progress of
beneficiaries of the scholarship and bursary programme. The NYDA indicated that
the scholarship and bursary funds were disbursed in tranches preceded by the
submission of a progress report by beneficiaries. The Committee enquired
whether the NYDA utilises relationships with the
Skills
Education Training Authorities
(SETAs) as part of skills development for the youth.
The NYDA indicated that SETA programmes were too costly and that given the
NYDAs budget constraints it was difficult to form agreements with SETAs.
The Committee requested
statistics on job placements facilitated by the NYDA for unemployed youth who
form part of the NYDA database. The NYDA cited challenges with receiving
letters of confirmations from corporate partners and was thus not able to
effectively track the number of job placements.
The Committee expressed
concern regarding the presence of the NYDA within municipalities and encouraged
the NYDA to establish youth desks within Thusong Centres. The Committee
highlighted the need for a single and uniform service for youth development in
all municipalities. In addition, the NYDA was encouraged to explore
partnerships with the Department of Energy for the Green Economy Concept
programme.
The Committee was of the view
that the Agency needed to assess and analyse the feedback obtained from its
Call Centre operations. This feedback information will serve as important
information in gauging the general mood of youth across the country on their
challenges and experiences. The NYDA indicated that there are feedback forms
that made available for all young people utilising their services for service
improvements.
2.4.
Presidential Hotline
2.4.1.
Background
In his State of the
National Address (SONA) in 2009, President Zuma stressed the importance of
promoting a government that is interactive, responsive and effective. The
Presidential Hotline was officially launched in October 2009 in order to
provide a mechanism for Citizens to talk to Government. In October 2011, the
President transferred the management of the Presidential Hotline to the
Department of Performance Monitoring and Evaluation (DPME) with its budget. The
Presidential Hotline was placed under the Frontline Service Delivery Monitoring
(FSDM) which is a sub-programme of Public Sector Oversight programme (programme
4) which is responsible for evaluating strategic plans to establish their
alignment with government priorities, and conduct annual management performance
assessment on all national and provincial government departments over the MTEF
and improve service delivery using:
·
Site monitoring in collaboration with the offices of
premiers in all provinces
·
Continually using the presidential hotline as a
monitoring and evaluation tool.
For the 2013/14
budget an amount of R8 million has been allocated over the MTEF period for the
payment of telecommunications service providers to the Presidential Hotline,
and further R37.1 million is allocated for the State Information Technology
Agency for the Hotline call centre. It was against this backdrop the Committee
undertook to embark on an oversight visit to inspect the Presidential Hotline
in order to ascertain the effectiveness of the call centre, and engage the
Department of Performance Monitoring and Evaluation (DPME) on the processes followed
to ensure those citizens concerns and queries are resolved by the responsible
departments.
2.4.2.
Engagement during the oversight visit
On 03 May 2013, the Committee
met with the following officials at the State Information Technology Agency
(SITA) Head Office in Centurion and thereafter at the Department of Performance
Monitoring and Evaluation (DPME) Offices in the Union Buildings:
SITA:
Mr B
Musley-Lefafola
(Chief Executive officer); Mr G
Lenepa
(Divisional
Head: Strategy); Ms B
Nkosi
(Divisional Head-Customer
Service), Mr B
Ramlal
(Head- Service Management
Centre); Mr E De Villiers (Senior Manager- Service Centres); Ms Z
Khumalo
(Client Relationship Manager);
Ms T Abrahams (Lead Consultant:
S &OB),
Ms M Ndebele (Lead Consultant: Public Sector Industry);
DPME
:
Dr S Philips (Director-General); Ms N
Gasa
(Deputy Director General-OME); Ms B Leon (Head:
Frontline Service Delivery); Ms K
Scorjy
(Director:
HRM);
Ms S Mahlangu (Deputy Director: Presidential Hotline); Mr M
Bleki
(Deputy Director:
Presidential Hotline),
Ms P
Gqweta
(Deputy Director: Presidential Hotline),
Ms Caroline
Mangwane
(Deputy Director: Administration),
Mr E
Masha
(Cabinet and Parliamentary Support Staff);
Ms V
Mafana
(Parliamentary Liaison Officer)
The Department of Performance
Monitoring and Evaluation (DPME) highlighted that the Presidential Hotline (the
Hotline) enabled Government to track important issues or concerns for citizens,
Governments responsiveness to the concerns of the citizens and to utilise data
collected from interactions with citizens to inform policy, programming and
monitoring. The Department indicated that an average of 20 000 cases are
received per month and most importantly, 2500 cases are new
while the rest are follow up cases. DPME is
using SITA as a service provider for the Presidential Hotline programme and
therefore, the Hotlines Call Centre is located at SITA and handles all the
cases or phone calls coming through the toll-free line, difficult calls are
routed to the second line which is handled by staff at the DPME offices. The
DPME Offices also handles cases received via emails, letters and other sources.
All cases are captured on a case management system and then referred to
national/provincial departments, municipalities and public entities for
resolution and response. The national departments and provinces have access to
the case management system and are able to view and record case progress
on-line.
The Hotlines staff
establishment at the SITA consists of 30 Call Centre agents. The Call Centre
operates from 06h00-22h00 from Monday to Friday excluding public Holidays and
the 30 Call Centre agents are spread over 2 shifts with 15 agents per shift
allocated according to the 11 official languages. In addition to the Call
Centre Agents, the Hotline has 20 staff members located at the DPME Back Office
in the Union Buildings. The back office conducts monitoring on the
responsiveness and resolution rates of cases, provides technical assistance to
departments, provinces and municipalities to improve responsiveness, and
conducts provincial visits. The back office also does case analysis and
generates reports for Cabinet on the service delivery trends emanating from
cases.
The DPME reported on the
Hotlines statistics indicating that 154 549 cases had been received from
September 2009 to 31 January 2013 of which 137 211 had been resolved by 31
January 2013. Overall the case resolution rate had increased from 79.9 per cent
in January 2012 to 88.8 per cent in January 2013. The Department provided a
breakdown of the Hotline statistics and trends per department and province. It
was reported that the top service delivery complaints received by the Hotline
are as follows:
-
National departments
: employment,
housing, policing matters, social benefits, information about how
Government work.
-
Provinces and
municipalities
: water, electricity, housing, and employment.
The Department informed the
Committee that clear case management, resolution and monitoring procedures were
needed in different departments. In particular, there was a need for top
management to pay attention to responsiveness to cases and to monitor these
regularly. The DPME indicated that one of the measures being taken to improve
the performance of the Hotline was the quality assurance of the resolved cases
in order to determine the satisfaction rate of citizens. It was reported that
Satisfaction Surveys commenced in September 2012 and between September and
December 2012, 9 598 citizens had been contacted to participate in the survey.
Only 3 211 of the citizens contacted were contactable and agreed to participate
in the survey. The survey revealed that 34 per cent of the participants were
dissatisfied with the quality of their case resolution. The Department was in
the process of reviewing the cases for which the citizens rated their
satisfaction low. The DPME also indicated that a communication drive will be
embarked upon regarding the citizen satisfaction survey.
The Committee undertook an
inspection of the Call Centre at SITA and was able to review a snapshot of the
Call Centres statistics for the day viz. the number of calls received, the
language spread of calls received, average call time and waiting time. In
addition, the Committee was able to listen to some of the calls being received
to get a feel of citizens queries and observe how cases are captured for
resolution.
Thereafter, the Committee
undertook an inspection of the Hotlines back office at the Union Buildings. It
was reported that the operations of the back office involved monitoring of the
call centre, reporting on performance of the Hotline, development of case
studies, identification of non-performing departments or provinces, tracking of
case resolution etc.
It was established
that a majority of the staff working at the Hotlines back office were mostly
on study leaves. While the Committee acknowledged the right of workers to be on
study leave or any other form of an official leave, the Committee requested the
Department to come up better leave management in order to ensure that service
delivery to citizens is not compromised.
2.4.3.
Deliberations
The Committee was concerned
about SITAs capacity to handle the system requirements of the Presidential
Hotline given that DPME had requested SITA to modify and modernise the
Hotlines system in order to accommodate the Citizenship Satisfaction Survey.
SITA Management indicated that their capacity and performance of the Hotline
was in accordance with a Service Level Agreement (SLA) with DPME and that any
poor performance or non-deliverables would constitute breach of the SLA and
therefore subject to review or termination of the SLA.
The Committee highlighted that
in many instances departments experienced poor expenditure performance in their
spending under goods and services budget due to delays by SITA to submit
invoices and this has an adverse effect on the departmental budget expenditure.
SITA indicated that there has been positive progress in collecting outstanding
debt and meeting its own obligations in terms of current Service Level Agreements
with government departments. However, SITA further indicated that it had 25
funded posts that are to be filled in its Service Management Centre.
SITA also indicated that it has a monthly
billing system which set targets of invoices to be collected at the end of each
month. Furthermore, it was indicated that some departments request SITA to
delay invoicing or billing them due to budget issues. At the time of the visit
SITA had 25 funded vacant posts to be filled.
The Committee enquired whether
the call centre agents had adequate training on Government information in order
to be able to assist citizens. It was reported that call centre agents utilised
the government website portals to provide information. The DPME indicated that
it was in the process of arranging training sessions to be conducted directly
by those departments which rank top in terms of citizen queries. Furthermore,
the DPME was in the process of developing departmental scripts for the call
centre agents.
The Committee was of the view
that the Hotlines Statistics should be expanded and better categorised to
provide detailed and classified demographic information such as the number of
calls from rural areas, urban or different provinces etc.
The Committee enquired whether
DPME had mechanisms in place to escalate concerns about slow or poor case
resolution by different departments. The Department indicated that it was using
high level structures such as Presidential Coordinating Council to escalate
some cases in order to be resolved. In some cases the Department calls for
intergovernmental meetings which include provincial and local government in
order to escalate cases.
The Committee expressed that
there is a need for an independent verification or quality assurance system for
the resolution of cases by departments and provinces and requested the
Department to consider on-site verifications which can be conducted via
constituencies and Parliament. The Department indicated that in some instances
the utilisation of Community Development Organisations (CBO and NGOs) will be
critical in the verification of case resolutions.
The Committee enquired from
the Department whether the Presidential Hotline was having any impact in terms
of improving general government service delivery. The Department indicated that
they were in the process of compiling case studies in order to assess the
impact. The Department also indicated that overall the Presidential Hotline has
generated increased awareness within departments and provinces about citizen
responsiveness and the monitoring thereof.
3.
Findings
The Standing Committee on
Appropriations having concluded the oversight made the following findings:
3.1.
The National Youth Development Agencys call centre
has poor turnaround time in terms of resolving concerns and complaints reported
to the Call Centre. The divisional structure of the National Development Agency
is fragmented and thus a contributing factor hampering the speedy resolution of
queries from the Call Centre.
3.2.
The National Youth Development Agency is experiencing
challenges in establishing youth desks within municipalities.
3.3.
There are funded vacant posts within the National
Youth Development Agency.
3.4.
There are funded vacancies within the State
Informational Technology Agency (SITA) that could impact negatively on the
Service Delivery Level Agreement between SITA and the Department of Performance
Monitoring and Evaluation in terms of the capacity to develop and modernise the
system for the Presidential Hotline.
3.5.
There is a need for significant improvement within
departments and provinces in terms of the management, monitoring and resolution
of cases referred by the Department of Performance Monitoring and Evaluation:
Presidential Hotline.
3.6.
The Presidential Hotline case statistics are not detailed
enough in terms of demographic and geographic information. There is a need to
improve the categorisation and structure of cases captured.
3.7.
There is a need for quality assurance in the
resolution of Presidential Hotline cases. According to a survey conducted
amongst those citizens who had submitted cases, about 34 per cent of the
participants were not satisfied with the resolution process or outcomes of
their cases.
4.
Recommendations
Having engaged on the above
mentioned matters, the Standing Committee on Appropriations recommends that the
Minister in the Presidency for Performance Monitoring and Evaluation as well as
Administration ensure the following:
4.1.
That the National Youth Development Agency develops
and implements a targeted strategy to improve its turnaround times in resolving
queries and complaints referred to it at the NYDAs Call Centre.
4.2.
That the National Youth Development Agency in
consultation with relevant government departments develops an implementation
strategy in establishing youth desks in all municipalities.
4.3.
That the National Youth Development Agency fills all
funded vacant posts in the 2013/14 financial year.
4.4.
That the Department of Performance Monitoring and
Evaluation ensures that all capacity challenges (i.e. vacancies and system
limitations) related to the Presidential Hotlines Service Delivery Level Agreement
with SITA are addressed so as to improve resolution outcomes.
4.5.
That the Department of Performance Monitoring and
Evaluation improves the categorisation and structure of Presidential Hotline
cases captured in order to enhance the usefulness of the data.
Report to be considered.
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