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Annual Report 2005 / 06 Briefing to the Portfolio Committee on Home Affairs 27 February 2007

Annual Report 2005 / 06 Briefing to the Portfolio Committee on Home Affairs 27 February 2007. Strategic Objectives. To establish the Commission as the focal point in the delivery of free and fair elections To develop and implement human resources management and development systems

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Annual Report 2005 / 06 Briefing to the Portfolio Committee on Home Affairs 27 February 2007

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  1. Annual Report 2005 / 06Briefing to the Portfolio Committee on Home Affairs27 February 2007

  2. Strategic Objectives • To establish the Commission as the focal point in the delivery of free and fair elections • To develop and implement human resources management and development systems • To prepare and maintain a high quality voters’ roll • To offer high-quality electoral services in order to facilitate voting by all eligible voters

  3. Strategic Objectives (cont.) • To ensure maximum political participation and to inform voters on electoral processes • To maintain and consolidate organisational systems and infrastructure in preparation for future elections • To operate and maintain sound financial management systems, including internal controls

  4. Strategic Objective 1:To establish the Commission as the focal point in the delivery of free and fair elections • Conducted successful municipal elections on 1 March 2006, which were declared free and fair by observers • HSRC Survey (October 2005) found overall positive attitude towards elections and the IEC • Provided technical assistance and participated in observer missions to several countries in other parts of Africa and elsewhere • Assists with elections for other organisations such as SGBs, SRCs and trustees of corporate bodies

  5. Strategic Objective 2:To develop and implement human resources management and development systems • Implementation of Employment Equity plan • Line managers required to consider targets and ensure that they are reflected in decisions affecting employment and development of staff • Challenges which remain include under-representation of females at some levels of the IEC • Review of performance management system • 44 posts remained vacant • Establishment of Staff Association • One employee was found guilty of financial misconduct and disciplinary steps were taken against another for reasons other than financial misconduct

  6. Strategic Objective 3:To prepare and maintain a high quality voters’ roll • Certified voters roll for 2006 municipal elections contained 21 054 957 registered voters • 51% were female • Significant increase on 18 476 519 registered for 2000 municipal elections • Two registration weekends were held resulting in more than 1.5 million voters being registered or re-registered in correct voting districts • 3 September 2005 • 19 and 20 November 2005

  7. Strategic Objective 3:To prepare and maintain a high quality voters’ roll • IEC cooperated with DHA to deliver IDs and register voters • Voters, on average, spent less time in queues than in previous elections • Number of wards was increased from 3 754 (in 2000) to 3 895 (in 2006) • A number of voting districts was split as a result of re-delimiting of wards and affected voters had to re-register

  8. Strategic Objective 4:To offer high-quality electoral services in order to facilitate voting by all eligible voters • 237 local representatives known as MEOs • Normally employees of municipalities • 422 EPCs assist them in performing day-to-day activities • Staff structure expanded to assist in preparations for elections, including • 599 area project coordinators • 3 938 area managers • Logistical Expertise also applied to assist with DRC elections through training courses

  9. Strategic Objective 4:To offer high-quality electoral services in order to facilitate voting by all eligible voters • 18 873 voting stations were used in 2006 municipal elections • 65% are schools • A large number were the same as were used in 2004 elections • National survey identified some challenges • 26% of permanent VSs do not have electricity; 11% do not have toilets; 18% do not have water • IEC cooperates with landlords, government departments and other stakeholders to develop facilities at voting stations

  10. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • 155 political parties were registered; of which 97 participated in the 2006 municipal elections • 33 new parties participated in the municipal elections • 45 179 candidates were nominated for the 2006 elections • 23 672 were party ward candidates • 667 were independent candidates • 21 507 were party list candidates • 45% were female • 11 874 were between ages of 18 and 35

  11. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • 932 candidates were disqualified for the following reasons: • Not being on voters’ roll • Not being on correct segment of voters’ roll • Not submitting prescribed documents and or deposit • 11 of 3 895 wards were uncontested • Party Liaison Committees at all levels assisted with the resolution of disputes • National voter turn out of 48.4% was achieved during municipal elections

  12. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • 76 by-elections were held to fill ward vacancies due to • Resignations of 30 councillors • Deaths of 40 councillors • 4 councillors ceasing to be members of parties that nominated them • Imprisonment of 2 councillors

  13. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • Centre for Elections Learning launched on 26 July 2005 • Vision: “To create internationally qualified election administrators who are an asset to the nation, to the continent and to the world” • Foundation blocks of training operations: • Learning model made up of different levels • Certified and registered curriculum • Competent trainers • User-friendly materials • Performance measures

  14. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • IEC’s training of registration and election officers based on international best practices and national skills development strategy for centres of excellence • An internal pool of trainers is regularly commissioned to fulfil training needs at various levels • Investment in IEC staff

  15. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • 283 municipalities • 6 Metros • 231 Local Councils • 46 District Councils • Four different ballot papers were used during municipal elections • Ward ballots for metros and local councils with wards • PR ballots for metros and local councils • PR ballots for district councils • PR ballots for DMAs

  16. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • National results centre was set up at the Tshwane Events Centre; results centres were also set up in 9 provinces • Results centres served as operational and media hubs for monitoring and reporting on elections

  17. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • Electoral Democracy Development and Education (EDDE) includes • Schools voter education • Voter education for by-elections • Education for people with special needs • Stakeholder management and outreach • Mass education • Multimedia education

  18. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • Schools voter education • Infusion of electoral democracy in the General Education and Training band in a limited number of schools • Implementation focussed on human rights and elections, politics and elections, SA constitution, electoral systems and processes, balloting education, and participation

  19. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • Democracy Education • Partnerships with faith-based and civil society organisations • Conferences and national meetings • Women in politics • Traditional authorities • Trade unions • Youth organisations • Farming sector

  20. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • Comprehensive communication campaigns were conducted • “The Power of X” • Aimed at voter registration and Election Day • Communication tools • Electronic media • Billboards • Print media • Leaflets

  21. Strategic Objective 5:To ensure maximum political participation and to inform voters on electoral processes • Public call centre received 385 000 calls • Public website received 7.5 million hits • 341 756 voters checked registration details via SMS • 26 151 voters used ATM technology to check registration details

  22. Strategic Objective 6:To maintain and consolidate organisational systems and infrastructure in preparation for future elections • Stable and consistent infrastructure exists at the national office, 9 provincial offices, and more than 300 local offices • During 2006 municipal elections: • No outside intrusions were experienced with IT systems • 52 000 results slips were captured in 50 hours, compared to 34 000 in 67 hours in 2004

  23. Strategic Objective 6:To maintain and consolidate organisational systems and infrastructure in preparation for future elections • Number of IT services were available to the public: • Internet facilities (e.g., “Am I registered?”) • Call centre • Integrated Voice Response system • SMS facility • ATM technology

  24. Strategic Objective 7:To operate and maintain sound financial management systems, including internal controls • Financial control systems functioned effectively • Recommendations by internal and external audits were implemented • Statutory monthly reports were submitted to National Treasury on or before the 15th of each month

  25. Strategic Objective 7:To operate and maintain sound financial management systems, including internal controls • Effective implementation and management of electronic procurement system • Stringent audits of companies considered for contracts • Implementation of National Treasury reporting requirements • Implementation of contract management system • Implementation of asset management system • Skills development for supply chain management functions

  26. Strategic Objective 7:To operate and maintain sound financial management systems, including internal controls • Contributions to Black Economic Empowerment and Small Business • 441 contracts awarded of which 339 (+/- R60 million) went to BEE companies • 92% of bids awarded via eProcurement auctions went to BEE companies • 8.84% of contracts were awarded to non-SMMEs

  27. Strategic Objective 7:To operate and maintain sound financial management systems, including internal controls • Internal Audit • Review statutory reports to National Treasury • Review and report on control and authorisation processes for procurement • Conduct audits in selected MEO offices and all provincial offices • Review HR records • Monitor asset verification

  28. Strategic Objective 7: Funds received and spent • The Commission received R944.258 million from the state; • Sundry income of R19.499 million, consisting largely of interest earned was generated bringing the total income to R964.457million; • All the funds had been accounted for and disclosed in the financial statements; • The Commission received an unqualified audit report from the Auditor General for the last financial year.

  29. Main Activities of Strategic Objective 7Finance • Continue to ensure that the financial management system promote the objectives of the PFMA and Treasury Regulations • Continue to improve financial management systems to ensure that they are integrated, fast and user friendly. • Strive to obtain an unqualified report from the Auditor General.

  30. Strategic Objective 7:Accounting Policy • The Annual financial statements have been prepared in accordance with Statements of Generally Accepted Accounting Practice (GAAP) with the prescribed Standards of GRAP which replace the equivalent Standards of GAAP. • Recognition and measurement principles in GAAP and GRAP do not result in material differences, it is only the terminology that changed. • Financial statements have been prepared on the historical cost basis.

  31. Strategic Objective 7:Audit Report • The Electoral Commission has been getting an unqualified audit report since its inception. • The Electoral Commission also received an unqualified audit report for the 2006 financial year.

  32. Strategic Objective 7: Actual Expenditure vs Budget Summary : Economic Classification Report for the year ended 31 March 2006 Click

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