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Portfolio Committee on Public Works Sector analysis for

Portfolio Committee on Public Works Sector analysis for oversight and legislation towards a positive impact 2014. Presentation Outline. Stakeholders of the sector Department of Public Works – Mandate Concurrent function Ideas towards a framework for oversight over the sector focus area

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Portfolio Committee on Public Works Sector analysis for

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  1. Portfolio Committee on Public Works Sector analysis for oversight and legislation towards a positive impact 2014

  2. Presentation Outline • Stakeholders of the sector • Department of Public Works – Mandate • Concurrent function • Ideas towards a framework for oversight over the sector focus area • Multi-year planning to check on performance • Key source documents to check on performance

  3. Sector Stakeholders 1. Society (variously described as ‘the property market’, ‘the people’, ‘clients’, etc); 2. The Department of Public Works; 3. Entities that report to the Minister of Public Works: 3.1.The Council for the Build Environment (CBE); 3.2. The Construction Industry Development Board (cidb); 3.3. Agrément South Africa; 3.4. The Independent Development Trust 4. The construction industry; 5. The property investment, property facilities management, and property retail industry.

  4. Department of Public WorksMandate • Custodian of government immovable assets • Landlord to client departments • Strategic leader/regulator of the construction industry and build environment • Strategic leader/regulator of the property investment, property facilities management, and property retail industry • Transformation/Change Agent

  5. Public works is a concurrent function The committee should continue seeking clarity about independence, interdependence, and concurrent functions that are shared between the 3 spheres of government (see Schedule 4 of the Constitution) This clarity would assist our oversight function to ensure our tools to check on the department’s impact.

  6. Ideas towards a possible framework to do oversight over the sector focus area: What? How? When? Clarity over concurrent functions assists the PC to strategise over: 1. what: nodes of public service sector delivery where policy implementation should have an impact; 2. how: oversight method (The PC to arrange itself into different teams focusing on nodes of public sector delivery) 2.1. collaborative meetings with National Assembly PCs, with Select Committees in the NCOP, on specific oversight nodes; 2.2. collaborative visits with the above to sites of delivery to check on impact 3. when: timing as per government’s financial monitoring reporting framework & the programme of parliament

  7. Multi-year planning – to check on performance (1) • Multi-year planning and performance information lies at the heart of ensuring that impact can be checked; • Quarterly reports should contain relevant performance information reflecting pre-determined policy goals, properly defined performance indicators that are measurable against money & resources appropriated for it – (i.e. as they relate to nodes of public sector service delivery as stated in the annual performance plan (APP); • Quarterly reports assesses impacts reported on & challenges noted that then feed into targets for the following years – a continuous drive towards stated predetermined policy goals.

  8. Multi-year planning – to check on performance (2) • The Office of the DG should have a performance information/monitoring & evaluation office or unit that timeously feeds reports to the Portfolio Committee; • These reports would ensure that the committee does oversight visits to relevant sites/nodes of delivery and that it is up to date with challenges and matters of interest in time for the budget review and recommendation report (BRRR).

  9. Key source documents to check on performance • Medium Term Strategic Framework (MTSF) - for 2014/5 we may have draft frameworks to guide us – the 2015-2020 strategic plans will be completed between August and November 2014; • Analysis of the State of the Nation Address & National Development Plan; • Comparative analysis of the DPW’s strategic plans over last 3 financial years (FYs); • Analysis of Annual Reports over the last 3 FYs; • Analysis of weaknesses (& if, strengths) from the BRRR reports & responses from Treasury; • Analysis of matters and recommendations made by the Financial and Fiscal Commission (FFC); • FFC Analysis of Medium Term Budget Policy Statement (MTBPS).

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