ORGANIZATIONAL STRUCTURE OF THE CAPE TOWN REGIONAL OFFICE STAFF COMPLEMENT OF THE CTN REGIONAL OFFICE 3 Number of employees: 890 employees, 17 disabled 12 contract workers 4Young Professionals 1 Management Trainee 13 Interns 148 vacancies Vacancy rate 14.26%
STRATEGY TO FILL POSTS Advertising, Shortlisting & Interviewing in respect of all funded positions. OSD Posts are a challenge, especially Professional Registration. Proposal made to advertise 2 X Project Managers, 6 X Technician posts and expansion of Young Professionals programme. 4
INTERNAL AUDIT COMMITTEE REPORT 5 FINAL AUDIT 2011/12: AUDIT INTERVENTION PLAN (DPW) FindingAction PlanTarget dateResponsible Official Progress 1. Payments not made within 30 days All invoices are now received at Registry which will curb misplacement thereof. Reviewed on a monthly basis D: Projects Monitored on a monthly basis to ensure 95% compliance 2. Irregular expenditure: procurement of prestige assets : 3 quotations not obtained, deviation not reported, tax clearance certificate not obtained, incorrect preference points used All deviations are approved by CD: SCM furthermore substantiating evidence for deviation is obtained. Deviations are also reported on a monthly basis. Implemented as from April 2012 D: Prestige/SCM Due process are followed and monitored monthly to ensure 100% compliance 3. Missing employee file All files are signed for in a register. A request was made to HO for HR registry clerk. Implemented as from April 2012 DD: HRMImplemented and being monitored monthly to ensure 100% compliance 4. No credit check performed on rental debtors Credit checks are always checked prior conclusion of lease contracts, this was an oversight. Implemented as from May 2012 DD: Utilization Implemented and monitored monthly to ensure 100% compliance
6 FindingAction PlanTarget dateResponsible Official Progress 5. Incomplete tax invoice Checklists have been implemented to ensure compliance. Implemented from May 2012 Line Managers/ SCMImplemented and monitored to ensure 100% compliance 6. Inventory count process: deficiencies identified Inventory will be counted in a systematic manner as recommended by AG. Implemented February and done Annually DD: SCMImplemented and monitored annually to ensure 100% compliance AUDIT INTERVENTION PLAN (DPW) cont…
7 AUDIT INTERVENTION PLAN (PMTE) FindingAction PlanTarget dateResponsible Official Progress 1. Leases – renewal above R1m not reported to AG, TCC not obtained from landlord, PA-11 not signed A proper procurement process for renewals is now followed and all the necessary documents are requested for all renewals. Implemented as from April 2012 D: Property Management Implemented and monitored to ensure 100% compliance 2. Leases – payments not made within 30 days These payment s were delayed due to awaited approval, registration of new landlord. It is always ensured that payments are paid within 30days to curb payment of interest. Implemented from April 2012 D: Prop Man/Finance Implemented and monitored monthly to ensure 100% compliance 3. FM contract – reasons for negotiating with current service provider not acceptable, negotiated procedure not reported within 10 days to NT and AG In future deviations will be reported accordingly Implemented from April 2012 All line managersImplemented and monitored to ensure 100% compliance
8 AUDIT INTERVENTION PLAN (PMTE) cont.. FindingAction PlanTarget dateResponsible Official Progress 4. Excessive travel costs incurred Payment of these costs have since been stopped. Bid documents will be simplified to be understood by all relevant parties, payments will be made according to contract documents. Implemented in April 2012 DD: Works Management/D: Prop Implemented and monitored to ensure 100% compliance 5. Leases: fruitless expenditure not recorded Regular inspections will be conducted to verify occupancy by client departments. Monthly fruitless expenditure report is updated and submitted to HO. Implemented from April 2012 D: Prop Man/DD: Acquisitions Implemented as capacity allows to ensure 100% compliance 6. Expenditure not accrued for Accruals will be regularly updated with invoices received after year end. Implemented Quarterly/year end since April 2012 D: Finance Implemented and monitored quarterly to ensure 100% compliance
9 FindingAction PlanTarget dateResponsible Official Progress 7. Lease contract not signed An addendum to the previous lease will be compiled and request landlord to sign same. 15 October 2012DD: Acquisitions/ D: Prop Man Implemented and monitored to ensure 100% compliance 8. Invalid tax number on tax invoice – WCS payment A thorough verification of VAT number and will be done by a senior official prior sign off. Implemented from April 2012 D: Projects Implemented and monitored to ensure 100% compliance 9. Leases – incorrect amount paid to the supplier Payments are paid according to the signed lease agreements Implemented from April 2012 D: Prop Man/DD: Acquisitions Implemented and monitored to ensure 100% compliance 10. Payment made without a valid tax invoice: WCS consultants Consultants are required to attach a supplier tax invoice with their claims Implemented from April 2012 D: ProjectsImplemented and monitored to ensure 100% compliance 11. Misclassification of expenditure: Unplanned maintenance Capital and current expenditure will be classified as per communiqué received from HO Implemented as from April 2012 D: ProjectsImplemented and monitored to ensure 100% compliance AUDIT INTERVENTION PLAN (PMTE) cont..
10 FindingAction PlanTarget dateResponsible Official Progress 12.Contingent liability not raised Regular updates on reported claims requested from Legal Services. Implemented from April 2012 DD: Legal Services/D: Fin Implemented and monitored quarterly to ensure 100% compliance 13. Site inspections not performed Site inspections will be conducted when additional capacity is provided Target date to be set in accordance with available capacity DD: Acquisitions/ D: Prop Man No progress to date AUDIT INTERVENTION PLAN (PMTE) cont..
11 BUDGET VS EXPENDITURE ItemBudget 2012/13Expenditure 2012/13% Expend at 31 Oct 2012 Compensation of Employees 171,140,000102,290,52759,77% Goods and Services36,850,00021,918,62459,48% Leasing295,989,451171,445,03458% Unplanned Maintenance 93,899,60462,743,92367% Planned Maintenance446,101,745312,233,92070% Capital Works116,270,76934,951,87030% Cleaning & Gardening Services 6,972,5623,708,43653% Municipal Rates161,152,169153,655,94495% TOTAL 1,328,376,300862,948,27865%
12 RATES OWED TO MUNICIPALITIES BRIEF OVERVIEW WC municipalities reported R46m pre-devolution debt due by NDPW (Cape Town) Only R17 034 695.80 of 616 invoices was presented to Property Management Regional Support (PMRS) (Portfolio of Evidence available) PMRS forwarded the claim to Cape Town region 20/06/2012 to verify, reconcile and pay
15 CHALLENGES Schools built on municipal land Rates payments allocated to old services Private owners (Sanparks; Nature conservations; National Housing Board) Compound Interest and Legal fees Services debt still not transferred to Province Capacity
16 WAY FORWARD Continue with one-on-one engagements with municipalities City of Cape Town debt to be revised Proposal on payment of interest Investigation of ownership confirmation to be fast tracked.
17 Built Environment Services responsible for: All projects inclusive of Prestige Islands: Robben, Marion, Gough and Antarctica Recoverable projects for Defence and Parliament Health and Safety Challenges: Integrated computer system Filling of critical posts Position of previously identified Senior Project Managers as supervisors No or limited support from Head Office Limitations on Goods and Services budget PROJECTS
19 PROPERTY MANAGEMENT Providing services at Robben Island, Marion and Gough Islands as well as SANAE Base. Administers some 550 leases in 12 Proclaimed Fishing Harbours. Servicing three Parliamentary Villages, Ministerial Estates and Parliamentary Precinct. Workshops executing small Planned Maintenance projects Property Management effectiveness and efficiency are curtailed because of: Current policies and procedures relating to leases do not speak to the actual needs for management of leases. Lack of Human Resources in several sections. Current staff structure of Workshops impacts negatively on Ministers undertaking to resurrect Workshops.
NUMBER OF NATIONAL LAND PARCELS IN WESTERN CAPE: 4650 NUMBER OF ITEM 28 (I) CERTIFICATES ON OUR RECORDS: 1240 NUMBER OF PROPERTIES VESTED: 2413 (RDLR RECORD) NUMBER OF PROPERTIES VESTED REGIONAL OFFICE RECORDS: 3323
NUMBER OF DUPLICATIONS REMOVED FROM IAR: 90% COMPLETE NUMBER OF PROPERTIES STILL TO BE VESTED: 910 NUMBER OF TITLE DEEDS TO BE ENDORSED PRIOR TO PROJECT END DATE: 4000
CURRENT STAFF ON IAR: 6 COMPRISING 1 Senior Admin Officer; 1 Admin Officer AND 4 CONTRACT WORKERS STAFF REQUIRED TO MEET DEADLINE: 18: REQUIRED 1 Assistant Director; 2 Senior Admin Officers; 3 Admin Officers; 12 Admin Assistance ONGOING PROJECTS FOR IAR: PAPER TRAIL; DEVOLVED PROPERTY; VESTINGS; UPDATING MANDATORY FIELDS ON IAR.
23 WORKSHOP STAFF Cape Town: 109 Langebaan weg: 22 Robben Island: 10 Oudtshoorn: 11 2 mil Wynberg:14 Total no of officials in the workshop:166 Number of vacant positions: 38 The 38 vacant positions are at various levels.
24 ARTISAN TRAINING Plumbing course and trades test: 5 attended and 4 qualified. Bricklayer course and trades test: 4 attended and 3 qualified. Carpenter course and trades test: 6 attended and 4 qualified Electrical course and trades test: 9 attended and 4 qualified. Painting course: 7 attended and they are still waiting to write trades test.
25 KAM as the Client Departments entry point to DPW for all their accommodation related requirements has a client centric approach in respect of all their Capital, Planned Maintenance, Unplanned Maintenance and Lease matters. KAMs effectiveness and efficiency are curtailed because of: 1.Lack of specialists/Professional services. 2.Branch led from HO, capacity challenges at HO. 3.Life-cycle planning for buildings and equipment are not done – due to lack of capacity of PPM in the Regions. KAM
26 FINANCE & SCM SUB-DIRECTORATES Financial Accounting and Budgeting Management of 1103 Prestige debtors which includes Ministers, DGs, Sessional Officials and MPs. Management of 639 PMIS debtors inclusive of the fishing harbour's debtors. Provisioning and Auxiliary Services Procurement of movable assets for Prestige residences and offices. Provide support / auxiliary services to the Minister and DGs offices in Parliament. Provide fleet services for various satellite offices, e.g. Langebaan Workshop, Oudtshoorn Workshop, Robben Island, Horticulture, etc. Procurement Procurement of goods and services for maintenance voyages to Antarctica, Marion and Gough Islands, Horticulture Section as well as Prestige. Movable Assets Management of 1534 locations with 89710 movable assets. These locations consist of Ministerial Houses and Offices, DG flats, VIP Houses, Workshops, etc. Information Technology Provide IT support to the RO, DG and Ministers offices in Parliament as well as various satellite offices within the Western Cape.
27 Finances effectiveness and efficiency are curtailed because of: Need to Reconfigure of Finance and SCM structure and filling of vacant posts Review of delegations, processes and standardization of reporting framework Thorough review of current financial systems, e.g. debtors system Communication challenges between RO and HO affecting turnaround time LEGAL SERVICES Volume of work large due to the Proclaimed Fishing Harbours and Parliament Legal Services effectiveness and efficiency are curtailed because of: Challenge with turnaround time from State Attorneys office, in terms of evictions and debt recovery. Access to legal documentation. Inadequate system to maintain contracts.
28 HUMAN RESOURCE MANAGEMENT Org structure and size of the establishment not meeting delivery requirements; Service Prestige clients including Parliamentarians, Robben Island & other Islands such as Marion Island, Gough Island, & Antarctica Island. HRMs effectiveness and efficiency are curtailed because of: Capacity / Structure Most work done by lower ranking officials Inadequate HR systems and Business Processes