PRESENTATION TO THE PORTFOLIO COMMITTEE ON RURAL DEVELOPMENT AND LAND REFORM 16 APRIL

BACKGROUND The Commission on Restitution of Land Rights (“the Commission”) is submitting a comprehensive stand-alone Strategic Plan for and APP to Parliament for the first time. This is in line with the move towards Autonomy as directed by the Minister and recommended by the DPME in the Restitution Evaluation conducted in The strategic goals and objectives echo the goals and objectives of the Department of Rural Development and Land Reform as the Commission still forms part of the budget structure of the department (Programme 4) and is part of the DRDLR Strategic Plan. 2

OVERVIEW OF CONTENT The structure of the documents are in line with the prescripts of the National Treasury, as follows: – Part A: Strategic Overview – Part B: Strategic Objectives – Part C: Links to other plans Annual Performance Plan – Annual Targets for Strategic Objectives, Performance Indicators and Annual Targets per objective – Quarterly Targets for – Reconciling Performance Targets with the Budget and MTEF – Technical Indicator Descriptions 3

PART A: STRATEGIC OVERVIEW Vision, Mission, Values, Constitutional, Legislative and Policy mandates Policy mandates aligned with the NDP, MTSF, MTEF and mandate of DRDLR Situational analysis taken from 4 studies namely: – Regulatory Impact Assessment (RIA), – DPME Implementation Evaluation, – Expenditure and Performance Review (EPR) done by National Treasury – Report by the South African Human Rights Commission Performance environment (Service delivery and Financial) – Service delivery challenges, organisational environment 4

CONSOLIDATION OF FINDINGS/ SITUATIONAL ANALYSIS The CRLR adopted the McKinsey 7S Framework as a management tool to perform the organizational analysis and to consolidate all the recommendations and findings of the different studies performed. 5

CONSOLIDATION OF FINDINGS Strategy The mandate of the CRLR has very often clouded by matters that are beyond the legal mandate Lack of a standardised business process Unclear delineation of roles and responsibilities between the DRDLR and the CRLR. Structure Not aligned to the mandate The budget structure: Appropriate delegations not in place 6

CONSOLIDATION OF FINDINGS Systems No Management Information System No business process/ project management system (EPMO now used) Ineffective system Style Inadequate communication and awareness-raising Because of close relationship with the DRDLR – not seen as autonomous and separate The CRLR needs to be more visible. 7

CONSOLIDATION OF FINDINGS Staff Improved coordination and integration in the planning and implementation between stakeholders needed A competent and dedicated human resource capacity to be established Improved performance management systems to be put in place Additional staff capacity required for new claims. High staff turnover and inadequate research capacity Skills Poor research skills raised Training for manner in which new claims are to be processed required FINDINGS CONVERTED INTO GOALS AND OBJECTIVES 8

STRATEGIC OUTCOME ORIENTED GOALS 9

PART B: STRATEGIC OBJECTIVES (split between business as usual and business unusual) 10

PART B: STRATEGIC OBJECTIVES 11

PART B: STRATEGIC OBJECTIVES 12

RESOURCE CONSIDERATIONS Cost drivers: Settlement of claims lodged before 1998 cut off date (old claims) Finalization of claims lodged before the 1998 cut-off date (old claims) Clearing the Commitment register (settled but not finalised) Re-opening of new claims Settlement of claims lodged after 1 July 2014 (new claims) – bulk of finalisation of new claims likely to start after this strategic plan period Implementation of the Improvement Plan 13

RESOURCE CONSIDERATIONS 14

RISK MANAGEMENT 15

RISK MANAGEMENT 16

PART C: LINKS TO OTHER PLANS 17 Aligned to MTSF Aligned to DRDLR Strategic Plan

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THANK YOU 21