1. PARLIAMENT OF THE REPUBLIC OF SOUTH AFRICA MID-YEAR REPORT (COVERING MID-TERM) 23 November 2016

2. STRUCTURE Part A: Brief Overview Part B: Strategy Overview
Part A: Brief Overview
Part B: Strategy Overview
Part C: Mid-term Review – Achievements, Performance Trends, Programme Performance, Challenges
Part D: Way forward & Recommendations

3. PART A
Brief Overview

4. PARLIAMENTARY BUSINESS CYCLE

5. PERFORMANCE IN CONTEXT

6. PERFORMANCE INFORMATION
PART B
PERFORMANCE INFORMATION

7. MID-TERM OVERALL PERFORMANCE TRENDS
Re-aligned the work of Parliament to NDP and other regional instruments
Reviewed Rules and Orders to reflect established practices in Parliament which contributed to providing coherence in policy implementation

8. MID-TERM OVERALL PERFORMANCE TRENDS
Implementation of zero-based budgeting aligned to the strategic plan, APP & operational plan
Provided leadership to inform the amendment and passing of the FMPPLA & approval of SCM regulations for Parliament and Provincial Legislatures
A Draft Legislative Sector Bill prepared

9. MID-TERM OVERALL PERFORMANECE TRENDS

10. MID-YEAR OVERALL PERFORMANCE TRENDS

11. PROGRAMME 1 PERFORMANCE INFORMATION
 Programme 1: Strategic Leadership and Governance
Political leadership, governance and institutional policy, communication and co-ordination, oversee development and implementation of strategic plan, annual performance plan and budget, Parliamentary Budget Office and Office: ISD.

12. MID-TERM PROGRAMME PERFORMANCE OVERVIEW

13. PERFORMANCE TRENDS

14. PERFORMANCE TRENDS % of governance schedule implemented
Indicators
2014/15 annual actual
2015/16 annual target
2015/16 annual actual
2016/17 Mid-year target
2016/17Mid-year actual
Status
% of governance schedule implemented -
100%
% of governance documents tabled for referral (FMPPLA)
25%
Number of analysis reports presented to the finance & Appropriation Committees in both Houses of Parliament 14 32 10 13

15. PROGRAMME 2: ADMINISTRATION
Strategic leadership support and management, institutional policy and governance, development programmes for Members, management and administration, internal audit and financial management, and the Registrar of Members’ Interests.

16. MID-TERM PROGRAMME PERFORMANCE OVERVIEW
2014/15 annual
Re-orientated the work of the Administration towards the achievement of the goals of the NDP, regional, continental policy and developmental imperatives
2015/16 annual
Improving implementation of the Members Capacity Building and Development Strategy. This includes progressively mapping-out a phased approach on the establishment of a Parliamentary Institute.
Implementation of zero-based budgeting aligned to the strategic plan, APP and operational plans of Parliament in order to align envisaged outcomes and outputs to resource allocation, improving the strategic focus on achieving results
2016/17 mid-year
Institutionalization of outcomes approach and zero-based budgeting. The implementation of efficiency and cost cutting measures gives effect to Parliament’s commitment to “ensure that resources are used effectively, efficiently and transparently” as stipulated in Section 7 (a) of the FMPPLA.
Draft Legislative Sector Services Bill presented to the relevant stakeholders for consideration. .

17. MID-TERM PERFORMANCE OVERVIEW

18. MID-TERM PERFORMANCE TRENDS
Indicators
2014/15 annual actual
2015/16 annual target
2015/16 annual actual
2016/17 Mid-year target
2016/17Mid-year actual
Status
Progress on implementation of Members’ Capacity Building and Development strategy -
80%
100%
Strategy developed & implemented
Completion rate measured on annual basis
% of capacity building programmes executed
% of Speakers’ forum and SALSA resolutions followed up and actioned
90%
% cost saving of total budget 1%
0.77%
n/a
Annual target
% compliance with prescripts and regulations
76%

19. OSTP PERFORMANCE OVERVIEW

20. PERFORMANCE ON CORE BUSINESS
 Programme 3: Core Business
Procedural and legal advice, analysis, information and research, language, content and secretarial and legislative drafting services for meetings of the National Assembly, National Council of Provinces and their committees. Provide public education, information and access to support public participation. Provide analysis, advice and content support for parliamentary international engagement.

21. MID-TERM PERFORMANCE: CORE BUSINESS
Progress on the Core Business Programme for the reporting period included a remarkable improvement in the implementation of the Core Business Charter; and the development of a business case on the Oversight and Accountability Programme (see figure below).

22. MID-TERM PERFORMANCE: CORE BUSINESS

23. MID-TERM PERFORMANCE: CORE BUSINESS
ADD VALUE
Members, Staff, Public
MINIMIZE RISKS
Financial, Legal, Operational, Reputational
REDUCE COSTS
Transactional, Process
CREATE NEW REALITY
Business Intelligence, Process (social, technological, political, business) 1 2 3 4 5 6 7
FOCUS AREA 1: KM MATURITY
Knowledge centricity, KM integrated with and embedded in business processes and performance management system.
FOCUS AREA 2: KNOWLEDGE GENERATION & SHARING
Seminar programme, discussion forums, tacit to explicit knowledge, knowledge retention
FOCUS AREA 3: DOCUMENTATION & RECORDS
Classification, codification, central repository (uVimba), electronic access and dissemination (MyParliament App, alignment with Communications Strategy), reduced printing, paperless environment (alignment with ICT strategy)
FOCUS AREA 4: PERFORMANCE MEASURES & INSTITUTIONAL BEHAVIOUR CHANGE
Client satisfaction, learning and growth, quantitative and qualitative performance improvements

24. MID-TERM PERFORMANCE: CORE BUSINESS

25. MID-TERM PERFORMANCE: CORE BUSINESS
Indicators
2014/15 annual actual
2015/16 annual target
2015/16 annual actual
2016/17 Mid-year target
2016/17Mid-year actual
Status
House Papers: % available on sitting days
100%
% of procedural advice within 7 days 0%
85%
84%
Legal advice: % within 7 day average -
83%
% of policy advice within 7 days
% research within time allocated
98%
99%
Information requests: % within time allocated
96%
% of minutes available in 3 days
66%
% of reports within 8 days
77%
92%
91%
Official Report (Unrevised Hansard): % within 5 days
39%
31%
95%
94%
Interpretation: availability
75%
88%
Translations: % within agreed time
Documentation: % responses to PAIA requests within prescribed time

26. PERFORMANCE TRENDS: CORE BUSINESS SUPPORT
Indicators
2014/15 annual actual
2015/16 annual target
2015/16 annual actual
2016/17 Mid-year target
2016/17Mid-year actual
Status
Phase of OVAC Model implementation -
Not developed
n/a
Integrated: Oversight and Accountability Programme
Phase of Legislative Model implementation
Phase of Cooperative Government Oversight Mechanism implementation
Phase of Public Participation Model implementation
% Publication of tracking of document
100%
Population having access to participate in parliamentary processes
Annual target
Population participating in parliamentary processes

27. MID-TERM PERFORMANCE: CORE BUSINESS SUPPORT

28. MID-TERM PERFORMANCE: CORE BUSINESS SUPPORT
Indicators
2014/15 annual actual
2015/16 annual target
2015/16 annual actual
2016/17 Mid-year target
2016/17Mid-year actual
Status
% of International reports tabled 0%
85%
41%
100%
% International agreements analysed
75%
% Adherence to State Protocol at Parliament

29. Programme 4: Support Services
MID-TERM PERFORMANCE: SUPPORT SERVICES
 Programme 4: Support Services
Provide institutional communication services, human resource management, information communication technology, institutional support services and Members’ support services.

30. MID-TERM PERFORMANCE: SUPPORT SERVICES
REPUTATION MANAGEMENT & SUPPORT FOR CORE BUSINESS
EXPANDED AND EFFECTIVE REACH TO ALL CITIZENS IN THEIR LANGUAGES
DEVELOPMENT OF PARLIAMENT UNMEDIATED COMMUNICATIONS CAPACITY
% IMPROVEMENT IN RESPECT OF THE AWARENESS OF PARLIAMENT EXCEEDED

31. MID-TERM PERFORMANCE: SUPPORT SERVICES

33. MID-TERM PERFORMANCE: SUPPORT SERVICES
PROJECT 1
Back to Basics
PROJECT 2
Client satisfaction
PROJECT 3
Media monitoring
PROJECT 4
Seamless Integrated services strategy
Handbook on Members’ Facilities

34. PERFORMANCE TRENDS: SUPPORT SERVICES

35. PERFORMANCE TRENDS: SUPPORT SERVICES
Indicators
2014/15 annual actual
2015/16 annual target
2015/16 annual actual
2016/17 Mid-year target
2016/17Mid-year actual
Status
% Progress on implementation of stakeholder management plan 0%
SMP developed
Not developed
n/a
Stakeholder mapping done
% Client satisfaction level -
75%
84%
Annual target
% Phase of strategy implementation
Strategy approved
Draft strategy
Comprehensive media monitoring
Media monitoring & analysis activated
Communication training for managers conducted
Not held
% of population who are aware of business of Parliament
100%
% of universal access to web -based and mobile platforms
50%
54%
% Client satisfaction level - satisfied with service levels
65%
60%
% Increase in talent management index 4%
11%

36. MID-TERM PROGRAMME PERFORMANCE
 Programme 5: Associated Services
Provide travel, communication and other facilities for Members of Parliament to fulfil their duties as elected public representatives. Provide financial support to political parties represented in Parliament, their leaders and constituency offices.

37. MID-TERM PROGRAMME PERFORMANCE

38. 2016/17 QUARTER 2 PERFORMANCE ON CORE BUSINESS
Indicators
2014/15 annual actual
2015/16 annual target
2015/16 annual actual
2016/17 Mid-year target
2016/17Mid-year actual
Status
Phase of integrated strategy implementation -
N/A
Business case developed
Average number of days to reimburse members
2.7 days
2.6 days
2.77 days
Handbook published by 31 October
Draft Handbook developed
Number of payments made in compliance with policy 65 60
100%
100% (36)

39. 2016/17 Mid-Year Performance:
CONCLUSION
2015/16 Annual Performance:
46.9%
2016/17 Mid-Year Performance:
52%
WAY FORWARD:
Implementation of a results based and outcomes oriented integrated approach to strategic planning to ensure the achievement of the outcome-oriented goals and objectives of Parliament.

40. Summary 1
Programme 1:
Executive Authority provided strategic leadership in ensuring implementation of the NDP
HLP established to assess the impact of legislation
Programme 2:
Institutionalization of outcomes approach and zero-based budgeting.
Good progress in supporting members’ capacity as well as sector coordination

41. Summary 2
Programme 3:
Good progress in provision of information and advisory support in the core business environment
Efforts are being made to improve timely provision of House & Committee Meeting Reports

42. Summary 3
Programme 4&5:
Support services is implementing several initiatives aimed at enabling and efficient administration
Media Monitoring Tool, My Parliament APP as well as Back to Basics Project
Work in progress to provide seamless support to Members of Parliament

43. CONCLUSION
Strengthen the institutionalization of Parliament’s Outcomes Framework
Leverage and optimise on institutional resources and capabilities
Focus on efficiency & cost cutting measures
Focus on Leadership & talent management
Focus on ICT and Knowledge Management
Conducive environment

44. Branch April - September 2016 actuals against budget
April to September 2016
Annual
Budget
R’000
Expenditure
spent %
Available
Projections
Variance
Strategic Leadership
& Governance
54 660
49 775 91
4 885
Administration
95 947
76 554 80
19 393
Core Business 86
39 389
Support Services
26 199
Associated Services
100
1 484
(10 526)
TOTAL 90
91 350
Direct Charge 81
49 998
72 850 88
62 324
Parliament has spent 88% of its budget for the first six months of 2016 as per the original annual performance plans which will be revised upon completion of the current reprioritisation by branches. There is an underspending of R49m on direct charges and indications are that there will be an underspending of R73m at the end of the financial year, which will be surrendered to the National Revenue Fund in terms of Section 23(4) of the FMPPLA.
Indications are that Associated Services will have an overspending of R7m at the end of the financial year, which relates to transfers to political parties represented in Parliament, which must be addressed during the adjustment budget.

45. Economic classification: April – September 2016
April to September 2016
Annual
Budget
R’000
Expenditure
spent %
Available
Projections
Variance
Compensation of Members 81
49 998
72 850
Compensation of employees 94
27 526
Goods and Services 75
64 497
Capital
14 502
11 866 82
2 636
29 004
Transfers
102
(3 310)
(10 526)
TOTAL 88
62 324
Parliament has spent 88% of its budget of R million for the first six months of the financial year. The amount allocated to Parliament by National Treasury for compensation of employees (R778,816m) had to be augmented by R142,646m from retained earnings, which is now depleted. The allocation for compensation of employees was based on filled positions as at the end of February 2016, and no allocation was made for vacant positions.

46. Strategic and Leadership Governance
April to September 2016
Annual
Budget
R’000
Expenditure
spent %
Available
Projections
Variance
Office of the Speaker
25 680
21 817 85
3 863
51 360
Office of the Chairperson
18 493
18 256 99
237
36 986
Joint Services
Treasury Advisory Office
550 1
549
1 100
Parliamentary Budget Office
7 140
6 898 97
242
14 281
Office of the Institutions Supporting Democracy
2 797
2 803
100
(6)
5 593
TOTAL
54 660
49 775 91
4 885
The branch has spent 91% of its monthly budget and is in line with the projections.
Spending on compensation of employees to date is 98% while goods and services has spent 70%.

47. Administration April to September 2016 Annual TOTAL 95 947 76 554 80
Budget
R’000
Expenditure
spent %
Available
Budget R’000
Projections
Variance
Secretary’s Office
10 360
9 595 93
765
20 720
Finance Management Office
27 929
23 488 84
4 441
54 632
Internal Audit
6 673
7 876
118
(1 203)
13 345
Strategic Management & Governance
7 869
6 295 80
1 574
15 739
Registrar of Members Interest
1 771
1 547 87
224
3 542
Legislative Sector
21 221
13 347 63
7 874
42 442
Projects
17 124
14 360
2 764
34 248
Events
3 000 46 2
2 954
6 000
TOTAL
95 947
76 554 80
19 393
The branch has spent 80% of its monthly budget of R95.9 million.
Spending on compensation of employees is 92% while goods and services is only 68%.

48. Core Business April to September 2016 Annual 176 70 40 106 353 2 150
Budget
R’000
Expenditure
spent %
Available R’000
Budget R’000
Projections
Variance
Office of the Deputy Secretary Core Business Branch
176 70 40
106
353
Youth Parliament
2 150
3 207
150
(1 057)
4 300
Woman’s Parliament
750
1 500
National Assembly
19 158
16 800 88
2 358
38 316
National Council of Provinces
26 829
18 081 67
8 748
53 657
International Relations and Protocol
19 783
15 707 79
4 076
39 566
Core Business Support 85
19 375
Knowledge and Information Services
85 390
80 357 94
5 033
TOTAL 86
39 389
The branch has spent 86% of its monthly budget of R286million. Spending on compensation of employees is 93% while goods and services is 64%.

49. Support Services April to September 2016 Annual 1 526 1 468 96 58
Budget
R’000
Expenditure
spent %
Available R’000
Budget R’000
Projections
Variance
Office of the Deputy Secretary Support Services Branch
1 526
1 468 96 58
3 052
Human Resources
37 409
21 971 59
15 438
71 092
Parliamentary Communication Services
30 919
23 403 76
7 516
61 838
Information Communication and Technology
42 625
46 301
109
(3 676)
85 251
Members Support
4 490
4 581
102
(91)
10 207
Institutional Support Services
67 728
60 774 90
6 954
TOTAL 86
26 199
The branch has spent 86% of its monthly budget of R185million. Spending on compensation of employees is 94% while goods and services is 63%.

50. Associated Services April to September 2016 Annual 112 485 107 738 96
Budget
R’000
Expenditure
spent %
Available
Projections
Variance
Members Facilities 96
4 747
Transfer to Political Parties
102
(3 263)
(10 526)
TOTAL
100
1 484
Associated Services has spent 100% of its monthly budget of R305 million for the period April to September and indications are that there will be an overspending of R10.5 million at the end of the financial year.

51. Direct Charges April to September 2016 Annual 264 899 214 901 81
Budget
R’000
Expenditure
spent %
Available
Projections
Variance
Members’ remuneration 81
49 998
72 850
TOTAL
Spending on direct charges at the end of September is 81 percent of the budgeted expenditure for the period April to September. Indications are that there will be an underspending of R72,8m at the end of the financial year. The reason for the low spend is due to the fact that higher budget was allocated on an incremental bases since The unspent funds will be surrendered to National Revenue Fund in terms of section 23 (4) of the FMPPLA.