1. Annual Report 2005 / 06 Briefing to the Portfolio Committee on Home Affairs 27 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 registered voters
51% were female
Significant increase on 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. CHANGE IN GEOGRAPHICAL DISTRIBUTION OF VOTING DISTRICTS AND STATIONS
PROVINCE
VDs* 1999
VDs 2000
(% change)
VDs 2004
VDs 2006
Eastern Cape
2 646
3 087 (17)
4 115 (33)
4 368 (6)
Free State
1 075
1 061 (-1)
1 063 (0,2)
1 186 (12)
Gauteng
1 841
1 979 (8)
2 098 (6)
2 172 (4)
KwaZulu–Natal
3 340
3 342 (0,1)
3 556 (6)
4 064 (14)
Mpumalanga
877
1 023 (17)
1 128 (10)
1 259 (12)
Northern Cape
357
396 (11)
412 (4)
621 (51)
Limpopo
1 954
1 796 (-8)
2 000 (11)
2 274 (14)
North West
1 252
1 020 (-19)
1 246 (22)
1 488 (16)
Western Cape
1 308
1 290 (-1)
1 348 (5)
1 441 (7)
TOTAL
14 650
(2)
(13)
(11)

8. CHANGE IN THE GEOGRAPHY OF MUNICIPAL ELECTIONS
Province
Wards: 2000
‘06 (%)
VDs*: 2000
‘06 (% change)
Voters: 2000
2006 (% change) EC
569
636 (12)
2909
4368 (50)
(21) FS
291
300 (3)
1061
1186 (12)
(8)
Gauteng
420
423 (0,7)
1932
2172 (12)
(12)
KZN
780
771 (-1)
3514
4064 (16)
(9) MP
364
365 (0,2)
982
1259 (28)
(14) NC
173
174 (0,5)
396
621 (57)
(17)
Limpopo
474
513 (8)
1837
2274 (24)
(18) NW
353
365 (3)
1067
1488 (39)
(16)
W Cape
330
348 (5)
1290
1441 (12)
(18)
TOTAL
3 754
3 895 (4)
14 988
18 873(26)
(14)

9. 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 (in 2000) to (in 2006)
A number of voting districts was split as a result of re-delimiting of wards and affected voters had to re-register

10. 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

11. Strategic Objective 4: To offer high-quality electoral services in order to facilitate voting by all eligible voters
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

12. 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
candidates were nominated for the 2006 elections
were party ward candidates
667 were independent candidates
were party list candidates
45% were female
were between ages of 18 and 35

13. 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 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

14. 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

15. BY-ELECTIONS DURING THE PERIOD 1 APRIL 2005 TO 31 MARCH 2006
Province
Municipalities
Wards
Voting districts
Eastern Cape 7 8 43
Free State 3 9
Gauteng 11 48
KwaZulu-Natal 16 17 56
Limpopo
Mpumalanga 4 5
North West 46
Northern Cape 10
Western Cape 27
TOTAL 59 76
266

16. Women councillors (Original) No. of women councillors (New) Change
CHANGE IN NUMBER OF WOMEN COUNCILLORS IN 76 AFFECTED WARDS THROUGH BY-ELECTIONS
Province
Women councillors (Original)
No. of women councillors (New)
Change
Eastern Cape 2
Free State
Gauteng 1 4 3
KwaZulu-Natal
Limpopo
Mpumalanga
North West
Northern Cape
Western Cape
TOTAL 11 25 14

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. Strategic Objective 5: To ensure maximum political participation and to inform voters on electoral processes
Public call centre received calls
Public website received 7.5 million hits
voters checked registration details via SMS
voters used ATM technology to check registration details

26. 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
results slips were captured in 50 hours, compared to in 67 hours in 2004

27. 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

28. 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

29. 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

30. 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

31. 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

32. Strategic Objective 7: Funds received and spent
The Commission received R million from the state;
Sundry income of R million, consisting largely of interest earned was generated bringing the total income to R million;
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.

33. Main Activities of Strategic Objective 7 Finance
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.

34. 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.

35. 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.

36. EXPENDITURE: Standard Items
Strategic Objective 7:
Actual Expenditure vs Budget
Summary : Economic Classification Report for the year ended 31 March 2006
EXPENDITURE: Standard Items
Total Expenditure 2005/2006
Budget (Including Adjustments Estimate
Variance – Saving / (over-expenditure)
Variance - %
Personnel Expenditure
R’000
237, 829
R’ ,884
R’000 3,055
1.3%
Administrative Expenditure
253, 030
271,075
18,045
6.6%
Stock
77,935
84,570
6,635
7.8%
Equipment
11,454
11,685
0,231 2%
Land & Buildings
46,619
47,231
612
Professional & Special Services
272,955
285,607
12,652
4.4%
Miscellaneous Expenses 68 75 7
9,3%
Depreciation
23,330 0%
Deficit on Disposal of Assets 36
100%
TOTAL EXPENDITURE
923,256
964,457
41,237
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