STRATEGIC PLAN FOR PARLIAMENT

PA R L I A M E N T. G O V. Z A

2019 TO 2024

CONTENTS PageStatementbytheExecutiveAuthority...................................................................................................................3StatementbytheAccountingOfficer.....................................................................................................................5Definitions................................................................................................................................................................6I.PARTA:THEMANDATEOFPARLIAMENT..............................................................................................................81.1Introduction.......................................................................................................................................................81.2MandateofParliament.................................................................................................................................. 10II.PARTB:STRATEGICFOCUSOFTHE6THPARLIAMENT......................................................................................... 142.1Vision.............................................................................................................................................................. 142.2Mission............................................................................................................................................................ 142.3Values.............................................................................................................................................................. 142.4SituationalanalysisrelevanttoParliament.................................................................................................. 142.5Policyprioritiesforthe6thParliament......................................................................................................... 24III.PARTC:STRATEGICPERFORMANCEANDMEASURES....................................................................................... 273.1Impact2030–Improvingqualityoflife....................................................................................................... 273.2Outcome2024–Increasegovernment’saccountability.............................................................................. 273.3Plannedperformance,resourcesandkeyrisks............................................................................................ 29IV.PARTD:ANNEXURE......................................................................................................................................... 334.1.Descriptionofthestrategicmanagementframework................................................................................ 334.2.Technicalindicatordescriptors...................................................................................................................... 35

STRATEGIC PLAN FOR PARLIAMENT2019TO2024

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Statement by the Executive Authority

The6thdemocraticParliamentwasestablishedshortlyaftertheMay2019provincialandnationalelections.Thiswasacriticalmilestoneindeepeningandentrenchingdemocracyinourcountry.

Acknowledgingthecollectivegainsmadeovermorethantwodecadesofdemocracy,the6thParliamentreaffirmeditscommitmentnotonlytoitsconstitutionallypredicatedresponsibilitiesoflawmaking,oversightandpublicparticipation-butalsotoitsvisionofbeinganactivistandresponsivepeople’sParliamentthatimprovesthequalityoflifeofSouthAfricansandensuresenduringequalityinoursociety.

Asaveritablehubofdemocracyand true tribuneof thepeople,andmindfulof its responsibility tobuildaneffectivepeople’s Parliament that is responsive to the needs of the people, the institution embarked on a process of strategydevelopment.Informedbytheinstitution’sintegratedstrategicmanagementframework,earlyintheparliamentaryterm,theplanningsessionswereconductedinbothhousesofourParliament(i.e.theNationalAssemblyandtheNationalCouncilofProvinces).Thisculminatedintheidentificationofpolicypriorities,whichinturninformedthesubsequentdevelopmentof the Strategic Plan for the 6th Parliament. The institution’s core values of openness, responsiveness, accountability,teamwork,professionalismandintegrityguidedthestrategydevelopmentprocess.

Theprocesstookplaceagainstabackdropofagloomyglobaleconomicandpoliticaloutlook.Theseresultedfrom,amongstothers,intermittenttradewarsandtradepolicyuncertainty,resurgenceof‘narrownationalism’andseismicshiftsingeo-politics. Therewerealso renewednationalefforts tohavemeaningfulandvalue-addingsocial compacts toamelioratethe nation’smajor socio-economic challenges associatedwith deepening inequality, poverty andhigh unemployment.Inadditiontotheattendantchallengesofpooreconomicperformance,thelowgrowthforecastforSouthAfricaandthepotentialspill-overeffects(suchasbudgetcutsanddecreasedallocationtoParliament),thestrategydevelopmentprocessoccurredatatimewhentheinstitutionwasgrapplingwithanarrayofitsowninternalchallenges.Theseinclude,butarenotlimitedto,unsustainablecostofthewageBillandagingphysicalinfrastructurewhichdoesnottalktothedemandsofachangingParliament.

Nonetheless,whilemindfuloftheaboveexternalandinternalconstraintsweareemboldenedbythegainsmadebythepreviousparliamentssuchasthe5thParliament’sperformanceimprovementfrom45%in2015/16to78%in2018/19andthefiveconsecutivecleanaudits.The6thParliamentdevelopeditsStrategicPlanforthe2019-2024periodinordertocreateacommonvisionforallatParliament,establishingahighlevelofsynergyandunderstandingregardingthedirectioninwhichtheorganisationismoving,whilstalsodirectingtheoperationalcomponentsintheirdailyactivities.TheStrategicPlanalsooutlinesthelong-termimpactofParliament,itsmedium-termoutcomeandindicatorsinordertogiveeffecttoanactivistpeople’sParliament.

Inrecentyears,ourcountryhaswitnessedariseinservicedeliveryprotests.Thegeneralperceptionisthatthesehavebeenoccasionedbythedilatorymannerinwhichgovernmentrespondstopeople’sconcernswhentheseareraised.Thisunderscorestheneedforthe6thParliamenttointensifyitseffortsofkeepingtheexecutiveaccountableindeliveringonthegoalsoftheNationalDevelopmentPlanofincreasingemployment,eradicatingpovertyandreducinginequalities-thusincreasinggovernment’sresponsivenessandaccountability.Asatruetribuneofthepeople,Parliamentcannotaffordtoluxuriateinlengthypolicydebatesandlegislativeprocesseswhile26yearslaterinourdemocracythecountry’sdemocraticdividendisnotequallydistributedandsharedbyall.

Assuch,this6thParliamentwillutilise itsoversightmechanismsandallavailableresourcestohelpensure,effectandadvancethepaceofservicedeliverytoallthepeopleofSouthAfrica.

TR MODISE, MPSPEAKERNATIONAL ASSEMBLY

AN MASONDO, MPCHAIRPERSONNATIONAL COUNCIL OF PROVINCES

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Statement by the Accounting Officer

TheFinancialManagementofParliamentandProvincialLegislaturesAct,Act10of2009asamended,requiresParliamenttodevelopandtableastrategicplanthatsetsoutitsplannedoutcomesandstrategyforthe5-yearterm.Thestrategicplanmustcoverthenextfiveyears,specifytheprioritiesofParliament,andincludeimpactandoutcomestatementsaswellasindicatorsagainstwhichtheinstitutioncanbemeasuredandevaluated.Itmustalsoincludemulti-yearprojectionsofrevenueandexpenditure.

FollowingtheelectionsinMay2019,theExecutiveAuthorityofParliamentdirectedaprocesswherebyrepresentativesoftheNationalAssemblyandtheNationalCouncilofProvincesparticipatedinthedevelopmentofpolicyprioritiesforthesixthParliament.PlanningsessionswereconductedforbothHouses,afterwhichpolicyprioritieswereidentifiedjointly.ThispoliticalpolicydirectioninformedthedevelopmentofadraftstrategicplanundertheleadershipoftheAccountingOfficer.Thestrategicplanoutlinesthelong-termimpactofParliamentandthemedium-termoutcomesforthe6thParliament,2019to2024.

TheConstitutionenvisages,amongstothers,improvingthequalityoflifeofallcitizens,andfreeingthepotentialofeachperson.Moreover,ourcountry’sNationalDevelopmentPlan(NDP)outlinesGovernment’smasterplanfortheimprovementinthequalityoflifeofallpersonsinSouthAfricaby2030.Insodoing,theNDPreflectskeymeasuresandobjectivestoincreaseemployment,eradicatepovertyandreduceinequality.Parliamentthereforeregardsimprovingqualityoflifeasafundamental focus inthedevelopmentofourdemocracyandhasadopted itastheultimate15-yearsocietal impactforSouthAfrica.ThechallengeforParliamentistoensurethatGovernmentdeliversontheobjectivesandtargetsoftheNationalDevelopmentPlan.

Against this backdrop, Parliament determined its 2024 outcome of increasing government’s responsiveness andaccountability. Todo this,Parliamentwillneed tostrengthen itsoversightover theExecutive. Strongeroversightwillrequiredeeperinsightsandscrutinyandmoreeffectivepublicinvolvement.AsParliamentrespondstothisopportunity,itwillmoreeffectivelyfulfillitsconstitutionalmandate,improvegovernment’sresponsivenessandaccountability,improvethepaceandqualityofservicedeliveryandbuildthetrustofthepeople.InthisregardParliament’sAdministrationwillfocusitsattentionontheeffectiveandimprovedsupporttoallMembersofParliament.

Iampleasedtopresentthestrategicplanforthe6thParliament,2019to2024.

P TYAWAACTING SECRETARY TO PARLIAMENT

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Definitions

Strategic plan Aclearlydefined5-yearplanthatfocusesonissuesthatarestrategicallyimportanttotheinstitution.Thestrategicplanisreviewedannuallyorwhenrequired.Itidentifiestheimpactandoutcomesagainstwhichtheinstitutioncanbemeasuredandevaluated.

Annual performance plan A3-yearperformanceplanthatfocussesontheoutputs,outputindicatorsandtargetsthattheinstitutionwillseektoachieveintheupcomingfinancialyear,alignedtotheoutcomesreflectedintheStrategicPlan.Itincludesforwardprojections(annualtargets)forafurthertwoyears,consistentwiththeMedium-TermExpenditureFramework(MTEF)period,withannualandquarterlyperformancetargets,whereappropriate,forthefinancialyear.

Operational plans Plansforcomponentsfocusingonactivitiesandbudgetsforeachoftheoutputsandoutputindicators reflected in the Annual Performance Plan. Annual operational plans includeoperationaloutputs,whicharenotreflectedintheAnnualPerformancePlan.Operationalplanscanbedevelopedforbranchesorprogrammeswithintheinstitution.

Performance information Performance information includes planning, budgeting, implementation, monitoring,reportingandevaluationelements,whicharekeytoeffectivemanagement.Performanceinformation indicates how well an institution performs towards the achievement of itsresults.Thisinformationisvitalinenhancingtransparency,accountabilityandoversight.

Impact Impactsarechanges inconditions.Theseare the resultsofachievingspecificoutcomes,suchasreducingpovertyandcreatingjobs.Impactsseekstoanswerthequestionof“whatdoweaimtochange”.

Outcome The medium term results which are the consequence of achieving specific outputs.Outcomesare“whatwewishtoachieve”.

Outputs Thefinaltangibleproducts,orgoodsandservicesdeliveredasaresultofactivities.Outputsmay be defined as “what we produce or deliver”. Outputs are also the building blockstowardsthedesiredoutcome.

Activities Theseareprocessesoractionswhichusearangeofinputstoproducethedesiredoutputsandultimatelyoutcomes.Inessence,activitiesdescribe“whatwedo”.

Inputs Thesearetheresourceswhichcontributetotheproductionanddeliveryofoutputs.Inputsare “what we use to do the work”. They include finances, personnel, equipment andbuildings.

Assumptions Assumptionsarefactorsthatareacceptedastrueandcertaintohappenwithoutproof.

Risks A potential, unintended outcome that will affect the achievement of an institution’spredeterminedresults.

Indicator Anindicatorisapredeterminedsignal,ataspecificpointinaprocess,showingthattheresultwasachieved.Itshouldincludeaunitofmeasurementthatspecifieswhatistobemeasured.Indicatorscanbequalitativeorquantitativemeasures.

Proxy indicators Proxyindicatorsareusedwhenresultscannotbemeasureddirectly.Aproxyindicatoraimstoprovideanindicationofachievedperformanceinaspecificarea.

Sector indicators Sectorindicatorsrefertoacoresetofindicatorsthathavebeendevelopedandagreedtobynationalandprovincialinstitutionswithinasector.ThesectorindicatorsareapprovedbyprovincialAccountingOfficers,incorporatedintheAnnualPerformancePlansofprovincialinstitutionsandformthebasisforquarterlyandannualperformancereportingprocess.

Indicator descriptor The description of impact, outcome and output indicators and targets to outline datacollection processes, gathering of portfolio of evidence, and an acceptable level ofperformanceatthebeginningoftheplanningcycle.

Targets Targets are the level of performance the institutionwould like to achieveandmust bespecific,measurable,attainable,realisticandtimely(SMART).

Baseline Thecurrentlevelofperformancethattheinstitutionaimstoimprove.

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I. PART A: THE MANDATE OF PARLIAMENT

1.1 Introduction

1.1.1 Introducing strategic planning in Parliament

ThefirstdemocraticallyelectedParliamentidentifiedtheneedforastrategicplanningprocesstoenablesystematicandcoherentplanningforthefutureandtomonitorandevaluateimplementationandprogress.Aninitialsetofprocesseswereactivatedin1997,withtheaimofimplementingstrategicplanning.

WiththepromulgationofthePublicFinanceManagementActin1999,ParliamentadoptedthemanagementprinciplessetoutinthisAct.Instrumentssuchasthestrategicplan,thebudgetvote,quarterlyreportsandtheannualreportwereintroducedfrom2002.WithregardtotheextentthatanyprovisionofthisActappliedtoParliament,section3vestedanycontrollingandsupervisoryfunctionsoftheNationalTreasuryintheSpeakeroftheNationalAssemblyandtheChairpersonoftheNationalCouncilofProvinces,actingjointly.

1.1.2 Finance Management of Parliament Act

With thepromulgationof theFinancial Management of Parliament and Provincial Legislatures Act,Act10of2009asamended, theplanningprocessand thestrategicplanbecameregulatedby law. Asof2009,Parliamentadopted thecontinuumofgovernanceactivitiesassetoutintheGreen Paper on National Strategic Planning(2009).Thesegovernanceactivitiesconsistof:

• policydevelopment;• strategicandoperationalplanning;• resourceallocation;• implementation;and• performancemonitoringandevaluation.

Accordingly, the Executive Authority of Parliament oversees the preparation of Parliament’s strategic plan, annualperformanceplan,andbudgetandadjustmentsbudgets.Withregardtothegovernanceprocesses,theActmakesprovisionforthesubmissionofadraftstrategicplan,draftannualperformanceplan,draftbudget,writtenperformanceagreement,monthlyfinancial statements,quarterlyperformance reports, amid-yearbudgetandperformanceassessment, andanannualreport.

Thestrategicplanmust-

a) coverthenextfiveyearsoranotherperioddeterminedbyParliament;b) specifytheprioritiesofParliament’sadministrationfortheperiodoftheplan;c) includeobjectivesandoutcomesforeachprogrammeofParliament;d) includemulti-yearprojectionsofallrevenueandexpenditure;ande) includeperformancemeasuresandindicatorsforassessingtheadministration’sperformanceinimplementing

thestrategicplan.

Thestrategicplanoutlinesthelong-termimpactofParliamentandthemedium-termoutcomes.

1.1.3 Strategic management process in Parliament

Parliamentadoptedanintegratedstrategicmanagementframeworkin2018,settingoutthestrategydevelopmentprocess.Thestrategicmanagementframeworkisbasedonuniversallyacceptedbestpracticeinthestrategicmanagementsphere,anddirectstheplanningprocessinParliament.

The strategic management framework comprises of the essential building blocks required for the formulation andimplementationofstrategy.Theframeworkisbasedonthevision,missionandvaluesoftheinstitution.Theframeworkconsists of two main elements: strategy formulation and strategy implementation. Strategy formulation consists ofenvironmental scanning, strategy formulation and goal setting. Strategy implementation consists of implementationprogrammesandinitiatives,therequiredorganisationalstructures,resourceallocation,andmonitoringandevaluation.

FollowingtheelectionsinMay2019,theExecutiveAuthorityofParliamentdirectedaprocesswherebyMembersoftheNationalAssemblyandtheNationalCouncilofProvincesparticipatedinthedevelopmentofpolicyprioritiesforthesixthParliament.PlanningsessionswereconductedforbothHousesafterwhichpolicyprioritieswereidentified.TheprocessensuredtheactiveinvolvementbytheExecutiveAuthority,OfficeBearersandMembersofParliamentinthedevelopmentofthepolicyprioritiesforParliament.TheAccountingOfficerdirectedthedevelopmentofadraftstrategicplan,basedonthispolicydirection.

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1.1.4 Alignment with the National Development Plan and related plans

TheworkofParliamentisinformedandinfluencedbythenationalagenda,andalsobyregionalandglobaldevelopments.ThestrategicplanofParliamentisalignedtotheobjectivessetoutinvariousplans,includingtheNationalDevelopmentPlanandotherregionalandglobalplans.

ThefirstNationalDevelopmentPlanforSouthAfricawaspublishedin2012.Theplansetsoutmeasuresandobjectivestoincreaseemploymentandincome,toensureskillsdevelopmentandtobroadenownershiptohistoricallydisadvantagedgroups.Itintendstoincreasethequalityofeducation,provideaccesstoaffordable,qualityhealthcare,andtoprovidesafeandaffordablepublictransport.Itfurtherseekstoprovidesecurityofhouseholdfood,nutritionandhousing,andsocialprotectionforthepoorandothergroupsinneed,suchaschildrenandpersonswithdisabilities.Theplanalsooutlinesstepsfortherealisationofadevelopmental,capableandethicalstatethattreatscitizenswithdignity.Intermsoftheprinciplesofadevelopmentalstate,publicadministrationmustbegovernedbythedemocraticvaluesandprinciplesenshrinedintheConstitution.SubsequenttothepublicationandadoptionoftheNationalDevelopmentPlan,allinstitutionsarerequiredtoreviewandaligntheirlong-termoutcomesandstrategicplans.

Regional,continentalandglobalplansusedinalignmentincludedthefollowing:

• The Sustainable Development Goals-acollectionof17globalgoalsdesignedtobeablueprinttoachieveabetterandmoresustainablefutureforall.TheSDGs,setin2015bytheUnitedNationsGeneralAssemblyandintendedtobeachievedbytheyear2030,arepartofUNResolution70/1,the2030Agenda.

• Agenda 2063 – the Africa we want.Africa’snewpathforattaininginclusiveandsustainableeconomicgrowthanddevelopmentwassignedbymembersoftheAfricanUnioninMay2013.Thedeclarationmarkedthere-dedicationofAfricatowardstheattainmentofthePanAfricanVisionofanintegrated,prosperousandpeacefulAfrica,drivenbyitsowncitizens,representingadynamicforceintheinternationalarena.

• SADC Regional Indicative Strategic Development Plan.Theplanisacomprehensive15–yearstrategicroadmap,whichprovidesthestrategicdirectionforachievingSADC’slong-termsocialandeconomicgoals.ItwasapprovedbytheSADCSummitin2003anditseffectiveimplementationbeganin2005.

• The Inter-Parliamentary Union Strategy 2017-2021. The plan, drafted under the guidance of IPU MemberParliaments,setsthevision,missionandobjectivesoftheorganisation.ItoutlinestheactionsthatneedtobetakenbytheIPUcommunitytoachieveitsagendaandthetwooverarchinggoalsofbuildingstrong,democraticparliamentsandmobilisingthemaroundtheglobaldevelopmentagenda.

1.2 Mandate of Parliament

1.2.1 Legislative mandate

ThemandateofParliamentderivesfromtheConstitutionoftheRepublicofSouthAfrica,1996,establishingParliamentandsettingoutthefunctionsitperforms.Parliament’sroleandoutcomesaretorepresentthepeopleandensuregovernmentbythepeopleundertheConstitution,aswellastorepresenttheprovincesandlocalgovernmentinthenationalsphereofgovernment.

ThemandateandfunctionsofParliamentarebasedonthefollowinglegislation:

• ConstitutionoftheRepublicofSouthAfrica,1996;• Powers,PrivilegesandImmunitiesofParliamentandProvincialLegislaturesAct,Act4of2004;• MoneyBillsAmendmentProcedureandRelatedMattersAct,Act9of2009;• FinancialManagementofParliamentandProvincialLegislaturesAct,Act10of2009;• NationalCouncilofProvinces(PermanentDelegatesVacancies)Act,Act17of1997;• DeterminationofDelegates(NationalCouncilofProvinces)Act,Act69of1998;• MandatingProceduresofProvincesAct,Act52of2008;and• RemunerationofPublicOfficeBearersAct,Act20of1998.

1.2.2 Business of Parliament

Thestrategicoutcomes,budgetprogrammestructureandtheorganisationalstructureofParliamentarepredicatedonthebusinessofParliament,assetoutintheConstitution.

TheConstitutionisthesupremelawoftheRepublicandlaysthefoundationsforademocraticandopensocietyinwhichgovernmentisbasedonthewillofthepeopleandeverycitizenisequallyprotectedbylaw.Itstipulatesthevaluesandmechanismsforgovernanceofauniquelypeople-centreddemocracy.

TheConstitution setsa single, sovereigndemocratic statewheregovernment is constitutedasnational,provincial andlocalspheresofgovernmentwhicharedistinctive,interdependentandinterrelated.OnthenationalspheregovernanceiseffectedthroughParliament,theExecutiveandtheJudiciary.IntheRepublic,thelegislativeauthorityofthenational

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sphereofgovernmentisvestedinParliament,theexecutiveauthorityisvestedinthePresident,andthejudicialauthorityisvestedintheCourts.

Parliament represents the people and provincial interests in order to ensure government by the people, under theConstitution.Suchrepresentationtakesplaceintheactivitiesofpassinglegislation,overseeingandscrutinisingexecutiveaction,andthefacilitationofpublicinvolvement,co-operativegovernmentandinternationalparticipation.

ApplyingtheconstructofthelogicalframeworktoParliament,itispossibletodefinetheinputs,activities,outputs,medium-termoutcomesandlongtermimpactsforParliament(Figure1).

InputsrelatetoMembers’capacity,advisoryandinformationservices,andrelatedfacilitiesandsupportusedinactivities.Activities include the passing of legislation, overseeing and scrutinising executive action, the facilitation of publicinvolvement, functions around co-operative government and international participation. These activities are mainlyconstitutedasplenaries,committeemeetingsandtheworkperformedinconstituenciesandoninternationalplatforms.Theeffectivenessofsuchplenariesandcommitteemeetingsdependontheappropriatecapacity,therequiredinformationonproceedings and content, and anenabling environmentwith the required facilities. Theensuingoutputs to theseprocesseswillincludeBills,budgetrecommendations,appointmentrecommendations,approvedinternationalagreements,governmentinterventionsandotherresolutionsofParliament.TheoutcomeofParliamentisorientatedtoensureopen,responsiveandaccountablegovernment.

Parliament Result

Impact Improve quality of life:Eliminateincomepoverty ReduceunemploymentReduceinequality

Outcome Long-term: DeepeneddemocracyIntermediate: AccountablegovernmentImmediate: Strengthenedoversightandaccountability

Enhancedpublicinvolvement Deepenedengagementininternationalfora Strengthenedco-operativegovernment Strengthenedlegislativecapacity

Outputs House resolutions:Bills,approvedinternationalagreements,appointmentrecommendations,approvedinterventions,resolutions

Activities Houses: PlenariesCommittees: CommitteemeetingsConstituencies: Constituencyofficerepresentation

Inputs House: Advisoryandinformationservices,Members’supportservices.Committees:Proceduralandlegaladvice,analyticalandcontentadvice,research,

records,publiceducation,communication,media,meetingroompreparation,catering,security.

Constituencies: Transferpaymentsforconstituencywork

Figure 1. Framework linking inputs, activities, outputs, outcomes and impacts

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1.2.3 Court rulings relevant to the mandate of Parliament

Asourdemocracymatures,peopleandorganisationsapproachthecourts tochallengeactionsor legislationpassedbyParliament.Thecourtsrecentlydeclaredlegislationconstitutionallyinvalidonvariousgrounds.ThisresultedinParliamentbeingrequiredtoremedythedefects,someofwhichrequiredadditionalresourcesforimplementation.Thesecourtrulings,however,providedclarityanddirectionontheconstitutionalobligationsofParliament.TheybroughtaboutmuchneededcertaintyontheinterpretationofsomeprovisionsoftheConstitutionrelatingtothebusinessofParliament.

WithregardtotheobligationofParliamenttoinvolvethepublicinitsprocesses,theConstitutionalCourtconfirmedthatfailuretocomplywiththisobligationrenderedtheresultinglegislationconstitutionallyinvalid.TheConstitutionalCourtacknowledgedhoweverthateachcasewillhavetobedeterminedon itsownmeritsasParliamentandtheprovinciallegislatureshaveabroaddiscretionindecidinghowtobestfulfilthisobligationandmaydosoininnovativeways.Theprincipalrequirementsarethatalegislaturemusthaveactedreasonablyinprovidingthepublicameaningfulopportunitytobeheard.(Doctors for Life International v The Speaker of the National Assemblyand Others; Land Access Movement of South Africa and Others v Chairperson of the National Council of Provinces and Others).

TheCourtalsoconfirmedthatinrespectofBillsthataffectprovinces,theNationalCouncilofProvincesmaydecidenottoconductpublichearingsitself,butrathertohavetheprovinciallegislaturesdothisinstead,astheprovinciallegislaturesare“closerto,andmoreintouchwith,thepeopleandbetterplacedtoreachthenooksandcranniesofthecountry”.(Land Access Movement of South Africa and Others v Chairperson of the National Council of Provinces and Others).

Anumberofcourtrulingshavepointedtowardstheneedforreviewoftheoverallstatutebook,focusingoncorrectingdeficienciesandensuringgreaterconstitutionalcomplianceofBills.ThecourtshavealsoconfirmedtheimportanceofthecorrectclassificationoflegislationindeterminingthelegislativeroutethataBillfollowsthroughParliament.(Tongoane and Others v National Minister for Agriculture).

TheConstitutionalCourthasdeclaredcertainRulesoftheNationalAssemblyconstitutionallyinvalidonthegroundsthattheyareinconsistentwiththerightofMembersoftheNationalAssemblytoinitiateandintroducelegislation.ThishasanimplicationfortheDelegatesoftheNationalCouncilofProvincesas ithassimilarRules.ThisresultedinParliamentestablishingcapacitytoassistMembersofbothHousesto initiateanddraftBills. Inaddition,theRulesofbothHousesalsorequiretheSecretarytoreimburseamemberwherehe/shehasincurredcostsintheprocess(Oriani-Ambrosini v The Speaker of the National Assembly).

Where there were no specific rules to give effect to the accountability mechanism to remove the President in termsofsection89of theConstitution, theConstitutionalCourt found that theNationalAssembly failed tocomplywith thatprovision.Asenvisagedinthesection,theAssemblyhadtoadoptsuchruleswithoutdelay(Economic Freedom Fighters and Others v Speaker of the National Assembly and Another).

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II. PART B: STRATEGIC FOCUS OF THE 6TH PARLIAMENT

2.1 Vision

An activist and responsive people’s Parliament that improves the quality of life of South Africans and ensures enduring equality in our society.

2.2 Mission

To represent the people, and to ensure government by the people in fulfilling our constitutional functions of passing laws and overseeing executive action.

2.3 Values

OpennessResponsivenessAccountabilityTeamworkProfessionalismIntegrity

2.4 Situational analysis relevant to Parliament

2.4.1 The external environment

TheworkofParliamentis influencedbyseveraldevelopingtrendswithintheglobal,continentalandnationalcontexts,including the effects of evolving democracies, emerging contestations, uneven global economic growth, increasedexpectationsanddemands,andchangingforcesinglobalgovernance.

Global economic activity has slowed down from 2018, and economic growth for 2019 and 2020 has been revised downwards.Globalrisksareincreasinglyimpactingongrowth,mainlycausedbytradewarsbetweentheUSAandChina,theimpactofBrexitinEurope,prevailingfinancialmarketsentiment,slowereconomicgrowthinChina,EuropeandJapan,andgeopoliticaltensionbetweentheUnitedStatesandIran.

Global growth, estimated at 2.9 percent for 2019, is projected to increase to 3.3 percent in 2020, and 3.4 percent in 2021(IMF,WorldEconomicOutlook,Jan2020).Theforecastforemergingmarketsanddevelopingeconomiesisexpectedtoincreaseto4.4percentin2020and4.6percentin2021-fromanestimated3.7percentin2019.TheIMFforecaststhatgrowthinAfrica’ssub-Saharancountrieswillbe3.3%for2019,and3.5%for2020and2021.Thesub-Saharaunemploymentratefor2016stoodat7.5%(ILO,2016),withhumandevelopmentremainingbelowthe0.55levelfortheregion(UNDP,2016). Poortransport linksandinfrastructurenetworks,aswellastariffandnon-tariffbarriers,raisethecostofdoingbusinessinAfricaandhobblebothinvestmentandinternaltrade,whilstweaklegalinstitutionsand,insomecasespoorgovernance,heightentherisksofinvesting(NDP,2012).

SouthAfricaexperiencedanaveragegrowthrateofapproximately5percentbetween2004and2007.However,theperiod2008to2012onlyrecordedaveragegrowthjustabove2percent-largelyaresultoftheglobaleconomicrecessionanddomesticrisks.

The medium-term economic outlook has been revised down, with GDP growth forecast to reach 0.5 percent in 2019, rising to 1.2 percent in 2021(BudgetReview,Oct2019).TheIMFprojectedgrowthforSouthAfricaas0.4percentfor2019and0.8for2020(IMF,Jan2020,WEOUpdate).Weakeconomicperformanceandresidualproblemsintaxadministrationhaveresultedinlargerevenueshortfalls.Thedeterioratingfinancialpositionofstate-ownedcompanieshasputadditional

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pressureonthepublicfinances.Fastergrowthisneededtoexpandemploymentandraisetherevenuesneededtosupportsocialdevelopment. Whileprogress isbeingmadeonvarious short-term initiatives, SouthAfricaneeds to implementa rangeof structural reforms thatwill bolster confidence, investment, international competitiveness and consequentlyeconomicgrowth.

Several of South Africa’s challenges can only be addressed through regional co-operation.WhileSouthAfricaisawater-scarce country, several neighbouring countries have abundant supply. There are other areas in which complementarynationalendowmentsofferopportunitiesformutuallybeneficialco-operation.SouthAfrica,amajoreconomicplayeronthecontinent,remainsfacedwiththechallengesofunemployment,pooroutcomesofeducation,inadequateinfrastructure,spatial divides, a resource-intensive economy, a public health system not meeting demand and quality requirements,unevenandpoorqualitypublicservices,highlevelsofcorruption,andadividedsociety(NDP,2012).

Despite a number of progressive initiatives, the main challenges of poverty, inequality and unemployment persist.UnemploymentinSouthAfricaremainedhighat29%,withyouthunemploymentat55%(StatsSA,2019).

Althoughtheproportionofthepopulationlivinginpovertydeclinedbetween2006and2011,povertylevelsrosein2015withthepovertyheadcountincreasingto55.5%.Thistranslatedintoover30,4millionSouthAfricanslivinginpovertyin2015(StatsSA,2017).HumandevelopmentinSouthAfricahasseenaslightincrease,from0.638in2010,to0.666in2015(UNDP,2016).TheGinicoefficientof0.68(2015)remainshigh,andindicatestheextremelevelsofinequalityinsociety.

Socially, South Africa has seen a rapid increase in the rate of urbanisation, with more than 65% of its population being classified as urban by 2016.Rapidurbanisation,aglobalphenomenon,isaidedbyincreasedmigrationduetocertainpullandpushfactors. Thelasttwodecadessawagreat increaseinmobility,technology,transportandotherinfrastructuresupportingthecurrentinternationalwaveofmigration.

The social trends in South Africa are also influenced by technology today, especially social media.Inrecentyearstheuseofinternetandsocialmediasawstronggrowth,with28millionpeople(outofapopulationof55millionpeople)accessingandutilisingtheinternet(Qwertydigital,2017).Theannualincreaseininternetusagefor2016was7%.Some15millionpeoplemakeuseofsocialmediaplatforms,and13millionusersdosopurelyfrommobilephones.Thisdemonstratestherapidevolutionseenintechnologyandaccesstoinformation.Today,communicationandsocialmediaarebecomingplatformsforpublicdiscourse.

On a political level, contestation has seen a marked increase since 1994, with both inter and intra party competition playing itself out on the national stage.PoliticalpartiescontestingthenationalelectionsinSouthAfricaincreasedfrom19in1994,to48in2019.Globally,thepoliticallandscapeformanystateshasseendramaticchangesinthelastfewyears,sometimeswithsuddenandunexpectedchanges.Therecentemergenceofpoliticalpopulism,anti-establishmentsentiments,heightenednationalism,andincreasedprotectionismmayintensifyrisksandworkagainstglobaleconomicco-operationandmultilateralism.

In spite of the increased contestation, there appears to be broad consensus on the main challenges facing South Africa – poverty, unemployment and inequality.TheNationalDevelopmentPlan(NDP,2012)outlinesthesechallengesinmoredetail. It also sets out measures and objectives to increase employment and income, ensure skills development andbroadenownershiptoincludehistoricallydisadvantagedgroups.It intendstoincreasethequalityofeducation,provideaccesstoaffordable,qualityhealthcare,andprovidesafeandaffordablepublictransport.Itfurtherseekstogivesecurityofhouseholdfood,nutritionandhousing,andtoprovidesocialprotectionforthepoorandothergroupsinneed,suchaschildrenandpersonswithdisabilities.Theplanalsooutlinesstepsfortherealisationofadevelopmental,capableandethicalstatethattreatscitizenswithdignity.Intermsoftheprinciplesofadevelopmentalstate,publicadministrationmustbegovernedbythedemocraticvaluesandprinciplesenshrinedintheConstitution.

To achieve these impacts, the NDP requires that South Africa must build a capable developmental state able to respond to the needs of the people.Toachievetheaspirationsofacapabledevelopmentalstate,thecountryneedsatransformativeParliament that acts as an agent of change which ensures acceleration of delivery. It must enhance oversight andaccountability,stabilisethepoliticaladministrativeinterface,professionalisethepublicservice,upgradeskillsandimproveco-ordination. It alsoneeds amorepragmatic andproactive approach tomanaging the intergovernmental system toensureabetterfitbetweenresponsibilityandcapacity.

Nationally, several weaknesses remain in the accountability chain, with a general culture of blame-shifting. Theaccountability chain has to be strengthened from top to bottom, with a strong focus on strengthening oversight andaccountability.Parliamentneedstoprovideaforumforrigorousdebateandchampiontheconcernsofcitizens.Itneedsto scrutinise legislation,payingparticularattention tohow legislationwill impacton society,andseek to increase thequalityoflife.Itneedsadequatesupportintheformofgeneration,collationandanalysisofdatasets,specialistpolicyand researchstaff thatareable toconductboth issue-oraction-orientated research,and in-depth research tosupportparliamentarycommitteesandbriefparliamentarians.(NDP,2012).

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Recent information indicates that accountability in South Africa is diminishing (Ibrahim Index of African Governance,2018). This should be of concern, as the main purpose of Parliament and other organs of state are to ensure open,responsiveandaccountablegovernment. The imperative to strengthenoversight andaccountability, in the stateasawhole,will requiremoreopenness, transparency, collaboration, andmore rigorous scrutinyand investigation. Greateraccountabilitywillrequiremoreethicalleadership,opennessandtransparency,andasenseofresponsibilitybeyondcontrol.Recentgovernancefailures,inboththeprivateandpublicspheresinSouthAfrica,demonstratedhowaccountabilityandgovernancecanbeerodedcausingknock-oneffectsinservicedelivery,diminishingreturnsandacollapseinequityvalue.

Technologically speaking, we find ourselves in the midst of the greatest information and communications revolution in human history.Thistrendisdrivenbytheexponentialgrowthanddevelopmentindigitaltechnologies–alsoknownasthe4thindustrialrevolution.Globally,morethan40percentoftheworld’spopulationhasaccesstotheinternet,withnewuserscomingonlineeveryday.Amongthepoorest20percentofhouseholds,nearly7outof10haveamobilephone.Thepooresthouseholdsaremorelikelytohaveaccesstomobilephones,thantotoiletsorcleanwater.(WorldBank,2016).

Although businesses and people are adopting digital technology fairly swiftly, governments are not.Thisisalsothecaseforparliaments.The2018Worlde-ParliamentReport(IPU)indicatesthatparliamentsdonottendtobeearlyadoptersofnewtechnologies. Infact,theyarelaggingbehindinadoptingdigitaltools,socialtoolsandopendata.Yetsocietyhaschanged,andwith it, societalexpectations. Thepublic todayexpects readyaccess toParliament, justas ithas tocommercialbrands.Itwantstoreceiveinformation,haveaccesstotransact,andmakerealcontributionsthatcaninfluencetheoutcomeoflegislation.Parliamentswillneedtoinnovateorbeleftbehind.

2.4.2 Intermediate environment

Globally, parliaments are facing three dominant pressures today(IPU,2012).Eachoftheseareplayingoutindifferentways,atdifferentspeeds,andinspecificcountriesandregions.Thethreecommonthemesrelatetothepublic’sdesirefor:

a. moreinformationandinfluenceinparliamentarywork,b. moreaccountabilityandresponsivenesstopublicconcerns,andc. fasterserviceanddeliverytomeetcitizens’needs.

Public pressure on parliaments is greater than ever before. Inmanypartsoftheworldtherearefundamentalquestionsabouttheeffectivenessofparliamentsinholdinggovernmenttoaccount.Untilrecentlyitwasacceptedthatparliamentsdonothavecompetitors,asitremainedtheonlyplatformfordebateandparticipationingovernmentdecision-making.However,theaccesstotechnology,internet,andsocialmediahascreatedasituationwherethepublicdiscourseisplayingitselfoutonsocialandothermedia.Inthisregardparliamentsaregloballyseenassluggishtoadoptmoderntechnologyandhence toactonpublic interests. Withoutparliamentaddingavalue in thedemocratic chain,peoplemight soonoptforaformofdirectgovernmentwheretheexecutiveaccountsdirectlytothecitizens.Insuchinstancestheriskofdisintermediationarises.

The outcomes required around oversight and accountability can only be achieved through more meaningful co-operation by legislatures. In South Africa, the legislative sector brings together representation of legislatures on the national,provincial and local level. It seeks to better co-ordinate work around mutual goals, and to harness scarce resourcesinamoreefficientway.Sectorco-operationaroundoversightandpublic involvementcanensuremoreresponsiveandaccountablegovernmentatalllevels,includingbetterco-operationinthedeliveryofservices.

Althoughtheparliamentaryadministrationisaservice-basedorganisationthatdeliversprimarilythroughhumancapital,certainserviceprovidersarekeytoinstitutionalperformanceandoperations.ThelistbelowoutlinestheessentialserviceprovidersthatParliamentrelieson:

• Banking:ParliamentneedsbankingfacilitiesandsystemstofacilitatepaymentstoMembers,staffandsuppliers.Banks only provide these services to institutionswith a goodgovernance record andhence thenecessity tomaintainacleanaudit.

• Internet Service Providers:GreaterreliancehasbeenplacedontheinternettotheextentthatParliamentwouldnotbeabletofunctioneffectivelywithoutinternetservice.Thenumberofinternetserviceprovidersandinternetchannelshasbeengrowingovertheyearsanddatacostshavebeenonasignificantdownwardtrend.InternetserviceproviderfeesforParliamentwerethreemillionRandin2018whilst2019projectionsareoneandahalfmillionRandforsignificantlymoredataandgreaterspeed.

• Telephony and cellular service providers: These are essential for the efficient and smooth running of theParliamentaryservice.ThereisalimitednumberofprovidersintheSouthAfricanmarket,howeverpriceshavebeentrendingdownwardsduetovoiceoverIPservices,andalternativesocialmediaplatformsforcommunication.

• Software providers:Parliamentisreliantonprovidersofkeysoftwareforitsoperations.Softwarelicenseshavetobepaidonanannualbasis.Therearenoalternativesforthese,howevertheITstrategyislookingatsimplifyingtheITarchitecturefortheinstitutiontoreducelicensecostsanddependencies.

• South African Police Services:Parliamentisanationalkeypointandisgovernedbynationallegislation.ItrequiresthattheSAPSprovidecertainsecurityservices.Thisservicecannotbeprovidedbyanyothersupplier.

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• Department of Public Works(DPW):DPWisthecustodian(owner)ofthefacilitiesutilisedbyParliamentandisresponsibleformanagingandmaintainingtheParliamentaryprecinct.TheefficientrunningoftheParliamentaryServiceishighlydependentonhowwellDPWperformsitsrole.

• Insurance providers:InsurersprovidekeyriskmitigationservicestoParliamentthroughgrouplifeschemes,assetandelectronichardwareinsurance.ThisisnecessarytowarrantParliament’ssustainabilityasagoingconcern.

• ICT and broadcast-audio visual equipment service providers:arangeofICTandbroadcasthardwareandservicesaresupportedbyserviceproviders.

• Travel:AirwaysprovidetravelforMembersbetweentheirhomes,constituenciesandParliament.TheyplayavitalroleinensuringthatMembersconstitutemeetingsandproceedings.ServiceinterruptionscaneasilyaffecttheworkofParliament.

2.4.3 Internal environment

2.4.3.1 Performance and client satisfaction

The5thParliament introduced theconceptof stakeholdermanagementwith regular client satisfactionsurveys inorderto improveserviceofferingsandsupport toMembersofParliament. Theapproachhasyieldedvaluablemanagementinformationwhichisannuallyusedintargetsettingandmonitoring.Duringthe5thParliament,theoverallperformanceof the Parliamentary Service increased substantially. The performance is measured in terms of a) the achievementofperformance targets stated in theAnnualPerformancePlan, andb) theauditoutcomes for the institution. Overallperformanceontargetsimprovedfrom45%in2015/16to78%in2018/19.Duringthisperiodtheinstitutionachievedfive(5)consecutivecleanaudits(2014/15to2018/19).

A stakeholder survey conducted in 2017 indicated that more than half of Members of Parliament (52%) were satisfied with services, whereas 29% were dissatisfied with services - a further 19% was neutral.Asecondsurveywasconductedin2018,indicatingthatoverallsatisfactiondecreased.Thisinformationprovidesnewinsightsintotheuseofparliamentaryservicesandhowexistingservicescouldbe re-conceptualisedandexpanded. Moving forward, theservicesoffered toMembersofParliamentshouldbebasedonananalysisofneeds,offereffectivesupportfortheworkofMembersinanintegratedway,andmustensuretheefficientuseofavailableresources.

2.4.3.2 Human resources

Parliament has a human resource workforce of about 1300 posts, with access to diverse and specialised skills. Somecapacity remainsuntapped,mostlydue tostructural challenges. Since2001 theworkforce inParliamenthaschangeddramatically.In2001atotalof67%oftheworkforcewasemployedontheskilledandlower-skilledlevels,withonly31%inthehighlyskilledandprofessionallevels.By2019,morethan71%wasemployedonthehighlyskilledandprofessionallevels.

The increase in the highly skilled and professional levels is due to Parliament’s requirements for knowledge and information skills.Itisestimatedthatby2030almost80%ofemployeesinParliamentwillbeknowledge workers-highlyskilledandprofessionalemployees,includinglegal,proceduralandcontentadvisors,researchersandanalysts,andvarioussubjectmatterexperts. Thisalsomeans that the conditionsof serviceandworkingenvironmentwillneed to changetoaccommodateknowledgeworkers. Arecentreportonstaffengagementlevels indicatedthatParliament’sabilitytoimplementitsstrategicintent,toinvestenergyinworkandthebusiness,andtoprovidegoodcustomerserviceisimpaired.Thereportfurtherdetailsthatonly10%ofstaffishighlyengaged,with54%atriskofburnout,andthatParliamentispayingaheavycostforthedisengagement.

Accordingtothereport,themainriskfactorsincludeinadequatecommunication,autocraticmanagementstyle,inadequatejob information and performance management, and inadequate growth and development opportunities. The reportrecommendsthatmanagersmustbeempoweredwithpeopleandworkplacemanagementskills;applyaservantleadershipapproach;usecoachingandcommunicationskills;applyparticipatorymanagementstyles;promotejobinformation;anduseconstructiveperformancemanagementskills.

2.4.3.3 Processes, systems and technology

Despite recent implementation of innovative technologies, the uptake and application of systems in Parliament remains slow. The2018Worlde-ParliamentReport (IPU) indicates thatmore thanhalf of parliamentsnowhavea legislativemanagementsysteminplace,andthatMembersofParliamentsnowuseemail,websitesandarangeofsocialmediatoconducttheirwork.Althoughthe2018reportshowsthatparliamentsaremoreandmorewillingtoadoptnewtechnologies,theycontinuetolagbehindthegeneralpublic.

As a consequence, business processes in Parliament remained largely manual, thus creating resource inefficiencies.Inaddition,businessprocessesand standardoperatingproceduresarepoorlydocumentedandmapped. An ISO9001readiness assessment in 2017 found that business processes in Divisions are inadequately mapped, including processmappingacrossthevaluechain.Hence,qualitycontrolandbusinessprocessimprovementsarenotformallymanaged.

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Institutionalcommunicationandcollaborationprocessesremainad-hocandweak,resultinginso-calledsilo-mentality.Thepoormanagementofprocessesaddtounfulfilledclientneeds,poorservicequalityandresourceinefficiencies.

The present systems supporting business processes include email, internet, intranet, central document management(uVimba), the Enterprise Resourcing Planning system (ERP), chamber management, voting, digital recording andtranscription,committeescheduling,submissionsforpublicparticipation,andalibrarymanagementsystem.Parliamenthasrecentlymovedthedeliveryof informationtoMemberstoanelectronicplatformintheformoftheMyParliament mobileapplication.ThisapplicationcatersforthequickandmobiledeliveryofParliamentaryinformationtoMembers–anywhere,anytime.

Broadcast feeds of both Houses and selected committee sittings are relayed to the national broadcaster (SABC), eTV,PRIMEDIA and Multichoice’s DSTV for broadcasting via television and via community radio stations as part of publicinvolvementinitiatives.Inaddition,livedigitalvideostreamingistransmittedtoParliament’sofficialYouTubechannelofHousesittingsandcertainCommitteesittings.TheadvantageoftheYouTubedigitalstreamingisthatitallowsforaccesstosittingsanywhere,atanytimeviainternetconnectivity.

2.4.3.4 Facilities

TheworkofParliament is realised through themainactivitiesofplenary, committeeandconstituencywork.As theseactivitiesareconstitutedasmeetings,thefacilitiestohousesuchmeetingsanditsproceedingsareanessentialrequirementtotheeffectivenessofrepresentation.Inaddition,meetingsatParliamentareopenandrequirefacilitiesfortheattendance,andwhererequired,theparticipationofthepublic.The present facilities were not designed for the work of an open, democratic Parliament in which the involvement of people is an integral part of democracy.AlthoughchamberfacilitiesfortheNationalAssemblyandtheNationalCouncilofProvinceswererebuiltinaccordancetospecificneeds,noproperfacilitiesexistforjointsittingsoftheHouses.

The main challenge surrounds the limited facilities available for committee proceedings. Presently, there is an acuteshortageof committeevenues to facilitate the representationofpeople’s interests invariousparliamentaryprocesses.Facilitiesforcommitteemeetingsarelimited.Whereavailable,thelay-outoffacilitiesofteninhibitseffectivemeetings,withmostvenuesunabletofacilitateopenmeetings.Inaddition,officespaceforMembersofParliamentisinadequate,bothinitsavailabilityandquality,giventhefactthatMembersshouldbeaccessibletothepublic.

2.4.3.5 Finances

IntheexternalanalysisthepooreconomicperformanceandthesubsequentlowgrowthforecastforSouthAfricawerehighlighted.SuchaforecastcouldimpactParliamentdirectlyasaresultofcontinuedfiscalconsolidationthatlimitsnominalbudgetincreases.Parliament may find that it can buy less with its allocations. It may have fewer resources to support the work of the legislature and its committees. In recentyears thebudgetallocation toParliament, via thenationalappropriation,indicatedadecreasingtrend.Althoughthissituationisapplicabletothestateasawhole,ithasaffectedtheworkofParliamentinsomeareas.

Asaconsequence,Parliamentimplementedcostcontainmentmeasuresandefficiencyinitiatives.ThemeasuresreducedoperationalcostsandensuredmissioncriticalactivitiesinthevaluechainofParliament.The2017/18to2019/20financialyearssawfurtherreductionsinbudgetforoperationalexpenditure,withbudgetpressuresinalmostallareasofworkwhereremunerationandoperatingcostsareincreasingatarateabovetheinflationaryadjustment.Thiswillrequiremitigationtoensurefinancialviabilityandsustainability.

2.4.3.6 Leadership and governance

During the 5th Parliament the governance of Parliamentwas strengthenedby the establishment of the Joint StandingCommittee on Financial Management of Parliament. The committee provides oversight over Parliament’s financialmanagement, therebyensuringtransparencyandaccountability. However, the institution is required to address some remaining challenges in its governance processes. These include concerns about slow decision making, outdatedimplementationpolices,andlackofpropergovernancecharters.

The results of a 2015 employee engagement survey indicated that leadership was regarded as knowledgeable andtechnicallycompetenttodrivestrategy,butthatthisunderstandingwasnotcascadeddowntoenableoperationalisation.Consequently,thereexistsalackoftrustandconfidenceintheseniorleadership,andstrategywaspursuedwithlimitedsupportfromstaffmembers.Staffalsofeltdisempoweredastheybelievedtheirvoiceswerenotheardbyleadership.Theleadershipstylewascharacterisedasautocratic,andnotinclusive.

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2.4.4 Key constraints and assumptions

Certainconstraintswillimpactonthe6thParliament’sabilitytoimplementitsselectedstrategy,includingthefollowing:

a. Budget constraints:Asmentionedabove,economicgrowthwasslowatthetimewhenthestrategyforthe5thParliamentwasadopted.Consequently,somepolicyprioritiesandstrategicinitiativescouldnotbefullyexecuteddue to the constrainedfiscus, andbyextension the revenueof Parliament. This compelled the institution tointroduceanumberofcost-containmentmeasures.The2017/18to2019/20financialyearssawreductionsinbudgetforoperationalexpenditure,withbudgetpressuresinalmostallareasofworkwhereremunerationandoperatingcostsareincreasingatarateabovetheinflationaryadjustment.

b. Unsustainable cost of the wage bill:Thereductionsinbudgetnecessitatedafreezeinrespectofsomepositionsin the organisational structure. However, this did not resolve the problem as the high cost of compensationcontinuedtoputpressureontheinstitutionalbudget.

c. Lack of, and aging physical facilities: ParliamentisdependentontheDepartmentofPublicWorksfortheprovisionofphysical facilities.While there is avisibleneed formore space, this cannotbeeasilyattaineddue to thisdependency.Consequently, theparliamentaryprecinct isunderseriousstrain,andfacilitiesrequirerenovationandmodernisation.

d. Aging technological infrastructure:Thefourthindustrialrevolutionrequiresinstitutionstorethinktheirinformationtechnologystrategies.However,duetothebudgetconstraint,Parliamentfinds itdifficult to invest inmoderntechnology.Evenininstanceswheresuchinvestmentshavebeenmade,thereisaslowadoptionoftechnologyandofnewworkingways.

e. Ability to execute change initiatives:Organisationalclimatesurveyspointedoutthattheinstitution’sabilitytoexecutestrategyisimpaired.

f. Failure of 3rd party service providers:ThevaluechaininParliamentissupportedbyvariousserviceproviders.AdisruptionintheseservicesmayadverselyaffecttheworkofParliament.

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2.5 Policy priorities for the 6th Parliament

Thestrategicanalysisenabledmanagementtodevelopastrategymapforthe6thParliament.Thestrategymapdetailsthekeyelementsofthe6thParliamentstrategy,focusingontherequiredinputs,activitiesandoutputsneededtoensurethedesiredoutcomeandimpact.

2.5.1 Impact

Thestrategymapfirstlysetsoutthedesiredlong-termimpact.Improvingqualityoflifeissetastheultimategoalandimpact.Inpursuingthissocietalimpact,governmentdevelopedtheNationalDevelopmentPlan,settingouthowqualityoflifewillbeimprovedby2030.Theplanreflectsmeasuresandobjectivestoincreaseemployment,eradicatepovertyandreduceinequality.ThechallengeforParliamentistoensurethatGovernmentdeliversonthisplan.

Despiteprogressiveinitiativesandoutcomessince1994,themainchallengesofpoverty,inequalityandunemploymentpersist.UnemploymentinSouthAfricaremainshighat29%,withyouthunemploymentat55%.Althoughtheproportionof the population living in poverty declined between 2006 and 2011, poverty levels rose again from 2015. Humandevelopment in SouthAfricahas seena slight increase.However, theGini coefficient remainshigh, and indicates theextremelevelsofinequalityinoursociety.

TheMedium-TermStrategicFramework(MTSF)isGovernment’sstrategicplanforthe2019-2024electoralterm.Itstipulatestheoutcomestobeachieved,whichincludeshigh-leveldevelopmentindicatorsforeachoutcome.ThesedevelopmentindicatorsenableParliament,provinciallegislaturesandthepublictomonitortheoverallimpactonsociety.Parliament’sconstitutionalroleofholdingtheExecutivetoaccountmustbepronouncedbythemannerinwhichthosedevelopmentindicatorsarescrutinisedandtheExecutiveisrequiredtoaccount.

2.5.2 Outcome

TheConstitution requires that Parliamentmaintainoversight over the Executive toensureagovernment that is open,responsiveandaccountable.TheoutcomeofParliamentisthereforeorientatedtowardsensuringresponsiveandaccountablegovernment.RecentinformationindicatesthataccountabilityinSouthAfricaisdiminishing.Thisshouldbeofconcern,asthemainpurposeofParliamentandotherorgansofstatearetoensureopen,responsiveandaccountablegovernment.Theimperativetostrengthenoversightandaccountability,inthestateasawhole,willrequiremoreopenness,transparency,collaboration,andmorerigorousscrutinyandinvestigation.ThediscussionbyMembersinboththeplanningsessionsoftheNationalCouncilofProvincesandtheNationalAssembly,weredominatedbythekeythemesofstrongeroversightandmorepublicinvolvement.

2.5.3 Outputs

TheoutputsofParliamentincludeBills,budgetrecommendations,appointmentrecommendations,approvedinterventionsandagreements, andother resolutions. In the contextof the6thParliament, themainoutput surrounds the scrutinyandapprovaloftheannualbudget,aspresentedintheformofmoneyBills(DivisionofRevenueBillandAppropriationBill).TheprocessbywhichParliamentoversees,scrutinisesandapprovestheannualbudgetissetoutintheMoneyBillsAmendmentProcedureandRelatedMattersAct,Act9of2009.ThekeyfocushereishowParliamentcanscrutiniseandinfluencethebudgetprocessthroughitsoversightandbudgetrecommendations.

2.5.4 Activities

ActivitiesinParliamentincludethepassingoflegislation,overseeingandscrutinisingexecutiveaction,thefacilitationofpublicinvolvement,functionsaroundco-operativegovernmentandinternationalparticipation.Theseactivitiesaremainlyconstitutedasplenaryandcommitteemeetings,andtheworkperformedbyMembersinconstituenciesandinternationally.

Thestrategicpriorityofstrengtheningoversightandaccountabilitywillrequireimprovementintwokeyactivityareas:

• improvingcommitteescrutinyandoversightwork,and• improvingtheeffectivenessofpublicinvolvement.

Committee oversight activities will need to yield deeper scrutiny of executive action, ensure more effective publicengagement,anddelivermoreeffectiverecommendations.Inadditiontostrengtheningoversightactivitiesincommittees,theoversightworkperformedinconstituenciesandplenariesmustalsobeimproved.

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2.5.5 Inputs

Inputs relate to Members’ capacity, advisory and information services, and related facilities and support used in theactivitiesofParliament.Improvementsinkeyinputswillberequiredforthesuccessfulimplementationofthestrategy.Theseinclude:

• moretimeforcommitteeoversight,• greaterMembercapacity-buildingandempowerment,• improvementofresearchandanalysistoprovidedeeperinsights,and• ensuringeffectivepublicinvolvement,petitionsandsubmissions.

Transformingthe inputsandactivitieswill requirethatParliamentutilises itsavailableopportunities includingadoptingtechnology faster into its processes, building stronger partnerships, utilising existing skills and expertise, drawing onthe collective strengthsof the legislative sector, andensuringgreater efficiency to reduce costs andensure long-termsustainability.

Reduce poverty, unemployment and inequality

Increase government’s responsiveness & accountability

Improved oversight of Money Bills and legislation

Time for committees

Deeper insights

Enhanced Member capacity

Public submissions

Strategy map for the 6th Parliament Strengthen oversight and accountability

Impact 2030

Outcome 2024

Outputs

Inputs

Activities Questions, debates, statements

Individual Member activities

More effective involvement

Deeper scrutiny

More effective recommendations

Committee oversight workConstituency oversight work Plenary oversight work

Oversight plan

Figure 2: Strategy map for the 6th Parliament

Usingtheaboveelementsofimpact,outcomes,outputs,activitiesandinputs,thefollowinglogicofthestrategymapcanbeconstructed:

• Improving quality of life requires faster transformation and service delivery,increasingemployment,eradicatingpovertyandreducinginequality;

• Increasing the pace and quality of service deliverywillrequireamoreresponsiveandaccountablegovernment;• Greater responsiveness and accountability by the executive will require Parliament to strengthen oversight and

involvement;• Stronger oversight will require deeper scrutinybycommittees,moreeffectivepublicinvolvementandhearings,

andmoreeffectiverecommendationsandresolutionsbytheHouses;• In turn, deeper scrutiny by committees will require more time allocated for oversight activities, enhanced

Member capacity to ensure effectiveness, deeper insights into issues at hand, and active involvement by the public in the form of submissions.

• Business process and administrative improvements will be required to change these inputs.ThiswillnecessitateanadjustmentintheprogrammeofParliament;providingmoreeffectiveprogrammesaimedatcapacity-building;delivering more insightful research and analysis; providing the public with better information and access toparticipate;andimprovingthetrackingandmonitoringofParliamentarybusinessandExecutiveimplementation.

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III. PART C: STRATEGIC PERFORMANCE AND MEASURES

3.1 Impact 2030 – Improving quality of life

TheConstitutionenvisagesimprovingthequalityoflifeofallcitizensandfreeingthepotentialofeachperson.TheBillofRights,asthecornerstoneofourdemocracy,enshrinessocio-economicrightsandaffirmshumandignity.Improvingqualityoflifeisthereforethedesiredandplannedimpact.

Inpursuingthissocietalimpact,governmentdevelopedtheNationalDevelopmentPlan(NDP),settingouthowqualityoflifewillbeimprovedby2030.Theplanreflectsmeasuresandobjectivestoincreaseemployment,eradicatepovertyandreduceinequality.ThechallengeforParliamentistoensurethatGovernmentdeliversontheNDP.

3.1.1 Impact statement

Impact statement Improvequalityoflife

3.1.2 Impact indicators

Nr Indicator 2030 target

Ind1 Poverty NDPtargets*

Ind2 Unemployment NDPtargets*

Ind3 Inequality NDPtargets*

*The NDP impact targets for 2030 will be reviewed. Parliament will use StatsSA information to track the impact indicators and will therefore not collect this information.

3.2 Outcome 2024 – Increase government’s responsiveness and accountability

The Constitution requires that Parliament maintain oversight over the Executive to ensure that government is open,responsiveandaccountable.Wheneffectivelyexecuted,thesefunctionsculminateintherealisationoftheconstitutionaloutcomeofensuringopen,responsiveandaccountablegovernment.

Recent information indicates thataccountability inSouthAfrica isdiminishing. Thisshouldbeofconcern,as themainpurpose of Parliament and other organs of state are to ensure open, responsive and accountable government. Theimperativetostrengthenoversightandaccountability,inthestateasawhole,willrequiremoreopenness,transparency,collaboration,andmorerigorousscrutinyandinvestigation.

Against this backdrop, Parliament determined its 2024 outcome goal: to increase government’s responsiveness and accountability.

3.2.1 Outcome statement

Outcome statementIncreasegovernmentaccountabilitybystrengtheningoversightovertheExecutiveby2024

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3.1.2 Outcome indicators

Nr Indicator 2024 target

Ind4Performancerate

(%plannedperformancemet-financialandnon-financial)100%*

Ind5

Responsivenessrate

(%plansandreports,repliestoquestions,undertakingsimplemented)

100%*

* The strategic plan was adjusted to align with the new guidelines issued by government. As a consequence, new indicators were required for the outcome level. The new indicators will be finalised, including baselines and 2024 targets.

More responsive and accountable government

Stronger oversight by Parliament

Improve quality of life

Strengthen oversight to ensure more responsive and accountable government

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3.3 Planned performance, resources and key risks

3.3.1 Intervention logic

Usingtheelementsofimpact,outcomes,outputs,activitiesandinputs,thefollowinginterventionlogiccanbeconstructed:

• Improvingquality of life requires faster transformationand servicedelivery, thereby increasingemployment,eradicatingpovertyandreducinginequality;

• Increasing the pace of service delivery and transformation will require more responsive and accountablegovernment;

• GreaterresponsivenessandaccountabilitybytheexecutivewillrequireParliamenttostrengthenoversightandinvolvement;

• Strongeroversightwillrequiredeeperscrutinybycommittees,moreeffectivepublicinvolvementandhearings,andmoreeffectiverecommendationsandresolutionsbytheHouses;

• Inturn,deeperscrutinybycommitteeswillrequiremoretimeallocatedforoversightactivities,enhancedMembercapacitytoensureeffectiveness,deeperinsightsintoissuesathand,andactiveinvolvementbythepublicintheformofsubmissionsandrepresentations;

• ThesewillrequireanadjustmentintheprogrammeofParliament;providingmoreeffectiveprogrammesaimedatcapacity-building;deliveringmoreinsightfulresearchandanalysis;providingthepublicwithbetterinformationandaccesstoparticipate;andimprovingthetrackingandmonitoringofParliamentarybusinessandExecutiveimplementation.

3.3.2 Budget programmes and estimates

Theprogrammestructuresupportstheoutcomesandstrategicintentassetoutinthisplan.Thebudgetprogrammeandorganisationalstructuresareregularlyreviewedtoensureimprovedstrategyimplementation.Areviewofthesestructureswillbe implemented in2020aspartofstrategyalignment. Thenewstructureswillbe implemented in the2021/22financialyear.ThebudgetprogrammeforParliament(Vote2)consistsofthefollowingprogrammes:

• Programme 1: Strategic Leadership and Governance–Programme1providespoliticalandstrategicleadership,governanceand institutionalpolicy,communicationandco-ordination,andoverseethedevelopmentandtheimplementationofParliament’sstrategicplan,annualperformanceplanandbudget.TheprogrammeincludestheParliamentaryBudgetOffice,andtheOfficeforInstitutionsSupportingDemocracy.

• Programme 2: Administration–Programme2providesstrategicleadershipsupportandmanagement,institutionalpolicyandgovernance, capacity-buildingprogrammes forMembers,overallmanagementandadministration,sectorco-ordination,internalauditandfinancialmanagement,aswellastheRegistrarofMembers’Interests.

• Programme 3: Core Business – Programme 3 provides procedural and legal advice, analysis, informationand research, language services, content and secretarial services, as well as legislative drafting services formeetingsoftheNationalAssembly,NationalCouncilofProvincesandtheircommittees.Theprogrammefurtherprovidespubliceducation,informationandaccesstosupportpublicparticipation,andsupportforparliamentaryinternationalengagement.

• Programme 4: Support Services–Programme4providesinstitutionalcommunicationservices,humanresourcemanagement, information communication technology, institutional support services and Members’ supportservices.

• Programme 5: Associated Services – Programme 5 provides travel, communication and other facilities forMembersofParliamenttofulfilltheirdutiesaselectedpublicrepresentatives.ItalsoprovidesfinancialsupporttopoliticalpartiesrepresentedinParliament,theirleaders,andconstituencyoffices.

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3.3.3Vote 2: Parliament – Appropriated funds

Programme Medium-term revenue estimate

Rmillion 2021/22 2022/23 2023/24

Economic classification

Total Departmental Receipts

AppropriatedFundsDirectChargesDonorFundsSalesbymarketestablishments

2331.6541,037.7

2429.4561.239.3

2471.2598.941.3

InterestReceivedOtherRevenue

10.015.9

9.016.5

8.517.3

Total Receipts 2 936.2 3 055.4 3 137.2

3.3.4Vote 2: Parliament - Proposed expenditure

Programme Medium-term expenditure estimate

Rmillion 2021/22 2022/23 2023/24

Programme1:Leadership&Governance 149.3 160.0 166.1

Programme2: AdministrationProgramme3: CoreBusinessProgramme4: SupportServicesProgramme5:AssociatedServices

171.3761.8477.8835.0

177.4830.7511.0815.1

181.1845.2524.6821.3

Subtotal 2 395.2 2 494.2 2 538.3

Direct charge against the National Revenue Fund

541.0 561.2 598.9

Total 2 936.2 3 055.4 3 137.2

3.3.5Associated risks

Aspartofthestrategicplanningprocess,Parliamentdevelopedastrategicanalysisbasedondevelopingtrendsandissuesintheexternalandinternalenvironment. Thisanalysisalsoidentifiedmajorrisksandthreatspresent intheoperatingenvironment.Themainrisksandconstraintsidentifiedinclude:

a. Budget constraints:Asmentionedabove,economicgrowthwasslowatthetimewhenthestrategyforthe5thParliamentwasadopted.Consequently,somepolicyprioritiesandstrategicinitiativescouldnotbefullyexecutedduetotheconstrainedfiscus,andbyextensiontherevenueofParliament.ThiscompelledParliamenttointroduceanumberofcost-containmentmeasures.The2017/18to2019/20financialyearssawreductionsinbudgetforoperationalexpenditure,withbudgetpressuresinalmostallareasofworkwhereremunerationandoperatingcostsareincreasingatarateabovetheinflationaryadjustment.

b. Unsustainable cost of the wage bill: The reductions inbudgetnecessitateda freeze insomepositions in theorganisationalstructure.However,thisdidnotresolvetheproblemasthehighcostofcompensationcontinuedtoputpressureontheinstitutionalbudget.

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c. Lack of, and aging physical facilities:ParliamentismainlydependentontheDepartmentofPublicWorksfortheprovisionofphysicalfacilities.Whilethereisaneedformorespace,thiscannotbeeasilyattainedduetothisdependency.Consequently,theparliamentaryprecinctisunderseriousstrain,andfacilitiesrequiremaintenance,renovationandmodernisation.Anunconduciveenvironmentcantriggersecondaryrisks,includingsecurityrisks.

d. Aging technological infrastructure:Thefourthindustrialrevolutionrequiresinstitutionstorethinktheirinformationtechnologystrategies.However,duetothebudgetconstraint,Parliamentfinds itdifficult to invest inmoderntechnologyandsystems.Evenininstanceswheresuchinvestmentshavebeenmade,thereisaslowadoptionoftechnologyandofnewworkingways.

e. Inability to execute strategy and change initiatives: Organisational climate surveys pointed out that theinstitution’sabilitytoexecutestrategyispresentlyimpaired.Inaddition,certainenvisagedchangeswillrequirethebuyinandsupportofexternalstakeholders.Internalandexternalcapacitywillberequiredtoachievethestrategy.

f. Failure of 3rd party service providers:ThevaluechaininParliamentissupportedbyvariousserviceproviders.AdisruptionintheseservicesmayadverselyaffecttheworkofParliament.Recentdisruptionsinthesupplyofenergy,water,communication,transportandotherservicesinfluencetheeffectivenessoftheinstitution.

g. Risk of disintermediation. Disintermediationistheprocessofremovingthemiddlemanor intermediaryfromtransacting. Itwas traditionallyaccepted thatParliamentsdonothavecompetitors. However, theaccess totechnology,internet,andsocialmediahascreatedasituationwherethepublicdiscourseisplayingitselfoutonsocialandothermedia.WithoutParliamentaddingvalueinthedemocraticchain,peoplemightsoonoptfordifferentsolutions.Recentyearshasseentheriseofissue-basedlobbygroupsthatarerepresentingtheneedsofcitizens.IfParliamentisseenasineffective,thesebodieswilldisintermediateParliamentfromitsrole.

TheprocessnowrequiresParliamenttofinalisetheriskidentification,includingmoreoperationalrisks,andtodecideonappropriatemeasurestomitigatethese.

3.3.6 Strategy implementation

ThestrategicplanforParliamentsetsthelong-termimpactanddesired5-yearoutcome.Theimplementationoftheimpactandoutcomeisachievedthroughtheannualperformanceplanandassociatedoperationalplansandbudgets.Theannualperformanceplanwillspecifytherequiredoutputsthatmustbedelivered,inordertoachievethedesiredoutcomes.Inturn,operationalplanswillfocusontheactivitiesandinputsnecessarytodeliveroutputs.Themainelementsofstrategyimplementationinclude:

• Designingprogrammesandinitiativestoimplementthestrategy,• Implementingbudgetandorganisationalstructuresforexecutionofthestrategy,• Collaborationwithkeypartnersonmutualgoals,• Managingkeyopportunitiesandrisksthatarepresent,• Allocatingfundingandresourcesforimplementation,• Managingchangeprogrammesthatarerequired,and• Implementingamonitoringandevaluationframeworktoassessprogress.

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IV. PART D: ANNEXURE

4.1. Description of the strategic management framework

ThestrategicmanagementprocessinParliamentisregulatedbytheFinancialManagementofParliamentandProvincialLegislaturesAct,Act10of2009asamended,andconsistsofthesub-processesof:

• policydevelopment,• strategicplanning,• operationalplanningandresourceallocation,• implementation,and• performancemonitoringandevaluation.

The strategic management process is an integrated process that outlines the institution’s approach to strategic andoperationalplanning,budgetingandresourcingthestrategy,implementingthestrategyandreportingonprogressmadetowardsmeetinggoalsandobjectivesstatedinthestrategicplan.InlinewiththistheFinancialManagementofParliamentandProvincialLegislaturesAct,Act10of2009asamended,requiresthatParliament:

a) submitastrategicplan(section14);b) submitanannualperformanceplan(section15);c) submitanannualbudget(section16);d) tablethestrategicplan,annualperformanceplan,andbudget(section17);e) appropriateandapprovetheuseofmoneyforeachfinancialyear(section18);f) concludeperformanceagreements(section8);g) submitmonthlyfinancialstatements(section51);h) submitquarterlyperformancereports(section52);i) submitthemid-yearbudgetandperformanceassessment(section53);j) submittheannualreport(section55to59);andk) tablethemonthly,quarterly,mid-yearandannualreports(sections54,59).

The composition of all related strategic management processes is known as the institution’s Strategic Management Framework.Thestrategicmanagementframeworkisaconceptualmodelthatlinksallrelatedprocessesandactivitiesinacoherentarrangement.Thestrategicmanagementframeworkisusedbytopmanagementtodevelopanddecideonstrategy,andtodrivetheimplementationthereof.

The strategic management framework is benchmarked against present best practices in strategic management andincorporatestheessentialbuildingblocksrequiredtoformulateandimplementstrategyinanyinstitution.

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ThestrategicmanagementframeworkforParliamentisdepictedinthefigurebelow.

Purpose, vision, mission and values

Strategic Management Framework - Parliament

Formulation Implementation

Environmental Scanning

Strategy formulation Goal setting Structure Control & feedback

External – OT

Political, Economic, Social, Technology, Environment.World, Africa, Region, SANDP, MTSFScenarios

SectorSector Framework Provinces Municipalities

Internal – SWPerformanceHR, Finance, Assets, Info, Processes

Analysis

Key IssuesOpportunitiesRisksScenariosResults map/ framework

Strategicdecisions

Recommend on Priorities, Strategic choices, Core Business, Budget allocation

Policy Priorities

30-year impact5-year outcomes

Strategic planning

5-year Strategic Plan 3-year APP and Ops PlansSector alignment

Measures and scorecards

Institutional indicatorsInstitutional scorecardBalanced scorecards

Structures

Operating Model Budget StructureOrganigram/structureGovernanceLeadership

Strategic Initiatives

ProgrammesProjects

Collaboration

Sector ProgrammesGov programmesInt programmes

Resources

Vote 2 MTEFBudgets Expenditure

Motivation

Performance &IncentivesRecognitionCulture

M & E

Review & Evaluation

The strategic management framework comprises of the essential building blocks required for the formulation andimplementationofstrategy.Theframeworkisbasedonthevision,missionandvaluesoftheinstitution.

Theframeworkconsistsoftwomainelements,strategyformulationandstrategyimplementation.Strategyformulationconsistsofenvironmentalscanning,strategyformulationandgoalsetting.Strategyimplementationconsistofstructureandcontrolandfeedback.

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4.2. Technical indicator descriptors

TITLE & DEFINITION INDICATOR DESCRIPTOR

Indicator number and title 4.PerformanceIndex(%plannedperformancemet-financialandnon-financial)

Short definition Thisindicatormeasuresthelevelsoffinancialandnon-financialperformance.Thisincludesthe%ofperformancetargetsmetandthe%ofgovernmentexpenditureasaproportionofapprovedbudget

Purpose/importance AsameasureofaccountabilitythisindicatorprovidesinformationonlevelsofperformancebytheExecutive,andprovidesameansformonitoringimprovementsinimplementationbytheExecutive.

Desired performance (Target)

Baselinetobeset

Reporting cycle Quarterly;Annual;Mid-Term;EndofTerm

Source and collection of evidence documents

Departmental Documents:AnnualPerformancePlansEstimatesofNationalExpenditureQuarterlyFinancialStatements&ReportsAnnualReports

Description of evidence to be collected (Documents)

Annual Performance Plans:Providesanoutlineofprogrammesandactivitiesplannedbydepartments

Estimates of National Expenditure:Providesanoutlineofdepartmentbudgets

Quarterly Financial Statements & Reports: Containsdepartmentspendingandprogressontargetsmet

Annual Reports:Provideinformationontargetsmetanddepartmentexpenditure

Method of calculation PerformanceIndex=(%Targetsmet)+(%governmentexpenditurealignedwithbudget)/2

E.g.10of12targetsmet=83,33%80%ofexpenditurealignedwithbudget

PerformanceRate:(83,33+80)/2=81,67%

Calculation type Cumulative

Data limitation Dataavailabilityfromdepartmentsmaynotbereadilyavailable

Indicator responsibility (accountability)

Committees

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TITLE & DEFINITION INDICATOR DESCRIPTOR

Indicator number and title 5.ResponsivenessRate(%plansandreports,repliestoquestions,undertakingsimplemented)

Short definition ThisindicatormeasurestheextenttowhichtheExecutiveisresponsivetoParliament,andincludescompliancewiththesubmissionofplansandreports,responseratetoquestionsintheHouses,andthe%ofundertakingsimplemented

Purpose/importance AsameasureofaccountabilitythisindicatorshowsthelevelofresponsivenessbytheExecutivetoitsobligationstowardsParliament,bytrackingthesubmissionofreportsandplanswithintherequiredtimeframes,therateofresponsetoquestionsaskedbyMPs,andtheimplementationofundertakings.ThisisimportantinmonitoringtheopennessandtransparencyoftheExecutive.

Desired performance (Target)

Baselinetobeset

Reporting cycle Quarterly;AnnualMid-Term;EndofTerm

Source and collection of evidence documents

TableReports(NA&NCOP)ATCsCommitteeReport(Undertakings)

Description of evidence to be collected (Documents)

TableReports(NA&NCOP):ContainsinformationontablingofreportsbytheExecutiveATCs:ProvidesinformationonquestionsandrepliesCommitteeReport(Undertakings):Containsdetailsontheimplementationofundertakings

Method of calculation (%plansandreportssubmittedwithintheprescribedtimeframe)+(%questionsrepliedto)+(%undertakingsimplemented)/3

E.g.30of40plansandreportssubmittedwithinprescribedtime=75%500answersto750questions=66,67%23undertakingsof150implemented=15,33%

ResponsivenessRate:(75+66,67+15,33)/3=52,33%

Calculation type Cumulative

Data limitation Dataonundertakingsmaybeambiguous

Indicator responsibility (accountability)

Houses&Committees

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4.3 References

Constitution of the Republic of South Africa.(1996).Retrievedfromhttps://www.gov.za/documents/constitution-republic-south-africa-1996

National Development Plan.(2012).Retrievedfromhttps://www.gov.za/issues/national-development-plan-2030

2018 Budget Review.NationalTreasury.Retrievedfromwww.treasury.gov.za/documents/national%20budget/2018/review/FullBR.pdf

2019 Budget Review.NationalTreasury.Retrievedfromwww.treasury.gov.za/documents/national%20budget/2018/review/FullBR.pdf

2019 MTBPS.NationalTreasury.Retrievedfromhttp://www.treasury.gov.za/documents/mtbps/2019/mtbps/Chapter%202.pdf

World Economic Outlook.July2019update.InternationalMonetaryFund.Retrievedfromhttps://www.imf.org/en/Publications/WEO/Issues/2020/01/20/weo-update-january2020

World Employment and Social Outlook:Trends2016.InternationalLabourOrganisation.Retrievedfromhttps://www.ilo.org/global/research/global-reports/weso/2016/WCMS_443480/lang--en/index.htm

Human development report.(2016).UnitedNationsDevelopmentProgramme.Retrievedfromhttp://hdr.undp.org/en/2016-report

Unemployment in South Africa.(2018).StatisticsSouthAfrica.Retrievedfromhttp://www.statssa.gov.za/?p=11129

Quarterly Labour Force Survey.(2019).StatisticsSouthAfrica.Retrievedfromhttp://www.statssa.gov.za/

Poverty trends in South Africa.(2017)StatisticsSouthAfrica.Retrievedfromhttp://www.statssa.gov.za/?p=10341

Report on stakeholder satisfaction survey for the Parliament of the Republic of South Africa.(2017).HumanSciencesResearchCouncil.Internaldocument.

Report on stakeholder satisfaction survey for the Parliament of the Republic of South Africa.(2018).HumanSciencesResearchCouncil.Internaldocument.

Poverty on the rise in SA.StatsSA2018.Retrievedfromhttp://www.statssa.gov.za/?p=10334

Ibrahim Index of African Governance(IIAG).(2017).Retrievedfromhttp://mo.ibrahim.foundation/iiag/

Parliament of SA - Employee and Workplace Functioning Risks.November2017

Digital Transformation at Parliaments and Legislative Assemblies in Africa.(2017).ErnstandYoung.

The digital landscape in South Africa.(2017).Qwertydigital.Retrievedfromhttps://qwertydigital.co.za/wp-content/uploads/2017/08/Digital-Statistics-in-South-Africa-2017-Report.pdf

World e-Parliament Report.(2018).Inter-ParliamentaryUnion.Retrievedfromhttps://www.ipu.org/resources/publications/reports/2018-11/world-e-parliament-report-2018

Global Parliamentary Report – Parliamentary oversight: Parliament’s power to hold government to account.(2017).IPUandUNDP.Retrievedfromhttps://www.ipu.org/our-impact/strong-parliaments/setting-standards/global-parliamentary-report/global-parliamentary-report-2017-parliamentary-oversight-parliaments

Global Parliamentary Report – The changing nature of parliamentary representation.(2012).IPUandUNDP.Retrievedfromhttps://www.ipu.org/resources/publications/reports/2016-07/global-parliamentary-report-2012-changing-nature-parliamentary-representation

Digital dividends – world development report.(2016).WorldBank.Retrievedfromwww.worldbank.org

NationalIncomeDynamicsStudy(NIDSWave1-4,2008to2014):Rural migrants better off in cities – MailandGuardian.26April2018–ArticlebyJustinVisagieandIvanTurok.Retrievedfromhttps://mg.co.za/article/2018-04-26-00-rural-migrants-better-off-in-cities

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Guideline for Parliamentary research services.(2016).Inter-ParliamentaryUnion.Retrievedfromhttps://www.ipu.org/.

The Sustainable Development Goals.Retrievedfromhttps://www.un.org/sustainabledevelopment/sustainable-development-goals/

Agenda 2063 – the Africa we want.Retrievedfromhttps://au.int/en/agenda2063/overview

SADC Regional Indicative Strategic Development Plan.Retrievedfromhttps://www.sadc.int/files/5415/2109/8240/SADC_Revised_RISDP_2015-2020.pdf

The Inter-Parliamentary Union Strategy 2017-2021.Retrievedfromhttp://archive.ipu.org/pdf/publications/strategy1721-e.pdf

Strategic Analysis for Parliament.2019.Internaldocument.

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