2013-2014 Annual Report of the
Department of Rural Development and
Land Reform
Briefing to the Portfolio Committee on
Rural Development and Land Reform
15 October 2014
1
Introduction
In response to the committee’s request it was deemed prudent
to provide four separate presentations in order to cover all
aspects of the request:




DRDLR Financial Performance
DRDLR Non-Financial Performance
Commission on Restitution of Land Rights
Ingonyama Trust Board
2
Presentation Outline
Non-Financial Performance 2013/14
Organisational concerns and options
Performance of the Department
Future performance
Key non-financial performance information
– The achievement of desired outcomes
– The delivery of planned outputs
– Reports on all capital projects completed, started or still in
progress
– Employment equity
• Report on financial misconduct and measures taken against
officials guilty of misconduct
• The role of the Department in assisting the Ingonyama Trust Board
•
•
•
•
3
Strategic Overview
• The vision of DRDLR is to create vibrant, equitable and sustainable
rural communities.
• Positive strides have been made in addressing the triple
challenges facing our country namely: poverty, unemployment
and inequality through the Comprehensive Rural Development
Programme (CRDP) and Land Reform programmes.
• The strategic thrust underlying land reform is that it should be
carried out with minimal or no disruption to food security.
• Government views the National Development Plan as its
developmental framework and the New Growth Path as its
strategy.
• The programmes of the Department are aligned to the NDP
through the 2014-2019 Medium-Term Strategic Framework (MTSF).
4
Performance of the Department
Programme 1:
Administration
5
Performance of the Department against its aims, objectives and
performance target over the previous year…
Programme 1: Administration
Strategic objective
Compliance with
relevant policies and
legislation governing
the management of
the public sector by
2014
Performanc
e indicator
Baseline
(Actual
output)
2012/13
Actual performance
against target
Target (2013/14)
Reasons for variance
Actual (2013/14)
% of budget
spent
99.4%
100%
99.9%
The under-spending is primarily due to accruals
(commitments on goods and services; as well as
machinery and equipment) that could not be
translated to expenditure at financial year end.
% of
invoices
paid within
30 days
New
Indicator
100%
91%
Delays in payment is attributed changes of trading
names and banking details by service providers
without informing the department as well as
chargers of VAT by non-VAT registered vendors
that lead to payments being rejected by the
payment system.
% of
external
audit
findings
resolved
68%
100%
92%
The variance is attributed to the fact that actions
and processes to resolve the findings span over a
period of two years and therefore, would not be
fully implemented in the current financial year.
6
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 1: Administration
Strategic objective
Compliance with relevant
policies and legislation
governing the
management of the public
sector by 2014
Performance indicator
Baseline
(Actual output)
2012/13
Actual performance
against target
Target
(2013/14)
Reasons for variance
Actual (2013/14)
% of funded vacant posts 16%
filled
10%
18%
The organisational structure of the department was
reviewed in financial years: 2009/10, 2010/11 and
2013/14. This has resulted in an increase in the number of
posts. In the year under review 1413 posts were filled,
however, the impact on the vacancy rate was minimised as
a result of the exit of 710 employees over the same period.
The problem was exacerbated by the high volume of
applications received and the regulatory processes
governing the filling of posts.
% of the organizational 47%
renewal plan implemented
70%
70%
None
% alignment of the New Indicator
departmental
Annual
Performance Plan with the
National
Development
Plan
80%
93%
93% was achieved because of the rigorous analysis of the
NDP conducted during the department’s strategic planning
process.
7
Performance of the Department against its aims, objectives and
performance target over the previous year…
Programme 1: Administration
Strategic objective
Performance
indicator
Baseline (Actual
output)
2012/13
Actual performance
against target
Target (2013/14)
Actual (2013/14)
Compliance
with
relevant policies and
legislation governing
the management of
the public sector by
2014
Rural Development
and Land Reform
policies
and
legislation developed
by 2014
Reasons for variance
Number of pieces
of
legislation
submitted
to
Cabinet
4
8
6
The Regulatory Impact Assessment (RIA) in respect of the
Communal Property Association Amendment Bill has not
been finalised and the scope of the Bill has been
broadened by the Minister, which required additional
work on the Bill.
The policy was only approved in August 2013 and
consultation with key stakeholders (representing foreign
nationals), in respect of the Land Protection Bill, has not
been finalised.
Number of policies
submitted
to
Cabinet
1
5
3 (Draft Restitution
Policy Framework and
Rural Development
Policy
Framework,
Draft Framework on
Communal
Land
Tenure)
Rural Development Agency Policy: There are preceding
tasks that need to take place before the policy is
submitted for approval.
Framework on Communal Land Tenure was referred back
for further consultation and inputs by the stakeholders
and work streams; Rural Co-operatives Financing Facility
was delayed by the late finalization of the feasibility study
which was submitted in January 2014.
8
Programme 2:
Geospatial and Cadastral Services
9
Performance of the Department against its aims, objectives and
performance targets over the previous year…
Programme 2: Geospatial and Cadastral Services
Strategic
objective
Performance
indicator
Baseline
(Actual
output)
2012/13
An integrated Number
of 14
land planning,
Spatial Plans
spatial
formulated and
information and supported to
administration
achieve Spatial
system to
Equity
and
promote
an Sustainability
equitable,
sustainable land
use and
allocation
by
2014
Actual performance
against target
Target (2013/14)
Actual (2013/14)
37 Spatial Plans completed 41 Spatial Plans finalised and
(SDFs, Precinct Plans, Land Approved (SDFs, Precinct
Schemes, Local Area Plans, Plans, Land Use Schemes).
EMPs)
Reasons for variance
The over-achievement is as a result of
more spatial plans being developed
within the 23 district municipalities to
support rural development.
Additional funds were allocated to the
sub-programme during the budget
adjustment period.
Research Report on the Draft Report on Policy
National SDF completed
Framework
towards
the
National Spatial Development
Framework
Variance is attributed to the refinement
of the approach and methodology utilized
in the development of the National
Spatial Development Framework. This
resulted in delays in the achievement of
project milestones.
10
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 2: Geospatial and Cadastral Services
Strategic objective
An integrated land
planning,
spatial information and
administration system
to
promote an equitable,
sustainable land use and
allocation by 2014
Performance indicator
Integrated
National
Spatial
Information
Management Systems
(INSIMS)established to
ensure interoperability
Average number of
working days taken to
process
registerable
diagrams,
general
plans and sectional
plans
Baseline
(Actual
output)
2012/13
New
Indicator
Actual performance
against target
Target (2013/14)
Reasons for variance
Solution
of
the
Integrated
National
Spatial
Information
Management System
designed
Solution
completed
21
14
17
Actual (2013/14)
design
None
Poor quality of consents submitted by land
surveyors and municipalities, coupled with
shortages of professional staff led to the high
turnaround time. The issues are more prevalent in
Mpumalanga, Eastern Cape, and KwaZulu-Natal.
Furthermore, Launcher Software problem is one
of the causes of the high turnaround times in
Eastern Cape.
11
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 2: Geospatial and Cadastral Services
Strategic objective Performance
indicator
An
integrated
land planning,
spatial
information and
administration
system to
promote
an
equitable,
sustainable land
use and
allocation
by
2014
Operational
E-cadastre
Baseline
(Actual
output)
2012/13
Actual performance
against target
Not achieved
E-cadastre
Not achieved.
available and
implemented
The following were achieved:
Target
(2013/14)
Reasons for variance
Actual (2013/14)
The project deliverables could not be
achieved by 30 June 2013, due to the
number of streams within the project
not having met the deadlines, i.e.
Scanning centre certification has been completed
(Cape Town & Midrand).
Procurement of hardware was not
achieved timeously due to SITA
Business requirements specifications completed procurement processes.
(NGMS & Deeds).
Internal data cleaning was not on
Quality criteria refinement and signed off
track and therefore data migration
Finalization of PMB pilot using the revised processes has not yet taken place.
as per BRS (31 612 pages accepted).
Involvement of Department of Rural Development
Land Reform resources in the production line has
been instituted.
12
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 2: Geospatial and Cadastral Services
Strategic objective
An integrated land
planning,
spatial information
and
administration
system to
promote an
equitable,
sustainable land use
and
allocation by 2014
Performance
indicator
Baseline
(Actual
output)
2012/13
Target
(2013/14)
Actual performance
against target
Actual (2013/14)
Total documents scanned- 35 558 493 pages.
Pretoria documents accepted – 4 000 000 pages
Organisational Change Management (OCM).
Reasons for variance
Back scanning of images did not
meet quality and indexing
standards resulting in the rework
of scanned images.
6 of 21 deliverables on OCM have been completed
e-Cadastre and data Streams:
48 of the 198 deliverables completed.
35 deliverables are Work in progress.
Enterprise architecture Completed
Highlights:
3 modules awaiting User acceptance testing.
4 Modules undergoing unit and subsystem testing.
All regional system data profiles have been completed
Infrastructure has been procured and currently being rolled
out.
13
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 2: Geospatial and Cadastral Services
Strategic objective
Skills
development
and
sustainable
economic
opportunities
created
by 2014
Performance
indicator
Number of
people trained
in geomatics
Baseline
(Actual
output)
2012/13
57
Actual performance
against target
Target (2013/14)
65
Reasons for variance
Actual (2013/14)
65
None
14
Programme 3:
Rural Development
15
Performance of the Department against its aims, objectives and
performance target over the previous year – Cont.…
Programme 3: Rural Development
Strategic
objective
Integrated
service
delivery
facilitated
through the
coordination
of government
and
development
stakeholders
by 2014
Performance
indicator
Number of
functional
Council of
Stakeholders
Baseline
(Actual
output)
2012/13
75
Actual performance
against target
Target (2013/14)
58
Reasons for variance
Actual (2013/14)
157
During the financial year 2013/14 a greater need was
identified to establish and provide support to the Council
of Stakeholders (CoS) because the initial focus was on the
Comprehensive Rural Development Programme (CRDP)
sites.
CRDP was subsequently extended to be implemented not
only in CRDP sites or wards but also in additional villages
and projects.
The department had to establish and set up CoS also in
these extended CRDP villages and projects.
16
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 3: Rural Development
Strategic
objective
Performance
indicator
Baseline (Actual
output) 2012/13
Actual performance
against target
Target
Actual
(2013/14)
(2013/14)
Reasons for variance
Recapitalization
and
development
support
provided
to land reform
beneficiaries
and
rural
communities by
2014
Number of projects
implemented
through the Animal
and Veld
Management
Programme
completed
New Indicator
182
281
The over- achievement was as a result of a requirement to support the
23 District Municipalities. KZN has 10 Districts therefore more projects
needed to be implemented to ensure coverage. In addition, many of
these projects form part of the department’s partnership with Provincial
Departments of Agriculture.
Number of hectares
irrigated
New Indicator
5 000
1559
Target under achieved by 3441ha:
Challenges experience in the implementation of schemes in the EC
related to the relationship between communities and strategic partners.
This has necessitated the appointment of new strategic partners.
The second challenge related to the NW province where the farmers
could not agree on the designs.
KZN: On inception of the Tugela Ferry Irrigation Scheme was identified
as 837.1ha and on completion of construction it was re-measured to be
725ha, 112.1 ha less hence the shortfall of 96 ha on the target.
17
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 3: Rural Development
Strategic
objective
Profiled rural
households
enabled to
improve their
food
security by
2014
Socio-economic
infrastructure
facilitated to
improve access
to services by
2014
Performance
indicator
Baseline (Actual
output) 2012/13
Actual performance
against target
Target
Actual
(2013/14)
(2013/14)
Reasons for variance
Number of
households
producing their
own food
2131
2 200
2815
The variance is due to additional stakeholders
who were brought on board during the last
quarter of 2012/13 and first quarter of 2013/14
financial years, which was not planned for
originally. This resulted in an increase in
assistance to households.
Number of bulk
infrastructure
completed
New Indicator
8
8
None
Number of
households with
basic services
infrastructure.
29 405
7 278
7 475
The over-achievement is due to Dingamanzi
village where the estimated number of
households to be supplied with water from the
atmospheric water generator increase by 205.
18
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 3: Rural Development
Strategic
objective
Socio-economic
infrastructure
facilitated to
improve access
to services by
2014
Performance
indicator
Baseline
(Actual
output)
2012/13
Actual performance
against target
Target (2013/14)
Actual (2013/14)
Number of
public
amenities
completed
New
Indicator
26
29
Number of
ICT projects
completed
New
Indicator
19
53
Number of
New
economic
Indicator
infrastructure
projects
completed
17
19
Reasons for variance
The over-achievement is due to the provision of an
additional three public amenities in the NW where
the department provided solar lighting to 3
additional schools to ensure all schools received the
same lighting upgrades.
The over-achievment of 34 is due to the roll out of
the Ischool Africa Programme in partnerships with
the CSIR.
The over-achievement is due to 2 additional cattle
sales
facilities
implemented
in
UThukela
Municipality.
19
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 3: Rural Development
Strategic objective
Performance indicator Baseline (Actual
Actual performance
output)
against target
2012/13
Target (2013/14)
Actual
(2013/14)
Skills development
and
sustainable
economic
opportunities
created by 2014
Number of people
trained to improve
rural livelihoods
4 564
3 400
6302
Reasons for variance
Additional stakeholders were brought on board to
assist with rural enterprise and industrial development
projects and the spin-off was that these stakeholders
provided training that was not necessarily planned for.
That included training for Council of Stakeholders.
The department’s focus on enterprise development
increased focus on training of cooperative members.
Number of jobs
created through rural
development
initiatives
3 545
3 540
5044
The initial target was based on the livelihoods
approach which will, by its nature not create this
number of jobs jobs.
With the shift to enterprise development more jobs
were created.
20
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 3: Rural Development
Strategic
objective
Skills
development
and
sustainable
economic
opportunities
created by
2014
Performance
indicator
Number of
youth enrolled
into the
National Rural
Youth Service
Corps
Programme
Baseline
(Actual
output)
2012/13
New
Indicator
Actual performance
against target
Target (2013/14)
4 600
Reasons for variance
Actual (2013/14)
1805
The growth of the programme has been rapid and the resources to
ensure the sustainability of the programme had not kept up with this
rapid growth.
The programme also had limitations in terms of placing the youth
recruited during 2010, both in further education and training
colleges and workplaces, which could not absorb as many youth as
was intended. Especially the availability of workplaces where youth
can gain practical work experience was limited. It was prudent to
allow the programme to catch up in these areas before more youth
were enrolled into it, hence the moratorium.
The adjusted allocation received amounted to R370m which was
utilised to pay expenses related to the skills development of the
youth already in NARYSEC. This was just enough to meet the
commitments at the time and did not allow for further enrolments
into the programme."
21
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 3: Rural Development
Strategic objective
Skills development and
sustainable economic
opportunities created
by 2014
Performance
indicator
Baseline
(Actual
output)
2012/13
Actual performance
against target
Target (2013/14)
Number of youth
skilled through the
National Rural
Youth Service
Corps programme
5 881
4 600
Number of rural
enterprises
supported
New Indicator 90
Reasons for variance
Actual (2013/14)
1273
The variance is attributed to the fact that more than one
skills training opportunities were provided rather than
the number of youth skilled.
433
The initial target was based on projects with monetary
value (budget). During implementation this year, it
became clear that enterprise support goes beyond
monetary value and many cooperatives were assisted
with registration, and other facilitation functions.
22
Programme 4:
Restitution
23
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 4: Restitution
Strategic
objective
Land rights
restored or
alternative
forms of
equitable
redress
awarded to
claimants
by 2014
Performance
indicator
Number of
land claims
settled
Baseline
(Actual
output)
2012/13
602
Actual performance
against target
Target
(2013/14)
230
Reasons for variance
Actual
(2013/14)
270
The reasons for over-achievement on the settlement of claims is attributed to
two main reasons, namely:
The Western Cape office settled the District Six Owners (26) as well as the
Claremont and Newlands Development Group Claim Urban (56).
The Minister delegated authority to the Chief Land Claim Commissioner (CLCC)
to approve claims to the value of R50 million.
24
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 4: Restitution
Strategic
objective
Land rights
restored or
alternative
forms of
equitable
redress
awarded to
claimants
by 2014
Performance
indicator
Number of
claims
finalised
Baseline
(Actual
output)
2012/13
376
Actual performance
against target
Target
Actual
(2013/14) (2013/14)
208
292
Reasons for variance
The over-achievement in terms of the finalised claims is attributed
mainly to Western Cape and KwaZulu-Natal. These offices were able to
finalise the remaining claims on group claims as follows:
1. KwaZulu-Natal was able to finalise the remaining claim in the
Cremin Tenants Community claim thereby finalising 13 claims.
1. Western Cape was able to finalise the outstanding claims for the
following projects:
- Claremont (Batch 2) which finalised 38 claims
- Claremont (Batch 1) which finalised 45 claims
- District Six (Batch 11) which finalised 23 claims
25
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 4: Restitution
Strategic objective
Performance
indicator
Baseline
(Actual output)
2012/13
Actual performance
against target
Target (2013/14)
Land rights
restored or
alternative forms
of equitable
redress awarded
to claimants
by 2014
Research on
the opening of
new
restitution
claims
finalised
New Indicator Research report
completed
Reasons for variance
Actual (2013/14)
Draft Report submitted None
to
Parliamentary
Services via email on
18/10/2013
to
be
forwarded
to
the
Portfolio
Committee
Secretariat.
26
Programme 5:
Land Reform
27
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 5: Land Reform
Strategic objective
Performance
indicator
Baseline
(Actual
output)
2012/13
Actual performance
against target
Target
(2013/14)
Reasons for variance
Actual
(2013/14)
An integrated land planning,
spatial information and
administration system to
promote
an
equitable,
sustainable land use and
allocation by 2014
Number of land New Indicator 533
parcels
confirmed as
vested
863
The department directed the provinces to focus
on the departmental properties for vesting and
during the period under review there were more
properties which were already in the system ready
for vesting hence the target was exceeded.
Strategically located land
acquired and allocated
by 2014
Number
hectares
acquired
153 586
The combined impact of purchasing going
concerns e.g. abattoirs, game farms and the
ratio of the latter cost to land size resulted in
less funds being available to purchase other
land. The average cost of acquiring a going
concern was R26 778 per hectare as opposed
to an average cost of R3700 per hectare for
land.
of 157 556
311 917
28
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 5: Land Reform
Strategic
objective
Recapitalisation
and
development
support
provided to land
reform
beneficiaries and
rural
communities by
2014
Performance
indicator
Baseline
(Actual
output)
2012/13
Actual performance
against target
Target
Actual
(2013/14)
(2013/14)
Reasons for variance
Number of
200
farms newly
placed under
recapitalisation
344
119
The reprioritization of budget within different mandates in the
department affected the targets under this indicator as per the
approved Annual Performance Plan.
Number of
New
existing farms
Indicator
under
recapitalisation
386
323
The reprioritization of budget within different mandates in the
department affected the targets under this indicator as per the
approved Annual Performance Plan.
29
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 5: Land Reform
Strategic
objective
Tenure
security for
people living
on commercial
farms and
communal
areas provided
by 2014
Performance indicator
Number of labour
tenant applications
settled
Baseline
Actual performance
(Actual
against target
output)
Target
Actual
2012/13
(2013/14)
(2013/14)
New
76
98
Indicator
Percentage of
reported eviction
cases resolved
New
100%
Indicator
46%
Percentage of
reported land rights
cases referred to Land
Rights Management
Facility
New
indicator
100%
100%
Reasons for variance
Mpumalanga targeted 30 but after the acquisition of the farms
and the physical verification it was discovered that there were
14 labour tenants on each of the farms of Sandford in KwaZulu
Natal and Klipstapel in Mpumalanga, 12 labour tenants on the
farm Rensburg Spruyt in KZN and 48 labour Tenants on the farm
Uitzigt in Mpumalanga.
The cases are of a complex nature and depend on the court
processes for final resolution and that process is beyond the
control of the department. In addition it is being found that a
number of the complainants after the lodgement of their cases
are not traceable.
None
30
Performance of the Department against its aims, objectives and
performance target over the previous year …
Programme 5: Land Reform
Strategic
objective
Performance
indicator
Skills
development
and
sustainable
economic
opportunities
created by
2014
Number of
jobs created
in land
reform
projects
Number of
farmers
trained
Baseline
(Actual
output)
2012/13
1 059
Actual performance
against target
Target
Actual
(2013/14)
(2013/14)
1 446
2484
421
628
1262
Reasons for variance
Targets for jobs are currently being estimated due to the
nature of different enterprises and the type of commodities
in the farms more persons are eventually employed on a
seasonal and permanent basis during the recapitalization of
the farms.
Targets for farmers trained are projected targets and due to
the nature of different enterprises and type of commodities
more persons received on-farm, off – farm and formal
training during the recapitalization of the farms.
31
Future Performance
Alignment of DRDLR’s plans to the MTSF and government’s overall aims
32
The National Development Plan (NDP) identifies the following
policy imperatives, which will be the focus of the coming MTSF
period:
• Improved land administration and spatial planning for
integrated development in rural areas;
• Sustainable
Land
Reform
contributing
to
agrarian
transformation;
• Improved food security;
• Smallholder producers' development and support (technical,
financial, infrastructure) for agrarian transformation;
• Increased access to quality infrastructure and functional
services, particularly in education, healthcare and public
transport in rural areas; and
• Growth of sustainable rural enterprises and industries – resulting
in rural job creation.
33
Manifesto Objective: Implement rural development focusing on meeting basic needs , land reform and rural enterprise
development, supported by localized markets, credit facilities and economic infrastructure
MTSF
Priority
1.
Sustainable
transformation)
land
DRDLR
Strategic Goals
reform
DRDLR
Strategic Objectives
(agrarian Promote equitable access to and Provide support to rural communities in all
sustainable use of land for development
rural district to enable them to improve their
livelihoods by 2019
2. Increased access to quality basic Promote sustainable rural livelihoods
infrastructure and services, particularly in
education, healthcare and public transport in
rural areas
Improve access to services in rural areas by
coordinating and providing integrated
infrastructure by 2019
3. Growth of sustainable rural enterprises and Improved access to services
industries characterized by strong rural-urban
linkages, increased investment in agroprocessing, trade development and access to
markets and financial services-resulting in rural
job creation
Facilitate the development of 235 rural
enterprises and industries in areas with
economic development potential and
opportunities by 2019
Sustainable rural enterprises and industries Promote equitable and redistribution and
agricultural development by acquiring 1 140
000 hectares of strategically located land by
2019
34
2. Manifesto Objective: Increase investment in agricultural infrastructure in support of small-holder farmer
development, prioritizing former homeland communal areas
MTSF
Priority
Smallholder farmer
development and support
(technical, financial,
infrastructure) for agrarian
transformation
DRDLR
Strategic Goals
DRDLR
Strategic Objectives
Improve access to services
Improve access to services in rural areas by
coordinating and providing integrated
infrastructure by 2019
Provide comprehensive farm development
support to smallholder farmers and land
reform
beneficiaries
for
agrarian
transformation by 2019.
3. Manifesto objective: Continue to improve the tenure security and administration of people living in communal areas
with emphasis on women’s tenure security
MTSF
Priority
DRDLR
Strategic Goals
Sustainable
land
reform Improve land administration for
(agrarian transformation)
sustainable growth and development
DRDLR
Strategic Objectives
integrated
and Functional
systems
and
institutional
arrangements for tenure and land
administration to enable agrarian reform in
all provinces by 2019
35
4. Manifesto objective: Strengthen support for cooperatives in marketing and supply activities to enable small scale
producers to enter formal value chains and take advantage of economies of scale. This will include targeting public
institutions as primary buyers of agricultural goods and support for small scale producers’ access to municipal
markets
MTSF
Priority
DRDLR
Strategic Goals
Growth of sustainable rural Sustainable rural enterprises and industries
enterprises
and
industries
characterized by strong rural-urban
linkages, increased investment in
agro-processing,
trade
development and access to
markets and financial servicesresulting in rural job creation
DRDLR
Strategic Objectives
Facilitate the development of 235 rural
enterprises and industries in areas with
economic development potential and
opportunities by 2019
36
5. Manifesto objective: Expand the Food for all programme as part of the national integrated food and nutrition
policy for procuring and distributing affordable essential foodstuffs directly to poor communities
MTSF
Priority
Improved food security
DRDLR
Strategic Goals
Promote sustainable rural livelihoods
DRDLR
Strategic Objectives
Provide support to rural communities in all
rural district to enable them to improve their
livelihoods by 2019 (DAFF will lead this
priority area as per MTSF and DRDLR will
provide support)
6. Manifesto objective: Accelerate the settlement of remaining land claims submitted before the cut-off date of 1998
MTSF
Priority
Sustainable land reform (agrarian
transformation)
DRDLR
Strategic Goals
DRDLR
Strategic Objectives
Facilitate the restoration of land rights and
alternative forms of equitable redress by
2019
37
7. Manifesto objective: Re-open the period for the lodgement of claims for restitution of land for a period of five
years, commencing in 2014
MTSF
Priority
Sustainable land reform (agrarian
transformation)
DRDLR
Strategic Goals
Restoration of Land Rights
DRDLR
Strategic Objectives
Facilitate the reopening and finalisation of
the lodgement of restitution land claims
people who did not meet the 1998
deadline
8. Manifesto objective: Codify the exceptions to the 1913 cut-off date for the descendants of the Khoi and San, and
identify affected heritage sites and historical landmarks
MTSF
Priority
Sustainable land reform (agrarian
transformation)
DRDLR
Strategic Goals
Restoration of Land Rights
DRDLR
Strategic Objectives
Lodgement of restitution land claims reopened
for people who did not meet the 1998 deadline
38
Report on all capital projects completed,
started or still in progress.
39
The Branch RID completed 222 rural infrastructure projects in the
2013/14 financial year and 147 rural infrastructure projects carried
through to the 2014/15 financial year
A detailed list of the projects is attached as an annexure to the presentation
Employment Equity
41
Employment Equity Report / 1
Workforce Profile (Persons with disabilities included)
GENDER
RACE
F
M
Total
%
Target
VARIANCE
African
2295
2224
4519
81
75%
+6
Coloured
219
157
376
7
11%
-4
Indian
69
48
117
2
3%
-1
White
372
207
579
10
11%
-1
Total
2955
2636
5591
42
Employment Equity Report / 2
Workforce Profile (Just Persons with disabilities)
GENDER
RACE
F
M
Total
%
Target
VARIANCE
African
22
27
49
52
75%
-23
Coloured
4
4
8
9
11%
-2
Indian
1
3
4
4
3%
+1
White
15
18
33
35
11%
+24
Total
42
52
94
43
Employment Equity Report / 3
Workforce Profile (Persons with disabilities as a percentage of total workforce)
RACE
Total
Grand Total
%
Target
VARIANCE
African
49
4519
1
2%
-1
Coloured
8
376
2
2%
0
Indian
4
117
3
2%
+1
White
33
579
6
2%
+4
Total
94
5591
2
2%
THE MINIMUM TARGET OF 2% REACHED
44
EE Way forward
• A new five year EE plan (2014-2019) has been developed and
consulted with all relevant stakeholders with the aim of ensuring
equitable representation of all race groups within the Department.
• The Department has set new targets in line with National
Economically Active Population data or statistics to ensure an
equitable presentation of all race groups within its workforce.
POINT TO NOTE:
The minimum appointment target of 2 % was reached, during the
reporting period, as far as the appointment of persons with disabilities
were concerned.
45
Report on financial misconduct and measures
taken against officials guilty of misconduct
46
Financial Misconduct cases – report / 1
 Financial misconduct cases are cases where there is a tangible
amount that is recoverable
 When an alleged misconduct case surfaces, an internal
disciplinary hearing is instituted against the official as well as an
external criminal case at SAPS is lodged against the accused
 If found guilty, the employee’s assets may be attached
 The aim is ALWAYS to have losses recovered, even if the
employee resigns
 During the reporting period 14 cases, that were concluded,
were dealt with – seven other cases were also instituted, but not
concluded (thus 21 cases in total – only one accused in the 21 is
an SMS member )
47
Financial Misconduct cases – report / 2
 In the 14 cases, two of those accused resigned before the
matter was concluded, one was acquitted (but criminal case still
ongoing) and 11 were found guilty
 Of the 11 found guilty, four were dismissed, the rest were given
final written warnings or suspensions, depending on the severity
and the amount of money the state had lost during the process
 In all cases where the accused was found guilty, but not
dismissed, a recovery process has been put in place
48
The role of the department in assisting the
Ingonyama Trust Board
49
The role of the department in assisting the Ingonyama Trust Board / 1
 The Ingonyama Trust Board (ITB) is an entity responsible for
administration of the Ingonyama Trust land, which is about 2.8 million
hectares in extent, spread throughout the province of KwaZulu –
Natal in the Republic of South Africa.
 It is a public entity which reports directly to the Minister of Rural
Development and Land Reform as the Executive Authority.
The Department continuously assists the Trust in the following areas:
 Developing of their Policies.
 The development and compilation of their Strategic Plan, Annual
Performance Plan, Operational Plans and Annual Report.
50
The role of the department in assisting the Ingonyama Trust Board / 2
 On an annual basis, there is a budget allocated for ITB to assist it
in achieving its stated objectives – specifically in land
administration.
 The department also assists and ensures that the ITB complies
with all relevant prescripts governing the public sector.
 The trust produces reports as required by legislation to report on
its financial and non-financial performance.
51
Thank you
52