Annual Report 10112012

ANNUAL REPORT
2 0 1 1 2 0 1 2
DEPARTMENT OF HUMAN SETTLEMENTS

Vote 31, Annual Report for the year ended 31 March 2012
RP156/2012 ISBN: 978-0-621-40896-6
T M G SEXWALE (MP) Minister of Human Settlements I have the honour of submitting the Annual Report of the Department of Human Settlements for the period 1 April 2011 to 31 March 2012.
T W ZULU DIRECTOR-GENERAL DATE:
C ontents
PART 1
GENERAL INFORMATION 1.1 Vision, Mission and Values 1.1.1 Vision 1.1.2 Mission 1.1.2 Values 1.2 1.3 1.4 1.5 1.6 Organisational Structure Legislative Mandate Entities Reporting to the Minister Statement of the Minister Accounting Officers Overview
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6 6 6 6 6 7 8 10 12 13
PART 2
INFORMATION ON PREDETERMINED OBJECTIVES 2.1 Overall Performance 2.1.1 Voted Funds 2.1.2 Aim of Vote 2.1.3 Strategic Outcome Oriented Goals of the Department 2.1.4 Overview of the Service Delivery Environment for 2011/12 2.1.5 Overview of the Organisational Environment for 2011/12 2.1.6 Key Policy Developments and Legislative Changes 2.1.7 Departmental Revenue, Expenditure and Other Specific Topics 2.1.8 Departmental Expenditure 2.1.8.1 Programme 1: Administration 2.1.8.2 Programme 2: Housing Policy, research and monitoring 2.1.8.3 Programme 3: Housing Planning and Delivery Support 2.1.8.4 Programme 4: Housing Development Funding 2.1.8.5 Programme 5: Strategy Relations and Governance 2.1.9 Public Entities 2.1.10 Conditional Grants and Earmarked Funds 2.1.11 Capital Investment, Maintenance and Asset Management Plan 2.2 Performance per Programme 2.2.1 Programme 1: Administration 2.2.2 Programme 2: Housing Policy, Research and Monitoring 2.2.3 Programme 3: Housing Planning and Delivery Support 2.2.4 Programme 4: Housing Development Finance 2.2.5 Programme 5: Strategic Relations and Governance
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16 16 16 16 16 19 21 22 23 23 24 24 24 24 25 25 25 27 31 31 38 43 63 65
Human Settlements Annual Report 2011 2012
PART 3
ANNUAL FINANCIAL STATEMENTS Report of the Audit Committee Report of the Accounting Officer Report of the Auditor-General Appropriation statement Notes to the appropriation statement Statement of financial performance Statement of financial position Statement of changes in net assets Cash flow statement Accounting policies Notes to the annual financial statements Disclosure notes to the annual financial statements Annexures South African Housing Fund
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80 81 83 99 103 120 124 125 126 127 128 136 151 166 178
PART 4
HUMAN RESOURCE MANAGEMENT
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184
PART 5
OTHER INFORMATION 5.1 5.2 Acronyms List of Contact Details
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214 214 216
P art ONE
G eneral I nformat I on
1.1 VIsIon, mIssIon and values
1.1.1 Vision
A nation housed in sustainable human settlements.
1.1.2 Mission
To facilitate the creation of sustainable human settlements and improved quality of household life.
1.1.3 Values
The Departments core values, based on the Constitution, are: Accountability Fairness and equity Choice, quality and affordability Sustainability Innovation and The principles of Batho Pele.
1.2 OrganIsatIonal structure
Minister
TMG Sexwale
CD: Internal Audit, Risk Management and Special Investigation Ms Khumoetsile Gaesale
Director-General T Zulu
CD: Executive Support to the Director-General Mr Themba Nobatana
DDG: Policy & Research Mr Martin Maphisa
DDG: Service Delivery Support Mr Johan Wallis (Acting)
DDG: Corporate Services Ms Nelly Letsholonyane
DDG: Chief of Operations Mr Neville Chainee
DDG: Chief Financial Officer Ms Funani Matlatsi
CD: Policy Mr Diet van Bloembsen
CD: Human Settlement Planning Mr Anton Arendse
CD: Corporate Support Mr Elias Sithole
CD: Entities Governance Oversight Mr Morris Mngomezulu (Acting) CD: Management Info Services Mr Mandla Xaba (Acting) CD: Strategic Planning Mr Moerane Moerane
CD: Financial Services Mr Nyameko Mbengo
CD: Research Dr Zoleka Sokopo
CD: Program Implementation Support Mr Johan Wallis CD: Rental Housing & PHP Vacant
CD: IT & Systems (GITO) Mr Mandla Xaba (Acting)
CD: Housing Finance Equity Ms Sindisiwe Ngxongo CD: Funds Management Mr Marius Hitge (Acting)
CD: Monitoring & Evaluation Mr Phillip Chauke
CD: Human Resources Ms Yvonne Mbane
CD: Stakeholder Mobilisation Mr William Jiyana
CD: Legal Services Adv Jan Tladi
CD: Transformation Mr Litha Jolobe CD: Communications Mr Xolani Tyilana (Acting) CD: Intergovernmental & International Relations Ms Monika Glinzler (Acting)
CD: Capacity Development Mr Monwabisi Mclean
CD: Priority Projects Facilitation Ms Julie Bayat
CD: National Sanitation Mr Philip Chauke (Acting) 9 Regions Managed by Deputy Directors
1.3 LegIslatIve mandate

The following legislative and policy mandates remained unchanged since the previous financial year:
Constitution of the Republic of South Africa (Act 108 of 1996)

Section 26 (1) of the Constitution enshrines access to adequate housing as a basic right for all South Africans. The state is compelled to take reasonable measures within the limits of its available resources, including the introduction of legislation, to work towards ensuring that all South Africans enjoy this right (section 26(2)).The legislation that the Department of Human Settlements has promulgated and implemented falls squarely within this Constitutional imperative. Section 26: Access to adequate housing a basic human right; Government to ensure environment conducive to the progressive realisation of the right; Schedule 4: National and Provincial Governments have concurrent legislative competence. Section 28 and Bill of Rights Equality Clause (9)(3) with particular reference to youth and women.
Housing Act (Act 107 of 1997)

The Department of Human Settlements is carrying out its legislative imperative in terms of the Housing Act through existing and future legislation and the Housing Code. This requires the Minister of Human Settlements to determine national housing policy and programmes and to negotiate funding for such programmes. In addition, the Act requires the Minister of Human Settlements to establish human settlement institutions.
Comprehensive Plan for the Creation of Sustainable Human Settlements (Breaking New Ground; BNG)
BNG was the blueprint for the Revised Housing Code that was approved by Cabinet in 2004. It reinforces the vision of the Department of Human Settlements to promote the achievement of a non-racial, integrated society through the development of sustainable human settlements and quality housing. Key to realising the objectives of BNG is the vigorous engagement and participation of sector-specific stakeholders, including the Presidency (chapter 9 institutions), government departments, the private sector and civil society.
Housing Consumers Protection Measures Act (Act 19 of 1998)

This Act provides for the establishment of a statutory body for homebuilders. The National Home Builders Registration Council (NHBRC) registers builders engaged in certain categories of housing construction and regulates the home building industry by formulating and enforcing a code of conduct. The Department monitors implementation of the Act continuously.
Housing Development Agency Act (Act 23 of 2008)

In order to fast-track human settlement development, the Act provides for the establishment of a statutory body to: Identify land for the development of sustainable human settlements in provinces and municipalities; Facilitate the acquisition and holding of land and landed properties; Facilitate planning processes; and Coordinate funding. The Department has been monitoring the implementation of the Act and the functioning of the agency continuously since 2009.
Public Finance Management Act (Act 1 of 1999) as amended by Act 29 of 1999

The Public Finance Management Act (PFMA) provides for the effective management of public funds by public sector officials, including those in public entities. The Act places a greater implementation responsibility on managers and makes them more accountable for their performance. The Department continuously monitors adherence of its housing entities to the Act.
Social Housing Act (Act 16 of 2008)

This Act provided for the establishment of the Social Housing Regulatory Authority (SHRA). Like other housing entities, the SHRA reports to the Minister of Human Settlements. The Department monitors the delivery of its statutory mandate and provides governance oversight.
Division of Revenue Act

The Division of Revenue Act (DoRA) enforces the compulsory use of the Housing Subsidy System (HSS) as part of the conditions as gazetted.
Rental Housing Act (Act 50 of 1999)

This Act replaced the Rent Control Act of 1976 and defines governments responsibilities in respect of rental housing property. It creates mechanisms that promote the provision of rental housing and proper functioning of the rental housing market. In order to facilitate sound relations between tenants and landlords, the Act lays down general requirements for leases and principles for conflict resolution in the rental housing sector. It also makes provision for the establishment of rental housing tribunals and defines their functions, powers and duties. The duty of establishing rental housing tribunals resides with the provinces. The social housing work programme will be informed by the Social Housing Act (Act 16 of 2008) and the Rental Housing Amendment Bill, which will be submitted to parliament for enactment. Both these pieces of legislation inform the framework and parameters within which the social/rental housing sector will operate.
Home Loan and Mortgage Disclosure Act (Act 63 of 2000)

The Act provides for the establishment of the Office of Disclosure and the monitoring of financial institutions that serve the housing credit needs of communities. It requires financial institutions to disclose information and to identify possible discriminatory lending patterns.The Act and its Regulations have been in operation since 7 July 2007 through a presidential proclamation.
Inclusionary Housing Bill

The Inclusionary Housing Policy has been completed and a Bill has been drafted. It will be submitted to cabinet for in-principle approval.
Sectional Titles Schemes Management Bill

The Bill takes over the housing management provisions of the Sectional Titles Act which is administered by the Department of Rural Development and Land Reform.The Bill has been passed by parliament.
Community Schemes Ombud Service Bill

The Bill is linked to the Sectional Titles Schemes Management Bill and provides for a dispute resolution mechanism for sectional titles and other residential community schemes. The Bill has been passed by Parliament.
Strategic goals of the Human Settlements Strategy

Against the background of an analysis of trends and emerging challenges in the housing environment, the outcomes of an extensive stakeholder consultative process, and government priorities determined at the first post-election cabinet lekgotla (May 2009), the following macro elements form the pillars (strategic goals) of the Human Settlements Strategy.
Intergovernmental Relations Framework Act (13 of 2005)

The Act facilitates coordination among the three spheres of government national, provincial and local in respect of the implementation of policy and legislation.
Policy mandates
The policy development mandate of the Minister of Human Settlements stems from the Housing Act (Act 107 of 1997). Section 3 of the Act contains the following provisions: National government, acting through the Minister, must, after consultation with every member of the executive council (MEC) and the national organisation representing municipalities as contemplated in section 163 (a) of the Constitution, establish and facilitate a sustainable national housing development process. For the purposes of subsection (1) the Minister must determine national policy, including national norms and standards, in respect of housing development. In addition, the Housing Act gives the Minister of Human Settlements authority to institute and finance national housing programmes.The funding allocated to provincial governments by the Minister of Human Settlements may only be utilised in terms of the provisions of national housing programmes and provincial housing programmes that are consistent with national housing policy. The Departmental initiative to publish a Green Paper on Human Settlements is still underway following cabinets renaming of the Department in 2009 and the adoption of the vision to facilitate the creation of sustainable human settlements and improved quality of household life.
1.4 EntItIes reportIng to the MInIster

The following are entities which were related to the Department for the financial year under review: SERVCON Servcon Housing Solutions was established in 1995 as a result of a Record of Understanding between the then Department of Housing (representing government) and the Banking Council (representing participating banks). The company was established in terms of the Companies Act of 1973 and was mandated to provide exclusive management services for a period of eight years, from 1 April 1998 to 31 March 2006,in respect of a documented ring-fenced portfolio of 33 310 properties. The portfolio comprised properties in possession (PIPs) and non-performing loans (NPLs) to the value of R1,277 billion. In 2006 the shareholders, represented by the Banking Council and the Department of Human Settlements parted ways in terms of a Sale of Shares and Claims Agreement. During 2007, Servcon undertook to assist the provinces through a normalisation and regularisation programme. Servcon ceased operating in September 2009 and is currently in the process of final closure. The managing director of Servcon is accountable to the executive authority of Human Settlements.
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SOCIAL HOUsING FOUNDATION (SHF) The SHF, a section 21 company, was established in 1996 to develop and build capacity for social housing institutions and to develop a policy framework for the social housing sector. It has been providing knowledge management services, as well as policy, communication and institutional support to the social housing sector. In addition, the foundation has been monitoring and evaluating the social housing sector. The SHF is currently being dissolved. The board of the SHF is accountable to the executive authority of Human Settlements. NATIONAL URBAN RECONsTRUCTION AND HOUsING AGENCY (NURCHA) NURCHA, a section 21 company in terms of the Companies Act (1973), was established as a presidential lead project in 1995 by the South African government in partnership with the Open Society Institute. Its mandate is to ensure a flow of finance for the construction of low-income and affordable housing, community facilities and infrastructure. NURCHAs objectives are to maximise options for financing the construction of housing and related facilities and infrastructure and to utilise NURCHA loans to contribute and support the emergence of new, successful, black-owned construction firms. The board of NURCHA is accountable to the executive authority of Human Settlements. NATIONAL HOME BUILDERs REGIsTRATION COUNCIL (NHBRC) The National Home Builders Registration Council was established in terms of the Housing Consumers Protection Measures Act (Act 95 of 1998). Its mandate is to provide housing consumers with warranty protection against defects in new homes, and to provide protection against failure of builders to comply with their obligations in terms of the Act. It provides an exclusive regulatory function in the home building environment. Since its inception, the NHBRC has been striving to regulate and provide better services to consumers through the registration of homebuilders, the enrolment of homes and home inspections. The institution continues to manage the housing consumers warranty fund. Training home builders, includes emerging builders, the unemployed, the youth, women and people with disabilities, remains a critical strategic and operational focus of the council. The Council of the NHBRC is accountable to the executive authority of Human Settlements. NATIONAL HOUsING FINANCE CORPORATION (NHFC) The NHFC was established as a development finance institutionfollowing a cabinet decision in May 1996, as envisaged in the White Paper on Housing. The institution is mandated to make housing finance accessible and affordable to low- and middle-income households. It searches for new ways to mobilise finance for housing from sources outside the state in partnership with the broadest range of organisations. It also provides wholesale finance and acts as a fund and risk manager. The board of the NHFC is accountable to the executive authority of Human Settlements. ThUBELIshA HOMEs Thubelisha Homes was established as a non-profit, special-purpose vehicle to create appropriate housing stock for rightsizing the Servcon Housing Solutions portfolio. The institution ceased operating in July 2009 and was placed under voluntary liquidation on 29 March 2012. RURAL HOUsING LOAN FUND (RHLF) The RHLF is a development finance institution established in August 1996 as an association not for gain. The company is mandated to empower low-income households in rural areas to access housing credit. It operates as a wholesale lender and thus attains its mandate by providing loans through retail intermediaries to its target market. The loans are to be utilised for incremental housing purposes.
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The board of the RHLF is accountable to the executive authority of Human Settlements. HOUsING DEVELOPMENT AGENCY (HDA) The HDA was established in terms of the Housing Development Agency Act (Act 23 of 2008) and began operations in April 2009. The purpose of the agency is to identify, acquire, hold, develop and release state and privately owned land for residential and community purposes and for the creation of sustainable human settlements. The agency is mandated to facilitate the acquisition of land in a way that supplements the capacities of government across all spheres. It also provides project management expertise to human settlement projects and facilitates the development of projects through accelerated and innovative project packaging. Part of its role is to enhance the capacity of municipalities and provinces to deliver integrated, sustainable human settlements. The board of the NHFC is accountable to the executive authority of Human Settlements. SOCIAL HOUsING REGULATORY AUThORITY (SHRA) The SHRA was established in terms of the Social Housing Act (Act 16 of 2008). The main objective of SHRA is to regulate and support the social housing sector in order to accelerate the delivery of sustainable and financially viable social housing projects. It is responsible for the disbursement of institutional investment and capital grants to social housing institutions. The council of SHRA is accountable to the executive authority of Human Settlements.
1.5 Statement bY the MInIster

The period under review has continued to demonstrate progress in many of our identified key priorities. Significant advances have been recorded in the upgrading of slums, access to basic services, accreditation of key strategic municipalities and land acquisition for human settlements. FUTURE OUTLOOK The focus in the period ahead will be on keeping momentum and producing more tangible results in the work we have started. Accelerating service delivery remains a top priority. Particular prominence will be placed on the following critical areas, amongst others: Further consolidation of human settlements instruments. These relate to the new oversight role of the estate agency affairs industry, and operationalising the ombudservice; Contributing to the Presidential Infrastructure Coordinating Council (PICC): highlighting the alignment of human settlements in all the nodes; the development of a National Sanitation Master Plan; the framing of the Cost Containment Strategy; and More effort being geared towards enhancing publicprivate partnerships through the Each-One-SettleOne Programme which is being embraced by the corporate sector. The work that lies ahead remains a daunting challenge. However, we take pride in the commitment to our work and dedication of our staff, including personnel in various human settlements agencies. All are dedicated to providing quality products and quality service to our people.
T M G SEXWALE (MP) MINISTER: HUMAN SETTLEMENTS
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1.6 OvervIeW bY the AccountIng OffIcer

The Departmental operations for the year under review were focussed on implementing Departmental objectives and targets as funded by the national vote for the year 2011/12. The constitutional obligation to provide adequate shelter underlies all the strategies and policies of the Department. The adoption of the Comprehensive Plan for the Development of Sustainable Human Settlements in 2005 marked a conceptual shift away from the mandate of providing a house on poorly located land far from economic activity and social services, to the provision of amenities to support the creation of functional communities, through access to transport, social services and employment opportunities. FROM hOUsING TO hUMAN sETTLEMENTs The principles of human settlement development are outlined by a policy that is responsive to housing demands and the needs of poor households and that provides tenure options in an affordable and fiscally sustainable manner. Through integrated planning and good governance, the human settlements approach advocates optimal land utilisation and stimulates private investment in housing and community development. INsTITUTIONAL ChANGEs IN ThE hOUsING sECTOR Recognising that the shift to the human settlements model requires an institutional re-organisation of the housing delivery model, including a review of the Department and all relevant public entities, over the medium term, the Department of Human Settlements will focus on maximising cooperation and coordination between the built environment sector departments, where delivery is devolved to local government. This is supported by an accreditation framework in terms of section 10 of the Housing Act. The Department assessed twenty municipalities as compliant with the accreditation framework and they will be awarded accreditation certificates. Progress has also been made in respect of the rationalisation of housing institutions. ThE OUTCOMEs APPROACh The outcomes approach centred the Department on realising social and economic integration. This was done through informed planning, land identification, project packaging and delivery. The focus was to create a foundation for spatial restructuring and the creation of functional, sustainable communities. Through effective land use, choice of tenure and mixed-income developments, the Department has gone a long way towards entrenching good planning principles in the development of new settlement projects. The Department contributed direct to sustainable human settlements and the improved quality of household life (Outcome 8). To accelerate the delivery of basic services and housing opportunities, and improving access to the property market, the Department, together with provinces and municipalities, focussed on the following outputs over the medium term: Upgrading 400 000 housing units in informal settlements (Outcome 1); Improving access to basic services by providing universal access to sanitation (Outcome 2); Facilitating the provision of 80 000 affordable social and rental housing units in well-located areas; Facilitating the provision of improved housing finance opportunities for 600 000 households in the gap market (people earning between R3 500 and R12 800 (Outcome 3); and Releasing 6 250 hectares of public owned land for housing development.
UPGRADING INfORMAL sETTLEMENTs Interprovincial migration and urbanisation created pressure points and areas of stress as citizens searched for economic opportunities amidst the current low employment rate. This put metropolitan municipalities under pressure in respect of the growth of informal settlements and the emergence of new informal settlements. Efforts were focussed on strengthening municipal planning to address the upgrading of informal settlements.
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The Urban Settlements Development Grant for cities enabled metropolitan municipalities to improve efficiency, maximise their development outcomes and coordinate their approach to managing the built environment. With greater flexibility to accelerate service delivery, the grant sought to supplement the capital budgets of large cities to ensure integrated national, provincial and municipal planning in support of the creation of sustainable human settlements and improved quality of household life. The programme for upgrading informal settlements nationwide gave technical and planning support to municipalities in the execution of informal settlement upgrading. To complement the upgrading programme, MINMEC resolved to establish a National Rectification Programme for implementation during the 2012/13 financial year. STRENGThENING COLLABORATION IN ThE sECTOR AND BUILDING RELATIONs WITh OVERsIGhT INsTITUTIONs The Department played a critical role in providing technical knowledge and policy advice to the government cluster system. This resulted in synergy being achieved in policy interpretation, collective planning and management of the delivery value chain towards spatial restructuring and economic integration. The dynamic relationship and oversight leadership provided by parliamentary committees gave further impetus to the process. Integrated management efforts resulted in the unqualified audit report that placed the Department on a firm footing to improve systems and to factor recommendations in the next financial year. This report creates the firm ground on which financial performance can be built in 2012/2013.
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P art TWO
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Informat I on on predeterm I ned ob J ect I ves

2.1 Overall performance
2.1.1 Voted funds, per programme
Table 1: Voted funds, per programme Main appropriation (R000) 232 435 39 215 156 163 21 995 147 155 535 22 578 495 Adjusted appropriation (R000) 222 111 39 442 200 741 22 196 769 166 478 22 825 541 Actual amount spent (R000) 166 237 32 866 186 733 22 105 262 105 064 22 596 162 Over-/underexpenditure (R000) 55 874 6 576 14 008 91 507 61 414 229 379
Programme 1. Administration 2. Housing Policy, Research and Monitoring 3. Housing Planning and Delivery Support 4. Housing Development Finance 5. Strategic Relations and Governance Total Responsible minister Administering department Accounting officer
Minister of Human Settlements Department of Human Settlements Director-General of Human Settlements
2.1.2 Aim of vote

The aim of the Department of Human Settlements is to determine, finance, promote, coordinate, communicate and monitor the implementation of housing and sanitation policies and programmes.
2.1.3 Strategic outcome-oriented goals of the Department

Since its establishment, the Department of Human Settlements has attempted to capture the mandate to build functioning communities and respond to national dynamics/challenges by drafting a human settlements strategy aimed at creating sustainable human settlements and improving the quality of household life. After the national and provincial elections in 2009, government adopted a Medium Term Strategic Framework (MTSF), which included the building directly cohesive and sustainable communities as a priority. This informs the strategic objective of the department. The adoption of Outcome 8 as the development goal the Department must achieve, builds on the priority set in the MTSF. The Departments strategic outcome is Sustainable human settlements and improved quality of household life. The Departments strategic outcome-oriented goals, referred to as outputs of Outcome 8 elsewhere in the Departments Strategic Plan, are listed in table 2.
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Table 2: Strategic outcome-oriented goals Strategic outcome-oriented goal 1: Accelerated delivery of housing opportunities Goal statement Achieving the target of 400 000 households by 2014 and securing some form of land tenure for these families so they have a real asset and access to universal services. Up-scaling the development of affordable rental housing stock. To upgrade informal settlements and proper services and land tenure to 400 000 households by 2014. To increase the rate of affordable rental housing delivery to 20 000 units per year towards 2014. To provide support for the accelerated delivery of 80 000 affordable rental units by 2014. To develop a comprehensive profile of informal settlements. To actively participate in and oversee project choice by provinces and municipalities. To undertake a National Human Settlements Sector Capacity Audit. To determine and implement incentives for private sector investment in our target market. To facilitate the implementation of the Each-One-Settle-One campaign. This outcome is the primary responsibility of the Department of Cooperative Governance and Traditional Affairs, but the Department of Human Settlements will play a supportive role in increasing access to basic services, as follows: Water from 92% to 100%; Sanitation from 69% to 100%; Refuse removal from 64% to 75%; and Electricity from 81% to 92%. To accelerate the provision and upgrading of infrastructure networks to prioritised settlements by 2014 through the establishment of a consolidated infrastructure (community and bulk) funding. To facilitate stronger alignment between the MIG and human settlements development. Achieving more efficient land utilisation to enhance urban agglomeration and improve access to social amenities and job opportunities. Urban sprawl and low densities contribute to unproductive and inefficient cities as poor households remain marginalised by distance and transportation costs. The lack of agglomeration in many urban centres undermines economic development and efficiency. Releasing well-located land and properties owned and held by the state in the national sphere of government for the purpose of housing and human settlements development. To assemble and acquire 6 250 hectares of well-located state-owned land for low-income and affordable housing. To determine and oversee implementation of higher densities. To determine and oversee implementation of higher densities. To acquire tribunal land. Facilitating, with the private sector, related dfis and spheres of government, improved financing of 600 000 housing opportunities in the gap market for people earning between R3 500 and R12 800. To establish a Mortgage Default Insurance Programme to accommodate people whose salaries are too high to get government subsidies, but who earn too little to qualify for a normal bank mortgage. To supply affordable housing finance to 600 000 households.
Technical indicator
Strategic outcome-oriented goal 2: Improve access to basic services Goal statement
Technical indicator
Strategic outcome-oriented goal 3: More efficient land utilisation Goal statement
Technical indicator
Strategic outcome oriented goal 4: Improved property market Goal statement Technical indicator
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The adoption of outcome-based performance has enabled the Department to focus on and prioritise key development areas central to achieving its goals and outcomes. Failures in the recent past have been due to a plethora of outcomes and goals, and limited impact. Against the background of the current state of overall national development goals it is important for the Department to focus on the key national development strategic outcomes and goals, namely the eradication of poverty and inequality, and the redressing of social and economic underdevelopment. The Departments strategic objectives stemming from governments outcome-based approach and, more specifically, from Outcome 8, are listed in table 3. Table 3: Strategic objectives, per programme Strategic objective 1: Administration Statement of objective Baseline Strategic objective 2: Housing Policy, Research and Monitoring Statement of objective Baseline Strategic objective 3: Housing Planning and Delivery Support Statement of objective Baseline Strategic objective 4: Housing Development Finance Provide strategic leadership and administrative and management support services to the Department. Providing corporate governance services to the core business of the Department. One hundred per cent corporate support was provided towards the smooth running of the Department. Develop and promote human settlement and housing policies supported by a responsive research agenda. Monitor and assess the implementation, performance and impact of national housing policies and programmes. Undertaking appropriate research to inform policy development and oversight. Approved policies, research, monitoring and evaluation reports to give direction to planning and decision making. Support implementation and delivery, build capacity, and liaise and communicate with stakeholders towards achieving effective housing and human settlement programmes. Coordinate and monitor the implementation of priority projects and the sanitation programme. Providing the necessary and appropriate support to the three tiers of government to enhance service delivery, especially towards the eradication of informal settlements. Implemented capacity building programmes. Fund housing and human settlement development programmes. Provide financial and grant management services. Promote investment in housing finance. Mobilise and promote financial probity within housing institutions. Manage all matters provided for by the Home Loan and Mortgage Disclosure Act (2000). Providing funding for housing and human settlement development programmes, financial and grant management services to promote investment in housing finance, and managing all matters provided for by the Home Loan and Mortgage Disclosure Act (2000). Conditional grant and provincial transfers. Coordinate the Departments mandate within the intergovernmental relations framework. Manage international relations and promote good governance practices in the Department and its public entities. Provide timely and integrated business information to the Department. Coordinating the Departments mandate within the intergovernmental relations framework to promote good governance practices within the Department and its public entities. Well-coordinated departmental, intergovernmental and international relations and an approved governance programme for departmental public entities.
Statement of objective
Baseline Strategic objective 5: Strategic Relations and Governance Statement of objective Baseline
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2.1.4 Overview of the service delivery environment during 2011/12

The global economic recovery remained subdued as the developed world continued to struggle with economic recovery after the economic recession of 2009 triggered by the collapse of the sub-prime housing market in the United States. Global output is expected to grow by 3,8% in 2011 and slightly decline to 3,3% in 2012. Developed economies are forecast to grow by 1,6% in 2011 and decline to 1,2% in 2012. However, emerging and developing economies are expected to grow by 6,2% in 2011 and 5,4% in 2012. Growth in imports for both the developed and the developing world are expected to decline from 4,8% in 2011 to 2,0% in 2012, respectively (IMF, 2012). For South Africa specifically, poor economic performance by the developed world, its major trading partner, means that slow demand for exports should be expected, which could potentially reduce employment opportunities and thus increasethe number of South Africans who will depend on government for assistance, including housing. Global financial instability continues to increase risk aversion of financial lenders thereby limiting the potential additional funding required to resolve development challenges in many countries, including South Africa. It also means that the number of people who will receive financial assistance, including mortgages, will be limited. In South Africa in particular, the majority of the unemployed population and those who earn a limited income continued to rely on government for assistance. 2.1.4.1 Developments in energy price Unrest in oil-producing countries and other developments in the global arena, including sanctions against Iran, continued to exert upward pressure in the global energy market. After the oil price had declined from $123,49 a barrel in May 2011 to $107 a barrel in January 2012, it sharply increased to the new high of $127 a barrel in March 2012. Petrol prices followed suit and increased to a new high of R11,23 per litre (Department of Energy, 2012). (See figure 1.) The increase in the petrol price between May and November 2011 despite the decline in the oil price could be attributed to a weaker rand that failed to cushion the country against imported inflation.
Source: Department of Energy, March 2012 Increasing energy prices have a direct impact on transportation costs and, ultimately, on the overall cost of production, including housing development.
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2.1.4.2 Inflation movements and their impact From November 2011 to January 2012, the overall consumer price inflation (CPI) continued to increase beyond the target inflation range of 3% to 6%. This raised expectations that the Reserve Bank would increase interest rates as a measure to contain increasing inflation. The weaker rand, together with increased food, energy and transport costs, contributed to rising inflation. An upward trend in inflation generally means that households disposable income is eroded at a faster pace, thereby reducing the standard of living since the same level of income continuously affords fewer goods. Producer price inflation (PPI) reached its peak in October 2011 and started declining from R10,6% to 8,9% in January 2012 (see figure 2). Developments in the PPI as a lead indicator for inflation suggest that there is a possibility for the rate of growth of overall inflation to decline again in the near future. In respect of the housing sector specifically, an increase in the petrol price means that transportation costs for the building industry and, ultimately,the price of building materials and labour are expected to increase. This, in turn, will deplete capital investments in the building industry. The result is that it will cost more to build the same size of house. The Bureau for Economic Research (BER) reported that building costs were accelerating in the fourth quarter of 2011 after declining over the previous two years (-0,9% in 2009 and -0,2% in 2010). In the fourth quarter of 2011 the building cost Index increased by 14,1% following an increase of 6,4% recorded for the second quarter 2011 and 1,2% in the first quarter of 2011. The overall increase in building costs in 2011 was 4,5%. The major driver of building costs was transportation costs. The forecast on building costs suggests a further acceleration of costs to 12,1% in 2012 and 16,3% in 2013 (BER, 2011). 2.1.4.3 Interest rates After a cumulative 650 basis points interest rate cut since December 2008, the repurchase rate of the South African Reserve Bank has remained unchanged at 5,5%. In response the prime interest rate of commercial banks remained unchanged at 9,0%. This means that the pressure on disposable income for individuals with mortgages and other forms of credit exposure remained unchanged. Considering the inflation outlook, some economists predict that the costs of lending will increase before the end of 2012.
Source: STATSSA, March 2012
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2.1.4.4 Economic performance and unemployment The domestic economy grew by 3, 2% in the fourth quarter of 2011 from a growth rate of 1,4% in the third quarter 2011. The nominal GDP at market prices was estimated at R3 trillion at the end of 2011.Although the economy continued to grow during 2011, growth was too limited to make a significant impact on the unemployment level, which remained high at 23,9%.Therefore the majority of South Africans still relied on government for assistance. Despite improved economic performance during the fourth quarter of 2011, the economic outlook remains bleak for various reasons, including expected poor export markets due to the economic challenges experienced in the developed world, and poor prospects of improved consumer spending, as reflected in consumer confidence in the first quarter of 2012. 2.1.4.5 Developments in the building industry During 2011, it appeared that the building industry was emerging from the recession. The total value of buildings completed increased by 12% during January 2012, led by non-residential building with 55,7% (R247,7 million) growth, followed by residential building with an increase of 12,4% (R139,1 million). However, additions and alternations to existing structures declined by 14,6% (-R108,7 million) (STATSA, 2012). 2.1.4.6 Developments in the property market During 2011/12 financial year, the property market continued to reflect conditions of poor economic performance, a struggling consumer sector due to declining values of disposable income owing to inflation and increasing costs of living,as well as limited access to funding due to indebtedness andimpaired credit records. In the affordable segment (houses of size 40 m2 to 79 m2 and priced up to R480 000), house prices increased by 2,4% in nominal terms during 2011, compared to the 5,2% increase recorded in 2010. The average value of new houses in middle market segment increased by only 2,2% in 2011 after rising by 7,3% in 2010. Nominal house prices in the luxury segment increased by an average of 1,9% in 2011 compared to the 3,8% increase recorded in 2010. During 2011 it continued to be cheaper to buy an existing house than to have a new house built.
2.1.5 Overview of the organisational environment for 2011/12

During the period under review, the Department finalised its turnaround strategy aimed at enabling the Department to: Respond effectively to the human settlement conditions in South Africa; Building alignment to context, organisational design and structure, Departmental strategy and the outcome-based approach of government; Building a developmental performance management system in line with the new strategy and business model; Enhancing decision making based on understanding the intended and unintended consequences of policy choices; and Systematically addressing issues related to unintended outcomes of previous policies. The capacity constraints due to the moratorium emanating from the Departmental restructuring, limited office space and funding, had a negative impact on the implementation of operational plans in some business units in the Branch: Housing Policy, Research and Monitoring. The Chief Directorate: Monitoring and Evaluation, for example, could not cover all active projects and had to focus on a sample of active projects in all the provinces. Adequate monitoring and evaluation capacity needs to be established at provincial and local government level. The Chief Directorate: Research achieved all its targets apart from establishing a centre of excellence in human settlements and disseminating research publications. The Department, through the Branch: Housing Planning and Delivery Support, managed to achieve the majority of its annual targets during the 2011/12 financial year. However, the investigation into the restructuring of the Department and the lack of appropriate and sufficient office space had a negative impact on activities in that
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certain positions could not be filled. Consequently, some business units experienced capacity constraints that exacerbated the non-achievement of specific targets. The implementation of the new Departmental structure in April 2012 is not expected to alleviate capacity constraints since not all vacant posts are funded. The National Upgrading Support Programme (NUSP) gained momentum during the financial year. However, the core team was only appointed late in the year due to stringent procurement requirements. As a result, the NUSP Technical Team could not be appointed during the year under review. These appointments will be effected in 2012/13.
2.1.6 Key policy developments and legislative changes

During the 2011/12 financial year the Department successfully revised the Financed Linked Individual Subsidy Programme to align it with current financial market requirements. This programme provides a onceoff housing subsidy to qualifying beneficiaries who are able to access mortgage finance from participating financial institutions. The subsidy is applied to reduce the loan amount in order to render the loan repayment instalments affordable. The Programme is also fundamentally important to achieving the targets of governments Outcome 8. Another important aspect of the ever-changing environment of the national housing policy is the Departments mandate to revisit the Housing Subsidy Scheme and the current implementation strategies. The Department was mandated to investigate the cost of a range of housing products to determine the feasibility of further diversification of the needs-oriented approach and to evaluate whether greater discretion in the application of the housing subsidy scheme and the products to be delivered can be awarded to provincial governments. The results of this project are expected in June 2012. The following legislative changes occurred during the reporting period under review: The Sectional Titles Schemes Management Bill of 2011 was promulgated as Act 8 of 2011. The main purpose of the legislation is to establish bodies corporate and to provide for their powers and functions within sectional title schemes. The Community Schemes Ombud Service Bill of 2011 was promulgated as Act 9 of 2011. The main objective of the legislation is to establish the Community Schemes Ombud Service as a national public entity in terms of the Public Finance Management Act (Act 1 of 1999, as amended by Act 29 of 1999) and endowing the Minister of Human Settlements with executive authority and oversight.The underlying objectives of the Community Schemes Ombud Service include: Resolution of disputes within community schemes; Promotion of good administration of community schemes; Providing consumer education and training; and Providing custody and control of schemes governance documentation. The Social Housing Regulations were published after consultation with parliament. The Social Housing Regulations gave effect to the Social Housing Act (Act 16 of 2008). Cabinet approved the Rental Housing Amendment Bill for deliberation in parliament.The Bill is still under deliberation and will be passed during the 2012/13 financial year.
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2.1.7 Departmental revenue, expenditure and other specific topics

2.1.7.1 Collection of Departmental revenue Departmental receipts were projected to amount to R540 000 in 2011/2012. Departmental receipts are mainly derived from the recovery of old debts from previous financial years and commission on insurance. Table 4: Departmental receipts Deviation from target (%) 174 150 24 153 271 598 19 8 54 0 17 11
2008/09 Type of revenue Actual (R000) Tax revenue Non-tax revenue Sale of goods and services produced by the Department Interest, dividends and rent on land Sale of capital assets (capital revenue) Financial transactions (recovery of loans and advances) TOTAL DEPARTMENTAL RECEIPTS 320 74 246 1 985 2 305
2009/10 Actual (R000) 136 90 46 612 748
2010/11 Actual (R000) 146 123 23 2 680 2 826
2011/12 Target (R000) 215 163 52 325 540 Actual (R000)
2.1.8 Departmental expenditure

Table 5: Departmental expenditure Voted for 2011/12 (R000) 1. Administration 2. Housing Policy, Research and Monitoring 3. Housing Planning and Delivery Support 4. Housing Development Finance 5. Strategic Relations and Governance Total 232 435 39 215 156 163 Roll-overs and Virements adjustments (R000) 676 227 31 848 (R000) -11 000 5 000 Total voted (R000) 222 111 39 442 193 011 Actual expenditure (R000) 166 237 32 866 186 733 Variance (R000) 55 874 6 576 6 278
Programme
21 995 147 155 535
206 352 7 943
- 22 201 499 6 000 169 478
22 105 262 105 064
96 237 64 414
22 578 495
247 046
2 282 541
22 596 162
229 379
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2.1.8.1 Programme 1: Administration Programme 1 was initially allocated R232,4 million for the 2011/12 financial year. This amount was adjusted,as follows: Additional funding of R676 000 was provided in the adjustment estimate for make provision for annual salary increases; and A virement of R5 million was made to Programme 3: Housing Planning and Delivery Support for the Ministerial Sanitation Task Team. A virement of R6 million was made to Programme 5: Strategic Relations and Governance to partially fund the Govan Mbeki Human Settlements Awards 2011/12. The total adjusted budget of Programme 1 amounted to R222,1 million of which R166,2 million was spent. The variance of R55.8 million arose from the following: The Directorate: Special Investigations managed to spend only R25,8 million of its original allocation of R56,1 million which was adjusted to R44,7 million. The underspending came about because of late invoicing by the SIU. The Chief Directorate: Internal Audit, Risk Management and Special Investigation indicated a saving of R18,9 million but only R11,3 million of the saving could be utilised. Funds provided for the leasing of additional office accommodation could not be utilised due to a delay in refurbishment of the offices by the owners. This also resulted in funds provided for leasing, cabling of offices, the moving of staff and the acquisition of furniture not being utilised. The moratorium on the filling of non-critical posts pending the outcome of the turnaround strategy. This resulted in under-expenditure not only on the compensation budget but also on employee-related costs. 2.1.8.2 Programme 2: Housing Policy, Research and Monitoring The programme was initially allocated R39,2 million for the 2011/12 financial year. This amount was adjusted with additional funding of R227 000 to provide for salary increases. The programmes underspending was due mainly to the non-filling of vacancies in terms of the moratorium on the filling of non-critical vacancies. Another contributing factor was that a research project on the development of a national framework to assess the sustainability of human settlements was not completed as anticipated. 2.1.8.3 Programme 3: Housing Planning and Delivery Support The programmes allocation of R156,1 million for the 2011/12 financial year was adjusted with a roll-over of R31,1 million in respect of its sanitation function. Furthermore, additional funding of R713 000 was provided for salary increases. A R5 million virement was made from Programme 1: Administration to this programme for the appointment of the Ministerial Sanitation Task Team. The total budget of Programme 3 amounted to R200,7 million of which R186,7 million. Underspending resulted from the moratorium on the filling of non-critical vacancies. 2.1.8.4 Programme 4: Housing Development Funding The programme was allocated R21,9 billion, of which R14,9 billion was allocated to the Human Settlements Development Grant, R100 million to the Rural Household Infrastructure Grant and R487 million to the Departments entities. In the adjustment estimate, a roll-over of R26 million was allocated for establishing the Rural Households Infrastructure Grant. In the adjustment estimate additional funding of R180 million was provided for the Housing Disaster Relief Grant, while R344 000 was provided for salary increases. The total budget of Programme 4 amounted to R22,2 billion, of which R22,1 billion was spent. The variance of R91,5 million can be attributed to the following:
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The Rural Household Infrastructure Grant spent R187,3 million of its allocated R257,5 million leaving a balance of R70,2 million. The underspending occurred because the building of toilets during the year under review was delayed. (The service providers were only appointed in October 2010 and had to finish work from the 2010/11 financial year at the beginning of the 2011/12 financial year, which delayed the building of toilets in the 2011/12 financial year.) Other issues that delaying the project included resistance to the implementation model by some municipalities, the non-availability of building materials and difficult ground conditions. R3 million provided for the closure of the Social Housing Foundation was not required. Underspending on employee compensation arose from the moratorium on filling non-critical vacancies and late appointments in critical positions in the latter part of the financial year. 2.1.8.5 Programme 5: Strategic Relations and Governance The programme was initially allocated R155,5 million for the 2011/12 financial year. This amount was adjusted with a roll-over amount of R4,3 million for specialised services provided by the State Information Technology Agency, and R3,196 million for the completion of the Departments turnaround strategy. Additional funding of R447 000 was provided for salary increases. A virement of R6 million was made from Programme 1: Administration to partially fund the Govan Mbeki Human Settlements Awards 2011/12. The total budget of Programme 5 amounted to R166,4 million, of which R105,4 million was spent. The underspending of R61 million was mainly due to a delay in payments for infrastructure, architectural enhancement and support services for the HSS, the projected expenditure on communications and the nonfilling of non-critical vacancies. The delay in the procurement of computer services is estimated to have resulted in underspending of R32 million. The installation of the virtual private network (VPN), at a cost of about R4 million, was delayed due to non-occupation of additional office space. Only R8,2 million was spent of the adjusted allocation of R43 million for computer services.
2.1.9 Transfer payments

Table 6 lists transfer payments to public entities. (More information on transfers is disclosed in the annual financial statements.) Table 6: Transfer payments to public entities Institution Social Housing Regulatory Authority: Operational Rural Housing Loan Fund Housing Development Agency National Urban Reconstruction and Housing Agency Social Housing Regulatory Authority: Capital Restructuring Grant Total Amount transferred (R000) 19 305 49 500 89 100 100 000 226 169 484 074 Estimated expenditure (R000) 19 305 49 500 89 100 100 000 226 169 484 074
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2.1.10 Public entities

The key performance highlights of human settlements entities for the 2011/12 financial year are given below. 2.1.10.1 National Urban Reconstruction Agency (NURCHA) The 2011/2012 financial year saw an improvement from the previous years results despite subdued conditions in the residential market. NURCHA made significant strides in the 2011/12 financial year in driving two strategic thrusts, namely aligning the organisational focus to contribute effectively to Outcome 8 targets and restoring sustainability to NURCHAs business.This included growing the affordable housing programme to be a catalyst in the gap housing market, establishing new financing partnerships and collaborating with provincial departments on fund and programme management services. With regard to outlining the organisational focus to contribute effectively to Outcome 8 targets through affordable housing, the NURCHA signed loans amounting to R279 million in one year (achieving the R1 billion mark for loans issued since inception), which resulted in the creation of 26 980 affordable housing units. The entity also managed to leverage R292 million from new funding partners. NURCHA achieved significant growth in gap market funding. Sixty per cent (2 246 units) of NURCHAs affordable housing portfolio is now in the gapmarket while 32% is affordable housing and sectional title units make up 8% of the loan book. The entity intends to intensify its financing operations within the sectional title environment in the next financial year. 2.1.10.2 Rural Housing Loan Fund (RHLF) During the period under review, the RHLF continued to perform within its mandate by concentrating its efforts in rural areas, with 82,3% of its total loans awarded in the rural areas, against a target of 80%. It is evident from the reported performance of the RHLF that the lower end of the credit market remains significantly indebted. The entity also managed to curb leakage, and ensured that 89,6% of the total loans awarded were used for housing purposes, against a target of 80%. Of the 47 043 loans awarded, 4% was used for building new houses, 12% was used for extensions, 71% was used for home improvements and 3% was used for services. 2.1.10.3 Housing Development Agency (HDA) In the 2011/12 financial year the HDA identified 35 219 hectares of state and state-owned enterprise (SOE) land to be released for the establishment of human settlements. A total of 13 598 hectares were formally submitted for release from custodian departments, the approval of which is pending. During the period under review the HDA provided project support services, PHDA framework development and capacity building support for 42 projects initiated by national departments, provincial departments and municipalities. 2.1.10.4 Social Housing Regulatory Authority (SHRA) The SHRA is now fully established and operational, albeit in its first year of existence. Performance highlights for the 2011/12 financial year include the appointment of the council and the establishment of council committees, the establishment and operationalisation of the office and the approval of funding for 4 127 rental units. During its first full year of operation, the entity approved four and conditionally approved fourteen applications for institutional accreditation. Eighteen institutional grants were approved. Agreements were signed with the following strategic partners: NHFC, NURCHA, KwaZulu-Natal, Eastern Cape and the North West provincial department of human settlements. During the year under review, the entity participated with the Department in terms of the Dutch/SA Memorandum of Agreement (MoA).
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The SHRA engaged the co-op sector in collaboration with the Department. The Regulations for Social Housing as envisaged in the Social Housing Act were finalised. 2.1.10.5 National Home Builders Registration Council (NHBRC) During the 2011/2012 financial year the NHBRC hosted the International Housing and Home Warranty Conference (IHHWC) from 25 to 28 September 2011. The conference provided useful insight into international practice and articulated shared challenges and new advances in the home building industry. The council is currently reviewing the Housing Consumers Protection Measures Act (Act 19 of 1998) to address any misalignment with other legislative prescripts, such as the Public Finance Management Act and the Consumer Protection Act (Act 68 of 2008), and their potential impact on the councils business. NHBRC registered 2 686 new home builders during the 2011/12 financial year. New registrations of home builders dropped by 26% compared to the previous financial year owing to home builders failure to meet the minimum technical and financial requirements and the negative impact of the worldwide recession on the construction industry. In total, 37 671 homes were enrolled against 33 171 during the 2011/12 financial year, which is 14% above budget. However, the NHBRC is still facing challenges in respect of thetimeous enrolment of projects in a number of provincial departments of human settlements. The NHBRC embarked on a strategy to ensure that all units constructed in the country are inspected and that all PHP projects and rural projects are inspected by the NHBRC whether enrolled or not. This is done to mitigate the risk of future rectification by government. 2.1.10.6 National Housing Finance Corporation (NHFC) The 2011/12 financial year was characterised by the success of leveraging initiatives and partnerships with the private sector. The NHFCsucceeded in leveraging R2 billion which, together with disbursements of R664 million, contributed to the annual budget of the overall funding impact being exceeded by 32%. During the year 11 682 housing opportunities were created against a budgeted 16 684. The corporation achieved 80% of the value of approvals budget of R1 billion. Future prospects remain robust and of note are the different structures, for example applicants whose assets are mostly held in trusts. The Corporate Plan for the Mortgage Default Insurance Company was approved by the board. The key focus is now on completing the application to the Financial Services Board for aninsurance licence. Engagement with individual lenders,as well as at industry level through the Banking Association of South Africa, continues. Teams comprising representatives of various lenders were established to consider product profiles, pricing and business processes. Discussions are also underway towards the planned pilot of the MDIC with one of the banks. Engagement with National Treasury on R1 billion government guarantees, and the R150 million capitalisation of the MDIC, has commenced.
2.1.11 Conditional grants and earmarked funds

Three conditional grants administered under programme 4, namely the Human Settlements Development Grant, the Urban Settlements Development Grant and the Housing Disaster Relief Grant. 2.1.11.1 Human Settlements Development Grant (HSDG) The purpose of the grant is to provide funding for the creation of sustainable human settlements.
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Table 7: Expenditure as at 31 March 2012: Human Settlements Development Grant Financial year 1 April 2011 to 31 March 2012 Funds spent as percentage of total available % 82 99 100 100 83 100 100 Under expenditure as percentage of total available % 19 1 0 0 18 0 0
Province DoRA allocation 2011/12 (R000) Eastern Cape Free State Gauteng KwaZuluNatal Limpopo Mpumalanga Northern Cape North West Western Cape TOTAL 2 177 676 913 907 3 804 611 2 769 871 1 398 914 916 677 322 639
Adjustments and proTotal vincial available to roll-overs provinces (R000) (R000) 133 829 2 311 505 913 907 3 804 611 2 769871 111 580 1 510 494 916 677 322 639
Funds transferred (R000) 2 177 676 913 907 3 804 611 2 769 871 1 398 914 916 677 322 639
Spent by provinces (R000) 1 897 076 903 431 3 786 015 2 769 872 1 259 394 916 673 322 617
Variance: spent vs. total available (R000) 414 429 10 476 18 596 (1) 251 100 4 22
998 376 1 638 845 14 941 516
150 334
1 148 710 1 638 845
998 376 1 638 845
1 148 708 1 635 001
2 3 844 302 729
100 100 98
0 0 2
395 743
15 337 259 14 941 516 14 638 787
All funds (R14,9 billion) appropriated in the Departments budget for the grant was transferred to the provinces. Roll-overs for the Eastern Cape, Limpopo and North West provincial human settlements departments were approved by their respective provincial treasuries. R14,6 billion was spent, representing 98% of the total allocation available to provinces. Six provinces managed to spend all the funds available, while Free State managed to spend 99% of the available allocation. Eastern Cape managed to spend 82% of funds available. Underspending can be attributed mainly to poor performance by contractors interalia owing to: Shortage of materials; Lack of capacity; Cash flow problems; Difficult terrain; Beneficiary administration issues; Slow procurement processes; and Slow snagging by contractors.
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Limpopo managed to spend 83% of total funds available. Underspending is mainly attributed to: Unavailability of bulk infrastructure; Unavailability of serviced sites; Delayed payment of contractors due to less frequent payments by Provincial Treasury; Slow registration of transfer documents by the Deeds Office; Long response time by e-filing; and Contractors sharing sub-contractors. 2.1.11.2 Housing Disaster Relief Grant The Housing Disaster Relief Grant allocation amounted to R180 million. The amount was made available for provinces to provide emergency relief in support of reconstruction work to housing and related infrastructure damaged in natural disasters. Table 8 gives expenditure patterns for the grant for the period ending 31 March 2012. Table 8: Expenditure as at 31 March 2012: Housing Disaster Relief Grant Amount transferred as at 31 March 2012 (R000) 56 700 44 100 36 31 140 21 474 360 10 350 15 840 180 000 Amount spent as at 31 March 2012 (R000) 0 16 631 0 3 503 0 360 10 350 2 368 33 212
Province Eastern Cape Free State Gauteng KwaZulu-Natal Limpopo Mpumalanga Northern Cape North West Western Cape Total
Percentage spent 0 38 0 11 0 100 100 15 18
Mpumalanga and Northern Cape spent 100% of their total allocation, followed by Free State (38%),North West (15%) and KwaZulu-Natal (11%) of their allocation. Eastern Cape, Gauteng and Limpopo failed to spend their allocations. 2.1.11.3 Urban Settlements Development Grant (USDG) The purpose of the grant is to assist metropolitan municipalities to improve urban land usage/availability to the benefit of poor households. This is to be achieved by supplementing the revenue of metropolitan municipalities to: Reduce the real average cost of urban land; Increase the supply of well-located land; Enhance tenure security and quality of life in informal settlements; Improve spatial density; Subsidise the capital costs of acquiring land; and Provide basic services for poor households.
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The USDG came into effect as a result of cabinets 2010 resolution to merge a portion of the HSDG with the MIG for cities. Since then the following has been achieved: The development of a policy framework; The development and implementation of a financial framework; The development and implementation of an appropriate Built Environment Performance Matrix; The establishment of a Panel for the Assessment of the Built Environment Performance Plans (BEPPs), comprising DHS as the chair and a range of other sector departments that impact the built environment. The objective of the panel is to evaluate the BEPPs submitted to the National Department of Human Settlements by cities and to ensure that plans meet the conditions set out in the grant framework; The establishment of an appropriate reporting, monitoring and evaluation and oversight framework for the USDG; The development and implementation of an appropriate intergovernmental relations framework and institutional arrangements for the USDG; The provision of appropriate programme support for cities and towns to implement and achieve the outcomes of the USDG and the DHS; and The submission of quarterly performance reports by the municipalities in terms of section 11(c) of the Division of Revenue Act of 2011. These reports were analysed on a quarterly basis.
Table 9: Expenditure as at 31 March 2012: Urban Settlements Development Grant Financial year 1 April 2011 to 31 March 2012 Municipality Total amount available (R000) Buffalo City Nelson Mandela Mangaung Ekurhuleni City of JHB City of Tshwane eThekwini City of Cape Town TOTAL 423 446 502 626 411 995 1 094 276 1 027 970 891 081 1 091 574 824 030 6 266 998 Funds transferred (R000) 423 446 502 626 411 995 1 094 276 1 027 970 891 081 1 091 574 824 030 6 266 998 Amount spent by municipality (R000) 796 99 314 922 163 153 504 305 470 176 349 874 558 323 287 972 2 728 424 Variance: Amount spent vs.total spent asperamount centage of available total amount (R000) available 343 747 187 704 248 842 589 971 557 794 541 207 533 251 536 058 3 538 574 19 63 40 46 46 39 51 35 44 Amount unspent as percentage of total available 81 37 60 54 54 61 49 65 56
Table 9 shows spending by the municipalities since inception of the USDG up to 31 March 2012.The total allocation of R6,2 billion was transferred and the municipalities had spent R2,7 billion (44%) at year-end. It must be noted that the municipal financial year-end is on 30 June andthat expenditure is likely to improve by the end of the municipal financial year.
2.1.12 Capital investment, maintenance and asset management plan

NONE
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2.2 Performance per programme

The activities of the Department of Human Settlements are organised in the following programmes: Programme 1: Administration Programme 2: Housing Policy, Research and Monitoring Programme 3: Housing Planning and Delivery Support Programme 4: Housing Development Finance Programme 5: Strategic Relations and Governance
2.2.1 Programme 1: Administration

Purpose Programme 1 provides strategic leadership, administrative and management support services to the Department. Strategic objectives Administration is a non-core but essential component of the Department of Human Settlements. It renders support services to other line functions. The strategic objectives of the programme for the MTEF period from 2010 to 2013 are as follows: Executive Support provides administration and logistical support to the DG for the realisation of Outcome 8 objectives; Internal Audit, Risk Management and Special Investigations coordinates the provision of internal control, risk management and special investigation services; Corporate Support provides corporate support to the Department to enhance the quality of employees work life in terms of the acquisition of office accommodation, security services and record management services; Human Resource Management manages and administers human resources, provides organisational design and performance management, manages labour relations and develops human resources; Legal Services provides legal services to the Department, including the drafting of legislation on human settlements; and Information Technology and Systems provides information technology systems, services, infrastructure and business application support to the Department. Performance indicators and targets During the year under review the Office of the Director-General provided leadership in the implementation of the Departmental strategic repositioning and re-direction, as well as leadership, coordination and facilitation of the Departments corporate systems to best respond to the Human Settlement mandate. This culminated in the implementation of the Departmental turnaround strategy at the end of the financial year. Consequently, the office of the Director-General provided leadership in the coordination of Outcomes 8 and 9 in the implementation of human settlement programmes with sanitation as a critical component towards integrated delivery. Support and policy inputs were provided to the Forum of South African Directors Generals (FOSAD), with the aim of integrating government planning and maximising the sharing of resources. The key focus in this regard was the development of human settlements and the provision of basic services in welllocated areas thereby improving the quality of household life of recipients.
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The year under review yielded closer cooperation between the Department and sister departments in the human settlements value chain, as expressed in various cluster working committees. In the advancement of the human settlements mandate and support to the Minister, key projects on social and rental housing were launched in line with municipal accreditation. Special attention was paid to upgrading informal settlements and to integrating them into the active spatial economy thus contributing economic integration and creating asset wealth through human settlements. Leadership was provided in building a working relationship with different oversight committees as a critical aspect of accountability and good governance. During the year the strategic plan was presented before the Portfolio Committee on Human Settlements and quarterly reports were presented to both the Select Committee on Public Services and to the Portfolio Committee. Quarterly presentations were made on departmental efforts to improve project planning and delivery. This was given expression in the creation of the Project Management Unit that will have real-time data on project planning, delivery and impact. Milestones of the Project Management Unit will be accounted for in the next financial year after implementation of the turnaround strategy. This will assist with managing the rectification programme. The corporate management of the Department was effectively managed through strategic management meetings and the executive management team meetings that set the systems and policy guidance on corporate synergy of actions. Support was provided to MINMEC and its efforts to coordinate human settlement planning, projects and resource allocation. MINMEC resolved that provinces had to provide real-time data on their targets and capacity to deliver given skills resident in the province, technical know-how and project management against the available budget. In line with a delivery agreement signed between the Minister and the President on human settlements, the Director-General established clear working relations with heads of department through the Technical MINMEC, the forum responsible for the budget and programme performance. The Department has in place a Special Investigations Unit with the mandate toprevent and detect corrupt activities and to ensure a reduction of corruption in the housing sector. The Department, through the Chief Directorate: Internal Audit, Risk Management and Special Investigations, implemented an extensive Anti-Corruption Awareness Campaign focussed on Departmental employees (DHS), municipal employees, officials and councillors. Eighteen awareness workshops were conducted during the year under review. Five workshops were conducted for the branches within the Department, and four for Sanitation Regional Office employees. Nine anti-corruption awareness workshops were conducted for municipal employees, councillors and municipal managers. The Department also monitored external cases under investigation by the Special Investigations Unit in terms of Presidential Proclamation R.7/2007, which was extended by Proclamation R.35 of 2010 and R.5 of 2012. Investigations during the year under review yielded the following outcomes: New focus was on low-income housing contracts: Fifty nine housing projects were identified for investigation. A total of 42 investigations were completed while 17 are ongoing. The total value of the 59 identified contracts amounted to R4 179 610 935. Fruitless and wasteful expenditure amounting to R27,9 million was uncovered in respect of three investigations. Potential losses suffered by the provincial departments of human settlements amounted to R71,8 million and were uncovered in respect of five investigations. Potential recoveries amounting to R101,9 million were identified in respect of three investigations. Disciplinary matters (misconduct) in respect of departmental officials were identified in eight investigations. The misconduct related mainly to transgressions of the National Housing Act, the National Housing Code and the PFMA. Six syndicate matters were closed.
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Peoples Housing Process investigations in the Western Cape: Twenty nine investigations were finalised in respect of 44 referred matters. During the 2011/12 financial year the Internal Audit Directorate conducted, inter alia, reviews on the Departments performance information. An improvement was noticed in terms of performance indicators and targets, the manner of reporting, and the reliability of information being reported. The Branch: Corporate Services effectively and efficiently facilitated and managed the coordination and provision of corporate support, human resources, information technology and legal advice to other branches in the Department. Notable achievements for the period under review include continued monitoring of the implementation of protective security measures and processes during which all vulnerabilities and possible threats identified during the process were dealt with to ensure that the environment remains safe, secure and conducive to the realisation of core business. The Chief Directorate: Corporate Support adhered to and complied with measures to ensure safety and security at departmental and ministerial events. All candidates for advertised positions of deputy director and higher were screened before interviews. Necessary vetting processes on officials dealing with sensitive information were conducted. These included record checks for service providers prior to bid adjudication and/or rendering of services. The Chief Directorate: Corporate Support also ensured that Departmental records were effectively managed and systems for the proper management of records were approved. Records from three housing support institutions, Servcon, Thubelisha Homes and the Social Housing Foundation were brought under the custody of the Department. The systematic disposal programme was implemented and resulted in the disposal of 184,9 linear meters of records. Departmental facilities were maintained in compliance with standards and in line with approved operational plans. Occupational health and safety processes were implemented to ensure a safe workplace. The Department, in liaison with the Department of Public Works, is procuring office accommodation for regional sanitation offices. The Chief Directorate: Human Resource Management assisted with the implementation of the revised approved structure following the finalisation of the turnaround strategy. Job evaluations on positions below the macro structure were submitted to the Job Evaluation Panel and the Director-General for approval. However, the moratorium on the filling of non-critical positions had a negative impact on the vacancy rate.
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Table 10: Programme 1: Administration Baseline (audited actual performance based on previous years performance) Actual performance against targets 2011/12 Target Actual achievement Reason for variance
Performance indicator
Sub-programme: Office of the Director-General (Executive Support) Provide adminis- Coordinated workflow Report on adAdministrative and logistitrative and logisti- between offices of ministrative and cal report developed cal support DDGs and DG logistical support developed Analysed and administered FOSAD cluster Provided quality assurance to correspondence received Report on FOSAD documents analyses developed Report on correspondence quality assured, developed Report developed
Report developed
Coordinated workflow Report on workbetween offices of the flow managed DG and DDGs Evaluate the adequacy, effectiveness and efficiency of systems of internal control, risk management and governance processes Reviewed and implemented internal audit plan Completed 14 planned internal audit projects and 2 special request audits Issued 3 quarterly reports 100% completion of internal audit annual plan
Report developed
Sub-Programme: Office of the Director-General (Internal Audit, Risk Management and Special Investigations) Planned audits: 31 Completed audits: 14 Audits not completed: 17 45% achieved 2 ad hoc audits requested and completed Summary of 17 audits not completed Audits at reporting stage:7 Audits postponed to next financial year: 3 Audits put on hold by Department: 5 Audit pending appointment of service provider: 1 Audit to start after issuance of the Departmental annual report: 1 Key reasons for variances Client unavailable for opening meetings Client delays in commenting on reports Capacity constraints in Internal Audit Slow receipt of information Develop, faciliApproved Risk tate, monitor and Management Strategy review implementation of Risk Management Strategy Approved and implemented Risk Management Strategy Risk Management Strategy was updated and presented to Risk Management Committee in August 2011. It was not approved pending finalisation of turnaround strategy. Risk Management Strategy was updated and presented to Risk Management Committee in August 2011. RMC advised that strategy had to be updated with outcome(s) of turnaround strategy.
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Baseline (audited actual performance based on previous years performance)
Actual performance against targets 2011/12 Target Approved and implemented Risk Profile Actual achievement Reason for variance
Risk Profile was approved None by Accounting Officer on 7 February 2012. Implementation of risk action plans was monitored using monitoring tool.
Prevention, detection and reduction of corrupt activities
15% reduction in Prevention None corrupt activities 10 awareness workshops in sector conducted for employees of Department. 6 awareness sessions conducted for branches within Department and 4 for Sanitation Regional Office employees. 8 anti-corruption awareness workshops conducted for municipal employees and officials. Reduction Poor workmanship/poorquality houses Illegal evictions/threatened evictions Unfair rental/inconsistent rental fees Illegal sale/rental of lowincome houses Non-payment of contractors/sub-contractors Delay/failure to allocate low-income houses Fraud and corruption Detection Special Investigations Directorate dealt with 170 cases: 48 cases referred to Gauteng province 20 cases referred to NorthWest province. 57 cases initially referred to KwaZulu-Natal, Eastern Cape, Western Cape and Mpumalanga. Directorate monitoring progress on referred cases: 25 cases finalised internally. In remaining 20 cases, complainants details could not be reached telephonically and there is no further information regarding complainants. SIU investigated and completed 42 housing projects out of a total of 59 housing projects under investigation.
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Baseline (audited actual performance based on previous years performance) 100% compliance 100% compliance
Actual performance against targets 2011/12 Target Actual achievement
Reason for variance
Corporate Services: Sub-programme: Corporate Support Compliance with all security standards Provision and maintenance of facilities in compliance with standards Management of records in compliance with National Archive requirements Coordination of human resource developmentinitiatives Number of reports on 4 reports on compliance None compliance with all with all security standards security standards submitted Number of reports on 4 reports on provision None provision and main- and maintenance of facilitenance of facilities ties submitted incompliance with standards Number of reports on compliance with National Archive requirements 4 reports on compliance with National Archive requirements submitted None
75% compliance
Corporate Services: Sub-programme: Human Resource Management 80% compliance Developed, implemented and reported on Workplace Skills Plan 4 reports on activities of Training and Skills Development Committee Realigned structure in line with strategy Assessed individual performance Filled funded vacant posts to ensure 94% capacity 100% compliance with conditions of service as determined in regulatory framework Develop, review and monitor implementation of policies and guidelines 4 reports on Bargaining Chamber activities Achieved. Workplace Skills Plan implemented. Achieved. 4th Quarterly training Report done and submitted to PSETA. Achieved: 4 reports on training and skills development Job descriptions for new/ redesigned jobs reviewed Achieved: all submitted assessment reports finalised and outcomes implemented Not achieved: 19% vacancy rate PERSAL reports for management of conditions of service can be viewed on request Migration framework developed (guideline) for migration to new structure Report on Bargaining Chamber activities
100% compliance
Human Resource 100% compliance Administration and Organisational Design 100% compliance
94% compliance 100% compliance with conditions of service 100% of identified policies and guidelines approved 100% compliance 100% compliance with conditions of service as determined in regulatory framework Develop, review and monitor implementation of policies and guidelines 4 reports on Bargaining Chamber activities Ensure effective facilitation of LR cases/activities
Effective facilitation Report on labour relations of LR cases/activities matters facilitated ensured
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Baseline (audited Actual performance against targets actual performance based on previous 2011/12 Target Actual achievement years performance) Corporate Services: Sub-programme: Legal Services Developed legislative frameworks Monitored implementation of legislative frameworks 100% completion of legal documents Compliance with laws, policies and regulations 100% of legislative frameworks approved
Reason for variance
Percentageof approved legislative frameworks Percentage of monitored implementation of legislative frameworks Percentage of completed legal documents Implementation of Compliance Policy and Strategy (policy on compliance with laws, regulations, rules and internal policies and procedures) Percentage of litigation matters managed Implemented, tested and maintained DRP
Developed and took legis- None lative frameworks through cabinet and parliament
100% monitored im- Monitored implementation None plementation of legis- of legislative frameworks lative frameworks Percentage of completed legal documents Report on compliance and non-compliance with laws, regulations, rules and internal policies and procedures Percentage of litigation matters managed Implemented Information Technology Disaster Recovery Strategy and Plan Review and implement Information Technology Infrastructure Optimisation Plan Approved Business Process Mapping Report Completed legal documents None
Report on compliance None with laws, regulations and policies
Compliance with litigation rules and procedures Implemented centralised storage and backup solution implemented Completed testing Ongoing maintenance Unified e-mail management solution implemented Draft business process mapping requirements report completed
Litigation matters managed
None
Corporate Services: Sub-programme: Information Technology Testing signed off and None maintenance report for centralised storage and backup solution submitted Implementation report on ICT infrastructure optimisation submitted Achieved high-level testing and maintenance report for business process mapping 1 implementation report on capacity performance and configuration policy None
Implemented infrastructure optimisation Implemented business automation
None
Developed, revised IT capacity, perform- Monitoring and and approved IT ance and configuraevaluation of policies tion policies approved approved IT policies Developed and approved SITA Business Agreement Revised and approved information and communications technology strategy Implement IT risk management 4 IT security awareness programmes 5 SLA meetings held and reports compiled
None None
12 SLA meetings and 3 SLA meetings held and reports reports completed Review, implement and monitor ICT Strategy Implement IT risk management 4 IT security awareness programmes Implementation report on ICT infrastructure optimisation submitted Management of IT risk register achieved Annual Information Security Awareness Campaign launched
None
None None
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Changes to planned targets

The Chief Directorate: Human Resources did not achieve the targeted 94% filling of vacancies owing to the turnaround process and the moratorium on the filling of non-critical posts. The posts will be advertised and filled in the next financial year. The Chief Directorate: Information Technology coordinated the Departments ITS mandate as planned and also undertook a number of ad-hoc projects. Notable achievements include the implementation and testing of the Disaster Recovery Plan (DRP) site, and the submission of the maintenance report for the Centralised Storage and Backup Solution. A high-level testing and maintenance report for business process mapping was compiled. The Revised and Approved Information and Communications Technology Strategy and the Implementation Report on ICT Infrastructure Optimisation were submitted. In order to improve IT Infrastructure towards better management of outages, the new cluster nodes were installed, tested and new volumes and LUNs created on the SUN storage cluster to house data. The nodes were configured to connect to the redundant storage devices via multiple fibre-optic links following different data paths (multipaths). The data is mirrored and set in a RAID Array for ultimate redundancy and data integrity. Two new Linux nodes were configured to host GroupWise services, and a new clustered primary domain was added for administration purposes. All GroupWise services were cluster-enabled and new agents loaded to start these services on their virtual cluster servers. The GroupWise e-mail system was enhanced to synchronise data such as tasks, calendar entries, and e-mail to newer devices that ship with the Mail for Exchange as Novell has also included Microsofts ActiveSynctechnology to enable GroupWise to support mobile devices of any system, including Apples iPhone, and iPads. Due to additional demand on the IT infrastructure, the following ad-hoc tasks were undertaken and will be streamlined into the planned activities: Implementation of Open-source-based proxy services; Investigation into the implementation of the Microsoft Active Directory and Exchange; and Implementation of instant messaging services within the Department. The Chief Directorate: Legal Services most notable achievement was getting the Rental Housing Amendment Bill approved by cabinet for deliberation in parliament.
2.2.2 Programme 2: Housing Policy, Research and Monitoring

Purpose Programme 2 develops and promotes human settlements and housing policies supported by a responsive research agenda, and monitors and assesses the implementation, performance and impact of national housing policies and programmes. Strategic objectives The strategic objectives for the programme are as follows: Policy Development develops and promotes national human settlement and housing policies; Research manages and coordinates responsive research; and Monitoring and Evaluation monitors and evaluates the planning, implementation and performance of national housing policies and programmes and assesses their impact.
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Performance indicators and targets

New project-based housing subsidy scheme programme The Department successfully developed a new subsidy programme to cater for small-scale developments where the need is confined to assisting beneficiaries who qualify for subsidies, typically for small-scale extensions to existing low-cost structures, in-fill schemes for subsidy beneficiaries, and rural small-scale housing initiatives. The programme was necessitated by the fact that integrated development objectives are not necessarily feasible and practicable in all development scenarios, with the result that the National Housing Programme: Integrated Residential Developments may not be suitable to meet all developmental needs. Revision of the Ministerial National norms and Standards The Department developed new National Norms and Standards for the National Housing Programme to bring them into line with the recently introduced energy-efficient National Building Regulations. The current Ministerial Norms and Standards do not conform to the energy- efficient measures of the National Building Regulations; compliance with the new standards will require substantial adjustments with considerable financial implications for the fiscus. It was therefore decided to apply for exemption from the National Building Regulations but to offer enhancements to existing dwellings that will greatly improve the thermal performance of the subsidised houses with reasonable expenditure. Tender-based housing development approach The Departments proposal for the introduction of a tender-based approach to housing programmes, in terms of which provincial governments would invited tenders and accept the best tender that represents the best interest of the State, was met with scepticism. This was due to current problems in respect of tender manipulation. The predetermined housing subsidy quantum approach is regarded as a sound mechanism to curtail tender and building price fraud. However, the Human Settlements MINMEC gave the Department a mandate to further investigate the cost of a range of housing products to determine the feasibility of further diversification of the needs- oriented approach and to evaluate whether greater discretion in the application of the housing subsidy scheme and the products to be delivered can be awarded to provincial governments. This step is regarded as a step towards achieving a more practicable solution to cater for cost differences across the country and to meet diverse needs by tailored solutions. The Policy Unit successfully provided policy interpretation and advice in circumstances ranging from Special Investigations Unit investigations and findings, court applications brought against the Minister of Human Settlements and general policy interpretation. Provincial workshops The branch engages in annual workshops with provincial departments and their respective municipalities to discuss various works in which the Department is involved in policy development, review and approval; and any challenges that may be experienced in policy implementation. Workshops were held with all the provinces and their respective municipalities apart from North West. Policy assistance The branch receives many requests for assistance with interpreting policy and for workshops. It also receives policy inputs from stakeholders. In the year under review the following parties received assistance: Provincial human settlement departments; Municipalities; SALGA; The Limpopo MEC Panel of Advisors; and The South African Housing Foundation.
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Substantive input was also provided in preparations for the African Ministers Conference on Housing and Urban Development IV (AMCHUD IV) and the Youth Summit on Human Settlements. During the 2011/12 financial year the branch surpassed the number of planned research reports. In particular, research on the number of jobs created in the delivery of human settlements and the work on affordable rental housing contributed towards the achievement of the Departments mandate in line with governments national priorities. Two projects, namely the publication of research on human settlements and the Centre of Excellence for Human Settlements Research, were only partially completed due to a number of delays beyond the branchs control. In response, alternative strategies were devised to address these challenges and, despite not having been finalised, both projects are on course for completion in the next financial year. Project-level monitoring confirmed the existence of good-quality constructions in all provinces that provide beneficiaries with a formal dwelling, as well as access to basic services and secure tenure. In addition, social and economic amenities are also provided. However, the progress of some projects is still hampered by, for example, poor workmanship, slow administration of beneficiaries, poor planning and location, and a lack of beneficiary education and alignment among various government departments. Initiatives to address these challenges are being developed and implemented. The Department, in collaboration with various role players, successfully revised the delivery agreement in terms of Outcome 8. Progress reports on the various targets and milestones were submitted to Human Settlements MINMEC and cabinet every quarter. The Department actively participates in various forums of the Department of Performance Monitoring and Evaluation to ensure accurate reporting on Outcome 8 of the Programme of Action. An impact assessment study of the Upgrading of Informal Settlements Programme was conducted during the 2011/12 financial year. The projects selected assessed were in Mpumalanga, Western Cape, Eastern Cape and KwaZulu-Natal Provinces (Empulelweni and Emsagweni (Emalahleni, MP); Bossiesgwif/Qolweni, Bitau (WC); Duncan Village, (Buffalo City,EC) and Umkhumbaan and Wiggins (Ethekwini, KZN)). Data collection and analysis were completed and the final report is being finalised.
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Table 11: Programme 2: Housing Policy, Research and Monitoring Baseline (audited actual performance based on previous years performance) Actual performance against target Annual target 2011/12 Actual achievement
Reason for variance
Sub-Programme: Policy Development Develop national human settlement policy New national policy Develop policy developed for min- proposals isterial technical standards for subsidy-financed housing sector detailed policy framework developed for comprehensive new Human Settlements policy and Human Settlements Bill Policy on housing subsidy scheme quantum for 2011/2012 developed 9 workshops on human settlement policies held inprovinces and their municipalities Familiarise key stakeholders with human settlement policies through at least 9 structured policy workshops Approved MEIA policy and guidelines for 2011/12 Revised norms and standards developed and under consideration Finalisation of Bill and White Paper deferred to next financial year MINMEC mandated Department to determine cost of a range of housing products. Project in tender stage 8 policy workshops held with provinces and their municipalities None Insufficient funds to finance outsourcing of project Suggested tender-based approach met with scepticism. MINMEC decided more empirical information required before final decision
Promote national human settlement policy
No assistance received from North West provincial officials in arranging workshop
Sub-Programme: Monitoring and Evaluation Approved monitoring, evaluation and impact assessment policy and implementation guidelines Approved MEIA policy and guidelines for 2010/11 Revision of policy and guidelines still in process Performance indicators for USDG Grant has not yet finalised None
Number of monitor- 4 quarterly reports ing reports on human settlements project performance Number of monitoring reports on Human Settlements Index 4 quarterly reports
4 quarterly reports
4 quarterly reports
4 quarterly reports
4 quarterly reports
None
Number of monitor- 4 quarterly reports ing reports on Outcome 8 Number of impact 2 reports assessment reports Functional MEIA system 4 quarterly reports
4 quarterly reports 2reports
4 quarterly reports 1 draft report
None Approval for profiling of informal settlements still outstanding None
4 quarterly reports
4 quarterly reports
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Baseline (audited Actual performance against target actual performance based on Annual target previous years Actual achievement 2011/12 performance) Sub-Programme: Research 8 research reports
Reason for variance
Number of re4 research reports search reports on identified themes in research agenda Number of research publications disseminated 0 new target
15 research reports In addition to 8 planned reports, 7 extra reports produced 2 research publica- Delays in receiving tions on financial papers from matters and selfprospective authors help in progress. Papers received from authors are being prepared for publication Material for the research nucleus has been sourced: Thirty books were purchased MoU redrafted for approval None
2 research publications disseminated
Research nucleus for collection and distribution of internal research Centre of Excellence for human settlements research 4 discussion forums for researchdissemination 5 reports on discussion forums 4 economic trends and market analysis reports
Books bought for Maintain and research nucleus furnish research Electronic research nucleus nucleus test site placed on DHS portal MoU established with National Research Foundation 4 discussion forums 5 reports on discussion forums 4 economic trends and market analysis reports Centre of Excellence for human settlements research established 4 discussion forums 5 reports on discussion forums 4 economic trends and market analysis reports
Delays in approval process
4 discussion forums 5 reports on discussion forums 4 economic trends and market analysis reports
None No Variance No Variance
Changes to planned targets

White Paper on Human Settlements Although a framework for a White Paper on Human Settlements and a framework for a new Human Settlements Bill were developed and submitted for consideration. However, in view of budget constraints and the Departments plans to establish dedicated capacity specifically to attend to macro policy development initiatives, it was decided to defer the project to the 2012/2013 financial year when the new departmental structure will be finalised and new funding will be allocated. The Chief Directorate: Monitoring and Evaluation planned profile beneficiaries in the informal settlements targeted for upgrading in the 2011/12 financial year. Approval of the terms of reference is still pending.
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2.2.3 Programme 3: Housing Planning and Delivery Support

Purpose Programme 3 supports implementation and delivery, builds capacity, liaises and communicates with stakeholders for effective human settlement programmes, and coordinates and monitors implementation of priority projects and the sanitation programme. Strategic objectives The programmes strategic objectives are as follows: Capacity Development develops and secures capacity in the sector; Human Settlement Planning provides implementation and delivery support, builds capacity, and liaises and communicates with stakeholders in respect of human settlement programmes; Priority Projects Facilitation coordinates the achievement of sustainable human settlements in identified national priority projects; Programme Implementation Support provides support to provinces and municipalities in implementing housing and human settlement programmes and projects, in unblocking stalled projects, and in upgrading informal settlements; Rental Housing and People Housing Projects manage the implementation of the PHP and rental/social housing programmes and provide regulatory support and oversight over the rental/social housing and PHP sectors; Sanitation coordinates the implementation of universal access to sanitation services; and Stakeholder Mobilisation manages relations, and mobilises and collaborates with stakeholders in the non-governmental sector. Performance indicators and targets The 2011/12 financial year was an exciting time for the Department and its partners. Pronouncements by cabinet provided direction to activities of the Department and set certain goals to be achieved by 2014. These goals can only be attained trough collaborative and cooperative processes with partners at the three spheres of government, as well as the private sector. Sustainable human settlements and quality household life can only be achieved with the cooperation and collaboration of all relevant partners and the allocation of sufficient resources. The Sub-programme: Capacity Development, through its Training and Skills Development unit, implemented programmes aimed at empowering beneficiaries and communities to be active citizens and members of their communities in the creation of sustainable human settlements. The role of sector stakeholders was also given prominence through forming partnerships with institutions of learning to implement training programmes specific to human settlements. This training contributes to the improvement of understanding of the human settlements sector and the property market. Local government councillors and political representatives were empowered through councillor induction workshops on human settlements. The knowledge and information gleaned from these workshops will assist them in implementing human settlements programmes. The following are notable achievements: Two hundred and seventy four officials and 403 community members were trained on the sustainable communities support programme during phases three and four; The Human Settlements Induction Programme for Councillors was successfully implemented in partnership with SALGA. Two hundred and fourteen members of mayoral committees in six provinces (Mpumalanga, North West, Northern Cape, KwaZulu-Natal, Limpopo and Gauteng) participated; A total of 36 beneficiary empowerment educational sessions were conducted in seven provinces to 2 513 beneficiaries.
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The Institutional Capabilities Development Programme was implemented through (1) the development and implementation of Provincial Capacity Development business plans; and (2) the implementation of the South African Cuba Technical Support Programme. Strategies for the Institutional Capabilities Development Programme were maintained through the facilitation of two Capacity Development Strategic sessions, the first held with relevant units within the Department; and the second with provincial departments of human settlements development (PHSDs). The Provincial Capacity Development business plans were developed and implemented to ensure capacity in PHSDs, mainly to implement Outcome 8 targets. The South African Cuba Technical Support programme was implemented to provide technical support during the implementation of projects aligned with Outcome 8. The Minister of Human Settlements granted approval for continuing with the professionalising of the Human Settlements Sector, as well as for the establishment of the Chair of Education for Human Settlements Development Management. The Department of Higher Education authorised the Nelson Mandela Metropolitan University to offer a bachelors degree in Human Settlements Development, based on the degree developed by the Department. The Department hosted the 2011 retreat from 9 to 11 September. Officials from the PDHSDs and scholarship beneficiaries attended the retreat. Institutions of higher learning were visited to monitor students progress. These visits are aimed at building good working relations with institutions of higher learning, monitoring academic progress and supporting scholarship beneficiaries. The Sub-programme: Human Settlements Planning is responsible for the development and maintenance of planning frameworks in accordance with National Treasury prescripts. These include frameworks for the National and Provincial Conditional Grant Business Plans for 2012/13. The period under review saw the development of a new business plan format for the Human Settlements Development Grant, which was essentially informed by the need to enhance the credibility of these plans from both the programmatic and the project-level planning. There was a distinct absence of proficiency in project planning and management. Notwithstanding the prescripts of DoRA, very few PHSDs were in compliance. In addition, there was no uniformity in the reporting requirements for the submission of project lists. As a consequence, both the National Department of Human Settlements and National Treasury were unable to align specific projects to human settlement programmes and priorities. The newly developed template addresses project lists and reporting, as well as cash flow of projects, starting at the regional level. For the first time a comprehensive Business Plan is available at regional, provincial and national level a major achievement indeed. The successful use of this template has gone some way towards building credibility in the planning processes of PHSDs. During the year under review, support to PHSDs continued in respect of the development of provincial APPs. Plans were received from Mpumalanga, Western Cape, Gauteng, Eastern Cape and North West. The unit also rendered support to targeted municipalities in North West, Eastern Cape and Northern Cape, in respect of their Housing Chapters.Training was also provided for municipal managers and recently elected local councillors.
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The development and review of two key human settlement planning instruments, namely the Guidelines for Human Settlements Planning and Design, and Housing Chapters of Municipal IDPs, were held in abeyance until the turnaround process within the Department has run its course. The Chief Directorate: Priority Projects Facilitation continued to provide strategic and project management support to provinces in the roll-out of identified priority projects. This support differed from project to project as each project was at a different stage in the delivery cycle. Quarterly consolidated progress reports on the projects were prepared and submitted to the Departmental principals. Construction of houses in the Zanemvula Project (Eastern Cape, in the jurisdiction of the Nelson Mandela Bay Metropolitan Municipality) is ongoing. To date, 3 551 new units have been completed. This project was been delayed by, inter alia, the change in the Implementing Agent and the 3 500 Vastrap families living adjacent to the project who demanded to be included in the project. Despite challenges, the project team managed to accelerate progress. On 3 and 4 October 2011, the minister handed over a multi-purpose community centre in Soweto-on-Sea and 1 347 houses in Chatty. The Duncan Village Project (Eastern Cape, Buffalo City Metropolitan Municipality), is facing challenges with regard to lack of suitable land for human settlement, inadequate bulk infrastructure capacity and insufficient capacity of the developer (Buffalo City Municipality) to implement the project. To date, 5 103 houses have been completed. Progress in the Khutsong Project (Gauteng, in the jurisdiction of the Merafong Local Municipality) is very slow. The appointed contractor has not been performing as stipulated in the delivery programme. Delays in quality inspectionsby Gauteng inspectors also slowed down the delivery progress. Discussions are ongoing to resolve the aforesaid issues. To date, 610 houses have been completed. The Klarinet Project in Mpumalanga (Emalahleni Local Municipality) was initially delayed by funding constraints. The Mpumalanga Provincial Department has since intervened and progress has improved. To date, 506 houses have been completed. On 8 March 2012 the Minister handed over houses to beneficiaries. In the N2 Gateway project in Western Cape Province (jurisdiction of the Cape Town Metropolitan Municipality) 9 395 houses have been completed to date. In Delft 601 precinct, 50 units were omitted due to unresolved issues with Eskom. However, there is continuous engagement between Eskom and the turnkey contractor to address the issues. In Delft Symphony Precinct 1 and 2, some houses are standing vacant because of slow occupation by beneficiaries, posing the risk of invasion. However, the implementing agent is addressing this challenge. In Boys Town, there has been a challenge regarding bulk electricity infrastructure. However, this challenge has been addressed and installation of the infrastructure commenced in February 2012. The Cornubia Project in KwaZulu-Natal (jurisdiction of eThekwini Metropolitan Municipality) was planned to yield about 24 500 residential units (with a range of housing typologies and tenure options), and will entail the development of 80 hectares into industrial platforms for commercial usage, including a mixed use town centre. Currently, an access road under construction is 45% complete. Six show houses have been completed in phase 1 (comprising of 486 units) and are being prepared for approval. A tender for the installation of civil engineering services and construction of the first 623 houses in phase 2 (comprising 2 263 units) was advertised in October 2011. Tenders have been evaluated and the contract now has to be awarded. The Lerato Park Projectin the Northern Cape (jurisdiction of the Sol Plaatje Local Municipality) entails the development of 4 564 residential units. A bulk infrastructure scoping exercise found that the bulk infrastructure capacity is insufficient to accommodate new developments. The bulk infrastructure issue contributed significantly to delays. However, the local authority granted approval for the development of 800 units per annum while the issue of the bulk infrastructure is addressed. To date, an access road and civil engineering services have been installed in phase 1 of the project. This project is likely to experience another delay as the provincial department has terminated the services of the implementing agent.
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The reasons for not achieving the first target are as follows: Meetings for the Lephalale Project could not take place because Limpopo Province did not confirm dates. With regard to the Duncan Village Project, meeting dates were scheduled but cancelled by Buffalo City Municipality at the last minute. The reason for not achieving the last-mentioned target is that the Priority Projects Facilitation Unit was inundated with requests for reports on various aspects during the first quarter and as a result could not attend to the issue of social facilities. In the year under review, the programme, through the Sub-programme: Programme Implementation Support, focused its activities on giving support to provinces and municipalities to unblock stalled housing projects, upgrade informal settlements, and identify and support slow moving projects. Considerable effort and resources were expended towards achieving the outputs and milestones of Outcome 8. The sub-programme provided support to 9 provinces and 43 municipalities in respect of informal settlement upgrading as well as to 40 projects and individuals in respect of other housing and human settlement projects. Providing access to basic services and secure tenure through informal settlement upgrading to 400 000 households residing in informal settlements is a major challenge of the Outcome 8 Delivery Agreement. To this end, the National Upgrading Support Programme (NUSP) was established and managed by the subprogramme. Through NUSP, a dedicated website was established. The website contains a resource kit for practitioners in the field of upgrading. A capacity building programme was designed. It will be developed and implemented during the 2012/13 financial year. All nine provinces are taking part in NUSP and are establishing provincial NUSP forums to align activities with relevant municipalities. A total of 49 municipalities will be supported through NUSP. The compilation of provincial upgrading strategies, as well as municipal upgrading plans, is making good progress. A strategy was developed to unblock stalled projects and a detailed process guide was prepared to assist provinces. However, a major cause of concern remains the inadequate budget allocation made by provinces for unblocking of stalled projects. This has resulted in many stalled projects not being unblocked and thousands of beneficiaries not gaining access to housing. Accurate information on stalled projects also remains a concern as provinces do not populate and update information the Housing Subsidy System (HSS) regularly. Information on slow-moving projects is more readily available on the HSS. A comprehensive database was compiled and is being discussed with provinces with a view to compiling a priority list of projects to be supported. The Housing Project Process Guide was compiled to assist housing practitioners in the implementation of housing projects. Promotion of the guide continued during the year and a number of workshops were held with provinces and municipalities. A project pipeline consisting of 163 000 rental units to be delivered from 2013 to 2016 was developed and assessed. This ascertained the level of project readiness with a projected budget to deliver 80 000 affordable rental housing units in line with Outcome 8. Support for the governments rental housing programme was mobilised and led to heightened interest and involvement of the private sector a key component in delivery of Outcome 8.
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The following five provinces were supported with project preparation and planning in the delivery of 8 450 PHP units in the 2011/2012 financial year: KZN (1 600 units); Mpumalanga (3 500 units); Limpopo (200 units); Western Cape (3 000 units); and North West (150 units).
All nine provinces were engaged to determine their allocations for PHP during the 2011/2012 financial year. PHP workshops were conducted in municipalities throughout the nine provinces. Workshops were also held for councillors and the PHP sector in general, including community resource Organisations (CROs), CBOs and NGOs. The final draft of the PHP Implementation Guidelines was finalised in February 2012 and will be presented to MINMEC for approval in the first quarter of the 2012/2013 financial year. Quarterly PHP national reference groups meetings were held, and issues that impact on the implementation of the programme were discussed in detail and resolved. The PHP sector also held a work session with the deputy minister. During the session all PHP-related issues were discussed and challenges in the implementation of the programme were subsequently escalated to the ministry. The unit monitored and evaluated the implementation of PHP in five provinces and developed a document on lessons learnt inimplemented projects. The document is based on the enhanced PHP Policy Framework of 2008. During 2011/12, the revision of the White Paper on Basic Household Sanitation was initiated. All provinces, SALGA, relevant national departments, municipalities and other stakeholders were consulted through workshops and meetings to obtain comments and views on a draft White Paper. A National Workshop was held in September 2011 to obtain comments and inputs towards the development of a National Sanitation Policy. It was attended by Water Sector partners, national government officials, academics and Civil Society organisations. A Draft National Sanitation Policy was developed for further discussion and finalisation. The policy is expected to be finalised during 2012/13. Water Services Development Plans were assessed for 84 municipalities as part of Integrated Development Plans (IDP) assessments. The Unit actively supported MISA, which was coordinated by the Department of Cooperative Governance. The MISA roll-out followed the 2009 State of Local Government Report that revealed technical capacity to be a major challenge in South African municipalities, particularly in rural municipalities. The report further showed that municipalities experience various capacity challenges resulting in slow service delivery. In other instances, lack of service delivery contributed to deep levels of frustration in communities, leading to violent service delivery protests. The Unit supported the Department of Cooperative Governance with diagnostic assessments in Gauteng, North West, Eastern Cape and Free State and also assisted in the development of the Gauteng Support Plans. The Rural Household Infrastructure Grant (RHIP) was managed and, due to poor performance by the service providers, several amendments were made to the implementation of the programme. New, additional service providers will be appointed during 2012/13 to increase delivery on the programme.
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The year was characterised by extensive support to the Ministers Programme. This took the form of launches and project visits across the country, including: The launch of the Each One Settle One Campaign; Celebrations for International Habitat Day; The launching of the first 314 of 20 000 units in Northam, as well as sod turning for the sewer treatment plant as part of an Anglo American Platinum Mines Project; The launch of the Sixteen Days of No Violence Against Women and Children Campaign; World Aids Day in Beaufort West; The hand-over of houses at Msukaligwa in Mpumalanga; The launch of the Southernwood Square Social Housing Project in Buffalo City; and The Jabulani Hostel Development in Soweto. Gauteng, Eastern Cape, Limpopo, North West and Mpumalanga were supported in the hosting of provincial Vision 2030, indabas and youth summits. The Emerging Contractors Support Programme Framework was approved by Technical MINMEC in September 2011. The programme will be initiated from April 2012 in the Eastern Cape with 20 emerging contractors to be identified for an intensified training process that will see emerging contractors who have already undergone the mentorship programme graduating to the second phase as professional entrepreneurs. The Department entered into publicprivate partnership agreements with several stakeholders to fast-track delivery of human settlements with the assistance of the private sector. Parties to the agreements include Anglo Platinum, PRASA, Impala Platinum and the DBSA. The Department had a number of discussions with stakeholders wishing to engage and collaborate on the utilisation of alternative technology in housing programmes. The Govan Mbeki Human Settlements Awards was approved by the minister in January 2012. Ceremonies will take place in April 2012 and the national awards ceremony will be held in May 2012. Several sponsorships were sourced and project launches managed to showcase projects, including the NHBRCs International Housing and Home Warranty Conference Legacy Project. Sponsors were found to finance the enhancingof eight houses and the beautification of the Park for the Legacy Project, the Youth build in Molemole, Limpopo where 76 houses were constructed, and the Klarinet Integrated Housing Project in Mpumalanga. Ms Zou Kota-Fredericks, Deputy Minister of Human Settlements, held and addressed a national breakfast session on womens economic empowerment with sector stakeholders such as SAWIC, KHUTHAZA, the Council for the Built Environment, academic institutions, provincial representatives, and the provincial departments of Public Works, Trade and Industry, Women, Children and People with Disabilities, as well as human settlements entities such as NHFC and NURCHA. The Deputy Minister handed over 408 housing units in China Square, Kimberley (Northern Cape) during Womens Month. A national Womens Build was held in Brandfort in the Free State with the Provincial Department of Human Settlements and the local municipality. Fifty five housing units were completed in commemoration of the historical womens march. The beneficiaries were women-headed households, the elderly, persons with disabilities and orphan-headed households.
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A special house build, using alternative technology, was launched on Mandela Day by Minister TMG Sexwale as a legacy project for the 12th International Housing and Home Warranty Conference. The Department facilitated the implementation of the Youth in Human Settlements Programme through which youths are trained in bricklaying, plastering and plumbing. Several projects were initiated in Gauteng, Mpumalanga and the Eastern Cape. A Youth Build was held at Molemole Municipality in Limpopo province and yielded 100 housing units for vulnerable and marginalised housing beneficiaries as part of Youth Month. One hundred youth volunteers gained construction skills in the process while an opportunity was created for the private sector and sister departments to work with the Department of Human Settlements. The national Youth in Human Settlements Summit was coordinated and held in Durban. Progressive resolutions were taken to entrench youth development across provinces. To date four provinces have held provincial summits, namely Gauteng, Limpopo, North West and Western Cape. Table 12: Programme 3: Housing Planning and Delivery Support Baseline (audited actual performance based on previous years performance) Phases 1 and 2 of the sustainable communities support programme WITS Business School Certificate Programme implemented and 82 officials completed programme 3 beneficiary empowerment programmes reaching 400 000 beneficiaries 6 councillor training sessions conducted Sector institutional capacity development strategies developed and implemented National Capacity Development Strategy revised to align with Outcome 8 Actual performance against targets 2011/12 Target Actual achievement Reason for variance None
Sub-programme: Capacity Development Human settlements training and skills development programmes implemented at all three spheres for officials, beneficiaries and councillors Implementation Achieved phases 3 and 4 of phases 3 and 4 Two intakes per year with a minimum of twenty officials per intake Beneficiary empowerment programmes implemented 1 Councillor training session in each province Implement and Maintain the Strategies for Institutional Capabilities Development programme Partially achieved One intake successfully implemented with 29 officials participating in the programme Achieved Beneficiary empowerment programmes implemented and 2 513 beneficiaries reached in 7 provinces Partially achieved Councillor training sessions conducted in 6 provinces for 214 councillors
Second intake not successfully implemented due to budgetary constraints None
Delay in obtaining approval to develop training programme
Achieved. None Strategies implemented through: (1) development and implementation of provincial capacity development business plans; and (2) implementation of the South AfricanCuban Technical Support Programme Two capacity development strategising sessions held to maintain strategies for institutional capabilities development: 1 with units in Department and 1 provincial departments
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Baseline (audited actual performance based on previous years performance) Human settlements professional body established
Actual performance against targets 2011/12 Target Human settlements professional body established Actual achievement Achieved Workshop with Unisa and NMMU and meeting with University of Fort Hare on planned degrees in human settlements Engaged South African Housing Foundation on progress with professionalisation process Marketing human settlements qualifications and profession at institutions of higher learning Consultations with the Legal Services on development of Human Settlements Professions Act Consultations with housing institutions on establishment of human settlements professional body Consultations with Department of Higher Education on funding mechanisms for teaching of bachelors degree in human settlements Consultations with the World Bank Institute on professionalisation and sharing of human settlements global content Approval from minister for the professionalisation of human settlements sector Approval from minister for establishment of Chair in Education in Human Settlements Development Management Clearance from National Department of Higher Education for application from NMMU to offer bachelors degree in built environment in human settlements development Participated as members in SAHF Western Cape Human Settlements Academic Forum Reason for variance
Sub-programme: Capacity Development Sector Professional Development Framework implemented
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Baseline (audited actual performance based on previous years performance) Scholarship programme implemented
Actual performance against targets 2011/12 Target Scholarship programme implemented Actual achievement Achieved Registration of all scholarship beneficiaries for 2012 facilitated All student invoices processed for payment Human Settlements Scholarship Policy approved Meetings held with provinces and municipalities on placement of students Visits to institutions of higher learning conducted to establish and maintain good working relations, check on academic progress of beneficiaries, and support them Hosted 2011 Retreat Programme (911 September 2011) in Eastern Cape Marketing of the scholarship programme at career expos (Orlando Stadium, Soweto; Sandton Convention Centre; and Career Expo for Built Environment). Purpose: to showcase scholarship programme and inform learners of options after matric. Reason for variance
Sub-programme: Capacity Development
Sub-programme: Human Settlement Planning Collaboration with National Treasury on revision of Framework for National Human Settlements Conditional Grant Business Plan One National Human Settlements Conditional Grant Business Plan Maintain Framework for Provincial Human Settlements Planning Achieved Maintained Framework forProvincial Human Settlements Planning None
9 provincial human National settlements conditional Conditional grant business plans Grant Business Plan submitted
Achieved National Conditional Grant Business Plan submitted to DirectorGeneral for approval
None
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Baseline (audited actual performance based on previous years performance) 9 annual performance plans (APPs)/multiyear human settlements development plans
Actual performance against targets 2011/12 Target Support, guide & review Provincial Annual Performance Plans (APP) and district level settlement plans with a view to enhancing the credibility of these plans. Actual achievement Achieved. Support and Guidance was provided to the provinces on their Annual Performance Plans (APP) and district level settlement plans with a view to enhancing the credibility of these plans. Reason for variance None
Sub-programme: Human Settlement Planning Support implementation of human settlements development design and spatial planning at municipal level
One Human Settlements Development Plan
Information Not achieved for compilation of national human settlements development plan provided
Awaiting outcome of turn-around strategy and Human Settlements Green Paper Other pending priorities Resource (staff) constraints to undertake project because of moratorium on filling of non-critical posts Inadequate funding Awaiting outcome of turn-around strategy and Human Settlements Green Paper Other pending priorities Resource (staff) constraints to undertake project because of moratorium on filling of non-critical posts Inadequate funding
N/A
National Not achieved Human Settlements Development Plan submitted
Support N/A implementation of human settlement development design and spatial planning at municipal level
Targeted Partially achieved support to district municipalities and secondary cities in collaboration with PHSDs guided by IDP and planning cycle
Targeted support guided by IDP and planning cycle based on requests received from provinces and district municipalities
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Actual performance against targets 2011/12 Target Support to district municipalities rendered, as requested Actual achievement Achieved Targeted support to NW, EC, NC municipalities, via provinces, in respect of housing chapters Reason for variance None
Sub-programme: Human Settlement Planning
Define demand Not achieved for consolidation training of municipal housing voice Update and amend training materials as required Institutional alignment with other sector departments maintained N/A Ensure the effective collaboration with relevant sector departments as the need arises, and co-ordinate the execution of emanating tasks. Review progress of guidelines for the human settlements planning and design (Red Book) Achieved Effective collaboration maintained with National Treasury None
Support to N/A provinces municipalities on human settlements development design and spatial planning
Partially achieved Submission with terms of reference made to DG
DDG: SDS advised that updating of Red Book be completed after finalisation of turnaround strategy
Negotiations with Negotiations with CSIR CSIR and Swiss and Swiss Development Development revived revived. Work anticipated to commence in new financial year Revision of framework awaiting approval
N/A
Review Integrated Partially achieved Development Plans (IDPs) Submission made of National DG Programme for Human Settlements Chapters
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Baseline (audited actual performance based on previous years performance) 7 priority projects
Actual performance against targets 2011/12 Target Provide strategic and management guidance to provinces, municipalities and implementing agents during and outside of projects steering committee meetings in 7 identified national priority projects Provide technical guidance to provinces,municipalities and implementing agents during and outside of technical task team meetings in 7 identified national priority projects Collate progress reports of 7 identified national priority projects and compile a consolidated quarterly progress report Facilitate communication with sector departments to secure provision of social facilities in identified national priority projects Provide feedback to parliamentary questions, enquiries from general public and special assignments within set deadlines Actual achievement Partially achieved Provided strategic and management guidance in respect of 5 identified national priority projects Reason for variance Appropriate support and guidance to Lephalale and Duncan Village not provided due to non- performance of province and municipality, respectively
Sub-programme: Priority Projects Facilitation Reports on project steering committee meetings
Reports on technical task team meetings
7 priority projects
Achieved. None Provided technical guidance to provinces, municipalities and implementing agents during and outside of technical task team meetings in 7 identified national priority projects Achieved Collated progress reports of 7 identified national priority projects and compiled 4 consolidated quarterly progress reports Partially achieved. Facilitated communication with sector departments to secure provision of social facilities in the identified national priority projects (3 quarterly reports produced) Achieved. Provided feedback to parliamentary questions, enquiries from the general public and special assignments within set deadlines None
Progress reports on identified national priority projects
4 consolidated quarterly reports
Progress 4 quarterly reports reports on provision of social amenities
Unit inundated with requests for reports on various aspects resultingin issue of social facilities not being attended to
Submissions on parliamentary questions, enquiries from general public and special assignments
N/A
None
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Actual performance against targets 2011/12 Target Actual achievement Reason for variance None
Sub-programme: Programme implementation Support Priority lists of blocked projects to receive delivery support Recovery strategies for 210 projects requiring assistance Priority lists of slow- moving projects to receive delivery support List of blocked projects List of blocked Achieved per province projects per province 12 projects in 3 provinces unblocked 5 projects in 1 province were terminated 27 lists 30 recovery strategies designed for projects/other matters in need of assistance Achieved Recovery strategies/recommendations in respect of 91 prioritised blocked projects
4 provinces (EC, MPU, NC, NW) had total of 91 projects on the HSS Blocked Projects Register None
36 lists, per province, Achieved of slow-moving 36 lists produced projects in danger of becoming blocked Reports on identified prioritised slow-moving projects Achieved. 4 Reports produced in respect of identified prioritised slow moving projects Achieved. Supported/responded to 34 matters/projects that needed assistance
None
Support projects/ matters requiring assistance
7 projects/matters resolved (1st quarter) 5 projects/matters resolved (2nd quarter) 38 Municipalities were visited and briefed concerning the NUSP Capacity Building Programme and to Consult on the frameworks for the NUSP Resource Kit. 2 national upgrading workshops conducted to demonstrate draft NUSP IT platform and agree on future operation and management
Support/respond to 20 matters/projects needing assistance Formulate solutions Support and facilitate implementation of NUSP Capacity Building Programme in 3 provinces and 16 municipalities. Manage and maintain NUSP IT platform and facilitate promotion of the resource kit
None
Establish NUSP Capacity Building Programme
Achieved. None NUSP Capacity Building programme was supported and facilitated to 3 Provinces and 16 Municipalities. Achieved. None Management and maintenance of NUSP IT platform and facilitation of the promotion of the Resource Kit supported to provinces and municipalities. Achieved. Support and Facilitation of the technical assistance at programme and project level to 30 projects was provided. None
Establish NUSP IT platform and produce Upgrading Resource Kit to support provinces and municipalities
Support development and provide basic services and secure tenure to households in 30 projects
30 informal settlements projects supported with technical assistance
Provide support and facilitate technical assistance at programme and project level for 30 projects
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Baseline (audited actual performance based on previous years performance) 50 informal settlements projects supported
Actual performance against targets 2011/12 Target Report on annual performance targets report on provision of basic services and secure tenure Actual achievement Reason for variance
Sub-programme: PHP and rental/social housing Compile priority list of informal settlements projects to be provided with basic services and secure tenure for 400 000 households by 2014 Develop profile of Informal settlements Achieved. None Annual performance targets report regarding provision of basic services and secure tenure prepared Achieved None
Existing Informal Settlement Atlas
Profile of informal settlements developed by municipalities and COGTA Support delivery of approximately 4 000 public rental housing units and 16 000 private rental housing units in provinces Support rental housing programme implementation through development of 3 policy enhancing templates, guide and tools Provide advice in support of implementation of public and private rental housing projects developed by provinces, municipalities and private sector Mobilise sector support for delivery on Outcome 8
Support, assess 4 000 and monitor development of 20 000 public rental housing units in provinces
Partially achieved Delivery of 1 686 public rental housing units and 4 127 private rental housing supported Partially achieved 2 policy enhancement tools being developed and have reached different stages PSC meetings attended to provide advisory support on implementation of public and private rental housing
Limited funding Delays in plan approval Delays in land release Problems to access to welllocated land Capacity constraints prevented development of 1 policy enhancement tool(institutional subsidy)
Achieved None Sector support for delivery of Outcome 8 mobilised through the Community Residential Units Reference Group meeting, the National Social Housing Task Teams. Minutes of PSC meetings Achieved. PHP Directorate supported delivery of 8 450 PHP housing units in 5 provinces (Mpumalanga: 3 500; KwaZuluNatal: 1 600; Western Cape: 3 000; Limpopo: 200; North West: 150) None
Support 9 PHSDs in delivery of at least 42 000 units by 2014 pending provincial allocations to implement PHP
Supported delivery of 3500 PHP units nationally by December 2010
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Support delivery of at least 7 000 PHP housing units across 9 PHSDs through providing capacity development initiatives, ensuring compliance with policy compliance and providing PHP implementation support
Actual performance against targets 2011/12 Target Support performance of regulatory institutions and institutional arrangements for the rental housing sector Actual achievement Achieved Developed case management system for processes and procedures of rental housing tribunals Facilitated establishment of tribunals in Eastern Cape Identified areas for amendment in the Rental Housing Act to ensure enhanced implementation Provided assistance to tenants and tenants associations on problems encountered during lease period. Reason for variance None
Sub-programme: PHP and rental/social housing Institutional arrangements for regulating rental housing sector regulation and oversee operations in 9 PHSDs
Baseline (audited actual performance based on previous years performance) Discussion document developed
Actual performance against targets 2011/12 Target White Paper revised and submitted for final approval Actual achievement Reason for variance
Sub-programme: Sanitation Revised White Paper on Basic Household Sanitation Partially achieved Version Development and 4.1 of revised White Paper submission of final developed draft of White Paper not achieved owing 5 bilateral meetings held to shifting of dates with national departments for workshop with DWA Functional Presentations from verManagement sion 2.0 to 4.1 of White Committee and Civil Paper made to several Society Organisation committees workshop, as well as need to consult 2 phases of provincial intensively with politistakeholders consultations cal structures. Since held the roles of DHS and DWA are not clearly designated, process had to be delayed until receipt of DWA inputs on draft. Inputs to be received by end of April 2012
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Actual performance against targets 2011/12 Target Actual achievement Reason for variance
Sub-programme: Sanitation Free basic sanitation strategy Roll-out to 11 WSAs Roll-out to 20 WSAs Partially achieved Non-availability of Free basic sanitation rolled municipalities out to 16 WSAs Free Basic Sanitation Implementation Guideline developed Draft 1 of 3 free basic sanitation best practices completed Draft 1 of FBS and international benchmarking completed Draft 1 of guide for inclusion of free basic sanitation into WSDP completed Partially achieved 18 000 household served in terms of RHIP Implementation of 2011/12 programme delayed owing to service providers still completing 2010/11 work None
Number of 11 000 households rural households served in terms of RHIP Engineering support provided to 30% municipalities with MIG projects 30% municipalities supported regarding MIG funds allocations Sector capacity building programmes developed and implemented
33 000 households
Engineering support to 30% municipalities with MIG projects No baseline studies
Achieved Engineering support provided to 30% municipalities with MIG projects
Achieved 8 None targeted municipalities (2 010 individuals) trained to access skills development grant Funding proposal drafted and submitted Lessons shared among all regions during bi-annual meetings to track progress on training Research institution supported during research on community acceptance of mobile communal toilets in informal settlements of Eastern and Western Cape Achieved, 2011/12 sanitation delivery annual plan None
Effective monitoring, evaluation and reporting of the sanitation programmes Percentage of health and hygiene (H&H) activity plansdeveloped, Implemented and reviewed 70% of targeted communities reached
2010/11 sanitation delivery annual report 100% of provinces supported with implementation and review of H&H activity plans 100% of targeted communities reached
Achieved, 100% of the None provinces supported with implementation and review of H&H activity plans.
Percentage of communities and stakeholders reached in respect of user education programme
Achieved, 100% of the None planned communities targeted for user education were reached
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Baseline (audited actual performance based on previous years performance) Desktop analysis to establish baseline information to inform targeted advocacy programme
Actual performance against targets 2011/12 Target Baseline analysis conducted in 9 provinces to inform targeted advocacy interventions Actual achievement Reason for variance
Sub-programme: Sanitation Achieved, baseline None analysis conducted in the 9 provinces to inform targeted advocacy interventions. Councilor induction booklet complete Benchmarking on SADC countries and in South Africa municipalities done Achieved, 11 DMs and 41 WSAs None
Policies, tools and guidelines disseminated to 31 DMs and 84 WSAs Regulate 26 municipalities compliance with assessed sanitation norms and standards
11 DMs and 41 WSAs 10 municipalities assessed
Achieved Problematic (ageing, 53 municipalities assessed spilling and overloaded) WWTPs have to be visited despite the planned target/number for the month. Sewer upgrades, revision of ground water protocol which were unforeseen during the time of planning
Adopt integrated 26 municipalities environmental assessed management approach for location, selection, design, construction and operation of all sanitation works with special attention to sewerage treatment plant and sludge Approved Liaison and Community Mobilisation Strategy 100% Implementation Framework Develop for Job Creation Revision and updating of strategy to ensure maximum consultation and implementation 13 support plans developed
20 municipalities assessed
Achieved, 20 municipalities assessed
None
Strategy revisedinterms of beneficiary perceptions and implementation Support plans revised in line with mid-term municipal IDP 200 jobs created through NSPU support
Achieved, Strategy revised following beneficiary perceptions and implementation
None
Achieved, revised Support None Plans in line with Mid Term municipal IDP Achieved, 3,927 jobs created through NSPU support
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Actual performance against targets 2011/12 Target 20 SMMEs registered on municipal databases 100 youth trained Actual achievement Not achieved. 20 SMMES not registered on municipal databases Not achieved Reason for variance Some municipalities still busy cleaning up their databases MoU developed but still to be signed by NDHS management
Sub-programme: Sanitation Support SMMEs/ 100% of SMMEs corporatives supported to register on municipal databases Put 100% of youths through Learnership Programme 250 youth strained
Sub-programme: Stakeholder Management Manage cooperation and involvement of stakeholders in programmes Reviewed Social Contract for sustainable human settlements objectives implemented Targeted partnership agreements with sector stakeholders concluded. Support to stakeholders forums and related task team provided. Partially achieved Reviewed Social Contract in partnership with Professional Bodies at National Human Settlements Vision 2030 Not achieved Review outcomes require redrafting of Housing Act
Achieved Support provided in respect of Youth Summit, Womens Build Task Team (Free State), Brandwag Social Housing Meeting (Mangaung), Military Veterans Meeting Partially achieved
None
Stakeholders Update bulletin circulated to all stakeholders quarterly. Stakeholder database updated
Journal 4 to be circulated in April 2012
Achieved Stakeholder database updated.
None
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Sub-programme: Stakeholder Management Manage empowerment programmes in support of women and youth Women in Human Settlements Programme implemented Partially achieved Women in Human Settlements Programme not implemented Report on 30% participation quota by women-owned entities not completed Provincial Departments do not capture the data on HSS as they appoint contractors, the NDHS is therefore unable to collate provincial data on Women contractors in provinces Implemented a National Women Economic Empowerment session hosted by Deputy Minister MOU with SAWIC on womens participation in human settlements Developed Womens Build implemented in Free State Province, China City 100% (55) houses delivered for Womens Build through public private partnerships Implementation of special house builds with department of Public Works on in Gombani village, Limpopo Coordinated partnership project implemented by Afrisam in handing over twenty four (24) houses to destitute families in Ladysmith, Kwazulu Natal Implement Emerging Contractors Support Programme Mentorship programme implemented Not achieved Implementation of mentorship programme pending national emerging contractor conference None
Human settlement projects delivered during Womens Month
Achieved Womens Build implemented in Free State: 100% of houses (55) delivered through public privatepartnerships 408 housing units handed over in China Square
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Sub-programme: Stakeholder Management YIH programme implemented Human settlement projects delivered through youth initiatives during Youth Month Plan annual working session with youth groups Partially achieved Facilitation done in Gauteng, Mpumalanga and Eastern Cape Achieved Youth Build 2011 held at Molemole Municipality (Limpopo) Achieved National Youth Summit held on 21 to 22 July 2011 in KwaZulu- Natal Implementation of the programme not facilitated in all provinces. None
None
Support given to Partially achieved annual military Specifications for houses veterans build finalised and MoU drafted through consultative process All Provincial Emerging Contractors Conferences hosted Public Private Partnership Collaboration agreements implemented Implementation of DBSA, Intersite and Anglo Platinum agreements Implementation of Emerging Contractors Conference outcomes Public Private Partnership Guidelines developed and implemented Annual Awards organised Partially achieved Provincial conferences held
Relationship with Department of Defence and Military Veterans to be formalised Framework of engagement Developed Discussion regarding the roll-out plan held on the 13 Jan 2012. None
Implemented signed agreements with private and Provincial Departments Achieved. Minister approved the hosting of the Awards in January 2012, National Awards to be hosted on the 31 May 2012.
National and Annual awards Provincial coordinated Human Settlements Awards Planned Provide project management support to departmental projects and programmes Impala Platinum, NHFC and North West Province Project launched Womens Builds and Youth Builds supported
None
Departmental programmes such as builds and project launches supported and managed
Achieved. None Quarter 1 Youth Summit 20-21 Jul 2011 Quarter 2 Womens Build August 2011 Quarter 3 Legacy Project 29 Sept 2011 Anglo Platinum Northarm Project 28 Nov Quarter 4 Eastern Cape Social Housing Project 13-14 Feb 2011 Klarinet Integrated Development National Priority Project in Mpumalanga on 9 March 2012. Jabulani Community Residential Units launch on the 29 March 2012.
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Changes to planned targets The Department experienced challenges in implementing the Military Veterans Build. The unit collaborated with the Department of Defence, Military Veterans and the provinces to create a foundation for activities directed towards military veterans. A DHS-DOD and Military Veterans Memorandum of Understanding (MOU) was drafted and submitted to the Director-General for signature. The Military Veterans Build target was moved to the 2012/13 financial year. The Human Settlement Planning Sub-Programme was not able to achieve all its targets for various reasons, including: The finalisation of the Departments turnaround strategy; The moratorium on the filling of non-critical posts; and The re-prioritisation and shifting of funds to other sub-programmes within the Branch. The sub-programme consequently had to carefully reconsider its priorities and honour critical commitments for the period under review.
2.2.4 Programme 4: Housing Development Finance

Purpose Programme 4 funds housing and human settlement development programmes, and provides financial and grant management services. It also promotes investment in housing finance, mobilises and promotes financial integrity within housing institutions and manages all matters provided for by the Home Loan and Mortgage Disclosure Act. Strategic objectives The strategic objectives for the programme are as follows: Financial Services: To provide financial administration, supply chain management services and provincial debtors support; Funds Management: To provide overall budgetary and grant management services; and Housing Equity: To promote investments in sustainable human settlements and administer the Home Loan and Mortgage Disclosure Act. Performance indicators and targets The department has managed to submit all Treasury returns including the quarterly Interim Financial Statements which, for the first time, had to be submitted in respect of every quarter of the financial year. An unqualified audit report with emphasis of matters was provided by the Auditor-General. Much work was done in assisting provinces with the successful execution of their data clean-up plans, thus enabling them to devolve properties and transfer others to occupants. As a result, two provinces (Northern Cape and Limpopo) were finalised and consequently three more provinces are in a better position to finalise their plans during 2012/13. Processes of the budget and the adjustment budget were undertaken successfully. The Human Settlements Development Grant for provinces was allocated an amount of R14,9 billion for the 2011/12 financial year. All funds allocated were transferred to the provinces and preliminary indications are that the provinces managed to spend R14,7 billion (97%). The year under review was the first time that the Department managed the Urban Settlement Development Grant which received an allocation of R6,2 billion. The amount was transferred to metros in terms of the DoRA. Four non-executive members of the Office of Disclosure were appointed in the year under review, including the finalisation of the appointment of the chairperson in terms of the HLAMDA. All financial information submitted by financial institutions for the 2010/11 financial year was analysed. A total of 314 affordable units were delivered as part of Phase II of the Employer Assisted Housing initiatives between the Department, the NHFC and Angloplat. This contributed towards the achievement of Outcome 8 targets.
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Table 13: Programme 4: Housing Development Finance Baseline (audited actual performance based on previous years performance) Actual performance against targets 2011/12 Target Actual achievement Reason for variance None
Approved annual financial statements Departmental reports on logistics, procurement and transport services
Sub-programme: Financial Services 3 interim financial Submission of approved 3 interim financial statements and interim and annual finan- statements and annual annual financial statements financial statements cial statements approved by approved management Departmental reports on logistics, procurement and transport services compiled and submitted to management Departmental reports on logistics, procurement and transport services 12 final stocktaking reports from March to February 2011/2012 12 recons between BAS and Logis from March to February 2011/2012 12 reports on appointment of consultant from March to February 2011/2012 Quarterly reports on transport services
None
Number of reports on system support provided
4 quarterly reports on system support provided and submitted to management Budget approved 100% of funds transferred to provinces
Management reports on debtor system support provided
4 reports on None system support provided and submitted to management
Sub-programme: Funds Management Approved MTEF budget Percentage of funds transferred 2012 Medium Term Expenditure Framework budget approved 2012 Medium Term None Expenditure Framework budget approved None
100% of funds transferred All funds transferred to provinces for the Human Settlements Development Grant Sub-programme: Housing Equity 4 reports produced
Provide secretariat function for Office of Disclosure in terms of the Act
2 reports produced 4 reports on secretariat functions for Office of Disclosure in terms of the Act 3 reports produced on analysis of information by financial institutions to detect lending patterns and practices on home loans 3 reports on analysis of information submitted by financial institutions to detect lending patterns and practices on home loans
None
3 reports produced on analysis of information by financial institutions to detect lending patterns and practices on home loans
None
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Baseline (audited actual performance based on previous years performance) Annual report on performance and ratings of financial institutions compiled and submitted to management
Sub-programme: Housing Equity Annual report on performance and ratings of financial institutions Annual report on performance and the ratings of financial Institutions
Promote investments in sustainable human settlements
Report on draft ODA strategy
1 report on implementation of Official Development Assistance (ODA) Strategy
1 report on implemenNone tation of the Official Development Assistance (ODA) Strategy None
Report on number of houses delivered through pension-backed fund Facilitate increased supply of affordable housing finance 1 report on progress of guarantee fund
1 report on number of 1 report on number houses delivered through of houses delivered pension-backed fund through pension-backed fund 1 report on progress, implementation and number of units backed by guarantee fund 1 report on progress, implementation and number of units backed by guarantee fund 2 reports on Employer Assisted Housing (EAH) facilitated 4 reports on engagements with financial institutions and/or other stakeholders on investments in human settlements
None
2 reports on 2 reports on Employer Employer Assisted Assisted Housing (EAH) Housing (EAH) facilitated facilitated 4 reports produced on engagements with financial institutions and/or other stakeholders related to HLAMDA 4 reports on engagements with financial institutions and/or other stakeholders on investments in human settlements
None
None
Changes to planned targets There were no changes to planned targets during the period under review.
2.2.5 Programme 5: Strategic Relations and Governance

Purpose Programme 5 coordinates the Departments mandate within the intergovernmental relations framework, manages international relations, promotes good governance practices within the department and its public entities, and provides timely and integrated business information to the Department.
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Strategic objectives The strategic objectives for Programme 5 are as follows: To provide oversight management of housing entities, including monitoring, analysing and reporting on financial and non-financial performance and corporate governance; To provide systems for sector business processes to support the achievement of the targets for Outcome 8; To provide data and information management support for Outcome 8; To provide GIS Support Services and make available human settlement information products; To manage the development and monitor the implementation of the Departmental strategic and performance plans; To facilitate and enhance coordination and alignment for the creation of sustainable human settlements and improved quality of household life through intergovernmental relations; To establish and maintain international partnerships and best practice in support of the development of sustainable human settlements with emphasis on informal settlements upgrading, affordable rental accommodation, and affordable housing finance; To develop and manage transformation programmes in compliance with the national policy framework, international human rights instruments and directives in support of Outcome 8, as well as Outcomes 4, 9 and 12; and To manage communication, public relations functions and promote an understanding of Outcome 8. Performance indicators and targets In the year under review, the sub-programmes under Programme 5 achieved their stated objectives. Performance information on indicators and targets are given in table 14 on page 72. Significant achievements of targets are discussed below. A significant achievement for the Branch was the approval of the strategic plan for all housing entities by the minister. These were augmented by the signing of six SLAs between the minister and the entities. The approved strategic plans and SLAs provide a commitment from the housing entities with respect to planned targets, supported by their respective boardsassurance to the minister that they will meet their service delivery targets. A total of five performance analysis reports were produced, which monitor the financial and service delivery performance of the entities. Furthermore, two consolidated reports on governance status, risk management, compliance and contribution to government priorities were produced. These reports detail progress made by the entities in respect of compliance, policy advocacy, risk management and corporate governance. Significantly, the branch was able to process all funding requests for the entities to ensure greater development impact in the areas where they operate. Moreover, the branch conducted two oversight visits in the financial year, and subsequently produced two oversight visit reports. This enabled the Department to verify information and to experience firsthand the impact of the work of housing entities. The establishment of the new entity, the Community Scheme Ombud Service, is at an advanced stage and will be completed in the first quarter of the 2012/13 financial year. The Sub-programme: Management Information Services ensures that systems are made available to the user community, and that data is used to develop information products to support human settlement development and the achievement of Outcome 8, especially in relation to the upgrading of informal settlements. The sub-programme managed the operational and control systems environment and assisted the user community to effectively administer housing/human settlements programmes. Provincial assistance focussed on planning and budgeting, contract management, project management, beneficiary management, as well as claims and payments.
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Information products were compiled for distribution. The National Informal Settlements Atlas, which is used as an information tool to support the achievement of Outcome 8, was updated during the year. As a new initiative, GIS support was extended to the municipal sphere. The Departmental annual report on the implementation of the approved Departmental strategic and annual performance plans, 2010/11 was tabled in parliament. Key structures and processes were put in place by the branch to give effect to the Delivery Agreement for Outcome 8. Key to this was ensuring that the required implementation forums were properly synchronised with cluster meetings and, importantly, that detailed progress information was presented to the implementation forums for their input and approval. The Fifth Programme of Action Progress Report for Outcome 8 was submitted to the presidency, and tabled to and accepted by cabinet within the required timeframes. Amid-term review report was submitted to the Department of Performance Monitoring and Evaluation in the Presidency and was subsequently submitted at the January 2012 Cabinet Lekgotla. The Delivery Agreement for Outcome 8 was refined and consulted on with all sector stakeholders before being accepted by the Department of Performance Monitoring and Evaluation. The Sustainable Human Settlements and Basic Services Task Team (SHS&BSTT) continued its mandate of ensuring the regular reporting of progress on key targets as specified in its Joint Work Programme which reflects the work of nine sector departments coordinated around human settlements and access to basic services. The task team was convened three times during the year under review. The task team also reported on: Rapidly growing towns and cities; The Informal Settlement Upgrade Programme in the 45 municipalities; The 23 rural municipalities identified by the Cabinet Lekgotla of June 2011; and The Report by the Presidential Infrastructure Commission on SIP 7 (Integrated Urban Space and Public Transport Programme).
The branch played a key role in supporting the Outcome 7 Delivery Agreement. This was done by providing support to the Department of Rural Development and Land Reform in its meetings with the mayors, municipal managers, and planning officials from the 22 rural municipalities identified by the July Cabinet Lekgotla as priorities with regard to increasing access to basic services. This involved being part of teams that visited the identified municipalities across the country. In the year under review, Outcome 8 was on the agenda of the National Department of Human Settlements (NDHS)/South African Local Government Association (SALGA) Councillor Induction Programme in all nine provinces. The programme will be continued in the new financial year. In the area of municipal accreditation, the capacity and compliance panel was re-established and resumed the process of assessing municipalities in May 2011. The initial phase began with the identification of municipalities to be prioritised for accreditation and thereafter the assessment of their states of readiness. During the 2011/12 financial year a total of 20 municipalities in Mpumalanga, Limpopo, Northern Cape, KwaZulu-Natal and North West were assessed and are now in the process of being accredited for level one and level two pending the approval of the report findings and the recommendations thereof by the respective MECs. The CCAP completed the following work to guide the accreditation process: Produced an overall framework aligning the process to government instruments; A road map that outlines the key processes to be undertaken by the parties; A legislative review of powers, functions and delegations; A monitoring and evaluation tool and toolkit; and Consideration of an operation funding model for accredited municipalities.
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The rationale for accreditation is based on governments commitment to enhance the role of local government in the creation of integrated and sustainable human settlements and to promote cooperative governance among all spheres of government. In terms of Outcome 8 and interdepartmental cooperation, a mid-term report was submitted to the Department of Monitoring and Evaluation (DPM&E) in the presidency on Outcome 8. The DPM&E made inputs to report and these were submitted to the January 2012 Cabinet Lekgotla as part of its midterm review. The Fifth Programme of Action Progress Report for Outcome 8 was submitted to the presidency and tabled to and accepted by cabinet within the required timeframes. The presidency led a refinement process for the Outcome 8 Delivery Agreement. The process was managed by the Directorate: Monitoring and Evaluation. The required submissions on the Programme of Action (POA) Progress Reportwere made to the Director-General, MINMEC, MINTOP and the Executive Management Team (EMT). The activities of the Sustainable Human Settlements and Basic Services Task Team were facilitated by the activities of a core group of officials from COGTA, DHS, DWA, DoE, DMR, and the DRDLR. In the year under review, the task team met and reported on: Rapidly growing towns and cities; The Informal Settlement Upgrade Programme in the 45 municipalities; The Progress Report on the 23 rural municipalities identified by the Cabinet Lekgotla of June 2011; and The Report by the Presidential Infrastructure Commission on SIP 7 (Integrated Urban Space and Public Transport Programme).
The Joint Work Programme (JWP) was further consulted on to ensure that key inputs from the Department of Water Affairs receive consideration. The following key areas were noted or approved: Fifth POA progress report for Outcome 8 approved; The Sanitation Unit is reviewing the White Paper on Sanitation and will draft a cabinet memorandum on completion of the review; Provinces are to be consulted on the release of state land by the Housing Development Agency, including land owned by state enterprises; and The Ministers of Human Settlements, Public Enterprises, and Public Works are to meet to discuss matters relating to state-owned land. The branch, through its Intergovernmental (IGR) and International Relations Programme, coordinated the third quarter provincial performance reviews. This session was held to assess the financial and non-financial performance of the provinces in relation to the Human Settlements Development Grant, as required in terms of the Housing Act. This engagement with the provinces assists the Department in ascertaining progress on the provinces Outcome 8 deliverables. With regard to disaster management, the branch developed a reporting template for provinces with the assistance of the Planning Unit. The funding requests received from KwaZulu-Natal, Mpumalanga, Limpopo and Western Cape for disasters that occurred during 2011/12 was forwarded to and discussed with the National Disaster Management Centre (NDMC). The NDMC is engaging with National Treasury on the matter. The branch coordinated a workshop with the National Planning Commission to discuss chapter 8 (Transformation of Human Settlements) of the National Development Plan. The meeting was attended by officials from the National Department, provincial human settlements departments and metropolitan municipalities. The branch, through the Directorate: International Relations, implemented its international programme as planned. The directorate facilitated a series of study visits to support implementation of the human settlements
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vision 2030 as approved by the minister. The Department undertook a study visit to the Kingdom of the Netherlands and participated in the Annual Review Meeting. The delegation was led by the Deputy Minister of Human Settlements in November 2011. A cooperation agreement was signed with the Netherlands. The directorate coordinated continued implementation of the cooperation arrangement through an Annual Implementation Plan. A series of workshops was organised in terms of the cooperation arrangement and Oversight Committee meetings were hosted to monitor implementation of the programme. The 2012 Annual Implementation Plan and its project proposals were discussed and revised accordingly for submission to the Dutch Oversight Committee in February 2012 for consideration.The Department of Human Settlements also hosted an internal meeting to engage on those outcomes of the visit that had policy and to strengthen the role of the Department in the cooperation agreement. The Department continued to manage the risks around implementation of the Danida-funded project on energy efficiency measures in low-income housing in N2 Gateway. The Department of Human Settlements, in consultation with its stakeholders, had requested extension of the project owing to delays in the construction of houses in the Joe Slovo 3 precinct. The project was extended to the next financial year and is expected to be completed in April 2013. The Department appreciates the cooperation of the Danish Embassy in this regard is looking towards fast-tracking the completion of the houses to enable the installation of solar geysers. The Department of Human Settlements also undertook a study visit to Cuba in July 2011. During the visit new Cuban technical advisors were recruited for deployment in the Western Cape, Mpumalanga and in the National Sanitation Unit. During the visit the Department presented its intentions to review the bilateral agreement signed between the two countries in view of the changed mandate of the Department of Human Settlements and to incorporate newly proposed areas of cooperation. The Department is still engaged in reviewing the bilateral agreement with Cuba to extend it beyond 2014. In respect of the IBSA programme, the working group adopted a schedule of debating sessions and each country prepared and submitted a proposal for the sessions. The directorate prepared the terms of reference of an anchor institution that will inter alia facilitate future debating sessions, maintain the website of the working group,and link up with the anchor institutions from the two other countries. The unit coordinated inputs and participation in the sessions on e-learning and involuntary resettlement. As a result, the three countries could identify best practices, challenges and best possible solutions. The directorate facilitated the visit and participation of the Department in the 4thSession of the BRICS Summit held in India from 28 to 29 March 2012. The Departmental delegation was led by the Deputy Minister of Human Settlement, Ms Zou Kota-Fredericks. The summit was a closed session and was divided into two clusters, namely: Global Governance; and Sustainable Development and Green Economy. The Department formed part of the Sustainable Development and Green Economy cluster where it contributed to the issue of challenges posed by rapid urbanisation, including increased competition for diminishing land resources and rapidly growing slums growth. The Deputy Minister of Human Settlements undertook a study visit to New Delhi and Mumbai from 23 to 27 January 2012. The tour formed part of the Departments proposed study programme because India and South Africa share similar experiences and approaches in respect of slum upgrading, land tenure security, housing solutions and the eradication of poverty. At the same time, the Deputy Minister was taken on an exposure tour of slums in Mumbai, Pune and New Delhi at the invitation of Slum Dwellers International (SDI). South Africa was invited to the AMCHUD IV Conference held from 19 to 24 March 2012 in Nairobi, Kenya with the theme Territorial planning and access to basic services for all: Implications of climate change for territorial
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planning and access to basic services. The conference had two parts, namely the Expert and Technical Group Meeting on 20 and 21 March, followed by the Ministerial Meeting on 22 and 23 March. The Department held a work session with USDG to formulate a report template for metros non-financial quarterly performance. A work session was also held with the Presidency and National Treasury to finalise USDG policy and incorporate their inputs into the USDG policy framework for 2011/12. The Department prepared the evaluation report in terms of DoRA and submitted it to National Treasury. The Department also held one-on-one sessions with metropolitan municipalities eligible for USDG funding. HoDs of the PHSDs were also invited to the sessions. The sessions resulted in the drafting of a delivery agreement between metros and provinces with regard to USDG funding. The Chief Directorate organised the Cities Budget Forum on behalf of National Treasury. From 9 February to 27 March 2012 the Department, together with National Treasury, conducted midyear budget and performance assessment visits to municipalities. Issues of poor expenditure performance were raised and challenges identified. It was proposed that the Department, through the Project Management Unit, establish a team to assist the metros in addressing the challenges they face. The 8th draft USDG policy was reviewed up to the 11th draft and was then handed the Policy Unit for assessment and approval. Lastly, the unit consolidated the refinement of key performance indicators and submitted them to National Treasury for consolidation with municipalities reporting template. The Directorate: Sector Transformation coordinates and manages sector transformation programmes applicable to the Department. The branch, through the Directorate: Corporate Communications conducted social facilitation interventions in various municipalities. These interventions were used as an opportunity to focus on special programmes (People with disabilities, the elderly, children, women and other vulnerable groups), HIV/Aids and TB awareness, and rolling out the Know Your Service Rights Campaign. The attached annexure provides a synopsis on how achievement of targets contributed towards achieving the departments outcomes. In the branch, the purpose of the Directorate: Corporate Communications is to provide integrated marketing communication support services to internal clients, as well as to external sector organisations. The Directorate comprises three sub-directorates, namely Internal Communication, Events Management and Production and Design. The sub-directorates perform the following functions: Managing, developing and disseminating accurate, fair and reliable information to internal stakeholders; managing of the Departments call centre and helpdesk by facilitating provincial and municipal responses to public inquiries; and managing the drafting of responses to parliamentary questions. Our call centre is rated among the best in resolving public inquiries as reported in the presidential hotline reports and provides the public with access to the Department. Managing, planning and coordinating the implementation process for all ministerial and Departmental events and ensuring that the image of the Department is enhanced through professionally delivered events. Managing, planning and coordinating the Departments production and design plans aimed at assisting internal and external stakeholders through correct branding, styling and proof reading of all publications and branded items in accordance with the corporate identity and the branding guideline as approved by cabinet; and managing and maintaining an up-to-date photo library.
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The directorates support function to other units of the Department is reflected in all successful events, projects and campaigns undertaken. Corporate Communication: Enhanced internal communication through procuring two electronic communication devices (Touch Screens) and 18 brochure stands; Planned and coordinated the Ministers Budget Address; Supported activities during Youth Month; Supported Womens Month activities in Brandfort, Free State; Managed the timely submission of the annual report; Supported the launch of Each-One-Settle-One Campaign (Northam Housing Project launch); Participated in other government forums intended to enhance interdepartmental communication such as the social cluster meetings, the Human Settlements Communicators Forum and GCIS workshops. The purpose of the Directorate: Public Information and Marketing is to promote public awareness and knowledge of human settlements programmes, developments, achievements and challenges in all relevant target audiences in the country and abroad. The Directorate: Public Information and Marketing comprises two sub-directorates, namely Public Information and Marketing. These sub-directorates perform the following functions: Managing and implementing the development of communication policies, strategies and plans; Development and implementing education awareness campaigns; Conducting and facilitating public information and education campaigns and developing publications for public consumption; Implementing effective marketing strategies; Managing the Departments corporate branding and profiling. The Directorate creatively conceptualised and coordinated visible external marketing and branding campaigns while disseminating information to beneficiaries to make sure they are informed about the Governments human settlements programme. Highlights include: Publishing generic beneficiary booklets; Continually reviewing and redesigning the website; Conducting face-to-face beneficiary campaigns; Showcasing the human settlements brand on various platforms; Executing various communication campaigns, such as Each One Settle One; and Erecting site boards at all the Departments priority projects.
The Directorate: Media Services provides a comprehensive media service and communication campaigns management service to the Department and its stakeholders. The Directorate comprises three sub-directorates, namely Media Relations, Communication Campaigns Project Management and Media Research. The subdirectorates perform the following functions: Managing the development and implementation of the Departmental and Ministerial Media Policy Strategy; implementing the Departmental and Ministerial Media Programme; coordinating and managing media events; and drafting media releases and briefing documents. Conducting and coordinating communication and media research; conducting daily media monitoring; reviewing and providing advisory services to provinces, local government and human settlements institutions. Facilitating and coordinating communication project campaigns across the human settlements sector; supporting and project managing their implementation; monitoring and reviewing the implementation of decisions and strategies of the Human Settlements Communicators Forum.
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The Directorate provided support to the Ministry and the Department by making sure that our vision, mission and programmes are understood by the media and the general South African public. This was achieved through the following platforms: The Human Settlements Indaba; The Ministers Budget Vote; Jabulani Hostel launch; Klarinet Integrated Housing launch; NHBRC Human Settlements Legacy Project; Ministerial Sanitation Task Team announcement; and Southernwood launch in East London
The Directorate also made sure that the Human Settlements Communicators Forum, a meeting of national, provincial and human settlements institutions communicators, was revived and given a new focus. Table 14: Programme 5: Strategic Relations and Governance Performance indicator Baseline (audited actual performance based on previous years performance) 6 approved strategic plans for 2010/11 Actual performance against targets 2011/12 Target Actual achievement 6 strategic plans approved by minister Reason for variance None
Sub-programme: Entities Governance and Oversight Approved strategic plans and budgets of housing entities aligned to Outcome 8 objectives Number of performance monitoring reports produced (financial and non-financial) 6 strategic plans approved by minister
3 quarterly performance monitoring reports produced 1 midyear performance monitoring report produced 1 annual performance monitoring report produced 100% of funds requested evaluated 1 report on verification visits to housing institutions produced Social Housing Regulatory Authority (SHRA) established
3 quarterly per 3 quarterly perNone formance monitor- formance moniing reports toring reports 1 midyear per 1 midyear formance monitor- performance ing report monitoring report 1 annual perform- 1 annual performance monitoring ance monitoring report report 100% of funds requested evaluated 2 oversight visit reports on housing entities produced 1 housing entity established 100% of funds requested evaluated 2 oversight visit reports on housing entities produced 1 housing entity listed Entity not been established, but process is at advanced stage and will be completed in next quarter None
Percentage of transfer of funds requests evaluated Number of oversight visit reports on housing entities produced Number of housing entities established or dissolved
None
Awaiting ministers appointment of Nomination Committee who will appoint board of new entity. Subsequent to appointment of board, all outstanding administrative activities will be finalised to ensure establishment and operationalisation of new entity
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Actual performance against targets 2011/12 Target Actual achievement 6 SLAs submitted to minister for approval and signature 2 Reports on compliance produced Reason for variance None
Sub-programme: Entities Governance and Oversight Number of submissions recommending approval of SLAs with housing entities submitted to minister Number of Compliance reports to relevant legislations on housing entities 4 shareholder 6 SLAs contracts submitted to submitted to minister for approval minister for approval and signature Reminder letters for submission of quarterly reports and strategic plans approved and sent to entities 2 Reports on compliance produced
None
Number of reports No report was on evaluation of produced the performance boards of housing entities
1 Boards evaluation No Board Report produced Evaluation Report Produced, to be produced in the next quarter
The target incorrectly captured. Human settlements entities only produce and submit board evaluation reports at end of financial year (31 March). Therefore, report can only be produced in first quarter of 2012/13 None
Number of reports 2 comprehensive on housing entireports on governance ties governance of housing status produced Number of reports on risk management by housing entities 1 analysis report on risk management by housing entities producedand submitted to DG for noting and/or actioning where necessary 1 report on contribution of housing entities to government priority areas produced and submitted to DG for noting and/or actioning where necessary
2 reports on governance status of housing entities produced 2 reports on risk management by housing entities produced
2 reports on governance status of housing entities produced 2 reports on risk management by housing entities produced
None
Number of monitoring reports on contribution of housing entities to government priority areas
One (1) monitoring report on the contribution of housing entities to government priority areas produced
2 monitoring None reports on the contribution of housing entities to government priority areas produced
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Baseline (audited actual performance based on previous years performance) Departmental strategic and performance plans approved 4 Departmental strategy management compliance reports produced and submitted 1 Departmental Annual Report compiled on 2009/10 implementation of Departmental strategic and annual performance plans
Sub-programme: Strategic Management Manage development of Departmental strategic and performance plans Provide strategic management support to transversal functions of the Department Approve Departmental Annual Performance Report on implementation of the Departmental strategic and annual performance plans Approved Departmental strategic and performance plans 4 Departmental Strategy Management Compliance reports Approved Departmental Annual Performance Report compiled on 2010/11 implementation of the Departmental Strategic and Annual Performance Plans Four (4) Departmental quarterly performance reports on implementation of the Departmental Annual Performance Plans Approved departmental strategic and performance plans
4 Departmental None Strategy Management Compliance reports Approved Departmental Annual Performance Report was compiled on 2010/11 implementation of the Departmental Strategic and Annual Performance Plans Four (4) Departmental quarterly performance reports on implementation of the Departmental Annual Performance Plans were consolidated and submitted to the Accounting Officer 1 Departmental annual performance evaluation report, 2010/11 on implementation of the Departmental Strategic and Annual Performance Plans was compiled and submitted to the Accounting Officer Four (4) Departmental performance evaluation reports on implementation of Departmental Annual Performance Plans were compiled and submitted to the Accounting Officer None
Number of Departmental quarterly performance reports on implementation of the Departmental Annual Performance Plans consolidated
Four (4) Departmental quarterly performance reports on implementation of the Departmental Annual Performance Plans consolidated
None
Departmental annual performance evaluation report on implementation of the Departmental Strategic and Annual Performance Plans compiled
1 Departmental annual performance evaluation report, 2009/10 on implementation of the Departmental Strategic and Annual Performance Plans compiled
1 Departmental annual performance evaluation report, 2010/11 on implementation of the Departmental Strategic and Annual Performance Plans compiled Four (4) Departmental performance evaluation reports on implementation of Departmental Annual Performance Plans compiled
None
Number of Departmental performance evaluation reports on implementation of Departmental Annual Performance Plans compiled
Four (4) Departmental performance evaluation reports on implementation of Departmental Annual Performance Plans compiled
None
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Baseline (audited actual performance based on previous years performance) None
Actual performance against targets 2011/12 Target Actual achievement Reason for variance 8 more Municipalities were assessed as the result of the expertise of the Panel and also the preparation of the Municipalities through the pre-assessments which were undertaken. None
Sub-programme: Intergovernmental and International Relations Number of municipalities assessed for accreditation 9 municipalities assessed for accreditation support for level 2 The target was achieved and even exceeded as the number of Municipalities that were assessed is 17.
Post-accreditation monitoring and evaluation of accredited municipalities Facilitate IGR coordination on human settlements
None
Level two accreditation post monitoring and evaluation to 8 municipalities Jointly convene with DeCoG two human settlements basic services task team meetings 3 quarterly reports on implementation of the PoA under Outcome 8 Facilitate and Manage Programme on International and Relations for 3 engagements Facilitate 3 engagements with and/or in regional and international forums
The post accreditation monitoring and evaluation to 8 Municipalities is a rigorous and continuous process.
None
Two human setNone tlements basic services task team meetings jointly were convened with DeCoG as planned. 3 quarterly reports on implementation of the PoA under Outcome 8 submitted. International Relations programme developed and implemented None
Number of reports None on implementation of PoA under Outcome 8 International Relations None Engagement Programme for Department of Human Settlements Facilitate South African participation on sustainable human settlementsin multilateral and African human settlement forums Coordinate and manage organisational transformation programmes 3 inputs to multilateral and African human settlements agenda submitted
None
Three (3) enNone gagements with regional and/or in international forums facilitated.
Sub-programme: Transformation None Annual report on implementation of Departments Organisational Transformation Programme 5 compiled and submitted to executive management Annual Report on None implementation of the Departmental Organisational Transformation programme compiled
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Baseline (audited actual performance based on previous years performance) None
Sub-programme: Transformation Coordinate and manage sector transformation programmes applicable to Department Annual report on coordination and management of sector transformation programmes compiled and submitted to executive management 4 reports Annual report on None the coordination and management of the Sector Transformation programme compiled and submitted.
Sub-programme: Management Information Services Percentage of systems provided for budgeting and planning 100% Systems provided for budgeting and planning 4 Reports on the identification and analysis of need 4 Reports on development and implementation of systems 4 Reports on support and training provided on systems 100% Systems provided for project management 4 Reports on the identification and analysis of need 4 Reports on development and implementation of systems 4 Reports on support and training provided on systems 100% Systems provided for contract management 4 Reports on the identification and analysis of need 4 Reports on development and implementation of systems 4 Reports on support and training provided on systems 4 reports on systems for budgeting and planning None
Percentage of systems provided for project management
4 reports
4 reports on systems provided for project management
None
Percentage of systems provided to support business processes related to contract management
4 reports
4 Reports on None Systems provided for contract management
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Baseline (audited actual performance based on previous years performance) 100% Systems provided for beneficiary administration 4 Reports on the identification and analysis of need 4 Reports on development and implementation of systems 4 Reports on support and training provided on system 100% Systems provided for claims and payments 4 Reports on the identification and analysis of need 4 Reports on development and implementation of systems 4 Reports on support and training provided on systems
Sub-programme: Management Information Services Percentage of systems provided for beneficiary administration 4 reports 4 Reports on Systems provided for beneficiary administration
Percentage of systems provided for claims and payments
4 reports
4 Reports on Systems provided for claims and payments
None
Report on availability of business information and data
4 reports on the 4 reports Business Information and data available
4 reports on the availability of Business Information and data were made available 4 Quarterly data extracts based on Outcome 8 delivery performance were made available
None
Quarterly data New extracts based on Outcome 8 delivery performance available Report on GIS support service rendered to Department Number of provinces provided with GIS support services Number of updated Information products available (national atlases, maps, spatial viewer, informationhandbook, human settlements journal, deeds/title transfers matching report, fact sheets/information reports) None
4 quarterly data extracts
None
4 reports on GIS support service rendered to the national department 4 provinces supported with GIS services 3 Information products available
4 reports on GIS None support service rendered to the national department were made available 4 provinces were supported with GIS services None
New 6 information products
4 Information None products were made available
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Baseline (audited actual performance based on previous years performance) 3 information and knowledge services (library, online, PAIA) None
Sub-programme: Management Information Services Number of information and knowledge services available Approved corporate communication strategy and plan 3 information and 3 information and knowledge services knowledge services available available Quarterly reports on programmes and plans implemented in terms of approved communication strategy and plan Quarterly reports on programmes and plans implemented in terms of approved media strategy and plan Quarterly reports on programmes and plans implemented in terms of the approved strategy and plan Developed, implemented and managed corporate communication strategy and plans
Sub-programme: Communications None
Approved media services strategy and plan
None
Developed, impleNone mented, managed, and reviewed media strategies and plans Developed, implemented and managed public information and marketing strategy and plan Due to delays in approval processes and the Departmental turn-around strategy, some plans and activities experienced challenges and were not implemented
Approved public information and marketing programmed work plans.
None
Changes to planned targets No changes were made to planned targets.
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P art THREE
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A nnual f I nanc I al statements

C ontents
Report of the Audit Committee Report of the Accounting Officer Report of the Auditor-General Appropriation statement Notes to the appropriation statement Statement of financial performance Statement of financial position Statement of changes in net assets Cash flow statement Accounting policies Notes to the annual financial statements Disclosure notes to the annual financial statements Annexures South African Housing Fund 81 83 99 103 120 124 125 126 127 128 136 151 166 178
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REPORT OF THE AUDIT COMMITTEE for the year ended 31 March 2012
Report of the AudIt CommIttee

We are pleased to present our report for the financial year ended 31 March 2012.
Audit Committee members and attendance

The audit committee consists of the members listed below and meets at least four times per year, in accordance with its approved terms of reference. During the current financial year six meetings were held. Number of meetings Name of member Mr K Buthelezi Chairperson Mr J Weapond Ms T Moja Mr N Monakedi (appointed in August 2011) Scheduled 6 6 6 4 Attended 6 6 5 4
Audit Committee responsibility

The Audit Committee reports that it complied with its responsibilities in terms of section 38(1)(a) of the Public Finance Management Act (Act 1 of 1999, as amended; PFMA) and Treasury Regulation 3.1. Furthermore, the Audit Committee reports that it adopted appropriate formal terms of reference as outlined in its Audit Committee Charter and met its responsibilities as stipulated in the Charter.
Effectiveness of internal control

The Departments system of internal controls of risk management is adequate. Despite this, the entire risk management process was not effective owing to risk owners not committing. The Audit Committee consequently tasked management to develop a plan to address the weaknesses identified. The system of internal control was not entirely effective for the year under review. Deficiencies in and/or deviations from the system of internal controls were reported by the internal auditors and the Auditor-General. The quality of management and monthly/quarterly reports submitted in terms of the PFMA and the Division of Revenue Act (Act 6 of 2011; DoRA). During the year under review, the Audit Committee reviewed the internal audit reports on audits of the quarterly reports prepared and issued by the Accounting Officer of the Department.
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REPORT OF THE AUDIT COMMITTEE for the year ended 31 March 2012
Evaluation of financial statements

The Audit Committee: Reviewed and discussed the unaudited annual financial statements to be included in the annual report; Reviewed the Auditor-Generals interim management report and managements responses to the report; and Reviewed unaudited financial statement and adjustments made.
Internal audit
The Audit Committee is satisfied that the internal audit function is independent, objective and operating effectively and also strives to address the risks pertinent to the department in its audits.
Auditor-General South Africa

The Audit Committee met with the Auditor-General South Africa to ensure that there were no unresolved issues.
Mr Khulekani Buthelezi Chairperson: Audit Committee 31 May 2012
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REPORT OF THE ACCOUNTING OFFICER to the executive authority and Parliament of the Republic of South Africa for the year ended 31 March 2012
General review of the state of financial affairs

Strategic overview During the previous financial year, Cabinet decided that the Municipal Infrastructure Grant (MIG) for cities had to be merged with the Human Settlements Development Grant. The decision was implemented during the 2011/12 financial year. It meant that grants and transfer payments in our budget increased from R15,6 billion to R22,1 billion. Grants and transfer payments now constitute 97% of our budget as opposed to 96% in the previous financial year. These amounts include the Rural Household Infrastructure Grant which was designed to addresswater and sanitation backlogs in rural households. This grant made it possible to develop sanitation structures in various rural areas. The structures are built on beneficiaries sites and handed over to them on completion. Therefore, they do not appear in the Departments fixed asset register. During the year the Department finalised the most critical aspects of the turnaround process, including approval of a new structure by the Minister and concurrence by the Department of Public Service Administration. The results of the process will ultimately impact on the Departments budget structure in that they will necessitate the budget to be re-aligned with the new structure. The Financial Linked individual Subsidy Programme was enhanced and the National Housing Finance Corporation (NHFC) was charged with coordinating its implementation in collaboration with provinces. This is part of government strategy to address the gap market. In an attempt to improve efficiency Treasury decided that the Disaster Relief Grant will be absorbed into the Human Settlement Development Grant, resulting in one allocation and one framework. In addition, Treasury also decided that the Rural Household Infrastructure Grant will be absorbed into the Municipal Infrastructure Grant. This shift is intended to allow for better and more effective maintenance of municipal infrastructure. Spending Although the Department underspent on its operational budget, it achieved 99% spending overall. Delays in implementing projects and securing office accommodation, the moratorium on filling non-critical positions pending the completion of the turnaround process and late resolution of invoicing by the Directorate: Special Investigations are the main reasons for the underspending on the operational budget. Table 1 gives more details by programme.
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Table 1. Spending by programme as at 31 March 2012 Programme 1. Administration 2. Housing Policy, Research and Monitoring 3. Housing Planning and Delivery Support 4. Housing Development Finance 5. Strategic Relations and Governance Total Total allocation (R000) 222 111 39 442 Expenditure (R000) 167 552 32 954 Variance (R000) 54 559 6 488 Spent (%) 75,4 83,6
200 011
187 350
12 661
93,7
22 197 499 166 478
22 105 620 105 444
91 879 61 034
99,6 63,3
22 825 541
22 598 920
226 621
99,0
Programme 1: Administration
Reasons for underspending include: Late submission of invoices by the Directorate: Special Investigations, which resulted in payments of about R4 million being made in the new financial year. Funds provided for leasing of additional office accommodation that could not be utilised owing to a delay in the refurbishment of offices. Of the allocation of R28,7 million only R17,5 million (61%) was paid to Department of Public Works. The moratorium placed on the filling of non-critical posts pending the outcome of the turnaround strategy.
Programme 2: Housing Policy, Research and Monitoring
Reasons for underspending include: The non-filling of vacancies owing to the moratorium on the filling of non-critical vacancies. The research project initiated to focus on developing a national framework to assess the sustainability of human settlements was not completed as anticipated. Programme 3: Housing Planning and Delivery Support Underspending resulted from the costs associated with the non-filling of non-critical vacancies in the programmes units.
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Programme 4: Housing Development Finance
Reasons for underspending include: The non-filling of vacancies owing to the moratorium on the filling of non-critical vacancies and, in some cases, delays in filling critical vacancies. An amount of R3 million provided for closure of the Social Housing Foundation was not required and therefore not transferred. The Rural Household Infrastructure DevelopmentProgramme spent only R187,3 million (73%) of its allocated R257,5 million.
Programme 5: Strategic Relations and Governance
Reasons for underspending include: The non-filling of vacancies owing to the moratorium on filling non-critical vacancies. The installation of the virtual private network at a cost of about R4 million was delayed owing to nonoccupation of additional office space. Only R8,2 million of the adjusted allocation of R43 million for computer services was spent. Delays in the procurement of business solutions services from SITA. The services include support to provinces with regard to the Housing Subsidy System and enhancement of the system at an estimated cost of R32 million.
Virements Virements that formed part of the adjustment estimate are given in table 2. Table 2: Virements forming part of the adjustment estimate Originating programme Programme 4 Programme 3 Programme 5 3 000 Receiving programme Amount (R000) 4 000 Reason To fund the National Upgrading Support Programme (NUSP) for the appointment of the NUSP Core Team Approved by
Department
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Virements that were approved after the adjustment estimateare given in table 3. Table 3: Virements after adjustment estimate Originating programme Programme 1 Receiving programme Programme 3 Amount (R000) 5 000 Reason To fund the sanitation units regional offices and the Ministerial Sanitation Task Team To partially fund the Govan Mbeki Human Settlements Awards 2011/12 Approved by
Department
Programme 1
Programme 5
6 000
Department
Services rendered by the Department

The mandate of the National Department of Human Settlements is to coordinate, communicate and monitor the implementation of policy. This includes: The setting of appropriate norms and standards for housing development; Implementation support, monitoring and evaluation; Research on matters related to human settlements; Maintenance of a housing subsidy data bank (to house information derived the other spheres of government, including the Housing and Urbanisation Information System (HUIS), Housing Subsidy System (HSS) and housing debtors systems; and Assessment and analysis of information on key housing indicators necessary for informed decision-making. Tariff policy Since the Department does not render any services direct to the public it does not have a tariff policy. Free services No free services were rendered by the Department to the public during the year under review, nor are any planned for the foreseeable future. Inventories Inventories as at year end are disclosed in the financial statements disclosure notes.
Capacity constraints
During the year under review, the Department embarked on a turnaround process. As a result a moratorium was placed on filling non-critical positions. In addition, the Department experienced a shortage of space to accommodate additional staff. This impacted on the Departments capacity to deliver and meant that staff had to work overtime. The Department had to appoint contract workers and secure additional office accommodation for contract workers.
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Utilisation of donor funds

In 2005 the then Department Housing (now Department of Human Settlements) entered into a bilateral agreement with the Kingdom of Denmark to explore the mainstreaming of energy efficiency in low-income housing. Thubelisha was appointed as the implementing agent for the Joe Slovo project in the Western Cape. The Joe Slovo show village, comprising 49 housing units, was built in 2008 at the N2 Gateway in Cape Town. Several different energy efficiency mechanisms were installed in the housing units in order to explore the efficiency of each. However, the Joe Slovo project was delayed in 2009 when the community filed an application in the Constitutional Court. The court ruled that housing should be designed along medium-density lines so that 3 000 families could be housed instead of the 1 500 low-density housing units originally envisaged. The court ruling necessitated a complete replanning and redesigning of the entire project over a period of some 18 months, which also delayed the energy efficiency investigation of the project. The closure of Thubelisha Homes and the cession of the N2 Gateway from Thubelisha Homes to the Provincial Department of the Western Cape also contributed to the delay in implementing the Danida-funded energy efficiency pilot project. As reported in the previous financial year, a project manager was appointed to the Project Steering Committee and the Project Management Unit to ensure documentation of the lessons learnt. This data will inform future human settlements policy, particularly with regard to energy efficiency. An energy efficiency expert is assisting with the development and implementation of the Home Owners Awareness Programme and is monitoring and evaluating the pilot project.
Trading entities and public entities

The public entities listed in 5.1 were established by the Department of Human Settlements (formerly the Department of Housing). South African Housing Fund The South African Housing Fund was established for making funds available to provincial governments to finance national and provincial housing programmes in terms of the Housing Act (Act 107 of 1997). The intention was that all funds transferred by the South African Housing Fund be utilised in accordance with the Housing Code. In addition, funds transferred to the South African Housing Fund had to be distributed among the provinces as conditional grants. Provincial allocations were and are still determined using an allocation formula based on a number of factors. The allocations are approved by the Housing MINMEC. After the introduction of the Division of Revenue Act (DoRA), MINMEC, during the 2003/4 financial year, approved the dissolution and delisting of the fund because it had been rendered obsolete by the DoRA. Since 2003/4 and in compliance with the DoRA, funds been transferred to the provinces in terms of the DoRA and the South African Housing Fund has been dormant. The legislative process to facilitate the dissolution of the housing fund, as well as that of other provincial funds, has been delayed. If the Minister consents to the dissolution of the funds, these amendments will form part of next years parliamentary process. Servcon Servcon Housing Solutions, established in 1995, resulted from a Record of Understanding between the then Department of Housing (representing government) and the Banking Council (representing participating banks). The company was established in terms of the Companies Act (Act 71 of 1973) with the mandate to provide exclusive management from 1 April1998 in respect of a documented ring-fenced portfolio of 33 310 properties. The portfolio comprised properties in possession (PIPs) and non-performing loans (NPLs) to the value of R1,277 billion for a period of eight years, from 1 April 1998 to 31 March 2006.
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In 2006 the shareholders, represented by the Banking Council and the Department of Housing, parted ways in terms of a Sale of Shares and Claims Agreement. During 2007 Servcon undertook to assist provinces through a programme of normalisation and regularisation. Servcon ceased operations in September 2009 and is currently in the process of final closure. The Managing Director of Servcon is accountable to the executive authority of the Department of Human Settlements. Social Housing Foundation The Social Housing Foundation (SHF) was established in 1996 as a section 21 company with the purpose to: Develop and build capacity for social housing institutions; and Develop a policy framework for the social housing sector. It has been providing knowledge management services, and communication and institutional support to the social housing sector. In addition, the SHF has been monitoring and evaluating the social housing sector. The Board of the SHF is accountable to the executive authority of the Department of Human Settlements. The SHF is currently being dissolved. National Urban Reconstruction and Housing Agency In 1995, the National Urban Reconstruction and Housing Agency (NURCHA) was established as a Presidential Lead Project by the South African government in partnership with the Open Society Institute. NURCHA is a section 21 company in terms of the Companies Act (Act 71 of 1973). It was established to ensure a flow of finance for the construction of low-income and affordable housing, community facilities and infrastructure. NURCHAs objectives are to: Maximise options for financing the construction of housing and related facilities and infrastructure; and Utilise provide loans to contribute to and support the emergence of new, successful, black-owned construction firms. The Board of NURCHA is accountable to the executive authority of the Department of Human Settlements. National Home Builder Registration Council The National Home Builder Registration Council (NHBRC) was established in terms of the Housing Consumer Protection Measures Act (Act 95 of 1998). The mandate of the NHBRC is to: Provide housing consumers with warranty protection against defects in new homes; and Provide protection against any failure of builders to comply with their obligations in terms of the Act. The NHBRC therefore provides an exclusive regulatory function in the home building environment.
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Since its inception, it has been striving to regulate and provide better services to consumers through: The registration of homebuilders; The enrolment of homes; and Home inspections. The institution continues to manage the housing consumers warranty fund. Training home builders (including emerging builders, unemployed persons, the youth, women and people with disabilities) remains a critical strategic and operational focus of the NHBRC. The Council of the NHBRC is accountable to the executive authority of the Department of Human Settlements. National Housing Finance Corporation The National Housing Finance Corporation (NHFC) was established after a Cabinet decision in May 1996 and as envisaged in the White Paper on Housing. The NHFC is a development finance institution and is mandated to make housing finance accessible and affordable to low- and middle-income households. It searches for new ways to mobilise finance for housing from sources outside the state and in partnership with a broad range of organisations. It also provides wholesale finance and acts as a fund and risk manager. The Board of the NHFC is accountable to the executive authority of the Department of Human Settlements. Thubelisha Homes Thubelisha Homes was established as a non-profit, special-purpose vehicle to create appropriate housing stock for rightsizing the Servcon Housing Solutions portfolio. Thubelisha Homes ceased operations in July 2009 and was put under voluntary liquidation on 29 March 2012. Rural Housing Loan Fund The Rural Housing Loan Fund (RHLF) is a development finance institution, established in August 1996 as a company not for gain. The RHLF is mandated to empower low-income households in rural areas to access housing credit. Operating as a wholesale lender, the company attains its mandate by providing loans to its target market through retail intermediaries. The Board of the NHFC is accountable to the executive authority of the Department of Human Settlements. Housing Development Agency The Housing Development Agency (HDA) was established in terms of the Housing Development Agency Act (Act 23 of 2008) and began operations in April 2009. The purpose of the agency is to identify, acquire, hold, develop and release state and privately owned land for residential and community purposes and for the creation of sustainable human settlements. The agency is required to facilitate land acquisition in a way that supplements the capacities of government across all spheres. It also provides project management expertise in human settlement projects and facilitates the development of projects through accelerated and innovative project packaging. Part of its role is to enhance the capacity of municipalities and provinces to deliver integrated, sustainable human settlements. The Board of the HDA is accountable to the executive authority of the Department of Human Settlements.
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Social Housing Regulatory Authority The Social Housing Regulatory Authority (SHRA) was established in terms of the Social Housing Act (Act 16 of 2008). The main object of SHRA is to regulate and support the social housing sector in order to accelerate the delivery of sustainable and financially viable social housing projects. It is responsible for the disbursement of institutional investment and capital grants to social housing institutions. The Council of the SHRA is accountable to the executive authority of the Department of Human Settlements.
Organisations to which transfer payments were made

The department transferred funds to the organisations listed in table 4. Table 4: Funds transferred Organisation 1 Provinces Human Settlements Development Grant Housing Disaster Relief Grant Accredited metros and cities Amount (R000) Remarks 14 941 516 To fund national and provincial housing programmes 180 000 6 266 998 To fund infrastructure development related to human settlements 462 Annual contribution 100 000 In terms of the finding legislation In terms of the finding legislation 19 305 226 169 49 500 In terms of the finding legislation 89 100 In terms of the finding legislation 21 873 050
3 4 5
Habitat Foundation National Urban Reconstruction and Housing Agency Social Housing Regulatory Authority Operational Capital Restructuring Grant Rural Housing Loan Fund Housing Development Agency Total
6 7
Publicprivate partnerships
No publicprivate partnership as contemplated in the Treasury Regulations is in place.
Corporate governance arrangements

Internal audit The Departments Internal Audit Directorate operates in accordance with the PFMA, Treasury Regulations and the approved Internal Audit Charter which defines the purpose, authority and responsibility of the unit. The unit also conducts its operations in accordance with the Standards for the Professional Practice of Internal Auditors issued by the Institute of Internal Auditors. The Internal Audit Unit focuses mainly on providing assurance and consultancy services to management whereas the Audit Committee focuses on matters pertaining to control systems, risk management and governance processes. In accordance with the requirements of IIAs Standards and Treasury Regulations, the unit, in consultation with stakeholders, developed a three-year rolling Strategic Plan that includes a one-year operational audit plan. The plan was approved by the Audit Committee. Reviews by the unit revealed control systems in the Department
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to be adequate. However, the effectiveness of those controls are cause for concern. Recommendations were made on weaknesses identified and management committed to the implementation of agreed action plans. The unit, through its Chief Audit Executive, reports functionally to the Audit Committee and administratively to the Accounting Officer. The Audit Committee continuously assesses the performance of the Internal Audit Directorate to determine its level of effectiveness and identifies areas in need of improvement. Audit committee The Departments Audit Committee operates in accordance with the requirements of the PFMA, and the Treasury Regulationsand their Terms of Reference (Audit Charter). These were reviewed and approved during the year under review. The committee comprises members appointed from outside the public service. During the period under review the committee met six times. The Accounting Officer and Management were represented at all six meetings. The Office of the Auditor-General and the Chairperson of the Risk Management Committee are always invited to these meetings. The committee has unrestricted access to both information and personnel of the Department. A 360 degree evaluation of the committees performance is done annually to assess its performance and measures are put in place to address any weaknesses identified. Risk Management Committee The Department has a fully functional Risk Management Committee. The committee operates in accordance with the approved Terms of Reference, and the Risk Management Policy and Framework which are updated every year. Its responsibility is to assist the Accounting Officer in: Addressing his oversight requirements of risk management; Evaluating and monitoring the institutions performance with regard to risk management; Formulating, promoting and reviewing the institutions Enterprise Risk Management objectives, strategy and policy; Monitoring processes at strategic management and operational levels. The Committee is composed of executive and non-executive members, including a representative from the Audit Committee. The Chairperson is a non-executive member. The committee is supported by the Risk Management Directorate. It meets every quarter basis to review processes and discuss critical issues in respect of risk management, fraud and corruption. These reviews and discussions are tabled before the Audit Committee. During the period under review the Risk Management Committee did not operate to the fullest extent owing to lack of participation from risk owners. This was discussed both in the Risk Management Committee and the Audit Committee and measures have been put in place to address this challenge. The committee held three meetings in the year under review. A strategic Information Technology Risk Assessment process was undertaken during which the Department identified, evaluated and allocated responsibility for managing and controlling the information technology risks faced by the department. Special investigations The Department has a Special Investigations Directorate. Its mandate is to prevent and detect corrupt activities and to ensure that corrupt practices in the sector are reduced.
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A whistle blowing policy protects all whistle blowers who expose corrupt and criminal activities. The directorate implemented an extensive Anti-Corruption Awareness Campaign, which focused on employees of the national Department, municipal employees, officials and councillors. Eighteen such awareness workshops were conducted during the year under review. In addition, the directorate monitors external cases under investigation by the Special Investigating Unit. In this respect the following was achieved: Fifty-nine low-income housing contracts were identified as in need of investigation. (Forty two investigations were completed and 17 are ongoing.) The total value of the 59 identified contracts amounts R4,179 billion. Fruitless and wasteful expenditure amounting to R27,9 million was uncovered in three investigations. Potential losses suffered by the Provincial Departments of Human Settlements amounting to R71,8 million were uncovered in five investigations. Potential recoveries amounting to R101,9 million were identified in respect of three investigations. Misconduct of Departmental officials was identified in eight investigations. These matters are mainly in relation to transgressions of the National Housing Act (Act 107 of 1997), the National Housing Code and the PFMA. Six syndicate matters were closed. In respect of Peoples Housing Process investigations undertaken in the Western Cape Province, 29 investigations were finalised out of 44 matters referred. In 2007, the Presidency published Proclamation R7, which mandated the Special Investigating Unit to investigate the red flags raised in respect of housing subsidies by the Auditor-General of South Africa. To give effect to the proclamation, the Department and Special Investigating Unit signed a Memorandum of Understanding (MOU) and a Service Level Agreement (SLA) in 2007 and 2009, respectively. The current MOU and SLA between the Department and the unit expired on 31 March 2012. The Department is reviewing the MOU and the SLA in relation to Proclamation R15 of 2012, the extension of Proclamation R7 which expired on 31 March 2012. Other matters A quarterly communication is forwarded to all senior managers on transaction related to third parties. Senior managers are requested to disclose existing relationships with third parties. This is in addition to the annual disclosure of interests that senior managers submit in terms of the Public Service Resolutions. The department has various policies in place to ensure that corporate governance arrangements are properly managed.
Discontinued activities/activities to be discontinued

The South African Housing Fund was delisted during 2004/05. The delisting became necessary because the fund had become dormant owing to the introduction of the Division of Revenue Act (DoRA) which requires funds for housing development to be transferred from the national vote to the provincial votes through the provincial treasuries. As a result of a MINMEC decision to dissolve all the funds, a legislative process is underway to:
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Amend the Housing Act in order to effect alignment among the Housing Act, the Public Finance Management Act and the Division of Revenue Act. Dissolve the Fund. The winding up of Thubelisha Homes, the Social Housing Foundation and Servcon has not been finalised.
New/proposed activities
Community Schemes Ombud Service The Community Schemes Ombud Service Act (Act 9 of 2011; CSOS Act), was promulgated on 11 June 2011 and provides for the establishment of the Community Schemes Ombud Service (CSOS) as a public entity. The functions of the CSOS are to: Develop and provide dispute resolution in terms of the CSOS Act; Provide training for conciliators, adjudicators and other employees of CSOS; Regulate, monitor and control the quality of schemes governance documentation; and Take custody of, preserve and provide public access, electronically or by other means, to schemes governance documentation. The appointment of the Selection Committee for the recommendation of board members is in progress.
Asset management
The Departments fixed asset register is on the LOGIS system. This system is supplemented by the e asset system which has a barcoding module that assists in managing the physical location of assets and facilitating physical verification. The Departments compliance with Asset Management Reform (AMR) project was delayed by capacity constraints. In order to achieve the AMR milestones a Draft Asset Management Strategy and an Amended Asset Management Policy were finalised and are ready for approval in the new financial year.
Inventories
Details of the inventories are reported in the financial statements disclosure notes.
Events after the reporting date

The department implemented a new organigram which was the outcome of the turnaround strategy process.
Information on predetermined objectives

The Department develops its Strategic and Performance Plans in accordance with the following prescripts: The Public Finance Management Act; Chapter 2 of the Treasury Regulations; Guidelines to the Accounting Officers; The Public Service Regulations, chapter 1, parts (iii) and (vii); and The Constitution (Act 108 of 1996),section 92, sub-sections 3(a) and (b), and section 133(3).
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The Departments performance is monitored quarterly and annually. Performance reports are submitted to the Accounting Officer and the executive authority. As part of the monitoring process the performance of various programmes and sub-programmes is analysed and evaluated quarterly and annually. These analyses and evaluations include: An assessment of the extent to which the submitted performance reports comply with the guidelines and approved formats and templates; A comparative analysis of the approved Departmental Strategic and Performance Plans and the Departmental Performance Reports; A comparative analysis of the Estimates of National Expenditure and the Departmental Annual Performance Report; and Verification of the validity, integrity and quality of the performance information as detailed in the Departmental Performance Reports. The analyses serve as the basis of regular advice to the Director-General on the implementation of the approved Departmental Strategic and Performance Plans and performance indicators stated in the Estimates of National Expenditure (ENE) 2010/11.
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Scopa resolutions
Table 5: Scopa resolutions Reference to previous audit report and Scopa resolutions 2005/06 Performance Audit Report
Topic
Resolution
Progress
Approval and alloca- In Report 76 of 6 September 2006 tion of housing subScopa resolved that: sidies at provincial housing departments. The practice of separation of duties had to be complied with and that only duly authorised senior management would be allowed to override subsidy applications.
Addressed and reported on in the previous years annual report.
The Department had to establish Addressed and reported an ID verification mechanism that on in the previous years would be linked to the Home Affairs annual report. database. The Department had to ensure that policy guidelines on the administration and awarding of subsidies were enforced. The Department had to report to Parliament on disciplinary action taken against employees who engaged in fraudulent and corrupt activities. The revision of the current National Housing Code was approved by the Minister. The Special Investigations Unit (SIU) now assists the provinces in investigating various cases of fraud. The SIU reports regularly to the Department on the number of case files opened. Addressed and reported on in the previous years annual report.
All missing applications had to be presented for audit purposes and that henceforth the archiving system would be in line with best practice. The National Department of Housing had toinstitute a comprehensive strategy of co-operation and integration with the provincial departments. The Department would submit a progress report to Parliament on the status of implementation of ministerial instructions.
Previous statements by the Minister were addressed and reported on in regular progress reports submitted to Parliament.
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Reference to previous audit report and Scopa resolutions 2008/09 Performance Audit Report
Topic Approval of housing subsidies to municipal employees and the administration of low-cost housing projects by certain provincial housing departments
Resolution In Report 27 of 18 November 2008 Scopa resolved that: Applicants had to submit adequate proof of income and upto-date payslips. Applicants had to submit supporting documentation in respect of spouses and dependents. Affidavits had to accompany application forms. The Department had to collaborate with the municipalities where applicants were employed with a view to instituting disciplinary action against municipal employees who made false affidavits, and appropriate legal action had to be considered.
Progress
Addressed and reported on in the previous years annual report. Addressed and reported on in the previous years annual report. Addressed and reported on in the previous years annual report. The SIU is assisting provincial departments in preparing files for disciplinary action in proven cases of fraud. The SIU reports regularly to the national and provincial departments on the number of case files opened. Addressed and reported on in the previous years annual report.
Measures had to be instituted to ensure the safekeeping of completed subsidy application forms.
Where properties had been allocat- Addressed and reported ed to individuals who should have on in the previous years been disqualified by reason of their annual report. household income, consideration had to be given to turn over those properties to qualifying applicants and that forensic investigations into corruption and collusion had to be conducted. Contracts with developers had to include retention and penalty clauses to ensure that contractors would forfeit payment for poor workmanship. Disciplinary action had to be taken against inspectors who stated on inspection certificates that top structures had been successfully completed by developers despite the general condition of the houses being poor and unsatisfactory. Their database had to be integrated with that of SARS to verify eligibility through PAYE information. Addressed and reported on in the previous years annual report.
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Prior modifications to audit reports

As part of the strategy to address issues raised by the Auditor-General during the previous financial year, the Department developed an action plan. The action plan was monitored and updated every month and submitted to National Treasury. Progress in this regard is summarised in table 6. Table 6: Prior modifications toaudit reports Nature of qualification, disclaimer, adverse opinion and matters of non-compliance 1. Treasury Regulations The Accounting Officer did not in all instances pay creditors within 30 days from receipt of invoice as required by Treasury Regulation 8.2.3. Financial year when matter first arose 2010/11 Progress made in clearing/resolving the matter In addition to the actions taken and reported on in the previous financial year the Department took further action, as follows: Letters were sent to service providers reminding them interalia to ensure that they receive an official order from the department before supplying goods or services. An invoice box was installed at the reception desk for after-hours deliveries. 2. Irregular expenditure Irregular expenditure to the amount of R12 100 000 was incurred because proper procurement processes and the Public Service Regulations had not been followed. 2010/2011 A request for condonation was submitted. Requests for quotations were amended to include the evaluation criteria. Checklists were amended so that a comprehensive check can be done before payments are made or an order is created. 2010/11 Mvula Trust and IDT, the programme managers, were requested to submit recovery plans. These plans were monitored very closely. The Department undertook a quantity survey study to determine where the challenges were and how to address them. The Department reduced the 2011/12 IDT scope of work by 7 098 units and negotiated with Mvula Trust to complete these by the end of the financial year. 2010/11 The database and the amortisation tables of all lease agreements were redesigned and recalculated.
3. Material underspending of the Rural Household Infrastructure Grant The Department underspent the budget for Programme 4, Subprogramme: Rural Household Infrastructure Development to the amount of R38 386 000 of the total budgeted amount of R100 000 000.
4. Restatement of prior year figures on lease commitments Figures in the financial statements for the period ending 31 March 2010 were restated because of an omission discovered during 2010/11.
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Exemptions and deviations received from National Treasury

No exemptions and deviations were received from National Treasury.
Interim financial statements

The Department submitted all Interim Financial Statements in terms of the relevant practice note.
Other material matters

There are no other material matters to report.
Approval
The Annual Financial Statements set out on pages 79 to 182 were approved by the Accounting Officer.
Mr T W Zulu DIRECTOR-GENERAL 31 May 2012
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REPORT OF THE AUDITOR-GENERAL TO PARLIAMENT ON VOTE 31: National Department of Human Settlements, for the year ended 31 March 2012
Report on the financial statements

Introduction I have audited the financial statements of the National Department of Human Settlements set out on pages 79 to 182, which comprise the appropriation statement, the statement of financial position as at 31 March 2012, and the statement of financial performance, statement of changes in net assets and cash-flow statement for the year then ended, and the notes, comprising a summary of significant accounting policies and other explanatory information. Responsibility of the Accounting Officer in terms of the financial statements The Accounting Officer is responsible for the preparation and presentation of these financial statements in accordance with the Departmental Financial Reporting Framework prescribed by National Treasury and the requirements of the Public Finance Management Act of South Africa, 1999 (Act 1 of 1999; PFMA and the Division of Revenue Act of South Africa, 2011 (Act 6 of 2011; DoRA), and for such internal control as the Accounting Officer deems necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Responsibility of the Auditor-General in terms of the financial statements My responsibility is to express an opinion on these financial statements based on my audit. I conducted my audit in accordance with the Public Audit Act of South Africa, 2004 (Act 25 of 2004; PAA), the General Notice issued in terms thereof and International Standards on Auditing. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditors judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entitys preparation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entitys internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.
Opinion of the Auditor-General
In my opinion, the financial statements present fairly, in all material respects, the financial position of the National Department of Human Settlements as at 31 March 2012, and its financial performance and cash flows for the year then ended, in accordance with the Departmental Financial Reporting Framework prescribed by the National Treasury and the requirements of the PFMA and DoRA. Emphasis of matters I draw attention to the matters below. My opinion is not modified in respect of these matters.
Restatement of corresponding figures
As disclosed in note 20 to the financial statements, Commitments, the corresponding figures for 31 March 2011 have been restated as a result of an error discovered during 201112 in the financial statements of the Department at, and for the year ended, 31 March 2011.
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As disclosed in note 19 to the financial statements, Contingent liabilities, the corresponding figures for 31 March 2011 have been restated as a result of an error discovered during 201112 in the financial statements of the Department at, and for the year ended, 31 March 2011. As disclosed in note 33 to the financial statements, Immovable tangible capital assets, the corresponding figures for 31 March 2011 have been restated as a result of an error discovered during 2011/12 in the financial statements of the Department at, and for the year ended, 31 March 2011.
Material underspending of the Rural Household Infrastructure Grant
As disclosed in the appropriation statement, the Department materially underspent the budget on Programme 4, Sub-programme: Rural Household Infrastructure Development, by R70 155 000 of a total allocation of R257 508 000. As a consequence, the Department did not achieve some of its objectives in respect of providing sanitation services to rural communities. Additional matters I draw attention to the matters below. My opinion is not modified in respect of these matters.
Unaudited supplementary schedules
The supplementary information set out on pages 166 to 177 does not form part of the financial statements and is presented as additional information. I have not audited these schedules and, accordingly, I do not express an opinion thereon.
Financial reporting framework
The financial reporting framework prescribed by National Treasury and applied by the Department is a compliance framework. The wording of my opinion on a compliance framework should reflect that the financial statements have been properly prepared in accordance with this framework. Section 20(2)(a) of the PAA, however, requires me to express an opinion on the fair presentation of the financial statements. The wording of my opinion therefore reflects this requirement. Report on other legal and regulatory requirements In accordance with the PAA and the General Notice issued in terms thereof, I report the following findings relevant to performance against predetermined objectives, compliance with laws and regulations and internal control, but not for the purpose of expressing an opinion. Predetermined objectives I performed procedures to obtain evidence about the usefulness and reliability of the information in the report of information on predetermined objectives as set out on pages 15 to 78 of the annual report. The reported performance against predetermined objectives was evaluated against the overall criteria of usefulness and reliability. The usefulness of information in the annual performance report relates to whether it is presented in accordance with National Treasurys annual reporting principles and whether the reported performance is consistent with the planned development priorities or objectives. The usefulness of information further relates to whether indicators and targets are measurable (i.e. well defined, verifiable, specific, measurable and time bound) and relevant as required by National Treasurys Framework for Managing Programme Performance Information (FMPPI). The reliability of the information in respect of the selected programmes is assessed to determine whether it adequately reflects the facts (i.e. whether it is valid, accurate and complete).
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The material findings are as follows:

Usefulness of information Measurability Performance indicators not well defined
The FMPPI requires indicators and measures to have clear, unambiguous data definitions so that data can be collected consistently and is easy to understand and use. A total of 22% of the indicators relevant to Programme 2: Housing Policy, Research and Monitoring, Programme 3: Housing Planning and Delivery Support and Programme 4: Housing Development Finance was not well defined in that clear, unambiguous data definitions were not available to allow for data to be collected consistently. This was due to the requirements of the FMPPI not being correctly applied due to a misinterpretation of the requirements.
Performance targets not specific
The FMPPI requires performance targets to be specific in clearly identifying the nature and required level of performance. A total of 27% of the targets relevant to Programme 2: Housing Policy, Research and Monitoring, Programme 3: Housing Planning and Delivery Support and Programme 4: Housing Development Finance was not specific in clearly identifying the nature and the required level of performance. This was due to the requirements of the FMPPI not being correctly applied due to a misinterpretation of the requirements.
Performance targets not measurable
The FMPPI requires performance targets to be measurable. The required performance could not be measured for a total of 28% of the targets relevant to Programme 2: Housing Policy, Research and Monitoring, Programme 3: Housing Planning and Delivery Support and Programme 4: Housing Development Finance. This was due to the requirements of the FMPPI not being correctly applied due to a misinterpretation of the requirements.
Additional matter
In addition to the above material findings, I draw attention to the matter below.
Achievement of planned targets
Of the total number of 172 planned targets, 39 were not achieved during the year under review. This means that 23% of the total number of planned targets was not achieved during the year under review.
Compliance with laws and regulations
I performed procedures to obtain evidence that the entity has complied with applicable laws and regulations on financial matters, financial management and other related matters. My findings on material non-compliance with specific matters in key applicable laws and regulations, as set out in the General Notice issued in terms of the PAA, are set out below.
Annual financial statements, performance report and annual report
The financial statements submitted for auditing were not prepared in accordance with the prescribed financial reporting framework and were not supported by full and proper records, as required by section 40(1)(b) of the PFMA. Material misstatements of disclosure items identified by the auditors in the submitted financial statements were subsequently corrected, resulting in the financial statements receiving an unqualified audit opinion.
Procurement and contract management
The evaluation criteria, system to be used in awarding preference points for procurement and maximum points to be awarded for historically disadvantaged individuals were not specified in bidding documents, as required by section 7 of the Preferential Procurement Policy Framework Act of South Africa, 2000 (Act 5 of 2000).
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Expenditure management
The Accounting Officer did not take effective steps to prevent irregular, as well as fruitless and wasteful expenditure, as required by section 38(1)(c)(ii) of the PFMA and Treasury Regulation 9.1.1. Contractual obligations and money owed by the Department were not settled within 30 days or an agreed period, as required by section 38(1)(f) of the PFMA and Treasury Regulation 8.2.3.
Human resource management and compensation
A human resource plan was not in place, as required by Public Service Regulation 1/III/B.2(d). Persons in charge at pay points did not always certify that the employees receiving payment were entitled there to, as required by Treasury Regulation 8.3.4. Employees were appointed without following a proper process to verify the claims made in their applications, in contravention of Public Service Regulation 1/VII/D.8.
Asset management
Proper control systems to safeguard and maintain assets had not been implemented, as required by section 38(1)(d) of the PFMA and Treasury Regulation 10.1.1(a).
Internal control
I considered internal control relevant to my audit of the financial statements, report of information on predetermined objectives and compliance with laws and regulations. The matters reported below under the fundamentals of internal control are limited to the significant deficiencies that resulted in the findings on the report of information on predetermined objectives and the findings on compliance with laws and regulations included in this report.
Leadership
The Accounting Officer did not exercise adequate oversight responsibility regarding financial and performance reporting, compliance with laws and regulations, and related internal controls.
Financial and performance management
Management did not prepare regular, accurate and complete financial and performance reports that were supported and evidenced by reliable information. Management did not review and monitor compliance with laws and regulations.
Other reports
Investigations Investigations were conducted as a consequence of alleged financial misconduct by a senior management member regarding non-compliance with sections 66 and 70 of the PFMA. The Public Protector is currently conducting an investigation into alleged financial misconduct by the Accounting Officer of the Department.
Auditor-General
31 July 2012
102
Appropriation per programme 2011/12 2010/11 Virement R000 Variance R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage Final of final appro- appropriation priation % R000 Actual expenditure R000 Adjusted appropriation R000 Shifting of funds R000
APPROPRIATION STATEMENT
1. Programme 1: Administration 228 162 (220) (11 000) 216 942 165 569 51 373 76,3 90 37,8 66,7 5 3 177 4 54 559 45 1 930 8 167 552 50 5 107 12 222 111 (11 000) 218 2 50 4 889 10 233 111 205 405 5 15 697 81 221 188 180 159 5 8 340 73 188 577
Current payment
Transfers and subsidies
Payment for capital assets
Payment for financial assets
Sub-total
2. Programme 2: Housing Policy Research and Planning 38 650 (27) 38 623 32 629 315 10 32 954 805 14 39 442 13 14 792 39 442 5 994 490 4 6 488 39,1 71,4 84,5 42 559 216 1 096 43 871 31 903 204 529 32 636
Current payment
APPROPRIATION STATEMENT for the year ended 31 March 2012
Sub-total
3. Programme 3 Housing Planning and Delivery Support 157 223 (4 724) 3 340 1 374 10 4 621 33 167 195 011 5 000 5 000 157 499 7 961 34 541 10 200 011 146 196 7 961 33 185 8 187 350 11 303 1 356 2 12 661 92,8 100,0 96,1 80,0 116 213 9 855 81 006 122 207 196 100 958 9 837 47 460 120 158 375
Current payment
103
Sub-total
Appropriation per programme 2011/12 Adjusted appropriation R000 Virement R000 Variance R000 Shifting of funds R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Final appropriation R000 Actual expenditure R000 2010/11
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63 944 21 875 605 257 950 22 197 499 - 22 197 499 22 105 620 91 879 123 258 073 187 656 70 417 72,7 - 21 875 605 21 872 588 3 017 100,0 15 530 361 101 594 5 15 674 395 15 624 981 (123) 63 821 45 376 18 445 71,1 42 435 40 279 15 522 626 62 071 156 369 1 000 3 109 160 478 6 000 166 478 6 6 3 105 444 22 598 920 185 3 294 484 20 1 020 476 (211) 6 000 162 158 104 481 57 677 544 2 810 3 61 034 226 621 99,0 64,4 46,7 14,7 50,0 141 752 1 001 2 355 1 145 109 16 291 759 85 787 684 912 1 87 384 16 091 953
APPROPRIATION STATEMENT
4. Programme 4: Housing Development Finance
Current payment
Sub-total
5. Programme 5:Strategic Relations and Governance
Current payment
Sub-total
SUB-TOTAL 22 825 541 - 22 825 541
2011/12 Final appropriation Actual expenditure Final appropriation Actual expenditure 2010/11
TOTAL (brought forward)
Reconciliation with statement of financial performance
ADD 610 1 798 2 826
Departmental receipts
Aid assistance
Actual amounts per statement of financial performance (total revenue)
22 826 151
16 296 383
ADD 22 598 920 1 798 16 093 751
Aid assistance
Actual amounts per statement of financial performance (total expenditure)
105
106
Appropriation per economic classification 2011/12 Adjusted appropriation R000 Virement R000 605 197 408 32,6 364 318 251 306 113 012 69,0 274 120 242 748 31 372 88,6 240 095 307 518 751 Variance R000 302 267 341 532 549 56 22 786 (28 147) Shifting of funds R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Final appropriation R000 Actual expenditure R000 216 455 222 458 173 2010/11 21 388 514 487 091 1 000 4 671 3 360 8 031 8 020 1 000 462 487 091 484 074 3 017 538 11 21 388 514 21 388 514 100,0 99,4 46,2 99,9 15 175 563 353 793 1 000 11 082 15 175 563 346 192 684 10 917 288 643 11 029 235 724 11 753 235 1 189 289 832 219 677 3 870 28 70 155 7 883 207 75,8 32,9 11,9 177 940 21 103 2 705 108 559 10 383 370 10 22 825 541 32 42 22 825 541 24 22 598 920 18 226 621 57,1 99,0 209 16 291 759 199 16 091 953
Current payments
Compensation of employees
Goods and services
Interest and rent on land
Provinces and municipalities
Departmental agencies and accounts
Foreign governments and international organisations
Households
Payments for capital assets
Buildings and other fixed structures
Machinery and equipment
Software and other intangible assets
Payments for financial assets
Total
Statutory appropriation 2011/12 2010/11
Direct changes against the National/Provincial Revenue Fund Adjusted appropria- Shifting of tion funds R000 R000 Virement R000 Final appropriation R000 Actual expenditure R000
Variance Expenditure as percentage of final appropriation % Final appropriation R000
Actual expenditure R000
List all direct charges against the National/Provincial Revenue Fund
President and Deputy President salaries
Member of executive committee / parliamentary officers
Judges and magistrates salaries
Sector education and training authorities (SETAs) -
National Skills Fund
Total
107
108
2011/12 Adjusted appropriation R000 Shifting of funds R000 Virement R000 257 97 160 37,7 29 608 25 751 3 857 87,0 30 252 1 267 5 Variance R000 1 875 20 819 585 4 Final appropriation R000 27 733 257 Actual expenditure R000 Expenditure as percentage of final Final apappropriatio propriation % R000 Actual expenditure R000 2010/11 88 285 1 629 110 1 739 701 1 038 40,3 (861) (11 000) 76 424 54 448 21 976 71,2 73 379 5 1 749 50 70 571 5 545 45 83 376 50 3 003 10 2 108 50 3 111 12 (1 234) 82 142 67 784 45 1 132 8 14 358 5 1 979 4 82,5 90,0 36,4 66,7 77 253 12 681 26 65 643 7 210 24 28 768 233 111 (11 000) 28 768 222 111 17 586 167 552 11 182 54 559 61,0 75,40 24 521 221 188 23 126 188 577
Detail per sub-programme Programme 1: Administration
1.1 MINISTRY
Current payment
1.2 MANAGEMENT
Current payment
1.3 CORPORATE SERVICES
Current payment
1.4 OFFICE ACCOMMODATION
Current payment
Total
Economic classification 2011/12 Adjusted appropriation R000 Shifting of funds R000 Virement R000 (11 000) 231 128 103 55,40 134 689 89 255 45 434 66,30 82 022 76 186 5 836 92,90 77 998 127 126 281 Variance R000 (6 816) 6 590 6 88 838 139 099 225 Final appropriaActual tion expenditure R000 R000 Expenditure as percentFinal age of final appropriaActual appropriation tion expenditure % R000 R000 73 423 106 674 62 2010/11
Programme 1: Administration
Current payments
Goods and services
Transfers and subsidies to:
Universities and technikons
Public corporations and private enterprises 50 50 45 5 90,00 5 5
Non-profit institutions
Households
Gifts and donations
Payment for capital assets 4 779 218 4 997 1 907 3 090 38,2 13 407 8 169
Heritage assets
Specialised military assets
Biological assets 110 10 233 111 2 (11 000) 110 12 222 111 28 3 167 552 82 9 54 559 25,5 25,0 75,4 2 290 81 221 188 171 73 188 577
Land and subsoil assets
109
Total
Detail per sub-programme 2011/12 Adjusted appropriation R000 Virement R000 Variance R000 Shifting of funds R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Final appro- Actual expendipriation R000 ture R000 2010/11
110
2 266 55 5 5 1 4 20,0 5 60 15 45 25,0 (10) 2 256 1 949 307 86,4 2 574 45 2 367 28 10 140 116 7 123 95 28 77,2 (1 507) 8 633 7 529 1 104 87,2 9 398 190 338 7 458 189 113 11 240 52 1 53 (1 101) 10 139 7 080 38 3 059 15 71,7 69,8 11 784 138 7 648 37 15 004 569 39 442 9 2 591 17 595 569 9 39 442 16 071 167 9 32 954 1 524 402 6 488 29,3 100,0 83.6 91,3 18 803 26 575 43 871 14 430 15 351 32 636
Programme 2: Housing Policy Research and Planning
2.1 MANAGEMENT
Current payment
2.2 POLICY DEVELOPMENT
Current payment
2.3 RESEARCH
Current payment
2.4 MONITORING AND EVALUATION
Current payment
Total
Economic classification 2011/12 Adjusted appropriation R000 Virement R000 39 8 31 20,50 13 392 10 302 3 076 77,0 25 192 22 319 2 873 88,6 24 073 18 396 90 Variance R000 27 079 11 532 39 1 860 (1 887) Shifting of funds R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Final appropriation R000 Actual expenditure R000 19 890 11 988 25 2010/11
Programme 2: Housing Policy Research and Planning
Current payments
Goods and services
Public corporations and private enterprises
Households
Gifts and donations
Payment for capital assets 792 13 805 315 490 39,1 1 061 529
Heritage assets
Biological assets 39 442 14 14 39 442 10 32 954 4 6 488 71,4 83,6 35 43 871 32 636
111
Total
Detail per sub-programme 2011/12 Adjusted Shifting appropriation of funds R000 R000 Virement R000 141 123 18 87,2 1 597 1 264 333 79,1 5 007 227 2 Variance R000 3 079 141 (1 482) Final appropriation R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Actual expenditure R000 4 636 32 2 2010/11
112
20 930 (12 949) 260 2 2 1 260 19 7 981 6 233 1 748 241 1 7,3 50,0 78,1 7 055 116 5 563 15 13 248 53 30 2 164 15 412 83 14 380 55 1 032 28 66,3 93,3 16 444 191 590 11 573 191 27 13 717 113 2 073 140 15 790 253 14 702 146 1 088 107 57,7 93,1 14 262 377 118 11 573 79 117
Programme 3: Housing Planning and Delivery Support
3.1 MANAGEMENT
Current payment
3.2 PROGRAMME IMPLEMENTATION SUPPORT
Current payment
3.3 RENTAL HOUSING AND PEOPLES HOUSING PROCESS
Current payment
3.4 STAKEHOLDERMOBILISATION
Current payment
Detail per sub-programme 2011/12 Adjusted appropria- Shifting of tion R000 funds R000 Virement R000 1 1 361 152 209 42,1 100,0 7 961 7 961 100,0 32 072 30 627 1 445 95,5 18 167 9 664 650 Variance R000 19 577 4 621 361 1 3 340 12 495 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Final appropriation R000 Actual expenditure R000 17 633 9 646 185 2010/11
3.5 CAPACITY DEVELOPMENT
Current payment
3.6 PRIORITY PROJECTS FACILITATION 9 756 235 235 77 (4 800) 4 956 3971 985 158 32,8 80,1 5 135 98 276 28 -
Current payment
3.7 HUMAN SETTLEMENT PLANNING 10 870 204 2 15 (1 473) 9 397 219 2 8 809 180 1 588 39 1 82,2 50,0 93,7 9 749 225 2 7 916 52 1
Current payment
3.8 SANITATION SERVICES 66 046 31 800 195 011 (752) 1 189 5 5 000 5 000 70 294 32 989 5 200 011 66 210 32 433 5 187 350 4 084 556 12 661 94,2 98,3 100, 93,7 403 954 78 723 207 196 38 212 47 042 158 375
Current payment
113
Total
Economic classification 2011/12 Adjusted appropriation R000 Shifting of funds R000 Virement R000 5 000 139 33 106 23,7 89 021 80 842 8 179 90,8 68 339 65 321 3 018 95,6 61 156 54 893 164 Variance R000 (15 032) 10 277 31 83 371 73 744 108 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Final appropriation R000 Actual expenditure R000 57 326 43 602 30 2010/11
114
4 621 3 340 7 961 7 961 100,0 9 855 9 837 31 135 2 007 185 1 189 32 324 2 192 32 324 861 1 331 100,0 39,3 77 940 3 041 46 945 515 25 195 011 10 5 000 25 10 200 011 0 8 187 350 25 2 12 661 0 80,0 93,7 25 122 207 196 120 158 375
Current payments
Goods and services
Households
Gifts and donations
Heritage assets
Biological assets
Total
Detail per sub-programme 2011/12 Shifting Adjusted apof Final apActual propriation funds Virement propriation expenditure Variance R000 R000 R000 R000 R000 R000 Final appropriation R000 903 65,8 10 2 798 18 20 38 25 13 (20) 2 778 1 153 1 625 41,5 Expenditure as percentage of final appropriation % 2010/11 Actual expenditure R000 608 -
4.1 MANAGEMENT
Current payment
4.2 FINANCIAL AND FUNDS MANAGEMENT 51 057 319 103 422 (103) 50 954 38 158 220 12 796 202 52,1 74,9 33 976 1 005 559 5 33 233 871 429 5
Current payment
4.3 HOUSING EQUITY 10 089 105 10 089 105 6 065 58 4 024 47 55,2 60,1 7 556 1 025 6 438 28
Current payment
4.4 HUMAN SETTLEMENT DEVELOPMENT 14 941 516 - 14 941 516 14 941 516 100.0 15 041 763 15 041 763 -
Current payment
115
Detail per sub-programme 2011/12 2010/11
116
Adjusted appropriation R000 Virement R000 Variance R000 Shifting of funds R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Final appropriation R000 Actual expenditure R000 257 508 257 508 187 353 70 155 72.8 100,0 61 614 487 091 487 091 484 074 3 017 99,4 353 793 346 192 180 000 180 000 180 000 100,0 133 800 133 800 6 266 998 22 197 499 6 266 998 - 22 197 499 6 266 998 2 105 620 91 879 100,0 99,6 15 674 395 15 624 981
4.5 RURAL HOUSEHOLD INFRASTRUCTURE DEVELOPMENT
Current payment
4.6 CONTRIBUTIONS
Current payment
4.7 HOUSING DISASTER RELIEF GRANT
Current payment
4.8 URBAN SETTLEMENT DEVELOPMENT GRANT
Current payment
Total
Detail per sub-programme 2011/12 Adjusted appropriation R000 Virement R000 60 28 32 46,7 5 277 2 923 2 354 55,4 3 558 40 Variance R000 2 687 10 50 2 590 Shifting of funds R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final appropriation % Final appropriation R000 Actual expenditure R000 1 814 17 2010/11
5.1 MANAGEMENT
Current payment
5.2 MANAGEMENT INFORMATION SERVICES 67 512 834 73 907 112 20 20 14 6 795 (9 853) 57 659 17 630 40 029 30,6 70,0 12,3 43 748 1 1 008 27 577 491 -
Current payment
5.3 INTERGOVERNMENTAL AND INTERNATIONAL RELATIONS 18 475 130 5 40 2 605 21 080 170 5 19 874 77 2 1 206 93 3 45,3 40,0 94,3 14 710 210 6 993 51 -
Current payment
5.4 COMMUNICATION 34 438 1 753 5 000 6 000 45 438 1 753 36 968 123 8 470 1 630 70,0 81,4 33 164 661 20 787 244 -
Current payment
117
Detail per sub-programme 2011/12 Adjusted appropriation R000 Virement R000 129 17 112 13,2 11 554 7 800 3 754 67,5 17 231 189 Variance R000 15 226 107 22 (3 672) Shifting of funds R000 Final appropriation R000 Actual expenditure R000 Expenditure as percentage of final Actual appropriation Final appropri- expenditure % ation R000 R000 10 141 49 2010/11
118
11 114 247 247 110 137 44,5 2 620 13 734 12 025 1 709 87,6 22 724 197 12 692 41 6 917 28 1 1 28 499 7 416 7 261 17 1 155 11 60,7 100,0 97,9 6 617 1 5 783 1 509 1 1 000 1 000 462 538 46,2 1 000 684 160 478 6 000 166 478 105 444 61 034 63,3 145 109 87 384
5.5 HOUSING INSTITUTIONS
Current payment
5.6 STRATEGIC MANAGEMENT
Current payment
5.7 TRANSFORMATION
Current payment
5.8 CONTRIBUTION
Current payment
Total
Detail per sub-programme 2011/12 Shifting of funds R000 Virement R000 6 000 120 16 104 13,3 107 105 57 634 49 471 53,8 54 933 46 831 8 102 85,3 49 941 91 651 160 Variance R000 (3 332) 3 133 (12) Final appropriation R000 Actual expenditure R000 Final appropriation R000 Actual expenditure R000 39 282 46 470 35 Expenditure as percentage of final appropriation % 2010/11
Adjusted Programme 5: Strategic Relations and Governance appropriation R000 58 265 97 972 132
Current payments
Goods and services
Transfers and subsidies to: 1 000 20 20 14 1 000 462 538 6 70,0 46,2 1 000 1 684 -
Households
Gifts and donations
Payment for capital assets 3 009 100 160 478 6 185 6 000 3 194 100 6 166 478 484 3 105 444 2 710 100 3 61 034 15,2 0 50,0 63,3 2 219 136 1 145 109 832 80 1 87 384
Heritage assets
Biological assets
119
Total
NOTES TO THE APPROPRIATION STATEMENT for the year ended 31 March 2012
Notes to the approprIatIon statement

Detail of transfers and subsidies under the Appropriation Act (Act 11 of 2011)(after virement)
Detail of these transactions is disclosed in the note on transfers and subsidies, the disclosure notes and in annexure 1 (A to H) of the annual financial statements.
Detail of specifically and exclusively appropriated amounts voted (after virement)

Detail of these transactions is disclosed in note 1 (annual appropriation) to the annual financial statements.
Detail on payments for financial assets

Detail of these transactions is disclosed per programme in the note on payments for financial assets.
Explanations of material variances from voted amounts (after virement)

Programme 1: Administration 2: Housing Policy Research and Planning 3: Housing Planning and Delivery Support 4: Housing Development Finance 5: Strategic Relations and Governance Total Programme 1: Administration The total adjusted budget of Programme 1 amounted to R222,1 million of which R166,2 million was spent. The variance of R55,8 million can be attributed to the following: The Special Investigations Unit (SIU) only managed to spend R25,8 million of an original allocation of R56,1 million which was adjusted to R44,7 million due to late invoicing by the SIU. The Chief Directorate Internal Audit, Risk Management and Special Investigation indicated a saving of R18,9 million but only R11,3 million of the saving could be utilised. Funds provided for the leasing of additional office accommodation could not be utilised due to a delay in refurbishment of the offices by the owners. This also resulted in funds provided for leasing, cabling of offices, moving of staff and acquisition of furniture not being utilised. The moratorium on the filling of non-critical posts pending the outcome of the turnaround strategy resulted in underspending, not only on the compensation budget but also on employee-related costs. Voted funds after virement R000 222 111 39 442 200 011 22 197499 166 478 22 825 541 Actual expenditure R000 167 552 32 954 187 350 22 105 620 105 444 22 598 920 Variance R000 54 559 6 488 12 661 91 879 61 034 226 621 % 24,56 16,45 6,33 0,41 36,66 0,99
120
Programme 2: Housing Policy Research and Planning Underspending in Programme 2 mainly resulted from the non-filling of vacancies due to the moratorium on the filling of non-critical vacancies. A further contributing factor wasthe non-completion of a research project on the development of a national framework for assessing the sustainability of human settlements. Programme 3: Housing Planning and Delivery Support Underspending in Programme 3 resulted from the moratorium on the filling of non-critical vacancies. Programme 4: Housing Development Finance The total budget of Programme 4 amounted to R22,2 billion, of which R22,1 billion was spent. The variance of R91,5 million can be attributed to the following: The Rural Household Infrastructure Grant spent R187,3 million of R257,5 million leaving a balance of R70,2 million. This underspending occurred because the building of toilets in the year under review was delayed. (The service providers, who were only appointed in October of the financial year 2010/11, had to finish work from the 2010/11 financial year in the beginning of 2011/12 financial year, which delayed the building of toilets for the 2011/12 financial year.) Other issues that delayed the project included resistance to the implementation model by some municipalities, the non-availability of building material and difficult ground conditions. R3 million provided for the closure of the Social Housing Foundation was not required. Underspending on compensation of employees occurred because of the moratorium on the filling of non-critical posts and late appointments to critical positions in the latter part of the financial year. Programme 5: Strategic Relations and Governance The total budget of Programme 5 amounted to R166,4 million of which R105,4 million was spent. The variance of R61 million was mainly due to underspending as a result of the delay in payments to be made for infrastructure, architectural enhancement and support services for the HSS, and the projected expenditure on communication. The moratorium on the filling of non-critical posts also contributed to underspending. The delay in the procurement of computer services is estimated to have resulted in underspending of R32 million. The installation of the virtual private network (VPN) which would have cost about R4 million was delayed due to non-occupation of additional office space and only R8,2 million of an adjusted allocation of R43 million for computer services was spent.
121
Per economic classification Current payments Compensation to employees Goods and services Interest and rent on land Financial transactions in assets and liabilities Transfers and subsidies Provinces and municipalities Departmental agencies and accounts Universities and technikons Foreign governments and international organisations Public corporations and private enterprises Non-profit institutions Households Gifts and donations Payment on capital assets Buildings and other fixed structures Machinery and equipment Biological or cultivated assets Software and other intangible assets Land and subsoil assets Payments for financial assets Total
Voted funds after virement R000 274 120 364 318 605 -
Actual expenditure R`000 242 748 251 306 197 -
Variance R`000 31 372 113 012 408 % 11 31 67 0
21 388 514 487 091 1 000 8 031 -
21 388 514 484 074 462 8 020 -
3 017 538 11 -
0 1 0 54 0 0 0 0
289 832 11 753 235 42 22 825 541
219 677 3 870 28 24 22 598 920
70 155 7 883 207 18 226 621
24 67 0 88 0 43 0,99
122
Compensation to employees
The underspending can be attributed to the moratorium on the filling of non-critical positions pending the outcome of the turnaround strategy. This resulted in underexpenditure not only on the compensation budget but also on employee-related costs.
Goods and services
The Special Investigations Unit (SIU) only managed to spend R25,8 million of an original allocation of R56,1 million which was adjusted to R44,7 million due to late invoicing by the SIU. The Chief Directorate Internal Audit, Risk Management and Special Investigation indicated a saving of R18,9 million but only R11,3 million of the saving could be utilised. Funds provided for the leasing of additional office accommodation could not be utilised due to a delay in refurbishment of the offices by the owners. This also resulted in funds provided for leasing, cabling of offices, moving of staff and acquisition of furniture not being utilised. Underspending can also be attributed to a delay in payments to be made for infrastructure, architectural enhancement and support services for the HSS, and the projected expenditure on communication. The delay in the procurement of computer services is estimated to have resulted in underspending of R32 million. The installation of the virtual private network (VPN) which would have cost about R4 million was delayed due to non-occupation of additional office space and only R8,2 million of an adjusted allocation of R43 million for computer services was spent. The moratorium on the filling of non-critical posts pending the outcome of the turnaround strategy resulted in underspending, not only on the compensation budget but also on employee-related costs.
Three million rand provided for the closure of the Social Housing Foundation was not required.
The Rural Household Infrastructure Grant spent R187,3 million of R257,5 million leaving a balance of R70,2 million. This underspending occurred because the building of toilets in the year under review was delayed. (The service providers, who were only appointed in October of the financial year 2010/11, had to finish work from the 2010/11 financial year in the beginning of 2011/12 financial year, which delayed the building of toilets for the 2011/12 financial year.) Other issues that delayed the project included resistance to the implementation model by some municipalities, the non-availability of building material and difficult ground conditions.
123
STATEMENT OF FINANCIAL PERFORMANCE for the year ended 31 March 2012
Note REVENUE Annual appropriation Departmental revenue Aid assistance TOTAL REVENUE EXPENDITURE Current expenditure Compensation of employees Goods and services Interest and rent on land Aid assistance Total current expenditure Transfers and subsidies Transfers and subsidies Total transfers and subsidies Expenditure for capital assets Tangible capital assets Software and other intangible assets Total expenditure for capital assets Payments for financial assets TOTAL EXPENDITURE SURPLUS/(DEFICIT) FOR THE YEAR Reconciliation of net surplus/(deficit) for the year Voted funds Departmental revenue and NRF receipts SURPLUS/(DEFICIT) FOR THE YEAR 14 15 226 621 610 227 231 199 806 2 826 202 632 7 9 9 223 547 28 223 575 24 22 598 920 227 231 118 942 370 119 312 199 16 093 751 202 632 8 21 881 070 21 881 070 15 533 357 15 533 357 4 5 6 3 242 748 251 306 197 494 251 216 455 222 457 173 1 798 440 883 1 2 3 22 825 541 610 22 826 151 16 291 759 2 826 1 798 16 296 383 2011/12 R000 2010/11 R000
124
STATEMENT OF FINANCIAL PERFORMANCE for the year ended 31 March 2012
Note ASSETS Current assets Cash and cash equivalents Prepayments and advances Receivables Non-current assets Investments TOTAL ASSETS LIABILITIES Current liabilities Voted funds to be surrendered to the Revenue Fund Departmental revenue and NRF receipts to be surrendered to the Revenue Fund Payables Non-current liabilities TOTAL LIABILITIES NET ASSETS Represented by: Capitalisation reserve Recoverable revenue TOTAL 880 604 172 880 776 880 604 144 880 748 226 719 880 776 200 049 880 748 14 15 16 226 719 226 621 12 86 200 049 199 805 49 195 13 10 11 12 226 891 219 801 5 319 1 771 880 604 880 604 1 107 495 200 193 201 710 520 (2 037) 880 604 880 604 1 080 797 2011/12 R000 2010/11 R000
125
STATEMENT OF CHANGES IN NET ASSETS for the year ended 31 March 2012
Note
2011/12 R000
2010/11 R000
Capitalisation reserves Opening balance Closing balance Recoverable revenue Opening balance Transfers: Debts recovered (included in Departmental receipts) Closing balance TOTAL 144 28 28 172 880 776 212 (68) (68) 144 880 748 13 880 604 880 604 880 604 880 604
126
CASH FLOW STATEMENT for the year ended 31 March 2012
Note CASH FLOWS FROM OPERATING ACTIVITIES Receipts Annual appropriated funds received Departmental revenuereceived Aid assistance Net (increase)/decrease in working capital Surrendered to Revenue Fund Surrendered to RDP Fund/Donor Current payments Payments for financial assets Transfers and subsidies paid Net cash flow available from operating activities CASH FLOWS FROM INVESTMENT ACTIVITIES Payments for capital assets Net cash flows from investment activities CASH FLOWS FROM FINANCING ACTIVITIES Increase/(decrease) in net assets Net cash flows from financing activities Net increase/(decrease) in cash and cash equivalents Cash and cash equivalents at beginning of period Cash and cash equivalents at end of period 28 9 27 1.1 2 3
2011/12 R000 22 826 151 22 825 541 610 8 716 (200 452) (494 256) (24) (21 881 070) 241 638
2010/11 R000 16 296 382 16 291 758 2 826 1 798 6 437 (237 252) (440 883) (199) (15 533 357) 91 128
(223 575) (223 575)
(119 312) (119 312)
28 28 18 091 201 710 219 801
(68) (68) (28 252) 229 962 201 710
127
ACCOUNTING POLICIES for the year ended 31 March 2012
AccountIng polIcIes
The financial statements were prepared in accordance with the following policies, which were applied consistently in all material aspects, unless otherwise indicated. However, where appropriate and meaningful, additional information was disclosed to enhance the usefulness of the financial statements and to comply with the statutory requirements of the Public Finance Management Act(Act 1 of 19990 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the Act and the Division of Revenue Act (Act 1 of 2010).
1. Presentation of the financial statements

1.1 Basis of preparation The financial statements were prepared on a modified cash basis of accounting, except where stated otherwise. The modified cash basis constitutes the cash basis of accounting supplemented with additional disclosure items. Under the cash basis of accounting transactions and other events are recognised when cash is received or paid. 1.2 Presentation currency All amounts are presented in the currency of the South African Rand (R) which is also the functional currency of the Department. 1.3 Rounding Unless stated otherwise, all financial figures were rounded to the nearest one thousand rand (R000). 1.4 Comparative figures Prior period comparative information is presented in the current years financial statements. Where necessary, figures included in the prior period financial statements were reclassified to ensure that the format in which the information is presented is consistent with the format of the current years financial statements. 1.5 Comparative figures appropriation statement A comparison between actual amounts and final appropriation per major classification of expenditure is included in the appropriation statement.
2. Revenue
2.1 Appropriated funds Appropriated funds comprise departmental allocations as well as direct charges against the Revenue Fund (i.e. statutory appropriation). Appropriated funds are recognised in the financial records on the date the appropriation became effective. Adjustments made in terms of the adjustment budget process are recognised in the financial records on the date the adjustments became effective. Unexpended appropriated funds are surrendered to the National/Provincial Revenue Fund. Any amounts owing to the National/Provincial Revenue Fund at the end of the financial year are recognised as payable in the statement of financial position.
128
Any amount due from the National/Provincial Revenue Fund at the end of the financial year is recognised as receivable in the statement of financial position. 2.2 Departmental revenue All Departmental revenue is recognised in the statement of financial performance when received and is subsequently paid into the National/Provincial Revenue Fund, unless stated otherwise. Any amount owing to the National/Provincial Revenue Fund at the end if the financial year is recognised as payable in the statement of financial position. No accrual is made for amounts receivable from the last receipt date to the end of the reporting period. These amounts are however disclosed in the disclosure notes to the annual financial statements. 2.3 Direct exchequer receipts All direct exchequer receipts are recognised in the statement of financial performance when the cash was received and was subsequently paid into the National/Provincial Revenue Fund, unless stated otherwise. Any amount owing to the National/Provincial Revenue Funds at the end of the financial year is recognised as a payable in the statement of financial position. 2.4 Direct exchequer payments All direct exchequer payments are recognised in the statement of financial performance when final authorisation for payment was effected on the system (no later than 31 March of each year). 2.5 Aid assistance Aid assistance is recognised as revenue when received. All in-kind aid assistance is disclosed at fair value on the date of receipt in the annexures to the annual financial statements. The cash payments made during the year relating to aid assistance projects are recognised as expenditure in the statement of financial performance when final authorisation for payments was effected on the system (no later than 31 March of each year) The value of the assistance expensed prior to the receipt of funds is recognised as receivable in the statement of financial position. Inappropriately expensed amounts using aid assistance and any unutilised amounts are recognised as payables in the statement of financial position. All CARA funds received must be recorded as revenue when the funds are received. Cash payments made during the year to CARA earmarked projects are recognised as expenditure in the statement of financial performance when final authorisation for payments was effected on the system (no later then 31 March of each year). Inappropriately expensed amounts using CARA funds are recognised as payables in the statement of financial position. Any unutilised amounts are transferred to retained funds as they are not surrendered to the Revenue Fund.
129
3. Expenditure
3.1 Compensation of employees
3.1.1 Salaries and wages
Salaries and wages are expensed in the statement of financial performance when the final authorisation for payment was effected on the system (no later than 31 March of each year). Other employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements at their face value and are not recognised in the statement of financial performance or position. Employee costs are capitalised to the cost of a capital project when an employee spends more than 50% of his/her time on the project. These payments form part of expenditure for capital assets in the statement of financial performance.
3.1.2 Social contributions
Employer contributions to post-employment benefit plans in respect of current employees are expensed in the statement of financial performance when the final authorisation for payment was effected on the system (no later than 31 March of each year). No provision is made for retirement benefits in the financial statements of the department. Any potential liabilities are disclosed in the financial statements of the National Revenue Fund and not in the financial statements of the employer department. Employer contributions made by the Department for certain of its former employees (such as medical benefits) are classified as transfers to households in the statement of financial performance. 3.2 Goods and services Payments made during the year for goods and/or services are recognised as an expense in the statement of financial performance when the final authorisation for payment was effected on the system (no later than 31 March of each year). The expense is classified as capital if the goods and/or services were acquired for a capital project or if the total purchase price exceeded the capitalisation threshold (currently R5 000). All other expenditures are classified as current. Rent paid for the use of buildings or other fixed structures is classified as goods and services and not as rent on land. 3.3 Interest and rent on land Interest and rental payments are recognised as an expense in the statement of financial performance when the final authorisation for payment was effected on the system (by no later than 31 March of each year). This item excludes rental for the usage of buildings or other fixed structures. If it is not possible to distinguish between payment for the usage of land and the fixed structures on it, the whole amount should be recorded under goods and services. 3.4 Payments for financial assets Debts are written off when identified as irrecoverable. Debts written off are limited to the amount of savings and/or underspending of appropriated funds. The write-off occurs at year-end or when funds are available.
130
No provision is made for irrecoverable amounts but an estimate is included in the disclosure notes to the financial statements. All other losses are recognised when authorisation has been granted for the recognition thereof. 3.5 Transfers and subsidies Transfers and subsidies are recognised as an expense when the final authorisation for payment was effected on the system (no later than 31 March of each year). 3.6 Unauthorised expenditure When confirmed, unauthorised expenditure is recognised as an asset in the statement of financial position until such time as the expenditure is either approved by the relevant authority, recovered from the responsible person or written off as irrecoverable in the statement of financial performance. Unauthorised expenditure approved with funding is derecognised from the statement of financial position when the unauthorised expenditure is approved and the related funds are received. Where the amount is approved without funding it is recognised as expenditure in the statement of financial performance on the date of approval. 3.7 Fruitless and wasteful expenditure Fruitless and wasteful expenditure is recognised as expenditure in the statement of financial performance according to the nature of the payment and not as a separate line item on the face of the statement. If the expenditure is recoverable it is treated as an asset until it is recovered from the responsible person or written off as irrecoverable in the statement of financial performance. 3.8 Irregular expenditure Irregular expenditure is recognised as expenditure in the statement of financial performance. If the expenditure is not condoned by the relevant authority it is treated as an asset until it is recovered or written off as irrecoverable.
4. Assets
4.1 Cash and cash equivalents Cash and cash equivalents are carried in the statement of financial position at cost. Bank overdrafts are shown separately on the face of the statement of financial position. For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments, and bank overdrafts. 4.2 Other financial assets Other financial assets are carried in the statement of financial position at cost. 4.3 Prepayments and advances Amounts prepaid or advanced are recognised in the statement of financial position when the payments are made and are derecognised as and when the goods/services are received or the funds are utilised. Prepayments and advances outstanding at the end of the year are carried in the statement of financial position at cost.
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4.4 Receivables Receivables included in the statement of financial position arise from cash payments made that are recoverable from another party (including departmental employees) and are derecognised upon recovery or write-off. Receivables outstanding at year-end are carried in the statement of financial position at cost plus accrued interest. Amounts that are potentially irrecoverable are included in the disclosure notes. 4.5 Investments Capitalised investments are shown at cost in the statement of financial position. Investments are tested for an impairment loss whenever events or changes in circumstances indicate that the investment may be impaired. Any impairment loss is included in the disclosure notes. 4.6 Loans Loans are recognised in the statement of financial position when the cash is paid to the beneficiary. Loans that are outstanding at year-end are carried in the statement of financial position at cost plus accrued interest. Amounts that are potentially irrecoverable are included in the disclosure notes. 4.7 Inventory Inventories that qualify for recognition must initially be reflected at cost. Where inventories are acquired at no cost, or for nominal consideration, their cost shall be their fair value at the date of acquisition. All inventory items at year-end are reflected using the weighted average cost or FIFO cost formula. 4.8 Capital assets
4.8.1 Movable assets 4.8.1.1 Initial recognition
A capital asset is recorded in the asset register at cost on receipt of the item. The cost of an asset is defined as the total cost of acquisition. Where the cost cannot be determined accurately, the movable capital asset is stated at fair value. Where fair value cannot be determined, the capital asset is included in the asset register at R1. All assets acquired prior to 1 April 2002 are included in the register at R1.
4.8.1.2 Subsequent recognition
Subsequent expenditure of a capital nature is recorded in the statement of financial performance as expenditure for capital assets and is capitalised in the asset register of the department on completion of the project. Repairs and maintenance is expensed as current goods and services in the statement of financial performance.
4.8.2 Immovable assets 4.8.2.1 Initial recognition
A capital asset is recorded at cost on receipt of the item. The cost of an asset is defined as the total cost of acquisition. Where the cost cannot be determined accurately, the immovable capital asset is stated at R1 unless the fair value for the asset has been reliably estimated.
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4.8.2.2 Subsequent recognition
Work in progress of a capital nature is recorded in the statement of financial performance as expenditure for capital assets. On completion, the total cost of the project is included in the asset register of the department that is accountable for the asset. Repairs and maintenance are expensed as current goods and services in the statement of financial performance.
4.8.3 Intangible assets 4.8.3.1 Initial recognition
An intangible asset is recorded in the asset register at cost on receipt of the item. The cost of an intangible asset is defined as the total cost of acquisition. Where the cost cannot be determined accurately, the intangible asset is stated at fair value. Where fair value cannot be determined, the intangible asset is included in the asset register at R1. All intangible assets acquired prior to 1 April 2002 can be included in the asset register at R1.
4.8.3.2 Subsequent expenditure
Subsequent expenditure of a capital nature is recorded in the statement of financial performance as expenditure for capital asset and is capitalised in the asset register of the Department. Maintenance is expensed as current goods and services in the statement of financial performance.
5. Liabilities
5.1 Payables Recognised payables mainly comprise amounts owing to other government entities. These payables are carried at cost in the statement of financial position. 5.2 Contingent liabilities Contingent liabilities are included in the disclosure notes to the financial statements when it is possible that economic benefits will flow from the Department, or when an outflow of economic benefits or service potential is probable but cannot be measured reliably. 5.3 Contingent assets Contingent assets are included in the disclosure notes to the financial statements when it is probable that an inflow of economic benefits will flow to the entity. 5.4 Commitments Commitments are not recognised in the statement of financial position as a liability or as an expenditure in the statement of financial performance but are included in the disclosure notes. 5.5 Accruals Accruals are not recognised in the statement of financial position as a liability or as an expenditure in the statement of financial performance but are included in the disclosure notes.
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5.6 Employee benefits Short-term employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements. These amounts are not recognised in the statement of financial performance or in the statement of financial position. 5.7 Lease commitments
5.7.1 Finance lease
Finance leases are not recognised as assets and liabilities in the statement of financial position. Finance lease payments are recognised as an expense in the statement of financial performance and are apportioned between the capital and interest portions. The finance lease liability is disclosed in the disclosure notes to the financial statements.
5.7.2 Operating lease
Operating lease payments are recognised as an expense in the statement of financial performance. Operating lease commitments are disclosed in the disclosure notes to the financial statements. 5.8 Impairment The Department tests for impairment where there is an indication that a receivable, loan or investment may be impaired. An assessment of whether there is an indication of possible impairment is done at each reporting date. An estimate is made for doubtful loans and receivables based on a review of all outstanding amounts at year-end. Impairments on investments are calculated as the difference between the carrying amount and the present value of the expected future cash flows/service potential flowing from the instrument. 5.9 Provisions Provisions are disclosed when there is a present legal or constructive obligation to forfeit economic benefit as a result of events in the past and it is probable that an outflow of resources embodying economic benefit will be required to settle the obligation and a reliable estimate of the obligation can be made.
6. Receivables for departmental revenue

Receivables for departmental revenue are disclosed in the disclosure notes to the annual financial statements.
7. Net Assets
7.1 Capitalisation reserve The capitalisation reserve comprises financial assets and/or liabilities originating in a prior reporting period but which are recognised in the statement of financial position for the first time in the current reporting period. Amounts are recognised in the capitalisation reserves when identified in the current period and are transferred to the National/Provincial Revenue Fund when the underlying asset is disposed and the related funds are received. 7.2 Recoverable revenue Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the National/Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written off.
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8. Related party transactions

Specific information with regard to related party transactions is included in the disclosure notes to the financial statements.
9. Key management personnel

Compensation paid to key management personnel, including their family members where relevant, is included in the disclosure notes to the financial statements.
10. Publicprivate partnerships

A description of the PPP arrangement, the contract fees and current and capital expenditure relating to the PPP arrangement are included in the disclosure notes to the financial statements.
135
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2012
1. Annual appropriation
Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for national departments (voted funds) and provincial departments. 2011/12 Programmes Final appropriation R000 Actual funds received R000 Funds not requested/not received R000 2010/11 Appropriation received R000
Administration Housing Policy, Research and Monitoring Housing Planning and Delivery Support Housing Development Finance Strategic Relations and Governance
222 111 39 442 200 011 22 197 499 166 478
233 111 39 442 195 011 22 197 499 160 478
(11 000) 5 000 6 000
211 997 47 686 225 221 15 649 194 157 660
Total 22 825 541
22 825 541
16 291 758
Explanation for funds not requested/not received Funds for April 2011 and December 2011 were revised by National Treasury after the Department had already received the funds resulting in over-or under-requesting during those periods. However, these were later corrected to be in line with revised drawings received.
136
2. Departmental revenue
Note Tax revenue Sales of goods and services other than capital assets Interest, dividends and rent on land Sales of capital assets Transactions in financial assets and liabilities Departmental revenue collected 2.3 285 610 2 680 2 826 2.1 2.2 302 23 123 23 2011/12 R000 2010/11 R000
2.1 Sales of goods and services other than capital assets Note 2 Sales of goods and services produced by the Department Sales by market establishment Other sales Sales of scrap, waste and other used current goods Total 2011/12 R000 300 196 104 2 302 2010/11 R000 121 35 86 2 123
2.2 Interest, dividends and rent on land Note 2 Interest Total 2011/12 R000 23 23 2010/11 R000 23 23
2.3 Transactions in financial assets and liabilities Note 2 Receivables Other receipts including recoverable revenue Total 2011/12 R000 43 242 285 2010/11 R000 128 2 552 2680
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3. Aid assistance
3.1 Aid assistance received in cash from RDP 2011/12 R000 Foreign Opening balance Revenue Expenditure Current Closing balance 1 798 (1 798) (1 798) 2010/11 R000
4. Compensation of employees
4.1 Salaries and wages 2011/12 R000 Basic salary Performance award Service based Compensative/circumstantial Other non-pensionable allowances Total 162 817 4 305 664 5 577 41 512 214 875 2010/11 R000 147 186 3 538 370 4 416 36 688 192 198
4.2 Social contributions 2011/12 R000 Employer contributions Pension Medical Bargaining council Total Total compensation of employees Average number of employees 19 310 8 528 35 27 873 242 748 876 17 320 6 904 33 24 257 216 455 696 2010/11 R000
138
5. Goods and services

Note Administrative fees Advertising Assets less then R5 000 Bursaries (employees) Catering Communication Computer services Consultants, contractors and agency/outsourced services Entertainment Audit cost external Fleet services Inventory Housing Operating leases Property payments Rental and hiring Transport provided as part of departmental activities Travel and subsistence Venues and facilities Training and staff development Other operating expenditure Total 5.8 5.7 5.6 17 962 4 204 56 513 11 359 3 197 2 257 251 306 18 658 6 189 41 590 10 811 3 025 2 938 222 457 5.5 5.4 5.2 5.3 5.1 2011/12 R000 357 10 393 1 591 1 135 3 695 8 103 12 855 107 448 2010/11 R000 156 5 295 1 753 1 144 1 359 7 323 28 177 82 161
223 5 208 88 4 718
121 6 542 5 215
139
5.1 Assets less than R5 000 Note 5 Tangible assets Machinery and equipment Intangible assets Total 2011/12 R000 1 591 1 591 1 591 2010/11 R000 1 744 1 744 9 1 753
5.2 Computer services Note 5 SITA computer services External computer service providers Total 5.3 Consultants, contractors and agency/outsourced services Note 5 Business and advisory services Legal costs Contractors Agency and support/outsourced services Total 2010/11 R000 100 043 3 616 2 930 859 107 448 2011/12 R000 75 042 988 2 353 3 778 82 161 2011/12 R000 11 929 926 12 855 2010/11 R000 24 140 4 037 28 177
140
5.4 Audit cost external Note 5 Regularity audits Performance audits Total 2011/12 R000 5 208 5 208 2010/11 R000 6 541 1 6 542
5.5 Inventory Note 5 Food and food supplies Fuel, oil and gas Other consumable materials Materials and supplies Stationery and printing Total 2011/12 R000 17 458 844 65 3 334 4 718 2010/11 R000 14 392 621 35 4 153 5 215
5.6 Property payments Note 5 Municipal services Other Total 2011/12 R000 3 501 703 4 204 2010/11 R000 5 240 949 6 189
141
5.7 Travel and subsistence Note 2011/12 R000 Employee costs Domestic travel costs International travel costs Per diem allowance Non-employee costs Domestic travel costs International travel costs Total 5 55 677 50 633 5 044 836 836 56 513 2010/11 R000 41 536 40 104 1 432 54 54 41 590
Note: There are changes in Standard Chart of Accounts made by National Treasury resulting in further classification of travelling expenditure. 5.8 Other operating expenditure
Note 5 Professional bodies, membership and subscription fees Resettlement costs Other Total
2011/12 R000 81 542 1 634 2 257
2010/11 R000 136 986 1 816 2 938
6. Interest and rent on land

2011/12 R000 Interest paid Total 197 197 2010/11 R000 173 173
142
7. Payments for financial assets

Note Debts written off Total 7.1 2011/12 R000 24 24 2010/11 R000 199 199
7.1 Debts written off No Show Bad debts Damage to vehicles Admin traffic fines Total 14 1 9 24 5 6 186 2 199
Total Total debt written off
24 24
199 199
143
8. Transfers and subsidies

Note 2011/12 R000 Provinces and municipalities Departmental agencies and accounts Universities and technikons Foreign governments and international organisations Households Gifts, donations and sponsorships Total 49, 50, Annex 1A, Annex 1B Annex 1C Annex 1D Annex 1F Annex 1H Annex 1K 21 388 514 484 074 462 8 020 21 881 070 2010/11 R000 15 175 563 346 192 684 10 888 30 15 533 357
Unspent funds transferred to the above beneficiaries.
9. Expenditure for capital assets

Note 2011/12 R000 Tangible assets Buildings and other fixed structures Machinery and equipment Software and other intangible assets Computer software Total 35.1 36.1 31 223 547 219 678 3 869 28 28 223 575 2010/11 R000 118 942 108 558 10 384 370 370 119 312
144
9.1 Analysis of funds utilised to acquire capital assets 2011/12 Voted funds R000 Tangible assets Buildings and other fixed structures Machinery and equipment 223 547 219 678 3 869 Aid assistance R000 Total R000 223 547 219 678 3 869
9.2 Analysis of funds utilised to acquire capital assets 2010/11
Voted funds R000 Tangible assets Buildings and other fixed structures Machinery and equipment 118 942 108 558 10 384
Aid assistance R000 -
Total R000 118 942 108 558 10 384
Software and other intangible assets Computer software Total
370 370 119 312
370 370 119 312
145
10. Cash and cash equivalents

2011/12 R000 Consolidated Paymaster General Account Disbursements Cash on hand Total 231 686 (11 930) 45 219 801 2010/11 R000 238 514 (36 849) 45 201 710
11. Prepayments and advances

2011/12 R000 Travel and subsistence Advances paid to other entities Total 24 5 295 5 319 2010/11 R000 520 520
12. Receivables
2011/12 R000 Less than one year R000 One to three years R000 Older than three years 2010/11
Note
R000 Total
R000 Total
Claims recoverable Trade receivables Recoverable expenditure Staff debt Other debtors Total
12.1 Annex 12.2 12.3 12.4
59
62
1 359
459 111 755 1 384
192 33 101 326
53 2 3 61
704 146 859 1771
(4 022) 161 465 (2 037)
146
12.1 Claims recoverable Note 12 National departments Total 2011/12 R000 62 62 2010/11 R000 1 359 1 359
12.2 Recoverable expenditure (disallowance accounts) 2011/12 R000 (Group major categories, but list material items) Disallowance miscellaneous (SIU debtors) Damage to vehicles Total 30 674 704 (4 416) 394 (4 022) 2010/11 R000
12.3 Staff debt Note 12 (Group major categories, but list material items) Telephone Study Vehicle No show (9 employees) Housing guarantee Salaries Total 6 57 10 73 146 9 55 2 1 9 85 161 2011/12 R000 2010/11 R000
147
12.4 Other debtors 2011/12 R000 (Group major categories, but list material items) Suppliers Vat vendors Total 781 78 859 227 238 465 2010/11 R000
13. Investments
2011/12 R000 Non-Current Shares and other equity (List investments at cost) NHFC Servcon Total Total non-current 880 000 604 880 604 880 604 880 604 880 604 880 000 604 2010/11 R000
14. Voted funds to be surrendered to the Revenue Fund

Note Opening balance Transfer from statement of financial performance Voted funds not requested/not received Paid during the year Closing balance 1.1 2011/12 R000 199 805 226 621 (199 805) 226 621 2010/11 R000 234 444 199 806 (1) (234 444) 199 805
148
15. Departmental revenue and NRF receipts to be surrendered to the Revenue Fund
2011/12 R000 Opening balance Transfer from statement of financial performance Paid during the year Closing balance 49 610 (647) 12 2010/11 R000 31 2 826 (2 808) 49
16. Payables current

Note 2011/12 Total Clearing accounts Total 16.1 86 86 2010/11 Total 195 195
16.1 Clearing accounts Note 16 Salary income tax: CL Pension fund Medical aid Total 2011/12 R000 84 4 (2) 86 2010/11 R000 189 5 1 195
149
17. Net cash flow available from operating activities

2011/12 R000 Net surplus/(deficit) as per statement of financial performance Add back non-cash/cash movements not deemed operating activities (Increase)/decrease in receivables current (Increase)/decrease in prepayments and advances Increase/(decrease) in payables current Expenditure on capital assets Surrenders to Revenue Fund Voted funds not requested/not received Net cash flow generated by operating activities 227 231 14 407 (3 808) (4 799) (109) 223 575 (200 452) 241 638 2010/11 R000 202 632 (111 504) 6 755 (462) 144 119 312 (237 252) (1) 91 128
18. Reconciliation of cash and cash equivalents for cash flow purposes
2010/11 R000 Consolidated Paymaster General Account Disbursements Cash on hand Total 231 686 (11 930) 45 219 801 2011/12 R000 238 514 (36 849) 45 201 710
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DISCLOSURE NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2012
DIsclosure notes to the annual fInancIal statements

These amounts are not recognised in the annual financial statements and are disclosed to enhance the usefulness of the annual financial statements.
19. Contingent liabilities and contingent assets

19.1 Contingent liabilities Note Liable to Housing loan guarantees Claims against the department Other departments (interdepartmental unconfirmed balances) Total Nature Employees Annex 3A Annex 3B Annex 5 85 76 161 102 78 180 2011/12 R000 2010/11 R000
The Department has been reporting on matters where they are cited as a respondent.The financial implications relating to these claims lie with the provincial departments. The balance of R4 920 000 as at 31 March 2011 reported in the annual financial statements ending 31 March 2011 were in respect of these balances and have been restated in the current year as there is no financial implications to the Department.
20. Commitments
2011/12 R000 Current expenditure Approved and contracted Approved but not yet contracted Capital expenditure Approved and contracted Approved but not yet contracted Total commitments 70 328 868 522 938 850 979 252 40 891 1 100 022 1 140 913 1 205 083 40 388 14 40 402 52 647 11 523 64 170 2010/11 R000
The 2010/2011 balance has been restated to include commitments on capital expenditure on the Rural Households Infrastructure Grant for which commitments were entered into by 31 March 2011.
151
21. Accruals
2011/12 R000 Listed by economic classification 30 Days Goods and services Capital assets Other Total 15 15 30+ Days 8 323 8 323 Total 8 323 15 8 338 2011/12 R000 Listed by programme level Administration Housing Policy, Research and Monitoring Housing Planning and Delivery Support Housing Development Finance Strategic Relations and Governance Total Note Confirmed balances with other departments Confirmed balances with other government entities Total Annex 5 Annex 5 2 580 1 031 1 194 2 346 1 187 8 338 2011/12 R000 53 23 76 4 914 174 760 1 095 1 124 8 067 2010/11 R000 1 147 4 558 5 707 Total 8 059 8 15 8 067 2010/11 R000 2010/11 R000
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22. Employee benefits

2011/12 R000 Leave entitlement Service bonus (thirteenth cheque) Performance awards Capped leave commitments Other Total 24 678 21 436 7 053 5 879 4 305 7 441 2010/11 R000 4 815 5 386 4 335 6 900
2011/12 Staff receivables R684 2010/11 Staff receivables R1121
23. Lease commitments

23.1 Operating leases expenditure
2011/12
Specialised military equipment R000 -
Land R000 -
Buildings and other fixed structures R000 14 097 81 908 10 051 106 056
Machinery and equipment R000 -
Total R000 14 097 81 908 10 051 106 056
Not later than 1 year Later than 1 year and not later than 5 years Later than five years Total lease commitments
2010/11
Land R000 -
Buildings and other fixed structures R000 22 070 107 404 105 380 234 854
Machinery and equipment R000 -
Total R000 22 070 107 404 105 380 234 854
Not later than 1 year Later than 1 year and not later than 5 years Later than five years Total lease commitments
153
23.2 Finance leases expenditure**
2011/12
Land R000 -
Buildings and other fixed structures R000 -
Machinery and equipment R000 2 618 2 716
Total R000 2 618 2 716
Not later than 1 year Later than 1 year and not later than 5 years Later than five years Total lease commitments Less: Finance costs Total present value of lease liabilities
5 334 616 4 718
5 334 616 4 718
2010/11
Land R000 -
Buildings and other fixed structures R000 -
Machinery and equipment R000 857 78
Total R000 857 78
Not later than 1 year Later than 1 year and not later than 5 years Later than five years Total lease commitments Less: Finance costs Total present value of lease liabilities
935 46 889
935 46 889
Note: Included in the 2010/11 balance is the commitment in respect of 260 Justice Mahomed Street. During the period under review 260 Justice Mahomed Street was not occupied as refurbishment by the owners had not been completed and the occupancy date cannot be determine and reasonable of the commitments could not be made.
154
24. Irregular expenditure

24.1 Reconciliation of irregular expenditure
2011/12 R000 Opening balance Add: Irregular expenditure relating to prior year Add: Irregular expenditure relating to current year Less: Amounts condoned Irregular expenditure awaiting condonation Analysis of awaiting condonation per age classification Current year Total 15 285 316 2 683 18 284
2010/11 R000 2 659 526 12 100 15 285
109 109
24.2 Details of irregular expenditure current year Disciplinary steps taken/criminal proceedings Under investigation Under investigation Under investigation 2011/12 R000 1 791 98 794 2 683
Incident Evaluation criteria not specified in bid documents Non-compliance with procurement policy Acting allowance Total
155
25. Fruitless and wasteful expenditure

25.1 Reconciliation of fruitless and wasteful expenditure 2011/12 R000 Opening balance Fruitless and wasteful expenditure awaiting condonement 3 3 2010/11 R000 3 3
26. Related-party transactions

2011/12 R000 Other Guarantees issued/received List other contingent liabilities between department and related party Total List related-party relationships South African Housing fund Servcon Social Housing Foundation National Urban Reconstruction and Housing Agency National Home Builders Registration Council National Housing Finance Corporation Thubelisha Homes Housing Development Agency Social Housing Regulatory Authority 2010/11 R000
156
27. Key management personnel

No. of individuals Political office bearers Officials: Level 15 to 16 Level 14 (incl. CFO if at a lower level) Family members of key management personnel Total 33 513 31 610 8 26 8 810 21 235 8 223 20 110 2 2011/12 R000 3 468 2010/11 R000 3 277
28. Impairment
2011/12 R000 Impairment Debtors Total 100 100 100 100 2010/11 R000
29. Provisions
Note VAT vendors Total 2011/12 R000 46 46 2010/11 R000 73 73
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30. Movable tangible capital assets

2011/12 Adjustments to prior year balances R000 2 023 1 233 330 460 2 023
Opening balance R000 MACHINERY AND EQUIPMENT Transport assets Computer equipment Furniture and office equipment Other machinery and equipment TOTAL 48 256 1 682 22 973 13 626 9 975 48 256
Additions R000 2 506 1 109 843 554 2 506
Disposals R000 902 619 116 85 82 902
Closing balance R000 51 883 1 063 25 199 14 714 10 907 51 883
30.1 Additions to movable tangible capital assets
Cash R000 MACHINERY AND EQUIPMENT Transport assets Computer equipment Furniture and office equipment Other machinery and equipment TOTAL 3 869 1 109 843 1 917
Non-cash R000 -
(Capital work in Received curprogress current, not paid rent costs and (paid current finance lease year, received payments) prior year) R000 R000 (1 363) (1 363) -
Total R000 2 506 1 109 843 554
3 869
(1 363)
2 506
158
30.2 Disposals of movable tangible capital assets
Sold for cash R000 MACHINERY AND EQUIPMENT Transport assets Computer equipment Furniture and office equipment Other machinery and equipment TOTAL 619 619 619
Transferred out or destroyed or scrapped R000 283 116 85 82 283
Total disposals R000 902 619 116 85 82 902
Cash received actual R000 153 153 153
30.3 Movement of movable tangible capital assets Opening balance R000 MACHINERY AND EQUIPMENT Transport assets Computer equipment Furniture and office equipment Other machinery and equipment TOTAL 40 033 1 193 16 599 12 794 9 447 40 033
Additions R000 9 056 489 6 993 886 688 9 056
Disposals R000 833 619 54 160 833
Closing balance R000 48 256 1 682 22 973 13 626 9 975 48 256
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31. Minor assets

Specialised military assets R000 Opening balance Current year adjustments to prior year balances Additions Disposals TOTAL Intangible assets R000 1 097 8 1 105 Heritage assets R000 Machinery and equipment R000 11 576 1 868 1 526 126 14 844 Biological assets R000 -
Total R000 12 673 1 868 1 534 126 15 949
Specialised military assets Number of R1 minor assets Number of minor assets at cost TOTAL 31.1 Additions -
Intangible assets 5 1 030 1 035
Heritage assets -
Machinery and equipment 65 10 882 10 947
Biological assets -
Total 70 11 912 11 982
Cash R000
Non-cash R000
Received current, not (Developpaid (paid ment workin- current year, progress received prior current costs) year) R000 R000
Total R000
COMPUTER SOFTWARE TOTAL
28 28 -
28 28
160
31.2 Movement for 2011/12
Specialised military assets R000 Opening balance Currentyear adjustments to prior year balances Additions Disposals TOTAL -
Intangible assets R000 1 069 28 1 097
Heritage assets R000 -
Machinery and equipment R000 10 240
Biological assets R000 -
Total R000 11 309 1 680 316 12 673
1 652 316 11 576
Specialised military assets R000 Number of R1 minor assets Number of minor assets at cost TOTAL -
Intangible assets R000 5 1 026 1 031
Heritage assets R000 -
Machinery and equipment R000 65 7 334 7 399
Biological assets R000 -
Total R000 70 8 360 8 430
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32. Intangible capital assets

32.1 Movement for 2011/12 Current year adjustments to prior year balances R000 (113) (113)
Opening balance R000 COMPUTER SOFTWARE TOTAL 3 666 3 666
Additions R000 28 28
Disposals R000 -
Closing balance R000 3 581 3 581
32.2 Movement 2010/11 Opening balance R000 Closing balance R000
Additions R000
Disposals R000
COMPUTER SOFTWARE TOTAL
3 296 3 296
370 370
3 666 3 666
33. Immovable tangible capital assets

Curryear adjustments to prior year balances R000 -
Opening balance R000 BUILDINGS AND OTHER FIXED STRUCTURES Other fixed structures TOTAL
Additions R000 100 533 100 533 100 533
Disposals R000 100 533 100 533 100 533
Closing balance R000 -
162
33.1 Additions (Capital work Received in progress current, not current paid (paid costs and current year, finance lease received payments) prior year) R000 R000 (92 004) (92 004) (92 004)
Cash R000 BUILDING AND OTHER FIXED STRUCTURES Other fixed structures TOTAL 187 353 187 353 187 353
Non-cash R000 5 184 5 184 5 184
Total R000 100 533 100 533 100 533
Note: Capital work in progress is units where work has started or been completed but not handed over yet.
33.2 Disposals Transferred out or destroyed or scrapped R000 100 533 100 533 100 533
Sold for cash R000 BUILDINGS AND OTHER FIXED STRUCTURES Other fixed structures TOTAL
Total disposals R000 100 533 100 533 100 533
Cash received actual R000
163
Opening balance R000 BUILDINGS AND OTHER FIXED STRUCTURES Other fixed structures TOTAL -
Additions R000 103 374 103 374 103 374
Disposals R000 103 374 103 374 103 374
Closing balance R000 -
Note: The additions and disposal balances for the year-end 31 March 2011 have been restated to exclude R5 184 000 that represented work in progress at that stage.
164
34. Transfer of functions

These notes provide a description of the changes that resulted from the transfer or receipt of functions. Assets from the Department of Water Affairs (DWA) to the amount of R1 188 603,47 are not included in the asset register pending the submission of the transferring documents and the signatures of the Accounting Officers of both Departments. Assets transferred to the Department of Defence to the amount of R476 953,61 were not acknowledged pending the signature of the Accounting Officer at the Department of Defence (PFMA,section 42, paragraph 2). These assets still appear on the asset register of the Department since the transfer process has not been finalised.
165
Annexure to the annual fInancIal statements for the Year ended 31 March 2012
166
GRANT ALLOCATION TRANSFER SPENT 2010/11 Roll-overs R000 14 941 516 14 941 516 1 638 845 1 638 845 998 376 998 376 322 639 322 639 916 677 916 677 1 398 914 1 398 914 2 769 871 2 769 871 3 804 611 3 804 611 913 907 913 907 913 907 3 804 611 2 769 871 1 398 914 916 677 322 639 998 376 1 638 845 14 941 516 2 177 676 2 177 676 2 177 676 Adjustments R000 Total available R000 Actual transfer R000 Funds withheld R000 Re-allocations by Percentage National of availTreasury Amount Amount able funds or National received by spent by spent by Department Department Department Department % R000 R000 % 1 897 076 903 431 3 786 015 2 769 872 1 259 394 916 673 322 617 1 148 708 1 635 001 14638 787 87 99 100 100 90 100 100 115 100 Division of Revenue Act R000 1 637 646 1 037 691 3 886 831 2 634 109 1 364 750 975 863 447 260 1 188 770 1 868 843 15 041 763
Statement of conditional grants paid to the provinces
NAME OF PROVINCE OR GRANT
Division of Revenue Act R000
Eastern Cape
2 177 676
Free State
913 907
Gauteng
3 804 611
KwaZulu-Natal
2 769 871
Limpopo
1 398 914
Mpumalanga
916 677
Northern Cape
322 639
North West
998 376
Western Cape
1 638 845
ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2012
TOTAL
14 941 516
13 (1)(a) The total amount of R14 941 516 was transferred to provinces. (b) No amounts have been withheld as yet. (c) No amounts were reallocated. (d) All funds were transferred into the primary bank account of the provincial departments. (e) The grant was not utilised for any administrative purpose except in terms of Operational Capital Budget (OPSCAP) programme, which allows the provinces to utilise a certain percentage maximum of 5% of the voted allocation (grant) to support the approved national and provincial housing programmes and priorities.
Statement of grants paid to the provinces under the Housing Disaster Relief Grant
GRANT ALLOCATION
TRANSFER
SPENT
2010/11
NAME OF PROVINCE OR GRANT Roll-overs R000 180 000 180 000 15 840 15 840 10 350 10 350 100 100 360 360 100 21 474 21 474 100 31 140 31 140 100 36 36 100 36 31 140 21 474 360 10 350 15 840 180 000 44 100 44 100 100 44 100 56 700 56 700 100 56 700 16 631 3 503 360 10 350 2 368 33 212 Adjustments R000 Total available R000 Actual transfer R000 Amount received by Department R000 Amount spent by Department R000
Percentage of available funds transferred %
Percentage of available funds transferred % 38 11 100 100 15 -
Division of Revenue Act R000 133 800 133 800
Eastern Cape
56 700
Free State
44 100
Gauteng
36
KwaZulu-Natal
31 140
Limpopo
21 474
Mpumalanga
360
Northern Cape
10 350
North West
15 840
Western Cape
TOTAL
180 000
13(1)(a) The total amount of R180 000 000 was allocated to provinces. (b) No amounts have been withheld as yet. (c) No amounts were reallocated. (d) All funds were transferred into the primary bank account of the provincial departments.
167
168
GRANT ALLOCATION TRANSFER SPENT 2010/11 Roll-overs R000 6 266 998 6 266 998 824 030 824 030 1 091 574 1 091 574 891 081 891 081 1 027 970 1 027 970 1 094 276 1 094 276 411 995 411 995 411 995 1 094 276 1 027 970 891 081 1 091 574 824 030 6 266 998 502 626 502 626 502 626 423 446 423 446 423 446 Adjustments R000 Total available R000 79 699 262 195 163 153 504 305 470 176 349 874 558 323 287 972 2 675 697 Actual transfer R000 Funds withheld R000 Re-allocations by Percentage National of availTreasury Amount Amount able funds or National received by spent by spent by Department municipality municipality municipality % R000 R000 % 19 52 40 46 46 39 51 35 Division of Revenue Act R000 ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2012
Annexure 1A: Statement of conditional grants paid to municipalities
NAME OF MUNICIPALITY
Buffalo City
423 446
Nelson Mandela Bay
502 626
Mangaung
411 995
Ekurhuleni
1 094 276
City of Johannesburg
1 027 970
City of Tshwane
891 081
EThekwini
1 091 574
City of Cape Town
824 030
TOTAL
6 266 998
13(1)(a) The total amount of R6 266 998 was transferred to municipalities. (b) No amounts have been withheld as yet. (c) No amounts were reallocated. (d)All funds were transferred to the primary bank account of the municipalities or, where appropriate, to the CPD account.
Annexure 1C: Statement of transfers to departmental agencies and accounts

TRANSFER ALLOCATION TRANSFER 2010/11
DEPARTMENT/AGENCY/ACCOUNT Adjusted appropriation R000 Roll-overs R000 245 474 49 500 487 092 3 018 100 000 89 100 89 100 100 000 245 474 49 500 484 074 Adjustments R000 Total available R000 Actual transfer R000 89 100 100 000 3 018 245 474 49 500 487 092
Percentage of available funds transferred % 100 100
Appropriation Act R000 69 300 6 621 100 100 186 771 49 500 34 000 346 192
Housing Development Agency
NURCHA
Social Housing Foundation
Thubelisha
National Housing Finance Cooperation
Social Housing Regulatory Authority
Rural Housing Loan Fund
Servcon
TOTAL
169
170
TRANSFER ALLOCATION EXPENDITURE 2010/11 Adjusted appropriation Act R000 Roll-overs R000 Adjustments R000 Total available R000 Actual transfer R000 Percentage of available funds transferred % Appropriation Act R000 1 000 1 000 1 000 1 000 462 462 46 357 388 745
Annexure 1F: Statement of transfers to foreign governments and international organisations
FOREIGN GOVERNMENT/ INTERNATIONAL ORGANISATION
Transfers
United Nations Human Settlements
Cities Alliance
TOTAL
Annexure 1H: Statement of transfers to households

TRANSFER ALLOCATION EXPENDITURE 2010/11
HOUSEHOLDS Adjusted appropriation Act R000 Roll-overs R000 Adjustments R000 Total available R000 Actual transfer R000
Percentage of available funds transferred %
Appropriation Act R000
Transfers 4 671 4 671 3 360 8 031 3 360 8 031 59 7 961 8 020 99 1 252 9 636 10 888
Leave gratuity
Bursaries (non-employees)
TOTAL
171
Annexure 1K: Statement of gifts, donations and sponsorships made, and remissions, refunds and payments made as an act of grace
NATURE OF GIFT, DONATION OR SPONSORSHIP (Group major categories but list material items, including name of organisation) Paid in cash Farewell gifts for retired officials Funeral contributions for Mr SS Mosehla (scholarship beneficiary) TOTAL 20 10 30
2011/12 R000
2010/11 R000
172
Annexure 3A: Statement of financial guarantees issued as at 31 March 2012 local
Guarantor institution Original guaranteed capital amount R000 Revaluations R000 52 17 16 69 17 16 16 17 69 17 Opening balance as at 1 April 2011 R000 Guarantees draw-downs during the year R000
Guarantee in respect of
Guarantees repayments/ cancelled/ reduced/ released during the year R000 Guaranteed Closing balinterest for ance as at year ended 31 March 2012 31 March 2012 R000 R000 -
Realised losses not recoverable, i.e. claims paid out R000 -
Standard Bank Housing
Old Mutual
Housing
Mpumalanga Housing Finance
Company 102 102 17 85 -
TOTAL
173
174
Opening balance as at 1 April 2011 R000 Liabilities incurred during the year R000 Liabilities paid/cancelled/reduced during the year R000 Liabilities recoverable(provide details hereunder) R000 Closing balance as at 31 March 2012 R000 ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2012
Annexure 3B: Statement of contingent liabilities as at 31 March 2012
Nature of liability
TOTAL
The Department has been reporting on matters where they are cited as a respondent. The financial implication related to these claims lies with the provincial departments. The balance of R4 920 000 as at 31 March 2011 reported in the annual financial statements ending 31 March 2011 were in respect of these balances and have been restated in the current year as there are no financial implications for the Department.
Annexure 4: Claims recoverable

Confirmed balance outstanding 31/03/2012 R000 21 21 11 9 22 1 1 1 1 1 328 1 5 1 858 500 22 R000 R000 R000 R000 31/03/2011 31/03/2012 31/03/2011 31/03/2012 Unconfirmed balance outstanding Total 31/03/2011 R000 22 500 522
Government entity
Department
Gauteng Community Safety
International Relations and Cooperation
STATS SA
Unemployment Insurance Fund
Defence and Military Veterans
Justiceand Constitutional Development
Housing Gauteng
Health
Social Development
Sub-total
Other government entities 21 22 1 1 1 859 1 1 523
South African Social Security
Sub-total
TOTAL
175
176
Confirmed balance outstanding 31/03/2012 R000 R000 R000 R000 R000 31/03/2011 31/03/2012 31/03/2011 31/03/2012 Unconfirmed balance outstanding TOTAL 31/03/2011 R000 21 4 28 53 1 147 2 76 32 318 76 67 14 9 9 714 21 76 4 28 129 714 14 67 318 32 11 1 156
Annexure 5: Inter-government payables
Government entity
Department
Current
Justice and Constitutional Development
Mpumalanga Provincial Government
Presidency
Water Affairs
Health and Social Development
South African Police Service
Limpopo Provincial Government
Finance Gauteng
Total
Other government entities 15 8 23 66 57 4 435 4 558 2 2 15 8 23 68 57 4 435 4 560
Current
Government Printing Works
PALAMA
Special Investigations Unit
Total
Annexure 6: Inventory
Inventory Opening balance Add/(Less): Adjustments to prior year balance Add: Additions/Purchases Cash Add: Additions Non-cash (Less): Disposals (Less): Issues Add/(Less): Adjustments Add/(Less): Weighted average price variance Closing balance Note Quantity 29 905 40 833 (44 258) 26 480 2011/12 R000 170 205 (239) (1) 135 7 517 53 160 (83) (3 0689) 29 905 Quantity 2010/11 R000 41 294 (169) (4) 8 170
177
SOUTH AFRICAN HOUSING FUND ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2012
ANNUAL FINANCIAL STATEMENTS FOR THE SOUTH AFRICAN HOUSING FUND

For the year ended 31 March 2012
POSITION
Note
31 March 2012 R000
31 March 2011 R000
ASSETS Current assets Trade and other receivables Cash and Cash Equivalents 2 5 32 585 32 585 32 585 32 585
TOTAL ASSETS
32 585
32 585
EQUITY AND LIABILITIES Capital and reserves Treasury reserves Non-distributable reserves Accumulated profits/(losses) 31 958 31 958 31 958 31 958
Current liabilities
627
627
Trade and other payables
627
627
178
TOTAL EQUITY AND LIABILITIES
32 585
32 585
CASH FLOW
Note
31 March 2012 R000
31 March 2011 R000
CASH FLOW FROM FINANCE ACTIVITIES
(Increase)/Decrease in financial instruments
Net cash inflow/outflow from investment activities
Net increase in cash and cash equivalents Cash and cash equivalents at beginning of period
32 585
32 585
Cash and cash equivalents at end of period
32 585
32 585
179
1. General review of the state of financial affairs

The change in focus in housing delivery to quality housing and a shift to alternative forms of housing tenure formed the background against which sustainable housing delivery was achieved. As reported in 2003/2004, changes in the financial management legislative environment precipitated the need to review the fund flow mechanisms to provinces. In this regard, MINMEC approved that the dissolution process of the fund be commenced, and draft legislation is being approved to give effect to that decision. A draft Bill has been submitted to the Minister for consideration. The delisting of the South African Housing Fund was approved with effect from 18 November 2003.
2. Accounting Authoritys emoluments

In terms of section 11(5)(a) of the Housing Act (Act 107 of 1997) the Director-General: Human Settlements is the Accounting Officer of the South African Housing Fund. No emoluments were paid to the accounting authority from the funds of the South African Housing Fund since the Accounting Officer is remunerated by the Department of Human Settlements (previously the Department of Housing).
3. Auditors
In terms of section 188 of the Constitution of the Republic of South Africa, 1996 (Act 108 of 1996) read with sections 4 and 20 of the Public Audit Act, 2004 (Act 25 of 2004) and section 11(8) of the Housing Act, 1997 (Act 107 of 1997),the Auditor-General has the responsibility to audit the books and statements of account and balance sheet of the South African Housing Fund. The Office of the Auditor-General will continue to perform the statutory audit of the South African Housing Fund.
4. Approval of financial statements

The annual financial statements of the South African Housing Fund, set out on pages 179 to 182, were approved by the Accounting Officer.
180
The principal accounting policies adopted in the preparation of these financial statements are set out below.
1. Basis of preparation
The financial statements were prepared on the basis of liquidation basis, as set out below. Since the entity no longer conducts its function in terms of the National Housing Act and is waiting to be disestablished and the Housing Act to be amended. 1.1 Financial Instruments Financial instruments carried on the balance sheet include cash and bank balances, receivables and creditors.
Measurement
Financial instruments were initially measured at cost. Subsequent to initial recognition these instruments were measured as set out below.
Trade and other receivables
Trade and other receivables were stated at cost less provision for doubtful debts.
Cash and cash equivalents
Cash and cash equivalents were measured at cost.

Financial liabilities
Financial liabilities were recognised at cost.
1.2 Administration costs All administration costs were borne by Department of Human Settlements.
181
N0
31 March 2012 R000
31 March 2011 R000
2.
TRADE AND OTHER RECEIVABLES Debtors Less: Provision for bad debt 421 (421) 421 (421) -
3.
TRADE AND OTHER PAYABLES Post office account 627 627 627 627
4. Dissolutionof the SA Housing Fund At the meeting of the MINMEC Committee on 15 August 2003, MINMEC approved the dissolution of the South African Housing Fund and the provincial housing development funds established in terms of various provincial Housing Acts. A draft Bill has been submitted to the Office of the State Law Adviser and to National Treasury for consideration and input. The Department is also considering repealing the Housing Act and developing a new Human Settlements Act in light of the Departments new mandate. The delisting of the South African Housing Fund was approved with effect from 18 November 2003.
31 March 2012 R000 NOTES TO THE CASH FLOW STATEMENT 5. Cash and cash equivalents Cash on hand Cash with CPD 25 229 7 356 32 585
31 March 2011 R000
25 229 7 356 32 585
182
P art FOUR
183
H uman R esource M anagement

Table 1.1: Main service for service delivery improvement and standards Actual customers None None None Potential customers Standard of service Actual achievement against standard
Table 1.2: Consultation arrangements for customers Type of arrangement None None None Table 1.3: Service delivery access strategy Access strategy None None None Table 1.4: Service information tools Type of information tool None None None Table 1.5: Complaints mechanisms Mechanism None None None Actual achievement Actual achievement Actual achievement Actual customers Potential customers Actual achievement
184
Table 2.1: Personnel costs, by programme Average compenCompensation sation of of employees emCompensation Training Professional as percentployees Total voted of employees exand special age of total cost per expenditure expenditure penditure service s expenditure employee (R000) (R000) (R000) (R000) % (R000) 167 552 22 105 620 187 349 32 955 105 445 22 598 922 76 186 32 091 65 320 22 320 46 831 242 748 3 135 9 27 12 3 183 30 335 5 401 43 778 48 18 263 97 825 45,5 0,1 34,9 67,7 44,4 1,1 111 47 95 32 68 353
Programme
Number of employees 688 688 688 688 688 688
Administration Housing Policy, Research and Monitoring Housing Planning and Delivery Support Housing Development Finance Strategic Relations and Governance Total as on financial systems (BAS)
Table 2.2: Personnel costs, by salary band Total personnel cost for Department, including goods and transfers ( R000) 246 645 246 645 246 645 246 645 246 645 246 645 246 645 246 645 246 645 246 645 246 645
Salary band
Compensation of employees cost (R000) 2 622 10 222 43 051 103 492 59 231 1 321 686 5 194 7 800 8 815 242 434
Percentage of total personnel cost for Department % 1,1 4,1 17,5 42,0 24,0 0,5 0,3 2,1 3,2 3,6 98,3
Average compensation cost per employee (R000) 97 111 146 029 244 608 436 675 897 439 34 763 68 600 140 378 487 500 801 364 352 375
Number of employees 27 70 176 237 66 38 10 37 16 11 688
Lower skilled (levels 12) Skilled (levels 35) Highly skilled production (levels 68) Highly skilled supervision (levels 912) Senior management (levels 1316) Contract (levels 12) Contract (levels 35) Contract (levels 68) Contract (levels 912) Contract (levels 1316) TOTAL
185
Table 2.3: Salaries, overtime, home owners allowance and medical aid, by programme Overtime Programme Salaries (R000) Administration Housing Policy, Research and Monitoring Housing Planning and Delivery Support Housing Development Finance Strategic Relations and Governance TOTAL 60 245 16 699 Salaries as perOvertime centage as perof percentage of sonnel Overtime personnel cost (R000) cost 77 75 520 17 0,7 0,1 HOA as percentage of personnel cost 3,1 2,0 Medical aid as percentage of personnel cost 3,7 3,0 Total personnel cost per programme (R000) 78 680 22 240
HOA (R000) 2 445 450
Medical aid (R000) 2 893 658
48 116
75
118
0,2
1 502
2,3
2 023
3,1
64 480
22 780 38 709
72 78
1 103 50
3,5 0,1
876 954
2,8 1,9
1 408 1 538
4,5 3,1
31 471 49 775
186 549
76
1 808
0,7
6 227
2,5
8 520
3,5
246 646
Table 2.4: Salaries, overtime, home owners allowance and medical aid, by salary band Salaries as percentage of personnel cost 63 64 69 75 78 95 92 97 93 92 76 Overtime Medical as HOA as aid as percentpercentpercentage of age of Medical age of Overtime personnel HOA personaid person(R000) cost (R000) nel cost (R000) nel cost 420 844 402 43 32 62 5 1 808 4,1 1,9 0,4 3,2 4,6 1,2 0,1 0,7 206 594 1 538 1 769 2 090 30 6 227 7,9 5,8 3,5 1,7 3,5 0,3 2,5 299 907 3 290 3 248 761 4 11 8 520 11.4 8.8 7,6 3,1 1,3 0,1 0,1 3,5 Total personnel cost per salary band (R000) 2 623 10 314 43 408 105 737 60 453 1 352 696 5 239 7 906 8 918 246 646
Salary band Salaries (R000) Lower skilled (levels 12) Skilled (levels 35) Highly skilled production (levels 68) Highly skilled supervision (levels 912) Senior management (levels 1316) Contract (levels 12) Contract (levels 35) Contract (levels 68) Contract (levels 912) Contract (levels 1316) TOTAL 1 662 6 575 29 725 78 807 47 286 1 278 643 5 054 7 329 8 192 186 551
186
Table 3.1: Employment and vacancies, by programme,at year-end Programme Administration, permanent Housing Policy, Research and Monitoring, permanent Housing Planning and Delivery Support, permanent Housing Development Finance, permanent Strategic Relations and Governance, permanent TOTAL Number of posts 275 71 225 140 161 872 Number of posts filled 243 46 161 109 129 688 Vacancy rate 11,6 35,2 28,4 22,1 19,9 21,1 Number of posts filled additional to the establishment 37 5 23 15 5 85
Table 3.2: Employment and vacancies, by salary band,at year-end Salary band Lower skilled (levels 12), permanent Skilled (levels 35), permanent Highly skilled production (levels 68), permanent Highly skilled supervision (levels 912), permanent Senior management (levels 1316), permanent Contract (levels 12), permanent Contract (levels 35), permanent Contract (levels 68), permanent Contract (levels 912), permanent Contract (levels 1316), permanent TOTAL Number of posts 29 92 235 325 79 38 10 37 16 11 872 Number of posts filled 27 70 176 237 66 38 10 37 16 11 688 Vacancy rate 6,9 23,9 25,1 27,1 16,5 0 0 0 0 0 21,1 Number of posts filled additional to the establishment 0 3 11 11 0 38 0 15 6 1 85
187
Table 3.3: Employment and vacancies, by critical occupation, at year-end Number of posts filled additional to the establishment 2 0 0 0 4 0 0 0 0 0 0 2 2 6 0 0 0 0 4 0 7 44 0 0 0 0 0 0 0 8 0
Critical occupation
Number of Posts 160 1 3 27 11 8 6 1 55 3 17 42 12 57 6 8 1 1 6 1 24 61 7 1 1 2 1 29 1 52 18
Number of posts filled 108 1 3 27 8 8 6 1 34 3 13 36 9 44 6 5 1 1 5 1 24 57 6 0 1 2 1 27 1 39 14
Vacancy rate 32,5 0 0 0 27,3 0 0 0 38,2 0 23,5 14,3 25 22,8 0 37,5 0 0 16,7 0 0 6,6 14,3 100 0 0 0 6,9 0 25 22,2
Administrative related, permanent Agriculture related, permanent Civil engineering technicians, permanent Cleaners in offices, workshops, hospitals, etc., permanent Client information clerks(switchboard and reception clerks), permanent Communication and information related, permanent Community development workers, permanent Custodian personnel, permanent Economists, permanent Engineering sciences related, permanent Engineers and related professionals, permanent Finance and economics related, permanent Financial and related professionals, permanent Financial clerks and credit controllers, permanent Food services aids and waiters, permanent General legal administration and related professionals, permanent Geologists, geophysicists, hydrologists and related professionals, permanent Head of department/chief executive officer, permanent Household, food, and laundry services related, permanent Housekeepers, laundry and related workers, permanent Human resources, organisational developmentand related professionals, permanent Human resources clerks, permanent Human resources related, permanent Information technology related, permanent Language practitioners, interpreters and other communications related, permanent Legal related, permanent Librarians and related professionals, permanent Library, mail and related clerks, permanent Light vehicle drivers, permanent Logistical support personnel, permanent Material-recording and transport clerks, permanent
188
Critical occupation Medical research and related professionals, permanent Messengers, porters and deliverers, permanent Natural sciences related, permanent Other administrative and related clerks and organisers, permanent Other administrative policy and related officers, permanent Other information technology personnel, permanent Other occupations, permanent Risk management and security services, permanent Secretaries and other keyboard operating clerks, permanent Security guards, permanent Security officers, permanent Senior managers, permanent Social sciences related, permanent Trade/industry advisers and other related professionals, permanent TOTAL Table 4.1: Job evaluation
Number of posts 1 10 2 41 3 10 6 5 69 3 20 70 8 1 872
Number of posts filled 1 7 2 34 3 10 5 1 57 3 18 46 8 1 688
Vacancy rate 0 30 0 17,1 0 0 16,7 80 17,4 0 10 34,3 0 0 21,1
Number of posts filled additional to the establishment 0 0 0 0 0 0 0 0 4 0 1 1 0 0 85
Salary band
Percen- Number Num- Number of posts tage posts ber of of posts of upevaluposts evaluated graded ated 29 38 10 37 16 7 1 1 2 92 235 325 50 20 4 1 868 0 0 0 1 24 0 0 0 0 0 0 0 21 22 6 0 74 0 0 0 2,7 150 0 0 0 0 0 0 0 42 110 150 0 8,5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Percentage of Number Percentage of upof posts downgraded downgraded posts posts evalu- graded evaluated ated 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Lower skilled (levels 12) Contract (levels 12) Contract (levels 35) Contract (levels 68) Contract (levels 912) Contract (band A) Contract (band B) Contract (band C) Contract (band D) Skilled (levels 35) Highly skilled production (levels 68) Highly skilled supervision (levels 912) Senior management service band A Senior management service band B Senior management service band C Senior management service band D TOTAL
189
Table 4.2: Profile of employees whose positions were upgraded due to their posts being upgraded Beneficiaries Female Male TOTAL Employees with a disability African 0 0 0 0 Asian 0 0 0 0 Coloured 0 0 0 0 White 0 0 0 0 Total 0 0 0 0
Table 4.3: Employees whose salary level exceeded the grade determined by job evaluation (in terms of PSR 1.V.C.3) Number of employees 0 0 0 Post Reason for evalua- Remuneration level deviation tion level n/a n/a n/a n/a n/a n/a Number of employees in Department
Occupation 0 0 TOTAL
Percentage of total employment 0 0 Table 4.4: Profile of employees whose salary level exceeded the grade determined by job evaluation (in terms of PSR 1.V.C.3) Beneficiaries Female Male TOTAL Employees with a disability African 0 0 0 0 Asian 0 0 0 0 Coloured 0 0 0 0 White 0 0 0 0 Total 0 0 0 0
190
Table 5.1: Annual turnover rate, by salary band Salary band Lower skilled (levels 12), permanent Skilled (levels 35), permanent Highly skilled production (levels 68), permanent Highly skilled supervision (levels 912), permanent Senior Management service band A, permanent Senior Management service band B, permanent Senior Management service band C, permanent Senior Management service band D, permanent Contract (levels 12), permanent Contract (levels 35), permanent Contract (levels 68), permanent Contract (levels 912), permanent Contract (band A), permanent Contract (band B), permanent Contract (band D), permanent TOTAL Employment at beginning Appointments of period (1 April 2011) 26 69 186 234 46 20 4 2 42 18 22 21 6 0 2 698 2 4 1 4 0 2 0 0 39 9 1 1 1 1 0 65 Terminations 1 3 6 10 2 2 1 0 13 10 4 4 1 1 1 59 Turnover rate 3,8 4,3 3,2 4,3 4,3 10 25 0 31 55,6 18,2 19 16,7 0 50 8,5
Table 5.2: Annual turnover rates, by critical occupation Occupation Administrative related, permanent Agriculture related, permanent Civil engineering technicians, permanent Cleaners in offices, workshops, hospitals etc., permanent Client information clerks (switchboard, reception clerks), permanent Communication and information related, permanent Community development workers, permanent Custodian personnel, permanent Economists, permanent Employment at beginning of period (1 April 2011) 110 1 3 25 6 8 6 1 38 Appointments 3 0 0 3 0 0 0 0 0 Terminations Turnover rate 7 0 0 2 0 0 0 0 2 6,4 0 0 8 0 0 0 0 5,3
191
Occupation Engineering sciences related, permanent Engineers and related professionals, permanent Finance and economics related, permanent Financial and related professionals, permanent Financial clerks and credit controllers, permanent Food services aids and waiters, permanent General legal administration and related professionals, permanent Geologists, geophysicists, hydrologists and related professionals, permanent Head of department/chief executive officer, permanent Household food and laundry services related, permanent Housekeepers, laundry and related workers, permanent Human resources and organisational developmentand related professionals, permanent Human resources clerks, permanent Human resources related, permanent Language practitioners, interpreters and other communications, permanent Legal related, permanent Librarians and related professionals, permanent Library mail and related clerks, permanent Light vehicle drivers, permanent Logistical support personnel, permanent Material-recording and transport clerks, permanent Medical research and related professionals, permanent Messengers, porters and deliverers, permanent
Employment at beginning of period (1 April 2011) 3 13 33 11 55 6 5 1
Appointments 0 0 1 0 0 0 2 0
Terminations Turnover rate 0 0 3 0 4 0 1 0 0 0 9,1 0 7,3 0 20 0
1 5 1 23 31 7 2 2 1 26 1 42 14 2 7
0 0 0 1 39 0 0 0 0 9 0 0 0 0 1
0 0 0 0 6 0 0 0 0 9 0 1 0 1 0
0 0 0 0 19,4 0 0 0 0 34,6 0 2,4 0 50 0
192
Occupation Natural sciences related, permanent Other administrativeand related clerks and organisers, permanent Other administrative policy and related officers, permanent Other information technology personnel, permanent Other occupations, permanent Risk management and security services, permanent Secretaries and other keyboard operating clerks, permanent Security guards, permanent Security officers, permanent Senior managers, permanent Social sciences related, permanent Trade/industry advisers and other related professionals, permanent TOTAL
Employment at beginning of period (1 April 2011) 2 58 3 3 5 4 55 3 18 47 9 1 698
Appointments 0 0 0 0 0 0 1 0 1 4 0 0 65
Terminations Turnover rate 0 9 1 0 0 0 3 0 1 8 1 0 59 0 15,5 33,3 0 0 0 5,5 0 5,6 17 11,1 0 8,5
Table 5.3: Reasons why staff leave the Department Termination type Death, permanent Resignation, permanent Expiry of contract, permanent Dismissal misconduct, permanent Retirement, permanent Percentage of total resignations 4 25 25 2 3 6,8 42,4 42,4 3,4 5,1 Percentage of total employment 0,6 3,6 3,6 0,3 0,4 Total employment 59 59 59 59 59 698 698 698 698 698 698
Number
Total
TOTAL 59 100 8,5 59 Resignations as percentage of employment
8,5
193
Table 5.4: Promotions, by critical occupation Occupation Administrative related Agriculture related Civil engineering technicians Cleaners in offices, workshops, hospitals, etc. Client information clerks (switchboard, receptionclerks) Communication and information related Community development workers Custodian personnel Economists Engineering sciences related Engineers and related professionals Finance and economics related Financial and related professionals Financial clerks and credit controllers Food services, aids and waiters General legal administration and related professionals Geologists, geophysicists, hydrologists and related professionals Head of department/chief executive officer Employment at beginning of period (1 April 2011) 110 1 3 25 6 Salary level Progressions to Promotions to as another notch another salary apromotions percentage of within salary level employment level 4 0 0 1 0 3,6 0 0 4 0 62 0 2 20 1 Notch progressions as a percentage of employment 56,4 0 66,7 80 16,7
8 6 1 38 3 13 33 11 55 6 5
0 0 0 1 0 0 1 0 1 0 0
0 0 0 2,6 0 0 3 0 1,8 0 0
6 2 1 31 1 7 19 4 19 5 2
75 33,3 100 81,6 33,3 53,8 57,6 36,4 34,5 83,3 40
194
Occupation Household, food and laundry services related Housekeepers, laundry and related workers Human resources and organisational development and related professionals Human resources clerks Human resources related Language practitioners, interpreters and other communications Legal related Librarians and related professionals Library, mail and related clerks Light vehicle drivers Logistical support personnel Material-recording and transport clerks Medical research and related professionals Messengers, porters and deliverers Natural sciences related Other administrativeand related clerks and organisers Other administrative policy and related officers Other information technology personnel
Employment at beginning of period (1 April 2011) 5 1 23
Salary level Progressions to Promotions to as another notch another salary apromotions percentage of within salary level employment level 0 0 0 0 0 0 0 1 12
Notch progressions as a percentage of employment 0 100 52,2
31 7 2
0 1 0
0 14,3 0
11 2 2
35,5 28,6 100
2 1 26 1 42 14 2 7 2 58
0 0 1 0 1 1 1 0 0 2
0 0 3.8 0 2.4 7.1 50 0 0 3.4
3 1 8 1 1 5 0 5 0 21
150 100 30,8 100 2,4 35,7 0 71,4 0 36,2
3 3
1 0
33.3 0
2 3
66,7 100
195
Occupation Other occupations Risk management and security services Secretaries and other keyboard operating clerks Security guards Security officers Senior managers Social sciences related Trade/industry advisers and other related professionals TOTAL
Employment at beginning of period (1 April 2011) 5 4 55 3 18 47 9 1
Promotions to Salary level Progressions to another salary promotions as another notch level a percentage of within salary employment level 0 1 2 0 0 2 0 0 0 25 3.6 0 0 4.3 0 0 0 1 30 2 13 17 6 1
Notch progressions as a percentage of employment 0 25 54,5 66,7 72,2 36,2 66,7 100
698
21
330
47,3
Table 5.5: Promotions, by salary band level Progressions Notch Employment Promotions Salary promotions progression at beginning to another to another as a peras a perof period notch within centage salary level centage of of (1 April 2011) employment salary level employment 26 69 186 234 72 42 18 22 21 8 698 0 2 6 11 2 0 0 0 0 0 21 0 2.9 3,2 4,7 2.8 0 0 0 0 0 3 7 49 90 142 42 0 0 0 0 0 330 26,9 71 48,4 60,7 58,3 0 0 0 0 0 47,3
Salary band Lower skilled (levels 12), permanent Skilled (levels 35), permanent Highly skilled production (levels 68), permanent Highly skilled supervision (levels 912), permanent Senior management (levels 1316), permanent Contract (levels 12), permanent Contract (levels 35), permanent Contract (levels 68), permanent Contract (levels 912), permanent Contract (levels 1316), permanent TOTAL
196
Table 6.1: Total number of employees (including employees with disabilities), per occupational category (SASCO) Male, Male, Male, Male, coltotal African oured Indian black 22 1 2 25 Female, total black 18
Occupational category Legislators, senior officials and managers, permanent Professionals, permanent Technicians and associated professionals, permanent Clerks, permanent Service and sales workers, permanent Plant and machine operators and assemblers, permanent Elementary occupations, permanent TOTAL Employees with a disability
Male, Female, Female, Female, white African coloured Indian 4 14 2 2
Female, white 2
Total 49
70 73
1 1
2 2
73 76
5 3
76 67
3 2
2 3
81 72
11 4
170 155
66 15 1
2 0 0
0 0 0
68 15 1
2 0 0
145 12 0
9 0 0
6 1 0
160 13 0
12 0 0
242 28 1
12
13
27
28
43
259 1
6 0
6 0
271 1
15 0
341 0
17 0
14 1
372 1
30 0
688 2
197
Table 6.2: Total number of employees (includingemployees with disabilities), per occupational band Male, total black Female, African Female, Indian Male, coloured Female, white 0 4 12
Male, African
Female, total black
Male, Indian
Male, white
Female, coloured
Occupational band
Top management, permanent Senior management, permanent Professionally qualified and experienced specialists and middle management, permanent Skilled technical and academically qualified workers, junior management, supervisors, foremen, permanent Semi-skilled and discretionary decision making, permanent Unskilled and defined decision making, Permanent Contract (top management), permanent Contract (senior management), permanent Contract (professionally qualified), permanent Contract (skilled technical), permanent Contract (semi-skilled), permanent Contract (unskilled), permanent
2 30 99
0 1 2
1 2 3
3 33 104
0 6 5
2 15 105
0 1 5
1 1 6
3 17 116
47
49
102
112
13
27 6 2 3 5 17 4 17
0 1 0 0 0 0 0 0
0 0 0 0 0 0 0 0
27 7 2 3 5 17 4 17
1 0 0 1 0 0 0 0
40 19 0 4 10 17 6 21
1 1 1 0 0 3 0 0
1 0 0 0 0 0 0 0
42 20 1 4 10 20 6 21
0 0 0 0 1 0 0 0 30
TOTAL 259 6 6 271 15 341 17 14 372
198
Total 6 60 237 176 70 27 3 8 16 37 10 38 688
Table 6.3: Recruitment, per occupational band Male, African Female, total blacks Male, Indian Male, white Male, total black Male, coloured Female, coloured Female, African Female, Indian Female, white 0 0 0 0 0 0 0 0 0 0 Female, white 0 Occupational band Senior management, permanent Professionally qualified and experienced specialists and middle management, permanent Skilled technical and academically qualified workers, junior management, supervisors, foremen, permanent Semi-skilled and discretionary decision making, permanent Unskilled and defined decision making, permanent Contract (senior management), permanent Contract (professionally qualified), permanent Contract (skilled technical), permanent Contract (semi-skilled), permanent Contract (unskilled), permanent Total 2 4 1 4 2 2 1 1 9 39 65 Total 0
2 1
0 0
0 0
2 1
0 0
0 2
0 1
0 0
0 3
1 0 1 0 0 3 17
0 0 0 0 0 0 0
0 0 0 0 0 0 0
1 0 1 0 0 3 17
0 0 1 0 0 0 0
3 2 0 1 1 6 22
0 0 0 0 0 0 0
0 0 0 0 0 0 0
3 2 0 1 1 6 22
TOTAL 26 0 0 26 1 37 1 0 38 0 Male, white Male, total black Female, total black 0 Male, coloured Female, coloured Female, African Female, Indian Male, African Male, Indian
No data 0 0 0 0 0 0 0 0
199
Table 6.4: Promotions, per occupational band Male, total black Male, coloured Female, coloured Female, African Female, Indian Female, total black Female, white 0 5 9 8 0 0 Female, white 0 Female, white 0 0 2 Male, African Male, Indian Male, white Occupational bands Top management, permanent Senior management, permanent Professionally qualified and experienced specialists and middle management, permanent Skilled technical and academically qualified workers, junior management, supervisors, foremen, permanent Semi-skilled and discretionary decision making, permanent Unskilled and defined decision making, permanent Total 1 43 153 96 51 7 351 Total 1 Total 1 4 10 6 3 1
0 22 54
0 0 1
0 2 1
0 24 56
0 5 3
1 8 77
0 0 4
0 1 4
1 9 85
18
20
61
67
22 3
0 1
0 0
22 4
1 0
28 2
0 1
0 0
28 3
TOTAL 119 4 3 126 10 177 8 8 193 22 Male, total blacks Female, total black Female, total black 0 3 4 3 Male, coloured Female, coloured Female, coloured 0 0 0 Female, African Female, Indian Female, Indian 0 0 0 0 Male, African Male, Indian Male, white Male, white 0 1 1
Employees with a disability 0 0 0 0 0 0 0 1 1 Table 6.5: Terminations, per occupational band Male, total black Male, coloured Occupational bands Top management, permanent Senior management, permanent Professionally qualified and experienced specialists and middlemanagement, permanent Skilled technical and academically qualified workers, junior management, supervisors, foremen, permanent Semi-skilled and discretionary decision making, permanent Unskilled and defined decision making, permanent Female, African 0 3 4 3 Male, African Male, Indian 0 0 0 0
1 0 3
0 0 0
1 0 3
2 0
0 1
0 0
2 1
0 0
1 0
0 0
0 0
1 0
0 0
200
Table 6.5: Terminations, per occupational band (continue) Male, total black Female, total black Male, coloured Female, coloured Female, African Female, Indian Female, white 0 0 1 0 0 0 4 Female, white Male, African
Male, Indian
Male, white
Occupational bands Contract (top management), permanent Contract (senior management), permanent Contract (professionally qualified), permanent Contract (skilled technical), permanent Contract (semi-skilled), permanent Contract (unskilled), permanent TOTAL
0 1 0 1 3 6 19 Male, African
0 0 0 0 0 0 1 Male, coloured
0 0 0 0 0 0 0 Male, Indian
0 1 0 1 3 6 20 Male, total black
1 0 0 0 0 0 3
0 1 3 3 7 7 32 Female, African
0 0 0 0 0 0 0 Female, coloured
0 0 0 0 0 0 0 Female, Indian
0 1 3 3 7 7 32 Female, total blacks
Total 1 2 4 4 10 13 59 Total 0 Total 1 1
No data
Male, white 0
Table 6.6: Disciplinary action Male, total black Female, total black 1 1 Male, coloured Female, coloured Female, African Female, Indian Female, white 0 0 Male, African
Male, Indian
Disciplinary action No outcome TOTAL
0 0
0 0
0 0
0 0
Male, white 0 0
1 1
0 0
0 0
201
Table 6.7: Skills development, per occupational category Female, Total black Male, total black Male, coloured Female, coloured Female, African Female, Indian Female, white 0 0 0 0 0 0 0 0 0 0 0
Male, African
Male, Indian
Male, white
Occupational category Legislators, senior officials and managers Professionals Technicians and associated professionals Clerks Service and sales workers Skilled agriculture and fishery workers Craft and related trades workers Plant and machine operators and assemblers Elementary occupations TOTAL Employees with disabilities Table 7.1
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Total 0 0 0 0 0 0 0 0 0 0 0 15 326 19 211 13 814 0 14 963 8 564 15 265 19 073 22 351 34 724 28 296 17 915
Demographics African, female African, male Indian, female Indian, male Coloured, female Coloured, male Total black, female Total black, male White, female White, male Employees with a disability
Number of beneficiaries 120 76 4 0 5 1 129 77 22 8 2 238
Total employment 341 258 13 6 17 6 371 270 30 15 2 688
Percentage of total employment 35,2 29,5 30,8 0 29,4 16,7 34,8 28,5 73,3 53,3 100 34,6
Cost (R000) 1 839 1 460 55 0 75 9 1 969 1 469 492 278 57 4 264
Average cost per beneficiary (R)
TOTAL
202
Table 7.2: Performance rewards, by salary band, for personnel below senior management Number of beneficiaries 18 34 72 90 0 0 0 0 214 Total employment 27 70 176 237 38 10 37 16 611 Percentage Cost Average cost of total per beneficiary (R000) employment (R) 66,7 48,6 40,9 38 0 0 0 0 35 104 255 844 1 957 0 0 0 0 3 160 5 778 7 500 11 722 21 744 0 0 0 0 14 766
Salary band Lower skilled (levels 12) Skilled (Levels 35) Highly skilled production (levels 68) Highly skilled supervision (levels 912) Contract (levels 12) Contract (levels 35) Contract (levels 68) Contract (levels 912) TOTAL
Table 7.3: Performance rewards, by critical occupation Percentage of total employment 31,5 0 0 70,4 25 50 0 100 52,9 66,7 30,8 41,7 55,6 34,1 66,7 40 0 0 0 100 16,7 15,8 33,3 Average Cost cost per (R000) beneficiary (R) 821 0 0 114 15 86 0 21 441 49 117 362 79 143 24 42 0 0 0 9 82 127 32 24 147 0 0 6 000 7500 21 500 0 21 000 24 500 24 500 29 250 24 133 15 800 9 533 6 000 21 000 0 0 0 9 000 20 500 14 111 16 000
Critical occupation Administrative related Agriculture related Civil engineering technicians Cleaners in offices, workshops, hospitals, etc. Client information clerks (switchboard and reception clerks) Communication and information related Community development workers Custodian personnel Economists Engineering sciences related Engineers and related professionals Finance and economics related Financial and related professionals Financial clerks and credit controllers Food services aids and waiters General legal administration and related professionals Geologists, geophysicists, hydrologists and related professionals Head of department/chief executive officer Household, food, and laundry services related Housekeepers, laundry and related workers Human resources and organisational development and related professionals Human resources clerks Human resources related
Number of beneficiaries 34 0 0 19 2 4 0 1 18 2 4 15 5 15 4 2 0 0 0 1 4 9 2
Total employment 108 1 3 27 8 8 6 1 34 3 13 36 9 44 6 5 1 1 5 1 24 57 6
203
[table 7.3 continued] Percentage Number of Total of total beneficiaries employment employment 0 2 1 5 1 1 5 0 3 1 16 1 4 1 1 24 2 13 12 4 0 238 1 2 1 27 1 39 14 1 7 2 34 3 10 5 1 57 3 18 46 8 1 688 0 100 100 18,5 100 2,6 35,7 0 42,9 50 47,1 33,3 40 20 100 42,1 66,7 72,2 26,1 50 0 34,6 Average cost per beneficiary (R) 0 102 10 66 7 9 56 0 33 28 224 10 80 41 19 272 18 108 512 104 0 463 0 51 000 10 000 13 200 7 000 9 000 11 200 0 11 000 28 000 14 000 10 000 20 000 41 000 19 000 11 333 9 000 8 308 42 667 26 000 0 17 912
Critical occupations Language practitioners, interpreters and other communications Legal related Librarians and related professionals Library, mail and related clerks Light vehicle drivers Logistical support personnel Material-recording and transport clerks Medical research and related professionals Messengers, porters and deliverers Natural sciences related Other administrative and related clerks and organisers Other administrative policy and related officers Other information technology personnel. Other occupations Risk management and security services Secretaries and other keyboard operating clerks Security guards Security officers Senior managers Social sciences related Trade/industry advisers and other related professionals TOTAL
Cost (R000)
Table 7.4: Performance-related rewards (cash bonus), by salary band, for senior management service (SMS) Percentage of total Cost (R000) employment 35,6 30,4 0 0 29,9 794 274 0 0 1 068 Average cost per beneficiary (R) 49 625 39 143 0 0 46 434,80 Percentage of SMS wage bill 2,2 1,3 0 0 1,9 Personnel cost SMS (R000) 36 777 20 553 0 0 57 330
SMS band Band A Band B Band C Band D TOTAL
Number of Total beneficiaries employment 16 7 0 0 23 45 23 5 4 77
204
Table 8.1: Foreign workers, by salary band Total employment at beginning of period Employment at beginning of period (1 April 2011) Employment at end of period (31 March 2012) Total Employment at End of Period 1 Total Change in Employment -1 1 -1 1 1 Total Change in Employment -1 -1 53 159 684 1 663 748 1 5 48 29 87 3 477 Change in employment -1 Percentage of total Percentage of total Percentage of total 100
Salary band
Senior management (levels 1316) TOTAL
100
100
100
100
-1
100
Table 8.2: Foreign workers, by major occupation Total employment at beginning of period (1 April 2011) 2 2 Employment at end of period (31 March 2012) Employment at beginning of period (1 April 2011) Percentage of total Percentage of total Percentage of total Total employment at end of period (31 March 2012) 11 7 8 7 5 1 3 4 3 16 7
Major occupation
Professionals and managers TOTAL
2 2
100 100
1 1
100 100
Change in employment -1 -1
100 100
Table 9.1: Sick leave for January 2011 to December 2011, by salary band Percentage of days with medical certification 96,9 85,4 80 83,2 73 71,4 75 68,5 81,8 100 82,2 Number of employees using sick leave 21 63 152 179 51 5 7 25 7 2 512 Percentage of total employees using sick leave 4.1 12,3 29,7 35 10 1 1,4 4,9 1,4 0,4 100 Average number of days per employee
Salary band Lower skilled (levels 12) Skilled (levels 35) Highly skilled production (levels 68) Highly skilled supervision (levels 912) Senior management (levels 1316) Contract (levels 12) Contract (levels 35) Contract (levels 68) Contract (levels 912) Contract (levels 136) TOTAL
Total days 223 472 1 165 1 274 259 7 20 108 22 32 3 582
Estimated cost (R000)
205
Table 9.2: Disability leave (temporary and permanent) for January 2011 to December 2011, by salary band Percentage of days with medical certification 29 13 41 73 100 100 100 100 Number of employees using disability leave 3 1 2 4 Total number of days with medical certification 29 13 41 73
Salary band Lower skilled (Levels 1-2) Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) TOTAL
Total days
Estimated cost (R000) 6 4 23 83
156
100
10
116
156
Table 9.3: Annual leave for January 2011 to December 2011, by salary band Salary Band Lower skilled (levels 12) Skilled (levels 35) Highly skilled production (levels 68) Highly skilled supervision (levels 912) Senior management (levels 1316) Contract (levels 12) Contract (levels 35) Contract (levels 68) Contract (levels 912) Contract (levels 1316) TOTAL Total number of days taken 519,92 1 216,6 3445 4 687,92 1 380 59 93 365 247 107 12 120,44 Average number of days per employee 21 16 18 19 19 5 9 9 13 10 17 Number of employees who took leave 25 74 188 253 71 12 10 42 19 11 705
Table 9.4: Capped leave for January 2011 to December 2011, per salary band Average Average number number of days of of days of capped leave capped leave per employee taken per as at 31 employee December 2011 6 3 2 4 50 38 60 46
Salary band
Total number of days of capped leave taken
Number of Employees as at 31 December 2011 29 61 31 121
Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Senior management (Levels 13-16) TOTAL
12 9 2 23
206
Table 9.5: Leave payouts Reason Leave payout for 2011/12 due to nonutilisation of leave for the previous cycle Capped leave payouts on termination of service for 2011/12 Current leave payout on termination of service for 2011/12 TOTAL Total amount (R000) 238 365 49 652 Number of employees 10 21 5 36 Average payment per employee (R) 23800 17381 9800 18111
Table 10.1: Steps taken to reduce the risk of occupational exposure Units/categories of employees identified to be at high risk of contracting HIV & related diseases (if any) xxx Key steps taken to reduce the risk xxx
xxx xxx Table 10.2: Details of health promotion and HIV/Aidsprogrammes [tick Yes/No and provide required information] Question 1. Has the Department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001? If so, provide her/his name and position. 2. Does the Department have a dedicated unit or have you designated specific staff members to promote the health and wellbeing of employees? If so, indicate the number of employees who are involved in this task and the annual budget available for this purpose. 3. Has the Department introduced an employee assistance or health promotion programme for employees? If so, indicate the key elements/services of the programme. 4. Has the Department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) they represent. 5. Has the Department reviewed its employment policies and practices to ensure that these do not discriminate unfairly against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed. 6. Has the Department introduced measures to protect HIVpositive employees or those perceived to be HIV positive from discrimination? If so, list the key elements of these measures. 7. Does the Department encourage its employees to undergo voluntary counselling and testing? If so, list the results achieved. 8. Has the Department developed measures/indicators to monitor and evaluate the impact of its health promotion programme? If so, list these measures/indicators. Yes No Details, if yes
207
Table 11.1: Collective agreements Subject matter xxx xxx Date
xxx xxx Table 11.2: Misconduct and disciplinaryhearings finalised Outcome of disciplinary hearings No outcome TOTAL Number 1 1 Percentage of total 100 100 Total 1 1
Table 11.3: Types of misconduct addressed atdisciplinary hearings Type of misconduct Disrespect/abusive or insolent behaviour Failure to carry out an order or instruction Prejudices administration or organisation or department TOTAL Table 11.4 : Grievances lodged Number of grievances addressed Not resolved TOTAL Number 1 1 Percentage of total 100 100 Total 1 1 Number 1 1 1 Percentage of total 33,3 33,3 33,3 Total 3 3 3
100
Table 11.5: Disputes lodged Number of disputes addressed Upheld Dismissed TOTAL Number 0 0 0 Percentage of total 0 0
208
Table 11.6: Strike action Strike action Total number of person working days lost Total cost (R000) of working days lost Amount (R000) recovered as a result of no work no pay Table 11.7: Precautionary suspensions Precautionary suspension Number of people suspended Number of people whose suspension exceeded 30 days Average number of days suspended Cost (R000) of suspensions Table 12.1: Training needs identified Skills programmes and Employment Learnerships other short courses 20 29 92 78 76 79 172 70 13 15 0 0 0 0 0 1 29 14 402 286 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 3 8 3 11 3 6 11 11 0 0 25 7 0 0 0 0 0 0 0 0 7 2 46 26 72 Other forms of training 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Occupational category
Gender
Total 3 6 11 11 0 0 25 7 0 0 0 0 0 0 0 0 15 5 54 29 83
Legislators, senior officials Female and managers Male Professionals Technicians and associated professionals Clerks Female Male Female Male Female Male Service and sales workers Female Male Skilled agriculture and fishery workers Craft and related trades workers Plant and machine operators and assemblers Elementary occupations Gender sub-totals Female Male Female Male Female Male Female Male Female Male
TOTAL 688
209
Table 12.2: Training provided Skills programmes and other short courses 3 6 11 11 0 0 25 7 0 0 0 0 0 0 0 0 7 2 46 26 72
Occupational category
Gender
Employment Learnerships 20 29 92 78 76 79 172 70 13 15 0 0 0 0 0 1 29 14 402 286 688 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 3 8 3 11
Other forms of training 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total 3 6 11 11 0 0 25 7 0 0 0 0 0 0 0 0 15 5 54 29 83
Legislators, senior Female officials and managers Male Professionals Technicians and associated professionals Clerks Service and sales workers Female Male Female Male Female Male Female Male Skilled agriculture and Female fishery workers Male Craft and related trades workers Plant and machine operators and assemblers Elementary occupations Gender sub-totals TOTAL Female Male Female Male Female Male Female Male
Table 13.1: Injury on duty Nature of injury on duty Required basic medical attention only Temporary total disablement Permanent disablement Fatal TOTAL Number 3 0 0 0 3 Percentage of total 100 0 0 0
210
Table 14.1 Utilisation of consultants using appropriated funds Total number of companies that worked on the project 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Project title Assistance ondebtors systems Facilitation, integration and implementation of the wash programme of the 2010/11 and 2011/12 project Review of the White Paper on Basic Household Sanitation Empowerment and information dissemination onsanitation policies, guidelines, strategy and tools Facilitation of sanitation job creation and youth development programme in municipalities Job creation forecasting in the delivery of human settlements Nationwide sanitation sustainability audit on sanitation facilities provided by the sector to municipalities Content editing for the human settlements review publication: research publication quality on related human settlements Consulting services: capacity and compliance checking by independent auditors in respect of municipal accreditation programme Provision and management of training on sustainable developments BNG report edited and saved into read/write format for future usage Development and Implementation of case management system for rental housing tribunals Facilitation of Turnaround Strategy Progress report on Danida-funded Energy Efficiency Pilot Project for Low-income Housing in N2 Gateway, and proposals on the way forward Assistancewith establishment of project management of Key Community Schemes Ombud Service (CSOS) establishment activities Development of education and training manual on title deeds for homeowners Implementation guidelines for the enhanced PHP policy framework Research aimed at relooking at the housing programme to finding a responsive and sustainable solution to the need for adequate shelter Employee wellness programme Revamping the DHS internal newsletter and office branding Turnaround Strategic Plan for Job Evaluations and Job Descriptions Drafting Regulations under the Sectional Titles Schemes Management Act and the Community Schemes Ombud Services Act Editing BNG report Understanding the dynamics of informal settlements Project management for the implementation of the Rural Household Infrastructure Programme Guiding and supporting the identified forty [41] municipalities in the implementation of the free basic sanitation strategy Calculating jobs created in the delivery of human settlements
Duration (months) 12 24 24 24 36 12 12 12 12
Contract value (R) R1 500 000,00 R2 000 000,00 R1 000 000,00 R2 000 000,04 R3 300 000,00 R296 400,00 R2 900 000,00 R410 400,00 R517 163,50
36 R11 024 664,00 12 12 R270 807,75 R4 225 000,00
24 R13 455 752,00 12 12 12 12 12 7 12 12 12 12 R995 302,00 R495 900,00 R482 815,00 R197 831,20 R499 183,00 R132 231,52 R300 230,40 R110 700,00 R497 000,00 R358 205,25
24 R41 654 553,48 12 12 R2 488 000,02 R450 000,00
211
212
P art FIVE
213
O ther I nformat I on
5.1 AcronYms
AMCHUD BCMM BNG CoGTA CSIR DHS DM DMR DoRA DPME DRDLR DWA EMT FBS FOSAD GDP GIS H&H HDA HIV/Aids HLAMDA HoD HSS HSDG IBSA IDPs IGR JWP JOSHCO MEC MEIA MIG MINMEC MINTOP MISA MOA African Ministerial Conference on Housing and Urban Development Buffalo City Metropolitan Municipality Breaking New Ground Cooperative Governance and Traditional Affairs Council for Scientific Industrial Research Department of Human Settlements District municipality Department of Mineral Resources Division of Revenue Act Department of Performance Monitoring and Evaluation Department of Rural Development and Land Reform Department of Water Affairs Executive Management Team Free Basic Sanitation Forum of South African Directors-General Gross domestic product Geographical Information System Health and hygiene Housing Development Agency Human immuno deficiency virus/Acquired immune deficiency syndrome Home Loan and Mortgage Disclosure Act Head of department Housing Subsidy System Human Settlement Development Grant India Brazil South Africa Dialogue Forum Integrated Development Plans Intergovernmental Relations Joint Work Programme Johannesburg Social Housing Company Member of the Executive Council Monitoring, Evaluation and Impact Assessment Municipal Infrastructure Grant Minister/member of Executive Council Minister/top Management Municipal Infrastructure Support Agency Memorandum of Agreement
214
MOU MTEF NAFCOC NDHS NHBRC NHFC NSDF NSPU NURCHA NUSP PFMA PHP PHDA PHSDs PMU POA RHIP RHLF SALGA SDI SHRA SHS&BSTT SIP SITA SLA SMME SOHCO TB TUHF USDG WASH WSA WSDP
Memorandum of Understanding Medium-term Expenditure Framework National African Chamber of Commerce Construction National Department of Human Settlements National Home Builders Registration Council National Housing Finance Corporation Ltd National Slum Dwellers Federation National Sanitation Programme Unit National Urban Reconstruction and Housing Agency National Upgrading Support Programme Public Finance Management Act Peoples Housing Process Priority Housing Development Areas Provincial Human Settlements Departments Project Management Unit Programme of Action Rural Household Infrastructure Programme Rural Housing Loan Fund South African Local Government Association Slum Dwellers International Social Housing Regulatory Authority Sustainable Human Settlements and Basic Services Task Team Strategic Infrastructure Programme State Information and Technology Agency Service Level Agreement Small, Medium and Macro Enterprises Social Housing Company Tuberculosis Trust for Urban Housing Finance Urban Settlement Development Grant Water, Sanitation and Hygiene Water Services Authority Water Services Development Plan
215
5.2 Contact details

National Department of Human Settlements Private Bag X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Minister The Hon Minister of Human Settlements T M G Sexwale (MP) Pretoria Office P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 421 1309 Fax: 012 341 8513 Cape Town Office P/B X9029, Cape Town, 8000 2nd Floor, Room 217, 120 Plein Street, Cape Town Tel: 021 466-7600 Fax: 021 465-3610 Deputy Minister The Hon Deputy Minister of Human Settlements Z Kota-Fredericks (MP) Pretoria Office P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 421 1311, Fax: 012 341-8513 Cape Town Office P/B X9029, Cape Town, 8000 2nd Floor, Room 217, 120 Plein Street, Cape Town Tel: 021 466 7600, Fax: 021 465 3610 Accounting Officer Mr T Zulu Pretoria Office P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 421 1312 Fax: 012 341 2998 Cape Town Office P/B Bag X9057, Cape Town, 8000 2nd Floor, Room 217, 120 Plein Street, Cape Town Tel: 021 465-7295/6/7 Fax: 021 465 3610
216
Deputy Directors-General Ms N Letsholonyane National Department of Human Settlements P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 421 1607 Mr M Maphisa National Department of Human Settlements P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 444 5072 Mr J Wallis (Acting) National Department of Human Settlements P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 444 5247 Mr N Chainee National Department of Human Settlements P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 421 1603 Ms F Matlatsi Chief Financial Officer National Department of Human Settlements P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 421 1568 Head Official Responsible for Departmental Strategic and Annual Performance Plans Mr M D Moerane National Department of Human Settlements P/B X644, Pretoria, 0001 240 Justice Mahomed Street, Sunnyside, Pretoria Tel: 012 421 1363/1510 Fax: 012 421 1616
217
NOTES
NOTES
Department of Human Settlements www.dhs.gov.za Toll free call centre: 0800 146873/0800 1 House Report Fraud & Corruption: 0800 701 701

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ANNUAL REPORT

DEPARTMENT OF HUMAN SETTLEMENTS

RP156/2012 ISBN: 978-0-621-40896-6

T W ZULU DIRECTOR-GENERAL DATE:

Human Settlements Annual Report 2011 2012

Human Settlements Annual Report 2011 2012

Human Settlements Annual Report 2011 2012

Human Settlements Annual Report 2011 2012

1.2 OrganIsatIonal structure

CD: Executive Support to the Director-General Mr Themba Nobatana

DDG: Policy & Research Mr Martin Maphisa

DDG: Service Delivery Support Mr Johan Wallis (Acting)

DDG: Corporate Services Ms Nelly Letsholonyane

DDG: Chief of Operations Mr Neville Chainee

DDG: Chief Financial Officer Ms Funani Matlatsi

CD: Policy Mr Diet van Bloembsen

CD: Human Settlement Planning Mr Anton Arendse

CD: Corporate Support Mr Elias Sithole

CD: Financial Services Mr Nyameko Mbengo

CD: Research Dr Zoleka Sokopo

CD: IT & Systems (GITO) Mr Mandla Xaba (Acting)

CD: Monitoring & Evaluation Mr Phillip Chauke

CD: Human Resources Ms Yvonne Mbane

CD: Stakeholder Mobilisation Mr William Jiyana

CD: Legal Services Adv Jan Tladi

CD: Capacity Development Mr Monwabisi Mclean

CD: Priority Projects Facilitation Ms Julie Bayat

Human Settlements Annual Report 2011 2012

1.3 LegIslatIve mandate

Constitution of the Republic of South Africa (Act 108 of 1996)

Housing Act (Act 107 of 1997)

Housing Consumers Protection Measures Act (Act 19 of 1998)

Housing Development Agency Act (Act 23 of 2008)

Human Settlements Annual Report 2011 2012

Public Finance Management Act (Act 1 of 1999) as amended by Act 29 of 1999

Social Housing Act (Act 16 of 2008)

Division of Revenue Act

Rental Housing Act (Act 50 of 1999)

Home Loan and Mortgage Disclosure Act (Act 63 of 2000)

Inclusionary Housing Bill

Sectional Titles Schemes Management Bill

Community Schemes Ombud Service Bill

Human Settlements Annual Report 2011 2012

Strategic goals of the Human Settlements Strategy

Intergovernmental Relations Framework Act (13 of 2005)

1.4 EntItIes reportIng to the MInIster

Human Settlements Annual Report 2011 2012

Human Settlements Annual Report 2011 2012

1.5 Statement bY the MInIster

T M G SEXWALE (MP) MINISTER: HUMAN SETTLEMENTS

Human Settlements Annual Report 2011 2012

1.6 OvervIeW bY the AccountIng OffIcer

Human Settlements Annual Report 2011 2012

Human Settlements Annual Report 2011 2012

Human Settlements Annual Report 2011 2012

Informat I on on predeterm I ned ob J ect I ves

Minister of Human Settlements Department of Human Settlements Director-General of Human Settlements

2.1.2 Aim of vote

2.1.3 Strategic outcome-oriented goals of the Department

Human Settlements Annual Report 2011 2012