land affairs - Gov...land affairs Department: Land Affairs REPUBLIC OF SOUTH AFRICA RP 209/2007...

land affairsDepartment:Land AffairsREPUBLIC OF SOUTH AFRICA

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contact details

National Office of the Department of Land AffairsDepartment of Land Affairs, Private Bag X833, Pretoria, 0001Cnr Paul Kruger and Jacob Maré Streets, Pretoria, 0001Tel: (012) 312 8911 Fax: (012) 312 8066

Office of the Director-GeneralPretoria Tel: (012) 312-8503 Fax: (012) 323 6072Cape Town Tel: (021) 456 6320 Fax: (021) 465 3282

Communication ServicesTel: (012) 312 8911 Fax: (012) 323 3693

Organisational Transformation OfficeTel: (012) 312 8131/9828 Fax: (012) 325 6184

Provincial Land Reform OfficesEastern Cape Tel: (041) 363 7888 Fax: (041) 363 8588Free State Tel: (051) 400 4200 Fax: (051) 430 2392KwaZulu-Natal Tel: (033) 355 4300 Fax: (033) 394 9727Gauteng Tel: (012) 310 6500 Fax: (012) 328 3127Limpopo Tel: (015) 297 3539 Fax: (015) 297 4988Mpumalanga Tel: (013) 755 3499 Fax: (013) 755 3529Northern Cape Tel: (053) 831 4090 Fax: (053) 831 4095North West Tel: (018) 397 9700 Fax: (018) 381 4040Western Cape Tel: (021) 426 2947 Fax: (021) 426 2702

Registrars of DeedsChief Registrar Tel: (012) 338 7218 Fax: (012) 328 3347Pretoria Tel: (012) 338 7000 Fax: (012) 328 3347Johannesburg Tel: (011) 378 2111 Fax: (011) 378 2100Cape Town Tel: (021) 464 7600 Fax: (021) 464 7727Bloemfontein Tel: (051) 403 0300 Fax: (051) 403 0308Pietermaritzburg Tel: (033) 355 6800 Fax: (033) 345 5101Vryburg Tel: (053) 927 1076/7 Fax: (053) 927 4002Kimberley Tel: (053) 832 7228/9 Fax: (053) 832 5888King William’s Town Tel: (043) 642 2741 Fax: (043) 642 4539

Surveyors-GeneralChief Surveyor-General Tel: (012) 322 5400 Fax: (012) 322 5418Pretoria Tel: (012) 303 1600 Fax: (012) 323 1527/321 2645Pietermaritzburg Tel: (033) 355 2900 Fax: (033) 394 7610Cape Town Tel: (021) 467 4800 Fax: (021) 465 3008Bloemfontein Tel: (051) 448 0955 Fax: (051) 447 8003Mpumalanga Tel: (013) 754 5400 Fax: (013) 755 3127

Surveys and MappingMowbray Tel: (021) 658 4300 Fax: (021) 689 135

land affairs

contents

Part 1: Foreword by the Minister for Agriculture & Land Affairs. . . . . . . . . . . . . . . 9Part 2: General Information

Introduction by the Director-General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Overview of Service Delivery Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Strategic Overview & Key Policy Developments. . . . . . . . . . . . . . . . . . . . . . . . . . 19

Part 3: Programmatic ContextProgramme 1: Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Programme 2: Surveys & Mapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Programme 3: Cadastral Survey Management . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Programme 4: Restitution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Programme 5: Land Reform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

Reports per Provincial Land Reform OfficeEastern Cape. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68Free State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Gauteng. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78KwaZulu-Natal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Limpopo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Mpumalanga . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93Northern Cape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98North West . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103Western Cape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Programme 6: Spatial Planning & Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111Programme 7: Deeds Registration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114

Part 4: Report of the Audit CommitteeReport of the Audit Committee for the year ended 31 March 2006 . . . . . . . . . . 123

Part 5: Annual Financial StatementsReport of the Accounting Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129Report of the Auditor-General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136Statement of Accounting Policies & Related Matters . . . . . . . . . . . . . . . . . . . . . . 140Financial Statements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145Report of the Auditor-General on the Registration of Deeds Trading Account . . 185Financial Statements of the Registration of Deeds Trading Account . . . . . . . . . . . 187

Part 6: Human Resource ManagementOversight Report National Department of Land Affairs 2005/2006 . . . . . . . . . . . 205

Part 7: Translations of Part 2Afrikaans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .235Isindebele . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .237Isixhosa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .240Isizulu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .243Sepedi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .246Sesotho . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .249Setswana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .252Siswati . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .255Tshivenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .258Xitsonga . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .261


glossary of abbreviations& acronyms

AARSE African Association of Remote Sensing of theEnvironment

ABET Adult Basic Education TrainingABP Area-based PlanningAccPac Deeds Registration Accounting SoftwareADCADR Alternative Dispute ResolutionAgriSA Agricultural Union of South AfricaAFREF African Reference FrameworkARC Agricultural Research Council

BAS Basic Accounting SystemBIM Business Information ManagementBFN BloemfonteinBPR

CASPCD Chief DirectorateCEC Committee for Environmental Co-ordinationCETA Construction Education and Training AuthorityCFO Chief Financial OfficerCIO Chief Information Officer CIS Cadastral Information SystemCLaRA Communal Land Rights ActCLRB Communal Land Rights BillCLCC Chief Land Claims CommissionerCPICOBIT Control Objectives for Information and related

TechnologiesCOO Chief Operations OfficerCORN Community Organisation Regional Network CPA Communal Property InstitutionsCSI National Committee for Spatial Information CTN Cape Town

DCS Document Copy SystemDEAT Department of Environmental Affairs and TourismDDG Deputy Director-GeneralDG Director-GeneralDFA Department of Foreign AffairsDLA Department of Land AffairsDLD District Level DeliveryDOH Department of HousingDOJ Department of JusticeDOTS Document Tracking Systems

DRS Deeds Registration System DWAF Department of Water Affairs and Forestry

EC Eastern CapeEE Employment EquityEIMP Environmental Implementation and Management

PlanESTA Extension of Security of Tenure Act EXCO Executive Committee Meeting

FAO Food and Agriculture Organisation

GCIS Government Communication and InformationSystem

GIS Geographic Information Systems GPS Global positioning system

Ha HectareHR Human ResourcesHRD Human Resource DevelopmentHRM Human Resource ManagementHSRC Human Sciences Research Council

ICT Information Communication TechnologyIDE Integrated Drive ElectronicsIDP Integrated Development PlanIEC Independent Electoral CommissionIGR Inter-Governmental Relations IRS International Relations DeskISRDP Integrated Sustainable Rural Development

ProgrammeISO International Standards Organisation IT Information TechnologyITIL Information Technology Infrastructure Library

JHB Johannesburg

KAP Knowledge, attitudes and perceptions KBY KimberleyKWT King William’s TownKZN KwaZulu-Natal

LED Local Economic Development LIM Land Implementation ManagementLRAD Land Redistribution for Agricultural Development

land affairs

LREF Land Reform Empowerment FacilityLTA Land Reform (Labour Tenants) Act 1996,

(Act 3 of 1996)LTR Land and Tenure Reform LUMB Land Use Management Bill

MANCO Management CommitteeMapAware Map Awareness and Map Literacy ProjectMECs Members of the Executive CouncilsMI Management InformationMINMEC Minister and MECsM & E Monitoring and EvaluationMPCCsMODIS Moderate Imaging Spectro RadiometerMOU

NCFHR National Consultative Forum for Human RightsNCOP National Council of ProvincesNEMA National Environment Management Act,

No 107 of 1998NEPAD New Partnership for Africa's DevelopmentNGOs Non-governmental OrganisationsNQF National Qualification FrameworkNSIF National Spatial Information FrameworkNWAFU North West Agricultural Farmers’ Union

PFMA Public Finance Management Act PGIEP Policy and Guidelines for the Integration of

Environmental PlanningPICP Pretoria Inner City PrecinctPIEPGD Provincial Growth and Development PLAS Pro-active Land Acquisition StrategyPLOF Land owned by foreignersPLRO Provincial Land Reform OfficePLSS Public Land Support ServicesPMB PietermaritzburgPMO Project Management OfficePPA Planning Profession ActPPP Private PartnershipPSLDC Provincial State Land Disposal CommitteePTA Pretoria PSETA Public Sector Education and Training Authority

RCMRD Regional Centre for Mapping of Resources forDevelopment

RDP Reconstruction and Development Programme

RISS Redistribution Implementation Support ServicesRLCC Regional Land Claims CommissionerRLT Rural Legal Trust

SA South AfricaSABC South African Broadcasting CorporationSABS South African Bureau of StandardsSACPLAN Council for South African PlannersSADC South African Development CommunitySADT South African Development TrustSAHRC South African Human Rights CommissionSAMDISCM Supply Chain ManagementSCOPA Standing Committee on Public AccountsSDF Spatial Development FrameworkSDIA Spatial Data Infrastructure ActSDIPs Service Delivery Improvement PlansSDLC Systems Development Life CycleSG Surveyor – GeneralSISSITA State Information Technology Agency SLAG Settlement Land Acquisition Grant SLASMS Senior Management ServiceSPV Special Purpose VehicleSOA Service Orientated ArchitectureSSC Shared Service CentreSSO Standard Settlement OfferSTRATCOM Strategic Management Committee

TBVC states Transkei, BophuthaTswana, Venda and CiskeiTOGAF The Open Group Architecture FrameworkTOR Terms of Reference

UMT UmtataUNDP United Development ProgrammeUniVen University of Venda URP Urban Renewal Programme

VBG VryburgVPN Virtual Private Network

WAN Wide Area Network

1forewordby the ministerfor agriculture &land affairs

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land affairs9

forewordby the ministerfor agriculture & land affairs

The Land Summit held in Johannesburg in July 2005 was a definitive milestone on the road tofast-tracking the trajectory of South African land reform policy towards 2014. It charteredthe road to be taken to arrive at the objective of transferring 30% of white-ownedagricultural land by 2014. So far, the Department of Land Affairs has distributed only 4.3% ofthe target.

In order to meet the 30% redistribution target of agricultural land and to achieve realdevelopmental outcomes a new approach to land reform is being developed. Theachievement of land reform goals requires inclusive partnerships and collaboration acrossgovernment departments and civil society. Greater coordination within the structures of

government in land reform and administration is needed to realise the goals wehave set for ourselves.

It is encouraging that for the period under review the Department spent itsentire capital budget for land acquisition. In this period 258 890 hectares ofproductive, white-owned agricultural land have been delivered through the landtenure and land reform programmes. This has been possible because of efforts putinto developing innovative ways of acquiring and redistributing land through theProactive Land Acquisition Strategy (PLAS). Despite the fact that the whole budgetwas spent, the small number of hectares acquired was due in part to the rapidlyincreasing land prices.

In terms of partnerships to improve land delivery, Local government structuressuch as municipalities will became our partner in land reform as part of theireconomic development priorities. The Department of Land Affairs will ensure thatan integrated approach factors in decentralization or delegation of decision makingto local levels, as well as an alignment with key sector Department in order toscale up delivery and maximize the developmental impacts of land reform.

In response to these challenges, and to the resolutions of the Land Summit, theDepartment of Land Affairs has also formulated a New Strategic Framework forLand Reform. This framework conceptualises land reform as a multi-faceted

process aimed at creating sustainable economic development and improving the quality of lifeof the previously disadvantaged. In terms of this Framework, planning for land and agrarianreform is made central to the formulation of Integrated Development Plans by localgovernment. Land Reform must be informed by Integrated Development plans withimplementation occurring at a municipal level.

Area Based Plans are proposed as the fundamental tool for the integration and alignmentof land reform with the strategic priorities of the provinces, municipalities and other sectors.The Area Based Plans (ABP) will be an integral part of the Integrated Development Plans(IDP), and will serve as a catalyst for land related developments at a Municipal level. AreaBased Plans will be aligned to the Agricultural, Local Economic Development, Sustainable

Ms Lulu XingwanaMinister for

Agriculture &Land Affairs


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Human Settlement, and Basic Service Plans, and other relevantsectors of an IDP.

The ABP is designed to speed up the Land and Agrarianreform programmes while at the same time providing forenhanced economic development. It is thus an important tool inthe delivery of key national policy objectives such asAccelerated and Shared Growth Initiatives of South Africa(ASGISA).

It is against this background of exciting new developmentsthat will give much impetus to land reform in our country that Ipresent to you the annual report of the Department of LandAffairs for 2006/07.

Ms Lulu XingwanaMinister for Agriculture and Land Affairs

land affairsDepartment:Land AffairsREPUBLIC OF SOUTH AFRICA

a n n u a l r e p o r t1 a p r i l 20 0 6 - 31 m a r c h 20 07

2generalinformation

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land affairs15

introduction by thedirector-general of thedepartment of land affairs

In the light of the recommendations and the resolutions of the Land Summit held in July 2005and the general public outcry on the slow pace of land reform, the Department had to adopta different approach in setting its targets for land delivery.

Though for the 2005/2006 financial year the Department exceeded its target of landdelivery by 34%, it was clear that the Department still faced a serious challenge in achievingthe target of redistributing 30% of white-owned commercial agricultural land by 2014. In anattempt to address this challenge, the Department resolved to increase its target to 3,1million hectares of land with 2,5 million thereof to be delivered through the landredistribution programme and the rest by the land restitution programme. As stated in theprevious annual report, the Department developed the Pro-Active Land Acquisition Strategy(PLAS) and a framework for its implementation was piloted in the Free State with a view toreplicating it across the country in the 2006/2007 financial year. In the financial year underreview, the PLAS has indeed been implemented in all the provinces.

Whilst the Department has not achieved its annual redistribution target, the actual deliveryhas been 258 890 hectares of land to 9 405 beneficiaries. This means that the previous year’starget of 152 445 hectares of land has been exceeded by about 70% - thanks to the PLAS.This significant increase in land delivery is reflected in the substantial increase in theexpenditure of the budget in the year under review: compared to the 73, 08% spent in theprevious financial year, the Department has spent 99, 88% in the 2006/2007 financial year.

These figures also bear witness to the proactive systems that the Chief Directorate:Financial Management has developed to ensure department-wide compliance in the periodunder review. These measures have included effective early warning systems, regularupdating of senior management regarding spending trends and proactive identification andmobilisation of additional funding. In addition, a three-year budget has been proactively andsuccessfully loaded and balanced on the financial system (BAS) as opposed to theconventional one-year loading. This initiative in particular has enabled the Department tocapture commitments accurately according to their projected spending periods.

The past financial year has seen the Department implementing aggressive measures toaddress a major challenge that was brewing for years, if not decades: leased land revenuemanagement. A detailed, multi-phased plan has been developed to improve the managementof State land leases.

The Commission has settled 2 772 claims against its targets of 3 243 in the year underreview. However, virtually all other targets for the outputs reflected in its strategic plan forthe year under review have been met. These include State land released for restitutionpurposes and settlement support processes of land claims with the development aspectfacilitated to ensure sustainable development on claimed / alternative agricultural landrestored to restitution claimants.


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The Department has continued to provide national mapping,aerial photography and other imagery, integrated spatialreference frameworks and other geo-spatial information insupport of the national infrastructure and sustainabledevelopment but also in support of land reform and otherpublic services.

The importance of national aerial photography and animagery archive to development cannot be overemphasised.That is why the Department regards this aspect as one of itsmost important outputs. In 2006/07, aerial photographycovering 191 502 km² has been acquired against the target of190 000 km², exceeding the target by 1 502 km².

The sustained economic growth South Africa has beenexperiencing since the dawn of the democratic state is wellnoticeable in the property market. High activity in the markettranslates into high activity within the cadastral survey as well. Inspite of skills shortages and challenges around this, theDepartment’s cadastral survey offices have managed to limit theturnaround time to 20 working days – a world classperformance, as the international norm is around two months.

The role and services of Spatial Planning and Information isexpected to become more pronounced than before when theLand Use Management Bill (LUMB) is passed by the Cabinet inthe next financial year. Amongst other goals, this Bill is intendedto rationalise existing laws and systems which are ineffectiveand to provide directive principles for equality and efficiency inorder to enhance co-ordination, commitment of resources,implementation and monitoring.

As a result of the favourable economic climate in the countryand the subsequent lively property market, the deeds registrieshave experienced an increase in their workload. One of theexciting projects the deeds office has started to implement inthe year under review is the e-Cadastre, which forms part ofthe Department's Master Information Systems Plan. This is asystem proposed for the electronic submission and processingof diagrams in the offices of the Surveyors-General, and deeds

and documents in the deeds registries. By eliminating papertraffic between the legal fraternity, the deeds registries andoffices of the Surveyors-General, the system will reduce surveyapproval and deeds registration turn-around times and enableeasier access to survey and registration services from remoteareas.

A new organisational structure and a comprehensive HumanResource Management Plan and Strategy have been developedas part of Project Tsoseletso in response to the 2005 LandSummit that really started questioning the ability and capacity ofthe State to effectively implement land reform. The keyobjective of the HR plan is to support the achievement of thedepartmental strategic objectives by ensuring that theDepartment always has the correct number of employees withthe requisite competencies.

In support of our contextual objectives, the Department hasimplemented an internship programme as its contributiontowards the alleviation of unemployment and to create a futurelabour pool for the Department and the country. Altogether218 interns have been placed in our provincial, district andnational offices. Of these, more than 100 found employmentwithin and outside the Government.

The Department continued deepening its commitment tothe national agenda of contributing towards the development ofthe continent. In this regard, the Department has continuedproviding support to development projects for NEPAD such asMapping Africa for Africa, AFREF projects, AfriCover, the SADCand Rwanda. South Africa attained membership of the RegionalCentre for Mapping of Resources for Development (RCMRD) inthis financial year.

The Department is also playing a central role in theestablishment of the SADC Land Reform Technical SupportFacility. The idea of the establishment of the facility was mootedin August 2001 when the SADC Heads of State andGovernment directed SADC Ministers of Lands to develop aregional land reform strategy.

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overview ofservice deliveryenvironment

Voted fundsAppropriation Main Adjusted Actual Over/Under

Appropriation Appropriation Amount Spent ExpenditureR’000 R’000 R’000 R’000

R 4 852 196 R 3 730 196 R 3 725 551 R 4 645

Responsible Minister Minister for Agriculture and Land Affairs

Administering Department of Land AffairsDepartment

Accounting Officer Director-General of Department of Land Affairs

Aim of the VoteThe aim of the Department of Land Affairs is to provide an equitable and sustainable landdispensation that results in social economic development for all South Africans.

Key measurable objectives and programmesProgramme Key measurable objective

Programme 1: Provide strategic and logistical support in the form of executive and Administration corporate services.

Programme 2: Provision of accurate, up to date and accessible maps and other geo- Surveys & Mapping spatial information, imagery and an integrated spatial reference

framework to enhance planning and monitoring of land reform,national infrastructure and sustainable development, nationally andregionally

Programme 3: Approval, maintenance and archiving of cadastral survey documents Cadastral Surveys submitted by land surveyors, supplying cadastral information and

facilitating the regulation of cadastral surveys, in order to supportand facilitate land development, with special emphasis on landreform.

Programme 4: Resolve restitution claims within the target period through negotiated Restitution settlements that restore land rights and award alternative forms of

equitable redress to claimants.

Programme 5: Ensure that sustainable benefits of economic growth accrue toLand Reform previously disadvantaged communities, groups and individuals

Programme 6: Provision of legislative, institutional and technical skills support to Spatial Planning & regulate and guide settlement development, land use management Information and spatial information management.

Programme 7: To provide a high quality deeds registration system whereby secure Auxilliary & Associated titles are registered and speedy and accurate information is providedServices (Sub-programme:

Deeds Registration)


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Departmental ExpenditureGPS Classification Budget allocated Expenditure to date Expenditure as % of budget

R’000 R’000 R’000

Compensation of employees R 406 908 R 406 123 R 99.8%

Goods & Services R 464 627 R 462 376 99.5%

Transfers to households R 2 466 293 R 2 465 384 100.0%

Others R 392 368 R 391 668 100.0%

Total R 3 730 196 R 3 725 551 99.9%

Overview of the service deliveryenvironmentDuring the year under review the Department finalized itsbusiness process reengineering process which resulted in a neworganizational establishment which will enhance service deliveryonce implemented.

The redistribution program delivered 258 890 hectares ofland to 9405 beneficiaries during the year under review. Thesubprogram had a target of 7500 beneficiaries, which itexceeded; and a target of 2 500 000 hectares which it did notachieve. The Redistribution sub-programme together with theCommission had cumulatively delivered 4 211 140 hectaressince 1994.

In addition 494 hectares of well located land was acquiredfor housing, industrial and economic development.

The Commission for Restitution of Land Rights had set atarget to verify, gazette and settle 3243 claims. It successfullysettled 2772 claims, most of which where complex rural claimsthat had dragged for a long time. By the 31 March 2007,93,38% of claims representing 74 417 claims had been settledout of a total of 79 696 claims that were logged by the cut-offdate of 31 December 1998.A figure of 5279 representing6,62% remains to be settled, of which the majority are ruralclaims.

In summary a total of more than 1, 5 million hectares of landhad been restored to claimants at a cost of over 5, 3 billion.The land acquired was mainly in Kwazulu-Natal, NorthernCape, Limpopo and North West. Cities that are predominantlyurban such as Gauteng and the Western Cape saw a largenumber of claimants choosing financial compensation, largelybecause of conditions not feasible for resettlement and old age

K

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strategic overview &key policy developments

Key strategic policy advances were made in the 200/7 financial year (and possibly more thanin any previous year) to advance Government policy imperatives.

In terms of the amendments to the White Paper on Land Policy by 31st March 2009, asrecommended by the Land Summit, a landmark document Key Policy areas in the White Paperthat need to be affirmed or amended, has been developed. The importance of this document isthat it clearly spells out the terrain policy amendment process that needs to be covered.Furthermore, two important elements of the White Paper, the willing buyer-willing sellerprinciple and the one pertaining to expropriation of land for land reform purposes, have beenreviewed and stakeholders consulted thereon.

Of equal importance has been the work on the policies, legislative and regulatory reformsfront. It should be borne in mind that the main and fundamental objective for these reformsis to ensure that the state, (as so clearly debated and finally agreed on at the Land Summit)intervenes in the land market so that land reform can indeed take place.

Our intention was to ensure that by 31 March 2007, we will have a policy on ForeignOwnership of Land. On 6th March the Panel of Expects, appointed by the Minister toinvestigate this matter, made a presentation to the Minister regarding their recommendations.By 31 March a clear report with specific recommendations was available, with the next stepbeing its presentation to Cabinet.

By the end of the financial year, two reports (with clear and specific recommendations)had been developed as a major leap towards the development of two key policies: one beinga policy on land tax and the other a policy on land ceilings.

With regard to policy reforms to benefit people living on communal land and state land,draft regulations on Communal Land Rights were developed to constitute the basis forconsultation purposes and processes.

To protect and benefit people living on commercial farms, a framework was developed(and has been in place since October 2006), separating the management of evictions fromissues of tenure security for farm dwellers. One of the major features of this framework isthe leveraging and maximisation of existing redistributive measures to provide for tenuresecurity (for people living on commercial farms).

The involvement, consultation and partnership with stakeholders - especially organs of civilsociety - are very important. It is for this reason that the Department specifically targeted, by31st March 2007, a framework specifically relating to partnering with civil society as anacknowledgement that Government on its own will not be able to effectively implement arobust land reform programme. The implementations of the Land Summit recommendationshave therefore been taken forward through a National Steering Committee constituted byGovernment, organised labour, organised agriculture and NGOs in the land and agrariansector.

managementof the department

of land affairs

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3programmaticcontext

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programme 1:administration

Programme 1 (Administration), with its thrust on the improvement of governance within theDepartment as well as accountability for the utilisation of resources allocated and entrustedto the Department, encompasses a wide scope of programmatic areas diverse in nature anddisciplines. They deal with organisational strategy and planning, policy and legislation,monitoring and evaluation, internal audit, risk and compliance, security, finance, human capitaland organisational development, meeting the needs of vulnerable groups, etc.

The report on Programme 1 is organised in a specific manner. Firstly, it provides narrativecontext (“Programmatic Context”) in respect of these areas, which have been grouped undertwo branches, namely the office of the Director-General and Corporate Services Branch.Secondly, the “Programmatic Context” is followed by reporting on targets (measurableobjectives, outputs, indicators and targets).

It should be noted however, that the order in which the programmatic context has beenpresented is not necessarily (nor is it intended to be) aligned to the order in whichinformation in the reporting on targets has been presented.

Chief Directorate: Financial ManagementPurposeThe main purpose of this sub-programme is to provide effective and efficient financialmanagement support to the Department, which includes financial planning and reporting,designing and implementing adequate internal control systems, risk identification andmanagement, sound bookkeeping and supply chain management.

The main focus points during the year under review were: Budget, cash flow and expenditure management;Business process mapping for the Chief Directorate;Reconciliation of the balance of grants;Improved leased land revenue management;Accounting for the Proactive Land Acquisition Strategy;Improved Supply Chain Management;Fraud prevention and anti-corruption; andImproved provision of transport.

ChallengesThe key challenge facing the Chief Directorate is capacity constraints due to high staffturnover, particularly within the Supply Chain Management (SCM) section, and the endemicskills shortage of SCM Practitioners.


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Service delivery achievementsBudget, cash flow & expendituremanagementThe Chief Directorate financial management once more playeda pivotal role in the achievement of 99,88% (2005/06: 73,08%)spending by the Department. Effective early warning systemswere put in place and management was kept informedregarding the spending trends. Needs for funds mobilisationwere proactively identified and put forward for approval by theBudget Committee.

The Chief Directorate has also proactively and successfullyloaded and balanced a three year budget on the financial system(Basic Accounting System) as opposed to the conventional oneyear loading. This initiative has enabled the Department tocapture commitments accurately according to their projectedspending periods.

The Department’s appropriated funds of R4, 85 billion werereduced by R1, 12 billion during the adjustment estimates. Thisreduction was a result of the challenges experienced by theRestitution Programme with regard to the settling of ruralclaims.

GFS Adjusted Expenditure ExpenditureClassification budget to date as a

allocation percentageof budget

R’000 R’000 R’000

Compensationof employees 406,908 406,123 99,8%

Goods &services 463,016 460,765 99,5%

Transfersto household 2,638,699 2,454,833 93,0%

Land& subsoil 153,852 339,742 220,8%

Other 67,721 64,088 94,63%

Total 3,730,196 3,725,551 99.88%

Business process mapping for thesub-programmeDuring the year under review the business processes for theentire Chief Directorate were developed and clearly mapped.This exercise resulted in the development of a suitablestructure for financial management and supply chainmanagement that would provide the much needed on timeservice to the core business. The structures have beensubmitted to the relevant authorities for consideration andapproval.

Reconciliation of the balance of grantsThe Department realised a need to quantify the potentialbalances remaining from grants awarded to beneficiaries afterthe purchasing of land. The purpose of this exercise was toinvestigate any possible unknown liability to the Department.

Significant progress has been made in this regard. The close-outreports and presentation of the findings to the Department willbe done in the first quarter of the new financial year.

Improved leased land revenuemanagementThe Departments received a qualified audit report in theprevious financial year as a result of poor management of rentalrevenue receivable. To this end a project plan using a phased-inapproach aimed at correcting the situation was adopted. Thisphased-in approach was conceived after realising that theproblem was substantial and that it would need to be dealt within a focused and systematic manner in order to obtain positiveoutcomes.

Phase one of the plan was focused on improving themanagement of leases that are done by our own provincialoffices, and phase two would involve getting systems in placefor the management of revenue receivable from land leasedthrough the Power of Attorney. The latter phase will beundertaken in the new financial year.

Notable progress has been made with regard to thereconciliation of the information previously provided by theservice providers and the information available from provincialoffices. A lease revenue receivable register based on solidevidence of available contracts has been created. A concertedeffort has been put in place to calculate rental revenuereceivable at the end of the year.

There is work in progress from the Land Reform ProvincialOffices regarding the renewing of expired contracts. TheDepartment is also in the process of capacitating the ProvincialOffices to execute this function.

The establishment of an integrated lease debtors system isalso in progress. This system will provide improved contractmanagement and the monitoring of lease revenue.

Accounting for the Proactive LandAcquisition StrategyAs reported in the Accounting Officer’s report, the Departmenthas implemented a strategy of accelerating land reform byadopting a supply-led approach for the acquisition of primeagricultural land for land reform beneficiaries.

The Chief Directorate: Financial Management has played anactive role in ensuring that funds are appropriately allocated forthis purpose and that the potential risk issues inherent in thenew strategy are brought to the attention of all relevantstakeholders.

Improved Supply ChainManagement (SCM)

Establishment of a comprehensive supplier database: A comprehensive clean-up of the supplier database wasundertaken during the year under review. This exercisewas aimed at categorising suppliers and classifyingcommodities properly in the database as well as updatinginformation of suppliers. The clean-up was followed byextensive training of all users of the database. The fullscale use of the new supplier database will commence inthe new financial year.

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Setting up panels of experts:In an attempt to improve the turnaround times for theprocurement of goods and services, the Departmentundertook the process of identifying critical servicesneeded for improved land reform delivery, and then set uppanels according to the various services needed. To thisend, the following panels were successfully set up:Valuations, Surveyors, and Legal Services. The number ofpanels will be increased in the new financial year.Decentralisation of procurement to provincialoffices:As previously reported, execution of their ownprocurement within the Supply Chain Managementframework was delegated to six more provincial offices.The purpose of this decentralisation was to enablemanagers to move swiftly in getting the necessary servicesand so meet their targets. Supply Chain Management website:During the year under review a SCM website wasdesigned and implemented to load information needed bysuppliers and prospective bidders. This website wasactually one of the highlights among the achievements ofthis financial year, as service providers welcomed theconvenience of accessing our advertised bids and therelevant forms to be completed in the comfort of theiroffices. It also reduced the amount of copies of biddingdocuments that the Department used to make for serviceproviders.Capacity building:Extensive training on the SCM was conducted during theyear. Systems controllers were taken through two weeksof training provided by SAMDI Networks and forumswere also established for information sharing and support.

Fraud prevention & anti-corruptionIn an attempt to prevent fraud and corruption in theDepartment, the SCM Code of Conduct was developed andprinted on posters for distribution throughout the Department.All officials were sensitised on the contents of the code duringSCM workshops.

Improved provision of transportAs part of providing value added services to our clients, theChief Directorate realised the need to find better alternativeways to provide the necessary tools to the core business forimproved and accelerated land delivery. To this end, it wasdecided to buy a pool of vehicles that will be managed andcontrolled by the Department, as opposed to relying on theGovernment Garage and rental vehicles only.

A needs analysis was conducted and funds mobilised for theacquisition of 35 vehicles. All vehicles were delivered in thefourth quarter of the year and distributed to the Provincial LandReform offices and Regional Land Claims Commissioners’offices.

An integrated management and monitoring system for thevehicles will be put in place in the next financial year.

Chief Directorate:HumanCapital & OrganisationalDevelopmentOrganisational TransformationOfficeProject TsoseletsoThe department initiated a re-engineering project (ProjectTsoseletso) in order to ensure that it is adequately capacitatedand resourced to meet its service delivery challenges. Thefollowing phases of the project have been completed:

Phase one: Consolidation, analysis and alignment ofbusiness process maps.The main objective of this phase was to review currentbusiness process maps and identity shortcomings andloopholes in the existing business process maps in order toestablish the basis for determining an appropriateorganisational structure of the Department. The followingmilestones have been achieved:

An As-Is process report - which contains all the currentbusiness processes mapped and their associated processrelated data in PDF format. This report was theculmination of smaller earlier reports produced,pertaining to the baseline of current DLA processes andthe completeness of the DLA’s existing process modeland process data at the time;An Improvements Opportunity report which details therecommendation resulting from the analysis of themapped As Is business processes;A To-Be Process Model. This model comprises thefollowing:

The actual database model which the department hasuploaded onto its servers, and which will be accessedvia the Casewise Corporate Modeller tool. The toolwill be used to update business processes as andwhen changes occur.A To-Be business report in Word format; andTo-Be business processes in HTML format. All ChiefDirectorates have a copy of their own To-Be businessprocesses in HTML format.

Phase two: Development of staffing norms, organisationstructure and establishmentThe objective of this phase was to generate information todetermine staffing norms and assist the Department inaligning the organisational structure and establishmentbased on those staffing norms to both the strategic intentas well as the business process requirements.The following milestones had been achieved:

Staffing norms, methodology and approachA final departmental organisational structure, which is aculmination of previous smaller deliverables produced to


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eventually derive the final structure, such asorganisational structure design options and a functionallist. These were developed from business extracts,followed by the depiction of those functions in ahierarchical manner on a functional chart todemonstrate the relation between the functions of theDLA.

Phase three: Development of an integrated humanresources planThe objective of the human resources planning was toensure that there are sufficient numbers of competent andmotivated employees to meet the organisation's needs,both presently and in the future. The HR Plan wasdeveloped on the basis of the new organisational structureof the Department.

An Integrated HR plan for the department has beendeveloped. The implementation of this plan will contributetowards addressing the following:

Capacity constraints, particularly in core functions withinthe Department;Scarcity of skills particularly in technical areas;Employment equity;Information management; Human resources management and developmentpractices.

Cross phase activities: Culture, change management andcommunicationThe objective of this phase was to implementorganisational culture change and facilitate leadershipalignment between the Departments of Land Affairs andAgriculture.

As part of implementing culture change, office actionplans were developed to address issues that affect servicedelivery, which staff identified as “quick wins”. Theprocess of developing the action plan followed intensiveinteractive sessions with staff. These sessions assisted staffto prioritise the issues. The process of implementingidentified “quick wins” is under way.

The Departments of Land Affairs and Agricultureinitiated a leadership alignment programme to ensure thatthe activities of the two departments are aligned tosupport implementation of agrarian reform. The Visionand Mission Alignment Statements and LeadershipAlignment Strategy have been adopted to guide andenhance the process of aligning the activities of the twodepartments. Currently, the two departments are engagedin intensive consultations in order to align their systemsand processes. The Deputy Directors-General are drivingthe work streams activities. The Executive Committee,comprising the top management of the two departments,hold monthly meetings to monitor and review progress.

As part of skills transfer, work study officers have beentrained and now have a better understanding of therequirements and challenges posed by large scale processimprovement and organisation design initiatives. The taskteam members dealing with the culture change “quickwins” participated in the training workshops. The teammembers have been capacitated to deal with thechallenges around implementation of the action plans onthe “quick wins”.

The empowerment of youth & peoplewith disabilitiesAs part of its commitment to ensure a meaningful contributiontowards the Government’s aims and objectives to reducingpoverty and unemployment, the Department took the initiativeof developing empowerment strategies for the youth andpeople with disabilities. The Department had intensiveconsultation processes with youth and organisations supportingpeople with disabilities in order to determine their needs andexpectations in relation to its core business. Empowermentstrategies are now in place and are being used to developspecific programmes targeted at promoting the quality of life ofthe youth and people with disabilities.

Batho Pele programmeBatho Pele is an important government initiative to ensure thecreation of a people-centred public service. The Departmenthas successfully developed and aligned its service deliveryimprovement plan to its strategic objectives. Theimplementation of the service delivery improvement plan willcomplement the process of achieving targets and outputs asoutlined in the departmental strategic plan. A citizen satisfactionsurvey and the evaluation of performance and compliance withthe Batho Pele principles of access and redress have been donethrough collaboration with the Public Service Commission. Thefindings of the surveys are being addressed to ensure thatclients’ needs are catered for in all service interactions.

Employment equityThe Department is on track with the process of workingtowards the achievement of employment equity targets. Thedepartment has updated its employment equity plan to complywith the provisions of the Employment Equity Act, 1998. Theplan has a three year life span and will thus be reviewed in2010. It is being implemented to address employment equitychallenges.

Human Resources ManagementThe Department of Land Affairs aims to be a global leader inthe creation and maintenance of an equitable and sustainableland dispensation that results in social and economicdevelopment for all South Africans. During this year a neworganisational structure and a comprehensive Human ResourceManagement Plan and Strategy has been developed as part ofProject Tsoseletso. The key objective of the HR Plan is tosupport the achievement of the departmental strategicobjectives by ensuring that the Department always has thecorrect number of employees, with requisite competencies, asand when they are needed.

With the finalisation of a new process-driven organisationalstructure, the Department is equipped to achieve its objectives.The staffing levels recommended in the new structure arebased on full time equivalents calculated out of the expectedvolumes of work and expected productivity levels. Thus theHR Plan provides a synopsis of the Department’s currentcapacity levels against the desired capacity in realising thedepartmental strategic goals and objectives.

The Department operates at a vacancy rate of 27, 41%which is above the proposed public sector norms where

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vacancy rates should not exceed 12.5%. It also faces anattrition rate of 16.27% with over half of the staff leaving beingin the skilled to highly skilled category. Obviously this poses aserious risk for the Department in its endeavour to achieve itsstrategic mandate.

The HR Plan focuses on the following critical areas withregard to staffing:

Capacity constraints particularly in core functions withinthe Department;Scarcity of skills particularly in technical areas;Staff retention initiatives;Employment equity;Information management; andHuman Resource management and development practices.

Capacity constraints particularly incore functions within the DepartmentThe detailed statistics on the vacancy levels in the Departmentis set out in the HR Plan. The vacancy rate is a seriouschallenge to the managers and human resource practitioners inthe Department. A complete review of the recruitmentprocess has been conducted and certain parts of therecruitment process have been outsourced to ensure improvedefficiency in the recruitment of staff. Through the review therecruitment process has been shortened significantly. Arecruitment project has been initiated to ensure that thevacancy rate of the Department is reduced to below 10% bythe end of the 2007/08 financial year. The improvedrecruitment process has resulted in the appointment andpromotion of 847 employees. Verification of qualifications andcriminal identity checks are being administered on new recruits.These measures are partially in place and will be fullyimplemented during the next financial year. The quality of therecruitment process is further enhanced with the conducting ofcompetency assessments on job applicants. This process is alsopartially implemented and will be fully implemented during thenext financial year.

Human ResourcesDevelopmentAs a learning organisation, the Department is committed toexpanding the capacity of its employees by equipping them withrelevant skills in order to carry out their designated mandateswith optimal efficiency and effectiveness which will result inimproved service delivery to land reform beneficiaries andcommunities.

Skills framework forland & agrarian beneficiariesDuring the past year the Department had been conducting atraining needs analysis for land reform beneficiaries togetherwith the provincial project planners in all nine provinces. Thetraining needs analysis report will culminate in the developmentof a skills development framework in order to enhance the skilllevels and ability of land reform beneficiaries to manage theirprojects effectively.

The training needs analysis report identified a number oftraining interventions required in the following areas:

Basic project and farm management;

Bookkeeping and financial management skills;Marketing skills;Development of business plans; andProject specific programmes e.g. poultry production, pig

farming and tourism.The training programmes for land reform beneficiaries will

be developed in partnership with identified tertiary institutions(that undertake land and agrarian reform programmes) as wellas non-governmental and community based organisations indifferent provinces.

Bursary programmeto develop scarce skillsThe Land Surveying profession has been identified as a scarceskill within the country. The Department has difficulty inachieving its employment equity targets within this job category.In response to the identified need the Department signed apartnership agreement with the University of Cape Town andthe University of KwaZulu-Natal in respect of departmentallyfunded bursary holders in the fields of Survey and Geometrics.The Department will enrol 40 prospective bursary holdersannually for a period of three years to study BSc Land Surveying/ Geometry. Twenty previously disadvantaged students willannually be enrolled at the University of Cape Town and 20students at the University of KwaZulu Natal.

Bursaries have also been awarded for students to study fordegrees and diplomas in town and regional planning,cartography and surveying at different technicons anduniversities.

Altogether 11 bursary holders studying at the Polytechnic ofNamibia in Cadastral Surveys and Land InformationManagement successfully completed their second year of study.

Bursary programmefor departmental employeesThe Department awarded 205 bursaries to employees toaddress skills shortages and departmental priorities.

Management developmentprogramme for middle managersA total of 59 middle managers from the Department havecompleted the Certificate in Public Management Developmentfor Middle Managers which was presented on a decentralisedbasis by the University of Pretoria. Modules covered were thefollowing:

Strategic and Operational Management;Programme and Project Management;Public Finance Management;Knowledge Management and OrganisationalTransformation;Communication;Service Delivery Management and Problem Solving; andManaging People for Results

Internship ProgrammeThe focus of this programme for interns is on gainingexperience and creating a future labour pool for theDepartment and the country. The Department placed 218interns in provincial, district and national offices. Of these


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interns, 21 received permanent employment in theDepartment, 80 were employed in other governmentdepartments and the private sector. During the past year a newopportunity for learning was created for interns to do deedsexaminations. All interns have a work plan, learning programmeand an assigned supervisor / mentor. Certificates of competencewere issued to all outgoing interns in March 2007.

Adult Basic Education & TrainingSix learners completed English and Numeracy levels ? and ??.

Three learners completed mother tongue isiZulu, Sepedi,English and Numeracy level ???.

Seven learners completed English and Numeracy levels ???and ?V.

Further Education & TrainingA total of 12 learners completed the Matric Certificate.

Project Managementfor Land Reform ImplementersAltogether 145 planners from the Land Reform Branch and theCommission on Restitution of Land Rights attended thisprogramme during the past financial year. The main objective ofthis programme was to assist planners in managing andimproving the quality of land reform projects and in doing so,shorten the project cycle and enhance the quality of landreform projects.

Valuation Methodology ProgrammeAltogether 70 land reform implementers from theDepartment’s offices in the Eastern Cape and Limpopocompleted the Valuation Methodology and TechnologyApplication Programme.

Workplace Skills PlanDepartmental officials were trained in various programmes inaccordance with the Workplace Skills Plan. Some of theprogrammes implemented were:

ValuationAdvanced Application of Spatial Information for LandReformCommunal Land Rights ActSupply Chain ManagementPublic Finance Management ActRecords ManagementProject ManagementFraud and Corruption AwarenessJob Hunting Skills for InternsManagement Development Programme for MiddleManagersInduction ProgrammeCustomer CareSupervisory PrinciplesMapAware for Land Reform Implementers

Management &Advisory Support ServicesIt is the mandate of the Directorate Management Advisory andSupport Services to contribute to the creation of an enabling

environment for improved service delivery by designing aneffective, efficient and appropriate organisational architecturealigned with the Department’s and Government’s servicedelivery objectives, mandates and strategic plan, to support theDepartment in providing services with the best value for money,and to optimally utilise the Department’s available resources.

During the year under review, a new organisation andestablishment structure aligned to the strategic objectives andthe business processes of the Department was developed. Atotal of 6 086 business processes have been identified and re-engineered during Project Tsoseletso. New software waspurchased that the Department will use to capture businessprocesses and to serve as a central repository in order to linkorganisational, process, and technology modelling to obtain aholistic view of the Department. Ten work study officers weretrained to manoeuvre the system.

The Directorate also subjected a total of 63 critical, vacant,newly created and newly defined posts to the job evaluationprocess. The number appears to be small because the focuswas only on those posts that managers regarded as critical, andthat cannot wait for the approval of the new, proposedstructure.

Legal ServicesThe Directorate Legal Services provides an in-house legalservice to the Minister and the Department. It does not provideany services directly to the public. Its functions include thedrafting and editing of contracts to which the Minister orDepartment is a party, the furnishing of legal opinions, the co-ordination of litigation to which the Minister or Department is aparty, and assisting with labour disputes of an individual orcollective nature in which the Department is involved. It alsoliaises between the Department and the State Attorney inmatters where the State Attorney represents the Department.

During the financial year under review the Directoratereceived 132 requests for legal opinions, excluding verbal advicegiven telephonically or in meetings, 375 new litigation and debtcollection matters, as well as 78 new requests to draft or editcontracts.

As far as litigation is concerned, arguably the most notablecase is Stephen Segopotso Tongoane & others v The NationalMinister for Agriculture and Land Affairs & others. In this matterthe applicants seek to have the Communal Land Rights Act, 11of 2004 declared unconstitutional. The Department is opposingthe matter. The application was launched in 2005 already, butwork on the matter has been continuing throughout the yearunder review, and the matter is due to be heard by the PretoriaHigh Court in July 2007.

Work also continued in a number of cases where theDepartment is faced with claims for damages arising from veldfires which allegedly originated on properties owned by theDepartment, e.g. the cases of C. J. Rance v Minister forAgriculture and Land Affairs and Amathole Forestry Company vMinister for Agriculture and Land Affairs. The Department isopposing these charges, which must still be heard by Court. Insome cases only letters of demand were received, andsummonses have not yet been issued.

Various other cases were dealt with, ranging in nature fromevictions and disputes about water rights to alleged breaches ofcontract, debt collections and bona vacantia matters.

land affairs31

Agreements drafted or edited include sale (of land) and leaseagreements, agreements with service providers/independentcontractors, transfer of funds, settlement and service levelagreements, as well as memoranda of understanding withcertain universities regarding the training of departmental staff.

Shared Service CentresThe establishment of the SSCs was part of an overallrestructuring process in DLA (Framework for theimplementation of the DLA decentralisation). At the core of therestructuring process was the decentralisation of provincial linefunction offices (that is Provincial Land Reform Offices, RegionalLand Claims Commission, Deeds Office, Surveyor General andin some provinces Surveys and Mapping) to district level.Alongside the decentralisation process, support functionsresiding in each of the line function offices (including HumanResources, Information Technology, Finance, Procurement andCommunication) were centralised within identified provinces tothe SSCs.

The performances of the SSCs have been evaluated in orderto establish whether the centres are effective in providingsupport to the business components in the provinces. Theevaluation report is available and the process of implementingthe recommendations is under way.

Chief Directorate:Business InformationManagement (CD: BIM)PurposeThe purpose of the CD:BIM is to improve service deliverythrough the optimal utilisation of appropriate information andcommunication technologies.

The Chief Directorate: Business Information Managementprovides the following functions:

Strategic direction to the departmental top managementand Ministry, with regard to e-Government andInformation and Communication Technologies (ICT).Development of ICT policies, strategies and governancemodels for implementation within a governmentenvironment;Deployment of ICTs as enabling tools through EnterpriseArchitecture and frameworks, Business and Systemsanalysis, Project Management, ICT infrastructure(hardware, software and networks), Service Management,Application Development and Support, ICT Training andICT Risk Management (Information Security and DisasterRecovery Planning);Development and maintenance of business intelligencecompetence aligned to the information and knowledgeneeds of the Department;

Management of ICT procurement, service levels and therelationship with service providers; andManagement of ICT service levels and the relationshipwith customers.

Operational objectivesThe Chief Directorate delivers information and communicationstechnology solutions and support focusing on:

Identifying a research plan, developing and maintaining ICTstandards and solutions;Ensuring system availability and managing customer andservice provider relationships;Ensuring ICT based information confidentiality, integrityand availability (information security);Providing an ICT project management service;Developing and maintaining ICT plans and architectures;Developing, implementing and maintaining IT applications;andProviding knowledge and information managementstrategy, policies, frameworks, standards and services.

The Chief Directorate: Business Information Managementexperienced a breakdown in leadership continuity resulting in asevere challenge to the continued implementation of strategicobjectives as articulated by the previous leadership. Activitiesduring the leadership transition phase centred mainly onstabilising the operational environment.

In the face of these challenges, the Chief Directorate didmanage to achieve the following outputs:

The appointment of an operational and infrastructuresupport service provider for the entire DLA;The assessment and appointment of an alternateservice provider for the Wide Area Network (WAN) as aprecursor for implementing a Virtual Private Network(VPN) that will allow the network management capabilitythat could result in performance and availabilityimprovements. The implementation of the VPN is,however, pending the resolution of a dispute betweenSITA and the Department;The renewal of hosting infrastructure on national andregional level;The launch of Umhlaba-Wethu, aimed at alleviating theshortcomings of the Landbase system and simultaneouslyproviding a consolidated support mechanism for claimssettlement. This new application will form the foundationfor supporting key business objectives such as PostSettlement Support and Area Based Planning; andThe appointment of the Chief Information Officer (CIO) inJanuary 2007.

The remaining areas of focus for the period under reviewhave been consolidation and re-alignment of ICT strategies tothat of the Department and individual components.


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Measurable objectives, outputs, indicators & targetsPurposeTo provide strategic and logistic support in the form of executive and corporate services.

Measurable objectivesGood governance of the Department

Intended impactImproved governance of the Department and accountability for its resources.

Strategic objectives

Creation of an enablingenvironment forimproved service deliverythrough leadershipalignment and appropriateorganisational culture andarchitecture.

Output

Integrated strategicplanning processes in theDepartment is enhanced.

Reporting mechanisms ondepartmentalperformance enhanced.

Organisational structureand establishment thatsupport the achievementof departmental strategicobjectives aligned.

Performance indicators

Availability of adepartmental strategicplan that addresses aimsand objectives ofgovernment as well asnational and internationalpriorities annually.

Monthly and quarterlyreporting on outputs andtargets to Minister interms of the PublicFinance Management Act(PFMA).

Improvement in meetingdepartmental targets ontime and in scale byMarch 2011.

Comprehensive AnnualReport to Parliament,Portfolio Committee andSelect Committee as wellas national and inter-government structures.

Norms, structure andestablishment based ondepartmental strategicgoals and objectivesdeveloped by August2006

Capacity building plan toaddress short, mediumand long range needs ofthe Department.completed by October2006.

Target

March 2007

March 2007

70 % by March 2007

March 2007

August 2006

October 2006

Actual

Achieved

Reporting done throughboth Mincom andministerial Lekgotla

Partially achieved

Achieved

Completed in December2006

Completed in January2007 and retentionstrategy reviewed

Actual performance against targetQuantity/ Quality/ Timelines

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Creation of an enablingenvironment forimproved service deliverythrough leadershipalignment and appropriateorganisational culture andarchitecture. (continued)

Provision of a skillsdevelopment frameworkfor land and agrarianreform for all relevantstakeholders

Output

Batho Pele revitalisationstrategy that enhancesservice delivery andcustomer relations.

A needs-based skillsdevelopment frameworkfor all identifiedstakeholders in land andagrarian sector in place.


Approved ServiceDelivery ImprovementPlans (SDIP) aligned tosupport implementationof service deliveryprinciples andachievement of DLAstrategic objectives byMarch 2007 andhenceforth reviewedannually.

SDIPs developed for eachprogramme by March2007.

Publish Citizens’ Charteroutlining service standardsand complaints procedureby March 2007.

Bi-annual reportsindicating successes andchallenges in theimplementation of servicedelivery principles.

Report to indicate howchallenges will beaddressed.

Consultations withstakeholders and a needsanalysis report by March2007.

Availability of skills auditdatabase for land reformbeneficiaries by March2007.

Training programmes forland and agrarian reformbeneficiaries based on theframework developed

Partnerships with relevantidentified land andagrarian reform tertiaryinstitutions, NGOs andCBOs.

250 Bursaries awarded toprospective employees inSurveys, Geometrics,Land Informationmanagement (LIM) by2011.

Target

March 2007

March 2007

March 2007

Two reports

July 2006

Needs analysis report

March 2007

1 framework by March2007

March 2007

90 awarded

Actual

A Departmental SDIP wasreviewed and is in theprocess of approval

Completed in March 2007

The Citizens Charter wasreviewed and is in processto finalisation

Completed. ClientSatisfaction Survey Reportand Access and Redressreports are available onthe TransformationWebsite

Not achieved due to lackof performance by aservice provider appointedto facilitate theimplementation of BathoPele Programme of Action.

Provincial consultationswith beneficiaries ofidentified projects wereconducted culminating in aneeds analysis report.

The skills audit databasehas not been developed,as more time was requiredfor the consultationprocess

Not achieved, as moretime was required for theconsultation process

Draft MOU with FortHare University is beingconsulted. Partnershipswith other identifiedacademic institutions arein place.

Achieved



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Development of policyguidelines to amplify thecore objectives

Output

White Paper on LandPolicy amended in linewith therecommendations of theLand Summit as well asother constitutional andlegislative mandates of theDepartment.

Comprehensive andintegrated frameworkdeveloped to takeforward the Land Summitrecommendations.

Policy framework foracquisition of land forsustainable humansettlements, industrial andeconomic development.

Policies, legislative andregulatory reforms tointervene in the landmarket.


Availability of AmendedWhite Paper on LandPolicy that attend to therecommendations madeat the Land Summit byMarch 2009

Availability of frameworkas per Land Summitrecommendations byMarch 2007.

Recommendations aboutavailability of partnershipswith civil society as perLand Summit by March2007.

Policy frameworkdeveloped incollaboration with theDepartments of Housingand Provincial and LocalGovernment by March2007.

Availability of new policiesby March 2007, namelythose pertaining to landownership by foreigners;land acquisition: land tax;land ownership ceilingand expropriation.

Target

Consultation process

March 2007

March 2007

March 2007

New policy: Landownership by foreigners

Draft policy on:

Land acquisition (whichincludes land tax);

Land ownership ceilings;and

Actual

Two elements of theWhite Paper have beenreviewed and consultedon (the willing seller-willing buyer principle andthe expropriation of landfor land reformpurposes). Furthermore,a document titled "KeyPolicy Areas in the WhitePaper that need to beaffirmed or amended"provides one of the basesfor meeting the needs ofthe key output inquestion. This documentis yet to be discussed.

The framework for takingforward the Land Summitrecommendations is inplace and has been drawnup by the partnershipconsisting of the DLA andorgans of civil society.

The National SteeringCommittee and its threetasks teams.

This process wasovertaken by processesaround the SPV.

Policy not in place by thetarget date. However, areport written andrecommendations madeby 31st March 2007. Thereport by the Panel ofExperts was presentedto the Minister on 6thMarch 2007.

Policy not in place by thetarget date. However, areport written andrecommendations madeby 31st March 2007.

Policy not in place by thetarget date. However, aninterim report writtenand recommendationsmade by 31st March2007.


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Development of policyguidelines to amplify thecore objectives.(continued)

Output

Policies, legislative andregulatory reforms tointervene in the landmarket. (continued)

Policies, legislative andregulatory reforms tobenefit people living oncommunal land and Stateland.

Policies, legislative andregulatory reforms tobenefit people living oncommercial farms.


Availability of new policiesby March 2007, namelythose pertaining to landownership by foreigners;land acquisition: land tax;land ownership ceilingand expropriation.(continued)

Availability of the reviewof the willing buyer-willingseller principle by March2008.

Availability of amendedpieces of legislation,namely the CLaRAAmendment Bill, the Billrepealing the BlackAdministration and theBill repealing the BlackAuthorities Act by March2008.

Availability of reviewedpolicy on State LandAdministration by March2008.

Policy separatingmanagement of evictionsfrom tenure security forpeople living and workingon commercial farmsdeveloped by March2007.

Target

Draft policy on:Expropriation

Willing buyer-willing sellerprinciple reviewed.

CLaRA Amendment Billenacted and regulationspassed.Bill repealing theBlack Administration Actenacted.

Policy on State LandAdministration received.

Policy regarding evictionsdeveloped.

Actual

Achieved.Comments forwarded toDepartment of PublicWorks and fiveworkshops/meetings heldbetween November 2006and March 2007 on theExpropriationAmendment Bill.

Policy on the willingseller-willing buyer notdeveloped by the targetdate. However, a reviewof the principle wascompleted by the end ofMarch 2007 and a reportwith recommendationscompiled.

Not achieved.The CLaRA amendmentswere withdrawn byformer Minister.Furthermore, the effortsof the Policy Unit werethen redirected towardsfocusing on the courtprocess regarding theCLaRA’s constitutionalityduring the period underreview. The DraftRegulations forconsultation purposeswere in place by 31stMarch 2007. Supportingthe opposition to theCourt challenge has beenthe main focus of activity.

Not for the period underreview, but preparatoryresearch work is goingon.

Achieved. Draftframework document hasbeen in place sinceOctober 2006.



36


Development of policyguidelines to amplify thecore objectives.(continued)

Output

Policies, legislative andregulatory reforms tobenefit people living oncommercial farms.(continued)

Policies, legislative andregulating reforms on landadministration.

Integrated andimplementable PostSettlement Supportframework developedthat addresses projectsustainability and synergyin service delivery.


Availability of legislationto benefit people living oncommercial farms

Availability of amendedlegislation, namely theDeeds RegistrationAmendment Bill andSectional TitlesAmendment Bill.

Legislation related to thesurveying professionenacted to transform theprofession and toimprove the efficiency ofcadastral surveys.

Availability of two newpieces of legislation,namely: Land UseManagement Act andRegulation of ForeignLand Ownership Act byMarch 2008.

Approved framework byMarch 2007

Compliance with Inter-Governmental Relations(IGR) framework,Integrated DevelopmentPlans (IDP) , ProvincialGrowth andDevelopment (PGD)strategies, as well asother developmentframeworks e.g. LocalEconomic Development(LEDs), SpatialDevelopment Framework(SDF), ISDP, UrbanRenewal Programme(URP) etc. by March2008.

Target

Bill on security of tenuredrafted

Amendment Bills onDeeds Registration andSectional Title drafted.

Surveying Profession Actenacted.

Continue consultation onLand Use ManagementBill.

1 framework

March 2007

Actual

Not achieved. This is sobecause the frameworkdocument proposes theuse of the existingredistributive measures toprovide tenure securityfor people living oncommercial farms.However, the Policy Unitmade comments to thePIE Amendment Bill,submitted the comments;held discussions and aworkshop on the Bill withthe Department ofHousing.

Achieved. Project completed inQuarter 2.

Not achieved. Awaitingsubmission of final draftbill, objects memo andCabinet memo, forcomment.

Not achieved. Awaitingsubmission of final draftbill, objects memo andCabinet memo forcomment.

A draft post settlementsupport settlement was inplace by the target date.

Partially achieved


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Mobilisation of our socialpartners towardspartnerships to accelerateland and agrarian reform.

Provision of guidelines forInter-GovernmentalRelations (IGR) foreffective integration andcoordination amongrelevant organs of state.

Improvement ofintegration andcoordination.

Development ofprogrammes forempowerment ofwomen, children, peoplewith disabilities and thoseliving with HIV/Aids aswell as older personswithin the context of theDepartment’s mandate.

Output

Effective stakeholderliaison strategydeveloped, supported bymost stakeholders in theland sector and thatpromotes partnershipsand empowers localgovernment andcommunities (includingvulnerable groups).

IGR Framework andmanual developed.

Effective intra-departmental integrationframework developed tosupport core objectivesand land delivery.

Operational and effectiveInternational RelationsDesk (Including Non-Governmental Relations)established.

Appropriate guidelinesdeveloped forprogrammes for theempowerment ofwomen, children, peoplewith disabilities and thoseliving with HIV/Aids aswell as older personwithin the context of theDepartment’s mandate.


Approved stakeholderrelations framework byMarch 2007.

Approved framework andmanual by March 2007

Availability of frameworkby March 2007.

Effective InternationalRelations Desk re-established andinternational as well asnon-governmentalstrategy approved byMarch 2007.

Availability of gender-specific objectives andtargets for land reformimplementation set andachieved.

Guidelines perprogramme developed byMarch 2007 for allvulnerable groups.

Monitoring of reportingon mainstream processesinland reform on anannual basis.

Appropriate genderstructures and expertiseestablished in theDepartment by March2009.

Monitoring of anadaptable and sustainablebudgeting framework formainstreaming by March2007.(Framework rolled out toline function by March2011.)

Monitoring of preferentialprocurement for womenby March 2007.

Target

One Framework.

One framework.

One framework by March2007.

One strategy by March2007.

March 2007.

Seven

March 2007.

March 2007

March 2007.

March 2007.

Actual

Not achieved by thetarget date. This is so because of thedelays experienced in theprocurement processes.A service provider wasonly appointed late inJanuary 2007. Despitestarting late, the serviceprovider is alreadyworking on the strategy.

Partially achieved.

Partially achieved.

Not achieved. Targetsubject to the ProjectTsoseletso process.

Analysis of theoperational plans andreports conducted.

Two guidelinesdeveloped.

Not achieved – work stillin progress.

T.O.Rs for implementingstructures developed andendorsed by Stratcom.Gender expertsrecruitment scheduled for2007/8

Worked together withCFO and JMC during theworkshop on theimportance of genderbudgeting.

Not achieved – work inprogress.



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Development ofprogrammes forempowerment ofwomen, children, peoplewith disabilities and thoseliving with HIV/Aids aswell as older personswithin the context of theDepartment’s mandate.(continued)

Improvement of theMonitoring and EvaluationFramework.

Improvement of theinternal control systemsthrough effective internalauditing.

Development of proactivestrategies for risk andcompliance management.

Output

Consolidated andadaptable operationaltools for women andgender designed.

A comprehensive childrenand older personsframework developed.

Advocacy programmespromoted within theDepartment andexternally withDepartment clients.

ComprehensiveMonitoring and EvaluationFramework developed toprovide evidence-basedProgramme PerformanceMonitoring; Internal andExternal Human RightsCompliance Reports;Qualitative EvaluationStudies of land reform;and Baseline Informationfor programme planningand evaluations.

Functional systems ofinternal auditingmaintained.

Functional systems ofgovernance, risk andcompliance managementmaintained.


Availability of genderchecklist by March 2007.

Gender disaggregateddata on land reformimplementation availableby March 2009.

Availability of a trainingmodule for land reformimplementers by March2007.

Availability of children’sframework by March2008.

Availability of olderpersons framework byMarch 2008.

Four advocacy andlobbying programmesundertaken in theDepartment annually.

ComprehensiveMonitoring and EvaluationFramework developed byJune 2006 that produces:

programmeperformance monitoringannually; human rightscompliance annually;quality of Life Surveyevery two years; andbaseline information forprogrammes.

Three year Strategic andAnnual Internal Auditplans approved by theAudit Committee.

Annual Audit Plandeliverables completedand approved by theAudit Committee

Annual Risk ManagementPlan deliverablescompleted and approvedby the Risk andCompliance Committee.

Annual ComplianceManagement Plandeliverables completedand approved by the Riskand ComplianceCommittee.

Target

One

March 2007.

One.

Draft framework.

Draft framework.

Four

One framework by June2006.

Two plans.

March 2007.

March 2007.

March 2007.

Actual

Draft checklist developed


Not achieved.

Process of procuring theservices of a serviceprovider initiated andterms of reference (ToR)developed.


All four advocacy andlobbying programmesundertaken.

A draft developed.

Achieved.

Achieved.

Partially achieved.

Partially achieved.


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Development of proactivestrategies for risk andcompliance management.(continued)

Provision of adequatesafety and securitysystems that ensureprotection of state assetsand information.

Development of acomprehensive, pro-active, analytical andneeds-basedcommunication strategy.

Output

Fraud prevention andanti-corruption strategyand action plansimplemented

Implemented SecurityPolicy in line withMinimum InformationSecurity Standards (MISS)and other nationalsecurity directives.

A client-approved,comprehensive, five-yearcommunication strategy,compliant with GCISguidelines, to support theDepartment’s strategicand operational plans insupport of coreobjectives.


Annual Fraud Preventionand Anti-corruptionAction Plan forimplementation of theFraud Prevention andAnti-Corruption Strategyapproved by the FraudPrevention and Anti-Corruption Committeeand deliverablescompleted.

Security clearance of allstaff members by March2009.

Improved documentsecurity in theDepartment by March2007.

Standardisation of physicalsecurity measures byMarch 2008.

The development,implementation andevaluation of thecomprehensive, goal-orientated, client-sanctionedcommunication strategyover a five-year period,with the strategyaddressing the following:

Environmental,contextual, strategic andoperational challenges;Target audiencesegmentation; Clear communicationobjectives anddeliverables;Annual thematicemphasis and thrusts;Annual communicationoperational plans;Strategy impactevaluation; andAnnual review withclients.

Target

March 2007.

All members of SMS andtheir support staff, IT, IAand FM Staff.

Offices of all seniormangers and supportstaff.

Regional offices in sixprovinces

Develop a comprehensivefive-year communicationstrategy by August 2006and implement the firstphase from September2006.

Evaluate and realign five-year strategy to thebaseline research resultsby February 2007.

Actual

Partially approved.

442 Z204 forms issued;133 Z204 formsprocessed for SeniorManagers and supportstaff;37 officials securitycleared: 22 forConfidential, five forSecret and ten forhandling T/Secretinformation.Conducted 62 preemployment securityscreenings and screenedseven service providers.

Draft Document SecurityProcedures completed.

Six offices installedautomated access controland CCTV camerasystems.

Not achieved.A service provider hasbeen appointed to assistin developing the strategy.

Not achieved though thestrategy is beingdeveloped.



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Development of acomprehensive, pro-active, analytical andneeds-basedcommunication strategy.(continued)

Reposition thecommunications functionto be an integral part ofstrategic decision makingprocesses.

Output

A comprehensive, TOM-approved stakeholderbaseline research basedon Knowledge, Attitudeand Perception (KAP) thatcovers the departmentalstrategic objectives.

A comprehensive nationalcommunicationframework for theMinistry of Agricultureand Land Affairsdeveloped.


A comprehensive KAPsurvey outsourced andresults presented to TopManagement that complywith:

Survey objectives;Usability of informationin terms of:- guiding communicationstrategy development;and- the measurement ofthe impact ofcommunication strategyfive years later.

A second comprehensiveKAP survey undertakenby November 2011 toevaluate impact on thefive-year communicationsstrategy.

National communicationnorms and standardsdeveloped in consultationwith all programmes,CLCC, Provincial LandReform Offices (PLRO),Regional Land ClaimsCommissioners (RLCC)and Shared ServicesCentres (SSC).

Develop fivecommunication protocols,guidelines, norms andstandards frameworkdocuments.

Target

Undertake and completethe comprehensive KAPsurvey by December2006.

One framework bySeptember 2006.

One framework bySeptember 2006.

Actual

Not achieved.Procurement processundertaken to procurethe services of a serviceprovider.

Not achieved –communication policycurrently in process ofbeing developed toachieve stated objectives.

Partially achieved – a draftmedia protocol documentdeveloped.


P

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programme 2:surveys & mapping

Purpose To provide national mapping, aerial photography and other imagery, integrated spatialreference frameworks and other geo-spatial information in support of the nationalinfrastructure and sustainable development, in compliance with the Land Survey Act, 1997(Act No. 8 of 1997). Furthermore, to provide professional and technical services in supportof land reform and other public services.

Measurable objectiveProvision of accurate, up to date and accessible maps and other geo-spatial information,imagery and an integrated spatial reference framework to enhance planning and monitoringof land reform, national infrastructure and sustainable development, nationally and regionally.

Intended ImpactEffective policy making and development planning (socio-economic sustainabledevelopment, poverty alleviation, job creation); Improved efficiency of service delivery by organs of State; Support of Government security, environmental conservation, food security, disastermanagement and basic services.

Service delivery objectives & indicators The Surveys and Mapping programme consists of a single sub-programme of the same name,viz. Surveys and Mapping,

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