REMARKS BY THE CHAIRPERSON OF THE NATIONAL …



REMARKS BY THE DEPUTY CHAIRPERSON OF THE NATIONAL COUNCIL OF PROVINCES, HON THANDI MEMELA, AT THE MEETING OF THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION AND THE SELECT COMMITTEE ON CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS, 25 AUGUST 2010

TOPIC: COLLABORATION OF INSTITUTIONS OF GOVERNANCE FOR OVERSIGHT

1. Constitution and notion of collaboration

The notion of collaboration and how it could be expressed is derived from the Constitution.

Chapter 3 of the Constitution, which deals with the principles of co-operative government and intergovernmental relations, states among other things that all spheres of government must –

▪ provide effective, transparent, accountable and coherent government; and

▪ co-operate with one another in mutual trust and good faith.

In addition, the Chapter states that an Act of Parliament must –

▪ establish or provide for structures and institutions to promote and facilitate intergovernmental relations

Here coherent government, co-operate and intergovernmental are the watchwords from which we derive the notion of collaboration.

All these constitutional provisions presuppose that the spheres of government would foster collaboration in how they perform their work.

2. Basic values and principles governing public administration

Further, section 195 of the Constitution provides for some basic values and principles that must govern public administration. This is important given the key role of public administration in a democratic state. These values and principles include:

▪ promotion of efficient, economic and effective use of resources;

▪ fostering accountability and transparency; and

▪ public participation in policy-making.

Importantly, it states that these principles apply to the administration in every sphere of government (i.e. national, provincial and local); organs of state (i.e. legislature, executive and judiciary), and public enterprises.

I am raising these basic values and principles for governing public administration essentially because it is important to take them into account when we conduct oversight as the legislative sector.

3. Collaboration in planning and implementation

It is important that the three spheres of government (national, provincial and local) plan together and also collaborate in the process of implementing government programmes. This is important for purposes of ensuring integrated, efficient and effective delivery of services to the people.

The legislative sector, which has the responsibility to oversee the work of government, should encourage or see to it that the different spheres of government work together in planning and implementing government programmes. After all we utilise resources made available by the same government.

However, this will be difficult to achieve unless such collaboration finds expression within the legislative sector. It will be difficult to achieve until it finds expression between the two Houses of Parliament (NA and NCOP). It will be difficult to achieve until it finds expression in the work of parliamentary committees.

I am happy that the two committees (the Portfolio Committee on Public Service and Administration and the Select Committee on Co-operative Governance and Traditional Affairs which also deals with public administration) actually have joint engagements as it is evident today. This is important because promoting collaboration in the conduct of oversight requires a symbiotic relationship between structures responsible for oversight. One must talk to the other.

4. Collaborative oversight work

If committees of Parliament collaborate we may see some improvements towards avoiding duplication of work. Duplication will happen when committees consider similar issues without talking to each other.

Unfortunately, when this happens, we contribute to the creation of confusion for the very institutions that we are overseeing.

Ideally, one would like to see a situation whereby related committees of the two Houses actually share their programmes or oversight information. When a particular issue is to serve before a particular House committee, the other relevant House committee should know the extent to which the matter will be covered so that committees do not call the same people to respond to same issues on different occasions. Hence I submit that there must be a symbiotic relationship between oversight structures, especially those dealing with related portfolios.

The Deputy President raised the issue of an oversight stampede when he addressed the NCOP strategic framework session last year. We must at all times make sure that we avoid that – and the only way is through collaboration.

5. NCOP and collaborative approach

I can speak with confidence with regard to how we approach collaboration in the National Council of Provinces, by making reference to two programmes:

(a) Taking Parliament to the People programme

In respect of this programme -

▪ Collaboration starts at the level of planning whereby there is consultation at leadership level (NCOP, province and relevant municipality or municipalities).

▪ Further, there is collaboration in identifying focal areas for public participation content.

▪ There is also collaboration beyond the programme, when we follow up on issues (with each sphere expected to follow up on issues within its functional area).

(b) Provincial Week

In respect of this programme –

▪ There is collaboration at the level of planning (provinces interact with municipalities and discuss programmes before they are sent for consideration by the NCOP – it is a joint oversight approach)

▪ There is collaboration during site visits (delegations are constituted by representatives from the NCOP, provincial legislature, Salga and relevant municipality)

In summary, to the NCOP the issue of collaboration is both a matter of principle and practice.

6. Concluding note

The implementation of the Oversight and Accountability Model is one of the tasks of the fourth Parliament. This will provide us with an opportunity to pay particular attention to the processing of committee reports. The model proposes the establishment of a structure (a Joint Parliamentary Oversight and Assurance Committee) to consider and deal with broader, transversal and cross-cutting issues.

Central to this is the need to understand that oversight issues require collaboration so that we are able to channel our energies and resources properly.

Collaboration is important for an integrated approach and ensuring that our oversight work has the required impact.

Thank you

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