DID ANNUAL REPORT 2023_24

Annual Report 2023-2024

1. INTRODUCTION The Department intends to adhere to the highest governance standards, which are essential for managing public funds and resources. The Department uses well-established governance systems to make economical, effective, and efficient use of tax-funded state resources. 2. RISK MANAGEMENT An authorised enterprise risk management policy and framework are in place at the department. All functional units undertook Strategic Risk Assessments and Control Risk Self-Assessments (also known as Operational Risk Assessments) throughout the reviewed year. Management and oversight bodies are informed internally about the status of the suggested mitigation actions’ execution. The Risk Management Operational Committee is led by an External and Independent Chairperson and functions to promote good governance. The Committee operates under an approved terms of reference and has convened during each of the four quarters. The Committee advises the Head of Department (HOD) on the efficacy of Risk Management within the department and oversees Governance Assurance. The Audit Committee discusses the department’s quarterly reports during its quarterly meeting. One of the reports that is brought before the Audit Committee for consideration, discussion, and reporting on the efficacy and execution of risk management within the Department is the Risk Management Report. The AGSA and the Risk Management War Room oversee the execution of Risk Management Action Plans (Mitigating Actions). The Department performs better when action plans are implemented, and when more intervention is needed, it is developed and put into action. Action plans for risk mitigation are routinely monitored for implementation, and management and oversight bodies are informed of the results. 3. FRAUD AND CORRUPTION The Department’s approved Fraud Prevention Plan includes the Fraud Risk Register. Fraud Risk Action Plans are implemented, and their progress is tracked and reported to oversight committees. There are systems in place to report instances of fraud and corruption, as well as their workings. Through channels like the Premier’s Hotline, the National Anti-Corruption Hotline (NACH), and others, authorities are urged to divulge sensitive information regarding suspected or confirmed cases of fraud and corruption. Investigations are conducted into reported occurrences of suspected and/or confirmed fraud and corruption, and if necessary, consequence management is implemented. 4. MINIMISING CONFLICT OF INTEREST Financial Disclosure on the e-Disclosure system, which is overseen by the DPSA, is used to manage perceived and/or actual conflicts of interest. In addition, and where appropriate, officials sign a statement indicating their interests in the Bid Specification, Bid Evaluation, and Bid Adjudication Committees of SCM. In the Department, there is also a gift registry. Officials are given the chance to explain why they did not declare any conflicts of interest when one is found, even though none were found in the department during the year under review. Based on the explanations given, the Directorate: Labour Relations would begin with a consequence management process. Sanctions are imposed if an official is found to have transgressed. 5. CODE OF CONDUCT Supply Chain Management personnel are required to sign agreements committing to compliance with the public service Code of Conduct. Additionally, a Declaration of Secrecy must be signed by officials. The code includes confidentiality, fighting corruption and fraud, and an oath to carry out tasks with integrity.

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DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT