DPWI/PMTE Q1 2026/27 Performance; Committee Annual Performance Plan and Programme

Video The Portfolio Committee had a virtual meeting on the Department of Public Works and Infrastructure’s (DPWI) first-quarter performance report for 2026/27, together with the Committee’s annual report, strategic plan and forthcoming programme. DPWI's presentation covered challenges relating to irregular expenditure, consequence managementlabour relations and compliance, as well as corporate services, legal services and financial performance. It reported expenditure of 21% against a projected 24% for the main vote, with underspending of about R254 million, and noted that delays in signing addendum agreements had affected conditional grant transfers under the Expanded Public Works Programme (EPWP). The Property Management Trading Entity (PMTE) was reported to be operating with an overdraft of R3.1 billion, while client-department debt had risen from R15.9 billion to R16.4 billion. Members raised concerns about the large number of acting officials, the operating model and financial viability of the entity, target-setting, occupational health and safety compliance, and the accuracy of information on Operation Bring Back. Members also raised the absence of an item tracking Committee resolutions, the quality and repetitive nature of the report, and the need for provincial disaggregation of EPWP figures. The Committee was dissatisfied with the quality of the Department’s report and invoked Rule 167(f) to defer consideration of the report and instructed the Department to return with both the first- and second-quarter reports. A media statement would be issued explaining its decision to defer consideration. The Committee annual report and strategic plan was then considered, identifying the need for a clear legislative programme, continued oversight of state property and asset management, and a mid-term review of the strategic plan. Members supported stronger follow-up mechanisms, greater emphasis on measurable impact, more physical oversight visits, improved communication between the Executive and the Committee, and closer attention to lease management and the allocation of under-utilised land and buildings.