Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Annual Report2010/11
Annual Report2010/11
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
SUBMITTING THE ANNUAL REPORT TO THE MEMBER OF EXECUTIVE COUNCIL
Annual Report
2010/11
MR MB MASUKU: MEC FOR DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
I have the honour of submitting the Annual Report of the Department of Co-Operative Governance and Traditional Affairs for the period 1 April 2010 to 31 March 2011 in terms of Public Finance Management Act, No 1 of 1999.
_________________________________________
MR MD MAHLOBO
Accounting Officer
Date: 31 August 2011
2
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 3
TABLE OF CONTENTS
PART 1: GENERAL INFORMATION
1.1 Foreword by the Executive Authority
1.2 Accounting Officers Overview
1.3 Mission Statement of the Department
1.4 Legislative Mandates
PART 2: PROGRAMME PERFORMANCE
2.1 Voted Funds
2.2 Aim of the Vote
2.3 Summary of Programmes
2.4 Overview of the Service delivery environment 2010/11
2.5 Overview of Organizational environment 2010/11
2.6 Strategic overview and Key policy developments for the 2010/11 financial year.
2.7 Departmental Receipts
2.8 Departmental Payments
2.9 Programme Performance 2010/11
2.9.1 Administration
2.9.2 Local Governance
2.9.3 Development and Planning
2.9.4 Traditional Institution and Management
PART 3: REPORT OF THE AUDIT COMMITTEE Report of the Audit Committee
PART 4: REPORT OF THE AUDITOR GENERAL ON CO-OPERATIVE GOVERNMENT Report of the Auditor General
PART 5: ANNUAL FINANCIAL STATEMENT CO-OPERATIVE GOVERNMENT Annual Financial Statement
PART 6: HUMAN RESOURCE MANAGEMENT Human Resources
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
PART 1GENERAL INFORMATION
PART 1GENERAL INFORMATION
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Just as a form of illustration:
• 835 298 out of 909 812 households, representing 91.8% of the households have access to basic water.
• 722 932 out of the 941 980 households who registered for electricity, have access to electricity today.
• Half of the population has now access to basic sanitation in Mpumalanga
Our ability to promote and sustain steady socio-economic growth will depend in part, on how well we imbricate the institution of traditional leadership into our system of governance.
The current administration has made it a priority to spare no effort in restoring the dig-nity that should be accorded to the institution of Traditional Leadership. In ensuring that there are guidelines that will guide the support provided to our Amakhosi, the Executive Council has approved the policy for the tools of trade for Traditional Leaders.
The Province has also implemented the Nhlapho commission recommendations as ap-proved by the State President, His Excellency JG Zuma for the official inauguration of the two Kings, namely King Makhosonke II of the Manala and the entire Ndebele Nation and King Mabhoko III of the Amandebele AkwaNdzundza, and accordingly we have procured and delivered two cars as part of tools of trade for the Kings.
The department has also procured 57 vehicles for our Traditional Leaders and 49 have been handed over to them.
Despite the fact that the department has experienced challenges, the Annual Report presents encouraging achievements in the execution of our mandate. Thanks to the com-mitment and dedication of the Head of Department, Mr. Mahlobo supported by the Senior Management. Their collective leadership has ensured that the Department add value to the work of all spheres of government.
___________________
MR MB MASUKU MEC: CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
1.1 FOREWORD BY THE EXECUTIVE AUTHORITY
The presentation of the 2010/11 Annual Report provides a detail account of the progress we have made in discharging our responsibility of providing co-ordination strategic leadership of Co-operative Governance. More importantly, the report assesses the per-formance of our programmes against the output targets that we have set ourselves at the beginning of the 2010/11 financial year.
Our endeavours to transform and reposition the Department of Co-operative Govern-ance and Traditional Affairs as a single window of co-ordination has resulted in our improved contribution to the work of all spheres of government. We have made sig-nificant contribution to the stabilisation and enhancement of the relationship between Municipalities and Traditional Authorities.
The provision of basic services to our people will continue to be a defining indicator on which our successes and failures will be measured. This term has proven that yet many municipalities still face conditions that make it difficult for them to provide equitable and efficient services. We are indeed proud of the achievements that have been scored by our municipalities despite the challenges that they face.
MEC MB MASUKU
5
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
• Disaster Management centre (DMC)- the Department was supposed to have completed the DMC in November 2009 but due to delays, the project is practically complete and shall be commissioned during the course of 2011/12 financial year.
• Delmas Water Purification Plant – the Department was supposed to have completed the project by the end of March 2010 but the project was delayed due to bad weather conditions and is now practically complete.
The department procured all 59 vehicles for the traditional leaders and this includes the two Kings, eight of these cars remain undelivered due to disputes within the af-fected traditional councils.
______________________
Mr. MD Mahlobo
Accounting Officer
1.2 ACCOUNTING OFFICER’S OVERVIEW
The Department’s main appropriation for 2010/11 was R404.093 million and there has been no adjustment for the year. The Department spent R380.143 million or 94.1%. The department incurred R6.963 million the irregular expenditure, R6.127 million is due to over spending in compensation of employees in programme 02 and R0.836 million is due to irregular procurement of which disciplinary action has been concluded.
As disclosed in note 5.3 of the annual financial statement, the Department spent R6.976 million on legal fees mainly due the implementation investigations and Disciplinary process in terms of section 106 of the Municipal Systems Act, No 32 of 2000 in eMalahl-eni and Nkomazi Local Municipality as well as Ehlanzeni District Municipality.
The Department continued with interventions in terms of section 139 (1) (b) of the con-stitution and spent R20.49 million on salaries of Administrators and support staff.
The Department continued from 2009/10 financial year with the following major projects for the year under review:
HOD DAVID MAHLOBO
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
1.3 MISSION STATEMENT OF THE DEPARTMENT
MISSION
Facilitate and co-ordinate Intergovernmental Structures and Developmental Agen-cies for Sustainable Integrated Service Delivery through public participation and Traditional system of governance
VISION
Integrated sustainable people centred development
VALUES
1. Professionalism
2. Activist approach
3. Goal orientated
4. Community- centred
5. Excellence in service delivery and development
1.4 LEGISLATIVE MANDATES
• Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) (as amended)
• Local Government Municipal Structures Act No. 117 of 1998
• Local Government Municipal Systems Act No. 32 of 2000
• Local Government Municipal Property Rates Act No. 6 of 2004
• National Disaster Management Framework of 2005
• Disaster Management Act No. 67 of 1995
• Disaster Management Act No. 57 of 2002
• Intergovernmental Relations Framework Act No. 13 of 2005
• Public Finance Management Act No. 1 of 1999
• Local Government Municipal Finance Management Act No. 56 of 2003
• Traditional Leadership and Governance Framework Amendment Act No. 41 of 2003
• Mpumalanga Traditional Leadership and Governance Act No. 3 of 2005
• Regulations for the Election of the 40% Members of Traditional Councils, 2007
• Mpumalanga Commissions of Inquiry Act No. 11 of 1998
Other non-entity specific legislation
• Public Service Act, 1994
• Promotion of Administrative Justice Act No. 3 of 2000
• Promotion of Access to information Act No .2 of 2000
• Promotion of Equity and Prevention of Unfair Discrimination Act, 2000
• Preferential Procurement Policy Framework Act, 2000
• Labour Relations Act No 66 of 1995
• Skills Development Act, 1998
• Employment Equity Act, 1998
• Affirmative Action in the Public Service White Paper
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
OFFICE OF THE MEC
MR MB MASUKU
8
OFFICE OF THE MEC
MR MB MASUKU
HEAD OF
DEPARTMENT
MR MD MAHLOBO
OFFICE OF THE CHIEF FINANCIAL
OFFICER
MR DR SHIPALANA
CHIEF DIRECTORATE: CORPORATE
SERVICES
MS HG SHUBE
CHIEF DIRECTORATE:
LOCAL GOVERNANCE
MR IDP STRAUSS
CHIEF DIRECTORATE: DEVELOPMENT
AND PLANNING
MR S NGUBANE
CHIEF DIRECTORATE: TRADITIONAL
INSTITUTIONAL MANAGEMENT
MR H MAGAGULA
HOUSE OF TRADITIONAL
LEADERS
MR J MODIPANE
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
PART 2PROGRAMME PERFORMANCE
PART 2PROGRAMME PERFORMANCE
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201110
2.1 OVERALL PERFORMANCE2.1.1 Voted Funds
Appropriation Main Appropriation R,000
Adjusted Appropriation R,000
Actual Amount spent R,000
Over/Under expenditure R,000
R’thousand 404 093 404 093 380 143 23 950
Responsible Member of Executive Council Mr M.B. Masuku
Administering Department Department of Co-operative Governance and Traditional Affairs
Accounting Officer Mr M.D Mahlobo
2.1.2 Aim of the voteProvision of sustainable Local Government and strengthen the capacity of Municipalities to enable them to fulfil their constitutional and other legislative mandates.
2.1.3 Summary of programmes
PROGRAMME SUB-PROGRAMME
1. Administration 1.1. Office of the MEC1.2. Corporate Services
2. Local Governance 2.1. Municipal Administration2.2. Municipal Finance2.3. Public participation2.4. Capacity Development2.5. Municipal Performance Monitoring, Reporting and Evaluation
3. Development and Planning 3.1. Spatial Planning3.2. Land Use Management3.3. Local Economic Development (LED)3.4. Municipal Infrastructure3.5. Disaster Management
4. Traditional Institutional Management 4.1. Traditional Institutional Administration4.2. Traditional Resource Administration4.3. Rural Development Facilitation4.4. Traditional Land Administration
5. House of Traditional Leaders 5.1. Administration of Houses of Traditional Leaders 5.2. Committees and Local Houses of Traditional Leaders
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 11
2.1.4 Key strategic objectives achievements
STRATEGIC OBJECTIVES KEY ACHIEVEMENTS
1. This programme provides the overall operational and administration support and management to all unit and programmes of the department
• Conducted Performance Review with all mayors
• SLA signed with the department of Finance for joint Munimec
• Functional Rapid Response Unit established
• Roadmap and action plan for LG turnaround strategy has been finalised and implemented
• All policies and processes documented and approved
2. To promote and facilitate viable and sustainable local governance • The impact of legislative compliance was conducted in all 21 municipalities and necessary advice was provided
• Institutional capacity assessment was conducted in all municipalities through MTAS
• Conducted workshops on Municipal Public Accounts Committees
• District Mayors and MM structures are functional
• All 21 municipalities were supported with Anti-corruption Strategies
• 10 municipalities have achieved unqualified audit opinions
• All 21 municipal WSP were reviewed
3. Strengthen and Support capacity of municipalities to enable them to full fill their constitutional and other legislative development and planning mandates.
• 19 municipalities supported to register their MIS projects
• 100% completion of the water treatment plant
• 5 Bulk boreholes rehabilitated in Victor Khanye municipality
4. Support, strengthen and capacitate the developmental capacity and capability of Traditional and Royal Councils to accelerate rural development.
• Tools of trade policy for Traditional Leaders approved
• 57 vehicles procured and 49 handed over to Traditional Leaders
• 10 Traditional Council’s Offices renovated
5. To exercise oversight and participate in the promulgation of legislations by the provincial legislature and implementation of service delivery by government on matters of African culture, customs, traditions as well as the general welfare of traditional communities.
• 4 sittings convened
• 2 Chairperson’s forum conducted
• Ingoma Bill has been submitted to State Law Advisors
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201112
2.1.5 Overview of service delivery environment for 2010/11
Department’s key out puts for the year under review Provision of tools of trade for all traditional councils
Key challenges relevant to the department’s ability to deliver on its mandate. Instability of municipalities on matters of governance and the lack of suitably qualified em-ployees in the department to provide support to municipalities on infrastructure planning and implementation of projects
Virements and changes to the main appropriations The department did not receive additional funding during adjustment but had to do internal savings in order to finance the purchase of vehicles, section 139 intervention and the Delmas water purification plant
Progress made on roll over amounts No rollovers were received in the 2010/11 financial year
Significant developments, external to the department that impacted on the serv-ices delivery
There were no significant development
Key achievements in relation to outcome 9 Access to basic services, water through boreholes provided in different municipalities through the province
2.1.6 Overview of organizational environment for 2010/11
The department is currently operating with an old structure of the former Department of Local Government and therefore faced with challenges of meeting some of its strategic objectives support to municipalities. In order to address these challenges the department initiated a process of organisational structure review and also established a Rapid Response Unit that is providing technical support to targeted municipalities.
2.1.7 Key policy developments and legislative changes
The department did not have any policy or legislative changes
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 13
2.1.8 Departmental receipts
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Target
2010/11
Actual
% deviation
from target
Tax revenue
Non Tax Revenue
Departmental Revenue
Bank interest earned 4 782 1 482 976 1,178 20.4
Sales of capital assets 116 8 36
Sales of goods and services other than capital assets 152 154 189
Financial transactions (Recovery of loans and advances) 98 114 551
TOTAL DEPARTMENTAL RECEIPTS 5 148 1 759 1 954
The department does not collect revenue by nature of its business and therefore targets cannot be set
3. DEPARTMENTAL EXPENDITURE
R Thousands Main Budget Final Budget Actual to the end of March 2011
Outcome as % Budget
(Over)/Under-spending
% (Over)/Under-spending
Administration 109,128 118,102 115,564 97.9% 2 538 2.1%
Local Governance 149,656 132,511 132,549 100.0% (38) 0.0%
Development and Planning 68,568 84,608 65,071 76.9% 19 537 32.1%)
Traditional Institution Management 65,610 55,256 54,129 98.0% 1 127 2.0%
The House of Traditional Leaders 11,131 13,616 12,830 94.2% 786 5.8%
Total 404,093 404 093 380 143 94.1% 23 950 5.9%
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201114
Economic Clasification
Compensation of Employees 216 717 207,777 213 904 102.9% (6 127) -2.9%
Goods and services 129 094 107,182 93 920 87.6% 13 262 12.4%
Payments for financial assets - 331 0.0% (331) 0.0%
Total tansfers and subsidies 7 080 31,950 22 272 69.7% 9 678 30.3%
House Holds 500 630 621 98.6% 9 1.4%
Capital Payments 50 702 56,554 49 095 86.8% 7 459 13.2%
Total 404,093 404 093 380 143 94.1% 23 950 5.9%
The departmental main and final appropriation was R404.093 million the department spent R380.143 million or 94.1%, under spending by R23.95 million or 5.9%.
The under spending was as a result of goods and services commitments not honored in the 2010/11 financial year and will be paid in the 2011/12 financial year as accruals which includes R1.950 million for MIG impact assessments projects.
An under transfer of R9.678 million to Rand Water Board for the Delmas bulk water pipe project and the R3 million that budgeted for the building of Thusong Service Centre that was spent.
The department has registered a request for roll over for the unspent committed funds with the Provincial Treasury
2.1.9 Transfer payments
The department spent R22.272 million or 69.7% of transfer payment budget. R15.312 million was paid to Rand Water Board as per the signed agreement for the Delmas bulk water project and R6.96 million was paid to the 59 traditional councils as an administrative support to these institutions.
The department receive annual reports from all traditional councils as part of its monitoring the effective and efficient use of the transferred funds. Rand Water Board provides expenditure progress report on the project to justify further transfer towards the project.
2.1.10 Conditional grants and earmarked funds
The department received no conditional grants for the year under review
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 15
2.1.11 Capital investment, maintenance and asset management plan
Capital investment
The department was engaged on the following capital projects:
Name of Project Start date Planned completion date
Provincial Disaster management Centre October 2008 May 2011
Delmas Water Purification Plant August 2008 June 2011
The Delmas Water purification plant is part of support to the Local Municipalities and once completed it will be handed over to Victor Khanye municipality. There will be no obli-gation for the department to plan and budget for future maintenance.
The department has no immovable properties and therefore there are no maintenance backlogs. The department will be assisted by Public Works Roads and Transport department to plan and budget for future maintenance of the Disaster Management Centre once commissioned.
Asset Management
Departments movable assets register is currently valued at R27 million and all assets are valued at cost, no depreciation is provided. The assets register is mainly comprised of motor vehicles, office furniture and computer equipment.
The asset holdings have not changed materially compared to the year before as there were no material disposal, scraping or loss due to theft during the year.
Measures taken to ensure that the department’s asset register remained up-to-date during the period under review includes:
(a) Quarterly asset physical verification process,
(b) Monthly reconciliation of BAS and LOGIS reports
(c) Review of BAS reports for incorrect allocations on a monthly basis
The current state of the department movable assets is 90 per cent in good functioning condition and there is no major maintenance project under taken by the department for the year under review.
Maintenance
Departments department has not incurred any expenditure on maintenance of immovable properties except for renovation of 10 Traditional Councils offices as part of support to the Councils.
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201116
2.2 PROGRAMME PERFORMANCE
2.9.1 PROGRAMME 1: ADMINISTRATION
Service delivery objectives and indicators:
Service delivery achievements:
Sub programmes/Programme: OFFICE OF THE MEC
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide political leadership and strategic guidance
Mobilization of support and capacity for Local Government performance
Provincial LGTAS adopted by EXCO and PCF
Guidelines were sent to the Munici-palities to develop own MTAS
None
Service Delivery Agreements to be in place
Service Delivery Level Agreements signed
None
Review session with Programme Managers
Review sessions held with Pro-gramme Managers
None
21 Municipal TAS completed and integrated into the IDPs
All 21 MTAS have been drafted, adopted and integrated into the IDPS
None
Mayors to enter into performance agreements with the MEC
Performance Agreements of all May-ors were signed with the MEC
None
Performance Reviews of Mayors Conducted None
Mobilization of Social Partners At least 6 meaningful engagements 4 engagements held with SASOL and BHP
Preparations of the Local Government Elections
To provide for the functioning of the Office of the MEC by render-ing secretarial support, admin-istrative, public relations / com-munication and parliamentary support
Compliance Monitoring and en-forcement of LG relevant legisla-tion
Submission of Annual State of Local Government report to Legislature, NCOP and Minister
Annual Composite Report compiled and submitted
None
Early warning system assessment re-port tabled to EXCO and PCF
Assessment Report on Early Warning System compiled and submitted
None
Effective IGR across the province for sustainable development
Co-ordinate 3 MUNIMEC Meetings 3 MUNIMEC Meetings co-ordinated None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 17
3 District Service Delivery Forum Meetings conducted
3 District Service Delivery Forum Meetings conducted
None
Protocols concluded and signed with Sector Departments and Municipali-ties
Service Level Agreements signed with Department of Finance for joint MUNIMEC
None
Monitoring and enforcement of im-plication of protocol
Monitored and enforced protocol implication
None
Strengthening the roles of tradi-tional leadership
Presentation of Draft policy on Tools of trade for Traditional Leadership to the Executive Council
Policy on Tools of trade submitted and approved by Executive Council
None
Effectiveness and efficient man-agement of the Office of the MEC
Effective and efficient management of the Office of the MEC
Effective and efficient management of the Office of the MEC through Monthly reports
None
Reasons for major variances:
(Department to state the reasons for major variances between target and actual)
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: OFFICE OF THE HOD
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Automated M&E system in place Governance structures established Top Management Committee estab-lished and functional
None
Management Committee established and functional
Scheduled One on One Meetings are taking placing
Sub programmes/Programme: OFFICE OF THE MEC
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201118
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: OFFICE OF THE HOD
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Balance Scorecard developed as part of the M&E system
Balance Scorecard populated quar-terly upon approval of Quarterly Per-formance Information Reports and submitted
None
M&E – IT solutions developed None National COGTA still final-izing guidelines
Provincial Local Government Provincial Local Government Sum-mit held
2 Provincial Local Government Sum-mits held
Turnaround Strategy implemented Roadmap and Action Plan for the LG Turnaround finalized and imple-mented
Roadmap and Action plan for LG Turnaround finalized and imple-mented
None
Rapid Response Unit action plan im-plemented
Rapid response unit established and fully functional
None
Implementation of Turnaround strat-egy by Departments and Municipali-ties
Turnaround strategy is implemented by Municipalities and Departments
None
Review and evaluate the effective-ness of the unit
The effectiveness of the unit is being continuously reviewed and evalu-ated
None
Monitor the implementation of the turnaround strategy and identify gaps
The implementation of the turna-round strategy has been fully moni-tored and progress reports submitted to National CGTA
None
% Compliance to legislative re-quirements on submission of stra-tegic plans and annual reports
100% compliance to legislative re-quirements on draft non-financial annual report (performance informa-tion) to Auditor General
Quarterly Reports; IYM Reports; QPR Model Reports,; Non-financial Reports; Quarterly Balance Score-card Reports and Assessment Reports on IDPs are submitted to Provincial Treasury and the Premier’s Office
None
100% compliance to legislative re-quirements on submission of Final Annual Report
MEC concurrence on Upper Limits; Demarcation and delimitation of Wards; Name changes of Munici-palities
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 19
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: OFFICE OF THE HOD
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
100% compliance to legislative re-quirements on final Strategic Plan (2011/12 – 2013/14)
2nd Draft of 2011/12 – 2013/14 Stra-tegic Plan developed
None
% improvement in questions re-ferred and followed-up
100% of all relevant questions cor-rectly referred and followed-up
All Questions were referred and fol-lowed up
None
% improvement in the manage-ment of and liaison with stake-holders
Stakeholder management pro-gramme developed and implement-ed
Stakeholder management pro-gramme developed and implement-ed
None
Turnaround time for incoming correspondence
Implement Turnaround time 3 Days turnaround time for incoming correspondence implemented
None
Adherence to turnaround time The 3 Days turnaround time for in-coming correspondence not adhered to during the last quarter
Delays in the approval of incoming correspondence, referral of documents and issuing of directives and ad-vices on actions to be taken on issues
Unqualified audit report from the Auditor-General
All statutory reports submitted in time
All statutory reports were submitted but not on time
Delays in the submission of inputs by Programmes
Reasons for major variances:
(Department to state the reasons for major variances between target and actual)
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201120
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: OFFICE OF THE CHIEF FINANCIAL OFFICER
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Cash available in the PMG ac-count
100% no overdraft No overdraft throughout the year None
Number of days debtors remain uncollected
60 Days of debtors remain uncol-lected
60 days debtors remain uncollected None
% of error free revenue statements and reports
100% up to date, accurate and reli-able revenue statements and reports
Accurate revenue reports None
Number of asset register recon-ciliations
12 of Asset Register reconciliation Reports
12 monthly BAS/LOGIS asset recon-ciliation prepared
None
Accurate assets register main-tained
asset verification and asset register updated
Accurate asset register in the Mid-term
None
% compliance to the SCM frame-work
Approved policy and procedure manual
Policy and Procedure Manual ap-proved
None
implementation of approved poli-cies and procedure manual
Approved Policies and Procedure Manual implemented
Available formal business proc-esses and policies communicated to all Departmental staff
All policies and processes docu-mented and approved
All policies and processes docu-mented and approved
None
Conduct awareness to all staff Conducted awareness to all staff
Number of days on outstanding invoices
All suppliers paid within 10 work-ing days from the date of receipt of invoice
All suppliers paid within 10 work-ing days from the date of receipt of invoice
None
% of milestones achieved in the financial improvement action plan
cleared suspense accounts Cleared suspense account None
Unqualified Audit report Prepare 2010/11 Annual Financial Statements and submit to AG on time
Prepared 2009/10 Annual Financial Statements and submitted to AG on time
None
compliance Maintenance of ledger accounts managed and monthly reports issued
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 21
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: OFFICE OF THE CHIEF FINANCIAL OFFICER
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Completed submissions Prepare 1st Draft MTEF submission for Provincial Treasury
Prepared 1st Draft MTEF submission for PT
None
Prepare and submit adjustment budget to Provincial Treasury
Prepared and submitted adjustment budget to Provincial Treasury
Prepare 2nd Draft MTEF submission for Provincial Treasury
Prepared 2nd Draft MTEF submis-sion for Provincial Treasury
Prepare final MTEF submission for Provincial Treasury
Prepared final Draft MTEF and sub-mitted to Provincial Treasury
Accurate trial balance Monthly follow-up and correction reports to users
12 monthly accurate trial balances sent to Treasury
None
12 IYM and monthly reports sub-mitted to Accounting Officer
12 IYM and monthly reports submit-ted to Accounting Officer
12 IYM Monthly Reports prepared and submitted to Accounting Officer
None
BAS codes available for usage Follow-up within 3 days A code available within 3 days of re-ceipt or before due date
None
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: FINANCIAL ACCOUNTING SERVICES
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
% of Departmental Expenditure Prepare and submit monthly creditor reconciliation
Prepared 12 Creditors reconcilia-tions
None
% of Salary Administration Prepare and submit monthly BAS/PERSAL reconciliation
Prepared 12 monthly Persal to BAS reconciliations
None
Financial Accounting Services registry
Prepare and submit monthly report on payment voucher verification
Prepared 12 monthly payment voucher reports
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201122
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: SUPPLY CHAIN MANAGEMENT SERVICES
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Number of the Demand and Ac-quisition managed
Capture and update supplier data-base
All requisitions were captured and Orders issued as per requests
None
Departmental Database updated
12 months report of all requisitions submitted
12 months request report submitted to Provincial Treasury
Number of logistics managed Accurate Inventory Records 4 Quarterly stocks taking were con-ducted together with an official from the Office of the Auditor General
None
All adjustments were captured
All Departmental vehicles account-ed for
12 monthly reports on fleet manage-ment submitted to CFO
None
Vehicles were maintained as per schedule
Vehicles were issued as per requests
57 vehicles were purchased for Tra-ditional Leaders and only 49 have since been handed over to rightful traditional leaders Vehicles were purchased for the 2 Kings
18 GG vehicles were purchased for the department
Number of Asset Register man-aged
Prepare monthly BAS/LOGIS asset reconciliation
Physical verification and updating of Asset Register done
None
All transfer certificates were signed, and assets transferred
New furniture for Thulamahashe Offices procured and delivered
Number of supply chain perform-ance managed
Prepare monthly report on supply chain performance managed
Compiled and submitted 12 months Procurement and Cost Efficiency Re-port to Provincial Treasury
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 23
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: HUMAN RESOURCE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Organizational structure ap-proved and implemented
Draft Structure submitted to DPSA and EXCO
Draft structure submitted to DPSA for recommendation
None
Approved Top structure Approved Top Structure implement-ed
None
Implementation of the structure None Delays by DPSA in recom-mending the Draft Structure for finalization and imple-mentation
Number of funded vacant posts filled
100% recruitment process finalized
100% of funded vacant posts filled
46 posts were advertised There were delays in final-izing the recruitment proc-ess for the remaining 10 of the reprioritized posts and will be filled in the next fi-nancial year (2011/12)
Of the 46, only 25 were reprioritized and approved by EXCO to be filled
15 posts were filled
Skills Assessment done for 3 SMS posts
Number of personnel administra-tion practices implemented
100% of Administration practices implemented
Administration practices implement-ed as follows:
14 Leave Gratuities paid
None
15 officials permanently appointed
17 officials terminated
1094 Leave Forms captured
45 Pension Claims submitted to GEPF
40 officials awarded Long Service Certificates
32x Housing Allowance deductions implemented
6 x Bond deductions implemented
5 x Promotions processed
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201124
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: HUMAN RESOURCE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
11 x Transfers on promotion
17 Transferred in
12 Transferred out
7 x Administrators re-appointed on 1 Month Contract
3x Officials appointed on Contract7 x officials assessed
329 BAS Entity forms captured
18 SMS Personal Profiles updated
369 Cell phone allowance for CDWs captured
2 officials paid unused Leave
10 Funeral Benefits claimed
54 MMs Personal Profiles updated
105 CDW Pay-points corrected
Amended Salary Packages for 8 SMS and 2 MMS
Created Acting Allowance for 2 of-ficials
5 x State Guarantees issued
4 x State Guarantees cancelled / re-deemed
Number of File Plans developed Consultation process Consultation on development of File Plan done
None
Draft Plan developed Draft File Plan developed None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 25
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: HUMAN RESOURCE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Consultation process Consultation on development of File Plan done
None
Approval of the Plan None Delays by the Provincial Ar-chives in approving the File Plan
Implementation of the plan None Delays by the Provincial Archives in approving the Plan
File Plan will be imple-mented in the 2011/12 fi-nancial year
Functional Registry Availability of space None Engagement with relevant stakeholders still in process
Filing Cabinets installed None 3 Old Un-lockable Filing Cabinets are in place
File Plan not yet approved
Organized documents Only SP and SV Files are properly organized
File Plan not yet approved
Number of organizational capac-ity assessment interventions
Coordinated competency assess-ment of all SMS
Competency Assessment coordinat-ed for 17 SMS coordinated
Competency Assessment of other 4 SMS will be coordi-nated in the 2011/12 finan-cial year
Coordinated competency assess-ment of all MMS
Competency Assessment for 46 MMS coordinated
Competency Assessment of other 8 MMS will be coor-dinated in the 2011/12 fi-nancial year
Number of leadership develop-ment interventions implemented
Concept on leadership model draft-ed and approved
Concept Leadership Model devel-oped and approved
None
1st intervention implemented Financial Management for Non-Fi-nancial Managers implemented as the 1st Intervention
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201126
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: HUMAN RESOURCE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
2nd intervention implemented None 2nd, 3rd and 4th Interven-tions not implemented as the Competency Assess-ments for both SMS and MMS were not concluded
3rd and 4th interventions imple-mented
Interventions will be im-plemented in the 2011/12 financial year
Number of Workplace Skills Plan reviewed and approved
Submit 1 Report of the previous WSP to DPSA
1Report of the previous WSP and 1 current WSP were submitted to DPSA
None
Coordinate 100% prioritized training as per the WSP
28 Courses were coordinated as per the Training Programme and 334 of-ficials attended
None
Review WSP for the 2011/12 finan-cial year
The 2011/12 WSP was reviewed None
Number of induction programmes implemented
4 Induction Programmes implement-ed
13 Induction Programmes conduct-ed
None
Number of bursaries awarded to external learners
Award bursaries to external learners 26 Bursaries awarded to external learners
21 Learners registered, 3 awarded bursaries by other institutions and 2 are not registered
Monitoring and evaluation reports 14 institutions visited for monitoring and evaluation of the performance of Bursary holders
None
Percentage of SMS members and supervisors trained on labour re-lations practice
100% SMS and Supervisors trained on grievance and misconduct proto-cols
8 Training Sessions conducted on Labour Relations for SMS and MMS (Supervisors)
None
Percentage of grievance handled and completed
100% grievance resolved 15 Disciplinary (Misconduct) cases finalized
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 27
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: HUMAN RESOURCE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
7 Grievances finalized None
1 Dispute finalized
Employer and Employee advised on their Labour rights and obligations
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: LEGAL SERVICES
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Percentage of legal cases success-fully completed in the best inter-est of the Department
100% cases successfully completed 13 cases handled:
#Mdoki’s Toilet & Tent Hire
#Mhaule/Nkambeni Tribal Authority
#WA Boshoff/Delmas & MEC of the Department
#Aaron Mkhabela/MEC & 2 others
#Nzila Royal House /Premier Mpu-malanga and 3 others
#Stemashan Sphephelo JV/MEC & HOD
#AM Langa/the Local Municipality of eMalahleni & MEC
#NEHAWU abo Gardee v Depart-ment
#Sehlare Royal Council/The Premier & 2 others
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201128
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: HUMAN RESOURCE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
#AW Vorster/The MEC & 2 others
#MK Associates/the Department
#Matsamo Traditional Community/the Premier, the MEC & 5 others
#Jozzis Partanose Electronics/The MEC & Bushbuckridge Municipality
3 Sets of Disciplinary Cases handled:
#Disciplinary case for SMS members regarding Water for All Projects
#Disciplinary case on behalf of Emalahleni Local Municipality re-garding 04 officials
#Disciplinary case instituted by the MEC regarding Councillors of Mkhondo Local Municipality
Sound, well researched and reli-able legal opinions within the re-quired time frame
Provision of sound, well researched and reliable legal opinions timeously
18 Legal opinions drafted
167 Contracts drafted
20 Compliance Notices:
• 12 Notices Gazette on By-Elec-tions, Chief Whip as full time Coun-cillors, Extension of Mayoral Com-mittees and Name Changes
• Premier’s Notice recognizing Lehlogonolo E. Mashego as Kgosi of the Thabokgolo Traditional commu-nity
• Premier’s Notice recognizing Frederick Mogane as Kgosi of the Mogane Traditional community
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 29
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: HUMAN RESOURCE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
#2 Notices published in Newspapers regarding the Closing of the Tradi-tional Account
#2 Notices published for the Applica-tions for members of the Provincial Committees
Traditional Claims & Disputes.
# Notice published determining the number of Councillors representing Local Municipalities on District Mu-nicipalities in the Province
#Notice published determining the number of Councillors of Municipali-ties in the Province
# Published correction and Amend-ment Notice of Notice No. 244 of 2010 (Pixley Ka Isaka Seme – name change)
3 Legislations drafted:
# Ingoma Bill (submitted to the Of-fice of the Speaker for further legisla-tive processes)
#Mpumalanga Traditional Leadership and Governance Framework Amend-ment Bill, 2010 (process suspended due to National Department of Tradi-tional Affairs currently amending the amended National Act)
#Mpumalanga Traditional Leadership and Governance Framework Amend-ment Bill, 2010 (process suspended due to National Department of Tradi-tional Affairs currently amending the amended National Act)
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201130
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: RISK MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Number of Fraud Prevention Plans implemented
Implement and monitor the Fraud Prevention Plan
Implemented and monitored the Fraud Prevention Plan
None
Reviewed the Fraud Prevention Plan Fraud Prevention Plan reviewed
Extent of implementation of mile-stones achieved in the risk man-agement plan
100% milestones achieved in the risk management plan
Not all milestones were achieved in the risk management plan
Shortage of staff
Non-filling of funded va-cant posts
Number of Fraud Prevention Plans monitored
Monitor the Fraud Prevention Plan 1 Fraud Prevention Plan monitored Delay in the Launching of the Fraud Prevention Plan due to budget adjustments and late approval of the Plan
Number of Risk Management Strategies developed
1 Risk Management Strategy devel-oped
Developed 1 Risk Management Strategy
None
Number of risk management strategies implemented
Implement 1 Risk Management Strat-egy
Implemented 1 Risk Management Strategy
None
Conducted a Risk Management Awareness Workshop
Number of workshops conducted Conduct 8 Fraud Prevention & Risk Awareness Workshops
Conducted 2 Fraud Prevention Awareness Workshops
Delays in the Launching of the Fraud Prevention Plan due to budget adjustments and late approval of the Plan
Number of Risk Management Committee Meetings coordinated
Advise Programme Managers on risk related issues through 3 Risk Com-mittees
All Programme Managers were ad-vised on risk related issues through the Risk Committee Meetings at both Head Office and Regional Offices
None
Reviewed the Risk Management Committee Charter
None
New members of the Risk Manage-ment Committee appointed
Training of new Committee Members will commence in the 2011/12 financial year
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 31
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: SECURITY MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Number of Security vetting coor-dinated
Coordinate Security vetting and screening
31 security vetting conducted Non cooperation on sub-mission of vetting forms by other SMS
Partial security compliance Conduct Security Awareness Work-shop for Top Management and SMS
1 Security Awareness for Top Man-agement and SMS conducted
None
Number of contingency plan im-plemented
Implement 1 Contingency Plan 1 Contingency Plan implemented None
Number of security committee meetings coordinated
Coordinate 4 Security Committee Meetings
4 Security Committee Meetings co-ordinated
None
Number of security services paid 17 Security Service Providers paid Payment to 17 Security Service Pro-viders coordinated
None
Number of security site inspec-tions conducted
Conduct 17 Security site inspections 61 Security Site inspections con-ducted
None
Number of investigations con-ducted
100% of security investigations con-ducted
1 Security investigation conducted None
Number of security appraisal conducted
Conduct 9 Security assessments and appraisals
19 Security assessment and apprais-als conducted
None
Number of Awareness Campaigns conducted
Conduct 4 Security Awareness and Briefing Campaigns
10 Security Awareness Campaigns conducted
None
30 Security Briefings conducted
Number of advises on security is-sues and departmental events at-tended
Attends Departmental Plenary Ses-sions and Events as per demand
15 Departmental Plenary Meetings attended 6 Cabinet Outreach Pro-grammes attended
None
10 Departmental Events attended
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201132
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: TRANSVERSAL ISSUES AND EMPLOYEE ASSISTANCE PROGRAMME
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Programmes facilitated Employee Wellness Programme for Ehlanzeni District on Physical fit-ness, mental health promotion, team building and wellness management implemented
1 Physical fitness conducted
1 Eye-care conducted
1 HIV Counselling and Testing
1 Financial Management
1 Substance Abuse conducted
EAP cases and follow-up sessions conducted
Employee Wellness Programme for Gert Sibande District on Physical fit-ness, mental health promotion, team building and wellness management implemented
1 Physical fitness activity conducted
4 Eye-care conducted
None
1 Drug Abuse
1 Albinism
1 Health screening
2 Wellness screening
3 Financial Management
1 STI and TB Management
Fun Walk and Fun Run
1 Healthy Eating Habits
EAP cases and follow up sessions conducted
Monitoring and evaluation of imple-mentation in all Districts done
3 Regions visited for support, moni-toring and evaluation of programmes
None
Workshops on STI and TB, Health Eating Habits, Health screening, Physical fitness, Cancer Awareness and Motivational Talk on taking charge of own personal and profes-sional growth were conducted on the request of the Supervisors
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 33
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: TRANSVERSAL ISSUES AND EMPLOYEE ASSISTANCE PROGRAMME
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of Departmental Trans-versal policies (Gender, Disability and HIV/AIDS implemented
Workshop on mainstreaming Trans-versal Policies conducted for Depart-mental Programmes
4 Workshops on mainstreaming Transversal policies conducted for Administration, Local Governance, Development and Planning and Tra-ditional Institution Management Pro-grammes
None
Mainstreaming and monitored Transversal issues in District Mu-nicipalities
Capacitated and supported Transver-sal issues in the 3 District Munici-palities
Capacitated and supported the 3 Dis-trict Municipalities and 2 Local Mu-nicipalities in Ehlanzeni (Mbombela and Nkomazi) on transversal issues (children’s issues)
None
Monitor the functionality of Trans-versal Issues in the 3 District Munici-palities
Functionality of Transversal Issues monitored in the 3 District Munici-palities
None
Commemoration of HIV/AIDS Can-dle Light Memorial Ceremony in the Department coordinated
Candle Light Memorial Ceremonies conducted in the 3 Districts (Ehlan-zeni, Gert Sibande and Nkangala)
None
Commemoration of National Wom-an’s Day for Ehlanzeni District
Commemoration of National Wom-en’s Day coordinated for Ehlanzeni District
None
Commemoration of 16 Days of Ac-tivism on No Violence and Abuse against Women and Children
Conducted commemoration of the 16 Days on No Violence and Abuse Against Women and Children
None
Conduct Research on the impact of the National Events
Research on the impact of the Na-tional Events conducted
None
Number of Departmental Wom-en’s Coaching and Mentorship Programme conducted
Conduct Women Coaching and Mentorship Programme in the 3 Dis-tricts
Women Coaching and Mentorship Programme conducted in 3 Districts
None
Conduct Impact Assessment of the Women Coaching and Mentorship Programme in all 3 Districts
None Non attendance of trained officials in the scheduled Assessment Session
Number of Awareness Workshops / briefing sessions on Elderly, HIV and AIDS, and Disability issues conducted
Conduct Awareness Workshops/ Briefing Sessions on HIV and AIDS and Disability issues in the 3 Districts
Awareness Workshops/ Briefing Ses-sions on HIV and AIDS and Disabili-ty issues conducted in the 3 Districts
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201134
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : PLANNING AND PROGRAMME MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide operational and ad-ministrative support to all units and programmes of the Depart-ment
Number of Departmental Calen-dars completed and approved
Monitor and update the implemen-tation of the Departmental Calendar
Monitored and updated the imple-mentation of the Departmental Cal-endar
None
Compliance and Monitoring Tool Ensure that all relevant dates for statutory submissions are populated in the Department’s Corporate Cal-endar
Ensured that all relevant dates for statutory submissions are populated in the Department’s Corporate Cal-endar
None
Number of surveys and research conducted
Recruit fieldworkers and collect data on the impact of LED Strategies
Filed workers were recruited and data collected in all sampled Mu-nicipalities
None
Finalized the TSC Research Report and awaiting inputs from Senior Management
Perform Data Analysis and Compile Research Report on the impact of LED strategies
Data Analysis on impact of LED Strategies compiled and Draft Re-search Report developed
None
Formulate Questionnaire and collect data on the functionality of Ward Committees
None The research is currently conducted by Public Par-ticipation sub-programme
Perform data analysis and compile research on the functionality of Ward Committees
None
Number of Strategic Planning Sessions conducted
Conduct 2 Workshops on Strategic Planning Session for the develop-ment of Departmental Annual Per-formance Plan
2 Departmental Strategic Planning Workshops conducted on the devel-opment of Annual Performance Plan
None
Draft Operational Plan compiled
Number of Strategic Planning Workshops conducted
Conduct Workshops on Strategic Planning for Departmental Pro-grammes
5 Workshop Sessions on Strategic Planning for Departmental Pro-grammes conducted
None
Draft Operational Plan compiled
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 35
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : PLANNING AND PROGRAMME MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Strengthen monitoring and evalu-ation capacity
Consultation process Programmes consulted on monthly basis on issues of performance
None
Automated M & E system developed None Quarterly Scorecard Moni-toring System developed by the Premier’s Office
Number of Municipalities en-gaged
Engage Municipalities on the De-partmental Plans
Engaged all 21 Municipalities in the Provincial IDP Assessments
None
Attended IDP Forum Meetings in various Municipalities
Prepared a Departmental Projects/Plans Presentation and forwarded to all 21 Municipalities
Number of policies developed Develop 2 Departmental policies 2 New policies on Health & Pro-ductivity Management and Wellness Management developed
None
Number of policies reviewed Review 23 Departmental policies 15 Policies were reviewed and sub-mitted for approval
8 policies withdrawn since they did not go through the Departmental reviewal and approval processes
Number of Performance Reviews conducted
Conduct Quarterly Performance Re-view Sessions
3 Quarterly Performance Reviews conducted during the Executive Management Meetings
Quarterly Performance Review is done at end of every Quarter upon the ap-proval of the consolidated Performance Report by the HOD
Number of Departmental Reports assessed
Compile Monthly Monitoring Re-ports on Departmental Projects and Plan
12 Monthly Reports on Departmen-tal Programmes and Projects com-piled
None
Number of projects visited Undertake visits to Departmental Projects for monitoring purposes
8 TSCs were visited to monitor their functionality
None
10 Renovated Traditional Coun-cil Offices were visited to monitor progress and confirm completion
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201136
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : PLANNING AND PROGRAMME MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
9 Drilled boreholes at Thaba Chweu Municipality were visited to check their existence and progress made thus far
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : COMMUNICATIONS AND IT SUPPORT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Improved external communi-cations interventions between the Department and the Public through the media
Number of departmental media briefs
Hold 2 Departmental media briefs None Difficulty in agreeing on is-sues and securing the date for the media briefing
Number of Newspapers scanned Scan 16 578 newspapers and cut clippings
Newspaper unit prices increased and 1 Pack of Newspaper was added (New Age)104 clippings cut
Number of proactive media re-leases
Issue 28 proactive media releases Issued 40 proactive media releases More statements were is-sued as there were no me-dia briefings
Number of media queries re-sponded to
Respond to media queries as per de-mand
Responded to 20 Media queries None
Number of Airtime for Radio Talk Shows on Nation Building Pro-grammes on Ligwalagwala, Ik-wekwezi, Umghana Lonene and UKhozi FM
50 Airtime slots purchased on Lig-walagwala and Ikwekwezi
Purchased 50 Airtime slots on Mpu-malanga Combo (Ligwalagwala and Ikwekwezi
The rates for airtime were revised and costed more than we had budgeted for, hence could not use uKhozi and Umnghana Lonene due to high rates and awkward hours for talk shows.
Monitored 53 Talk Shows
Number of airtime slots pur-chased on Community Radio Sta-tions
Purchase 12 Airtime slots on Com-munity Radio Stations
Purchased and monitored 12 Airtime slots on Community Radio Stations
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 37
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : COMMUNICATIONS AND IT SUPPORT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
External communication inter-ventions to improve the image and promote the activities of the Department through marketing communications to create a bet-ter understanding of the Depart-ment
Number of jingles purchased on National, Provincial and Commu-nity Radio Stations
Develop 8 jingles for the different programmes of the Department to be aired on SABC and Community Ra-dio Stations
8 jingles were developed (6 on SABC and 2 on Community Radio Stations)
None
Number of advertorial space pur-chased for advertorials on Nation-al, Provincial and Local Newspa-pers or other publications
Purchase 8 advertorial spaces for ad-vertorials on National newspapers or publications and on Provincial or Local Print Media
3 Advertorial spaces purchased on National Newspapers
None
8 Advertorial spaces purchased on Provincial newspapers
Intervention to promote and strengthen Local Government communication system to en-able effective communication of service delivery programmes and their success
Number of Workshops held to build capacity at Local Govern-ment level on communications
Hold 1 Workshop to build capacity at Local Government Level on com-munications
Held 1 Communicators Workshop for Municipal Communicators
Utilized less funds since the venue was freely secured at Steve Tshwete Local Mu-nicipality
Information to update website collated and consolidated
100% information provided to MIS for website updating
Provide information to MIS for up-dating of the website
Information provided to MIS for up-dating of Departmental Website
None
Promote stakeholder relations through interacting with commu-nities and other stakeholders
Number of departmental commu-nity meetings and project visits to Municipalities by MEC
Attend 4 Cabinet Outreach Pro-grammes
Coordinated 5 project visits by the MEC as follows: Dipaliseng Lo-cal Municipality – Balfour (Sophia Town) Borehole.
Departmental Programmes not forwarding activities for the Calendar of Events which makes planning a problemThembisile Hani Local Municipality
(Papkuil Village) borehole
Casteel Thusong Service Centre
Masoyi Tribal Office
Tjakastad Community Meeting
Handing over of Certificate to King Mabkhoko III
Number of Gala Dinners held Hold 1 Gala Dinner Held 1 Gala Dinner for the Policy and Budget Speech event
None
Number of Departmental Team Building Sessions held
Coordinate 1 Team Building Session Coordinated 1 Team Building Ses-sion for the Department
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201138
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : COMMUNICATIONS AND IT SUPPORT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Attend all Executive Council Out-reach Programmes, iZimbizo, Public Participation activities and follow-up on community re-sponses
Attend all Executive Council Out-reach Programmes, iZimbizo, Public Participation activities and follow-up on community responses
Attended 8 Executive Council Out-reach Programmes in the following Municipalities:
Thaba Chweu
Mkhondo
Thembisile Hani
Lekwa
Pixley Ka Seme
Nkomazi X 2
Dr JS Moroka
Services requiring procure-ment were minimal, and where it was required the charges were far less than expected.
Attend to all Presidential Hotline issues
Attend to all Presidential Hotline is-sues
Attend to all Presidential Hotline is-sues
Municipalities not respond-ing to issues sent to them, however, District PLO Fo-rums have been set up to assist in coordinating re-sponses from Municipali-ties
Coordinated responses raised from the President’s Hotline
Weekly and Monthly Reports for-warded to the Premier’s Office
3 Presidential Hotline Forums launched in Nkomazi Local Munici-pality; Nkangala and Gert Sibande Districts
Number of Programmes of Calen-dar of Events
Compile and update the Calendar of Events 4 times
Compiled and updated the Calendar of Events 4 times
None
Number of joint campaigns and activities with government de-partments and partners
Coordinate 3 joint campaigns and activities with government depart-ments and partners
15 joint campaigns were coordi-nated as follows: Mandela Day; Women’s Day; Commemoration of 16 Days of Activism on No Violence and Abuse to Women and Children; World Aids Day; Opening of the Pro-vincial House of Traditional Leaders; Inauguration of King Mabhoko III;
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 39
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : COMMUNICATIONS AND IT SUPPORT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Local Government Summit; Tradi-tional Council Lekgotla in Witbank; Freedom Day celebrations; Human Rights Day; Water IMBIZO; Celebra-tion of the Day of the Elderly; Munic-ipal Communicators’ Forum; Thaba Chweu School Uniform Hando-ver event; Bursary Breakfast Show Handover event at Crocodile Inn
Produce corporate printed iden-tity material and paraphernalia
Number of copies of Budget Speech produced
Produce 1000 copies of Budget Speech
1000 copies of Budget Speech were produced internally
None
Number of copies of Annual Re-ports produced
Produce 1000 copies of Annual Re-port
1000 Copies of Annual Report pro-duced
None
Number of Internal Newsletters produced
Compile 12 Internal Newsletters and produce 9000 copies
12 Internal Newsletters compiled and 9000 copies produced
None
Number of External Newsletters produced
Compile 4 External Newsletters and produce 3000 copies
4 External Newsletters compiled and 3000 copies produced
None
Number of Folders produced Procure 1500 Departmental Folders 2000 Departmental Folders procured Demand for Folders in-creased due to high number of Departmental activities, and an additional 500 fold-ers were procured
Number of copies of Departmen-tal Calendars procured
Procure 750 Departmental Calen-dars
750 Departmental Calendars pro-cured
None
Number of Christmas Cards pro-cured
Procure 300 copies of Christmas Cards
300 Copies of Christmas Cards pro-cured
None
Number of Brochures, Pamphlets, officials’ pictures and other pub-lications produced and published
Procure Brochures, Pamphlets and other publications as per demand
Printed 300 copies of the Annual Performance Plan
The Local Government Review Summit was not planned forPrinted 300 copies of the Strategic
Plan
Procured 25 Official Pictures and Frames of the MEC
Printed 20 000 copies of Letterheads for the House of Traditional Leaders
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201140
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : COMMUNICATIONS AND IT SUPPORT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Printed 9900 documents for the Lo-cal Government Review Summit
Number of Business Cards pro-cured
Procure Business Cards as per de-mand
12 000 copies of Business Cards were procured
Number of officials re-quiring Business Cards in-creased due to inclusion of Traditional Leaders
Number of paraphernalia pro-cured as per demand
Procure paraphernalia as per de-mand
116 Departmental Banners procured None
Number of paraphernalia pro-cured as per demand
Procure paraphernalia as per de-mand
116 Departmental Banners procured None
Number of times the Departmen-tal Photo Gallery is updated
Update the Departmental Photo Gal-lery 12 times
Updated the Departmental Photo Gallery 12 times
None
Number of Exhibitions held (Pro-vincial and National)
Hold 2 Exhibitions Attended 1 National function for Ex-hibition in Thulamahashe on Youth Day Celebrations
None
Consistent use and adherence to brand identity
Consistent use and adherence to brand identity
Compliance to brand implementa-tion as per demand
Complied to brand implementation as required
None
To manage the Information Tech-nology (IT) function (Desktop support) of the Department
Monitoring the provision of Desk-top Support
Provide Desktop Support as per de-mand
Desktop support effectively provided (Attended to all Call Outs at Head Office, Regional and CDWs Offices)
None
Ensure the establishment of sound Information Management System
Develop, implement and support the Inter-and Intranet Websites as per demand
Develop, implement and support the Inter- and Intranet Websites as per demand
Website up, running and functional None
Designed Supply Chain Database
Provide support on MIG/PMIS, BAS,PERSAL,LOGIS,DIGICOR, etc as per demand
Provide support on MIG/PMIS, BAS,PERSAL,LOGIS,DIGICOR, etc as per demand
All systems are monitored to ensure their availability
None
Installed 6 New PCs on Human Re-source Profiling System
Review IT related policies as per demand
Review IT related policies as per de-mand
E-mail and Internet policies were re-viewed
None
To provide sound Architecture Planning of Information Manage-ment, Systems and Technology (IMST)
Installation and upgrading of net-work connectivity as per demand
Installation and upgrading of net-work connectivity as per demand
None There was no demand for new or upgrading of net-work connectivity
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 41
Sub programmes/Programme: CORPORATE SERVICESSub-sub programme: : COMMUNICATIONS AND IT SUPPORT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To ensure availability of Compu-ter equipments
Acquisition of Computer equip-ments as per demand
Acquire Computer equipment as per demand
Processed all applications for Com-puters, Laptops, Projectors and Print-ers
None
Upgrading and replacement of computers as per demand
Upgrading and replacement of com-puters as per demand
Develop and approve MSP Approved Master System Plan (MSP)
Develop Draft Master System Plan Interim Master System Plan internal-ly drafted and approved
Financial constraints com-promised the appointment of a Service Provider to develop the Master System Plan
Final Master System Plan delivered Interim Master System Plan approved
Regular and reliable backup proc-esses
Regular and reliable backup proc-esses
Document of data/information back-up assessment delivered
Data/information backup delivered at Government Complex
None
Implement data/information backup software
Procured a System for MEC, HOD and Registry Offices
EDMS System up and running in the HOD and MEC Offices
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201142
Programme 2: LOCAL GOVERNANCE
Purpose:
• To support and strengthen the capacity of Municipalities to enable them to fullfil their constitutional and other legislative mandate.
Strategic Objectives:
• To strengthen and support institutional arrangements and legislative compliance systems
• To strengthen and support intergovernmental relations system across the Province
• To facilitate good governance and improve financial management in Municipalities
• To encourage involvement of communities and community organizations in the matters of local government
• To facilitate the establishment of a Service Delivery Unit to ensure the institutionalisation of Batho Pele principles
• Strengthen the capacity of municipalities to perform their developmental responsibilities
• Monitor and evaluate performance of municipalities and their compliance to relevant legislation
• Service Delivery Objectives and Indicators:
Sub programmes/Programme: MUNICIPAL ADMINISTRATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To strengthen and support institu-tional arrangements and legisla-tive compliance systems
Number of responses received from Municipalities in response to a checklist on legislative com-pliance
Develop and circulate a checklist to municipalities to verify their level of legislative compliance
A checklist developed and circulated to municipalities after a research was done with other Provinces
None
Analyze responses from Municipali-ties and develop an Action Plan to address challenges
Information gathered from munici-palities was analyzed and all munic-ipalities were visited
A special intervention was done in Municipalities un-der Section 139
Monitor the implementation of the Action Plan by Municipalities
Implementation of Municipal Action Plan monitored
None
Assess the impact of the legislative compliance project on Municipali-ties
The impact of legislative compliance was conducted in all 21 municipali-ties and necessary advice provided
None
Number of municipalities as-sessed to establish their constitu-tional capacity to comply with all legislation
Conduct institutional capacity as-sessment in 21 Municipalities
Institutional capacity conducted in all 21 Municipalities through the MTAS and further verified if all issues raised were dealt with
None
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Number of municipalities as-sessed to establish their constitu-tional capacity to comply with all legislation
Conduct institutional capacity as-sessment in 21 Municipalities
Institutional capacity conducted in all 21 Municipalities through the MTAS and further verified if all issues raised were dealt with
None
Number of municipalities sup-ported to ensure that they comply will all legislation
Develop and coordinate a support programme to assist municipalities to comply with all legislation
Assisted Albert Luthuli and Emak-hazeni Local Municipalities on Del-egation Register
None
All other Municipalities were assist-ed through the MTA to comply with all legislations
Conduct workshops and training with municipalities at District level on legislative compliance
Conducted workshops and trainings on Municipal Public Account Com-mittees (MPAC) in the 3 Districts for all Municipalities
None
Support municipalities in ensur-ing that Intergovernmental Rela-tions Structures are established and functional
Number of Intergovernmental re-lations structures established at District level
Develop guidelines and conduct in-formation session in terms of refer-ence for District and Provincial IGR structures
Consultation with all District Mu-nicipalities and benchmarking with other Provinces done.
None
Facilitated the development of Guidelines at District level
Work with all Districts to establish MMs and CFOs IGR structures
District Mayors’ IGR structures func-tional
None
Work with all Districts to establish MMs and CFOs IGR structures
District MMs IGR structures func-tional
CFOs IGR structures functional
Conduct a Provincial IGR Summit Provincial Local Government Sum-mit coordinated for the same pur-pose
None
Number of intergovernmental re-lations structures fully functional at District level
Develop and circulate a checklist to municipalities to verify the level of functionality of IGR structures
Developed and circulated a checklist to verify the level of functionality of the IGR structures in Municipalities
None
Coordinate and implement a support programme to assist municipal IGR structures
Support programme developed and implemented to assist District Mu-nicipalities on IGR structures
None
Sub programmes/Programme: MUNICIPAL ADMINISTRATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
43
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: MUNICIPAL ADMINISTRATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Conduct institutional capacity and impact assessment of all IGR struc-tures in the Province
None Unclear role of Department as a single window of coor-dination
Number of established and func-tional IGR structures
Establish functional IGR structures in 7 Municipalities
All IGR structures established and functional in all Districts
None
Number of Municipalities under-standing different sources of rev-enue on National Fiscal and for-mula used for allocation
15 Municipalities understanding different sources of revenue on Na-tional Fiscus and formula used for allocation
All Municipalities have the under-standing of different sources of rev-enue on National Fiscus and formula used for allocation
None
Number of Action Plans imple-mented to address bottlenecks in Municipalities
21Action Plans implemented to ad-dress bottlenecks in Municipalities
All bottlenecks identified during the Ministerial Task Team and were ad-dressed through the development of Municipal Turnaround Strategies by all Municipalities
None
Number of preliminary meetings held with SALGA before any IGR Forum
Hold 4 Preliminary Meetings with SALGA before any IGR Forum
2 Technical PCFs and 1 Special Tech-nical PCF held
None
Number of twinning arrange-ments existing in the Province be-tween Municipalities and foreign counterparts
5 Twinning arrangements existing in the Province between Municipalities and foreign counterparts
3 Municipal Twinning arrangements existing for Thaba Chweu; Mbombe-la Local Municipalities and Ehlan-zeni District Municipality
Twinning arrangements are coordinated from the Pre-mier’s Office
Number of donor funding institu-tions at departmental and munici-pal levels identified to support lo-cal government
Mobilized and engaged donor fund-ing institutions to support local gov-ernment
None Mobilization of donor fund-ing coordinated from the Capacity Building sub-pro-gramme2 Donor funding institutions at the
departmental and municipal levels identified to support local govern-ment
None
Number of SDFs deployed in Mu-nicipalities
Mobilize and engage relevant stake-holders to mobilize service delivery support for municipalities
None Stakeholder mobilization and engagement is per-formed at Programme level
Number of partnerships entered with international and regional development institutions
Interacted with international and re-gional development institutions
None Interaction with interna-tional and regional devel-opment institutions is coor-dinated at Premier’s Office
2 partnerships entered with interna-tional and regional development in-stitutions
44
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: MUNICIPAL ADMINISTRATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To ensure and support the smooth running of 2011 Local Govern-ment Elections
Number of Municipalities that held smooth local government elections in 2011
Assist the Municipal Demarcation Board with the delimitation of Wards
MDB was assisted with the finaliza-tion of Ward delimitation and all 18 Municipalities were visited.
None
Development of the Section 12 No-tices on establishment of new mu-nicipalities
Section 12 Notice on the determina-tion of Wards and Number of Coun-cillors developed and published
None
Section 12 Notice on the Number of Councillors contributed to the Dis-tricts from the Local Municipalities
Section 12 Notice on the Disestab-lishment of the DMA
Sub programmes/Programme: MUNICIPAL FINANCE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To monitor and support munici-palities to ensure financial viabil-ity and sustainable municipalities in accordance with applicable Acts
Number of Municipalities sup-ported with MFMA implementa-tion
21 Municipal Budgets approved All 21 Municipalities’ Budgets were approved by Councils
None
21 Annual Financial Statements sub-mitted
All 21 Municipalities submitted Fi-nancial Statements
None
21 Municipalities’ Supply Chain Management policies evaluated
All 21 Municipalities evaluated in terms of the policy, SCM unit and Committees
All Municipalities have SCM poli-cies, Units and Committees
None
21 municipalities monitored with Grant funding
All21 municipalities monitored and all Business Plans approved by Na-tional DCoG
Slow spending of Grant funding
Funds were disbursed in August 2010
Monthly and Quarterly Reports are prepared and submitted
45
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: MUNICIPAL FINANCE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of Municipalities sup-ported and monitored with the implementation of Municipal Property Rates Act
13 Municipalities with MPRA imple-mentation
19 Municipalities assisted with MPRA implementation
Ehlanzeni not collecting on property rates
Facilitated public hearing meetings on the review of MPRA
Lekwa and Nkomazi objec-tions still not addressed
Regulation for Rates Ratio forwarded to all municipal-ities for compliance
Number of municipalities moni-tored with the updating of Sup-plementary Valuation Rolls
Update 16 Supplementary Valuation Rolls
16 Municipal Supplementary Valua-tion Rolls updated
Lekwa, Thembisile Hani and Nkomazi have not yet updated their Supplemen-tary Valuation Rolls
Number of municipalities imple-menting Anti-Corruption Strate-gies
Support and monitor 21 Municipali-ties with Anti-corruption strategy
All 21 Municipalities were support-ed with Anti-corruption Strategies
Effectiveness of the Anti-corruption policies
10 Municipalities have an Anti-cor-ruption Policy / Fraud Prevention Plan implemented
Carry out investigations (Section 106 or requests by Municipalities as required
Carry out investigations (Section 106 or request by Municipalities) as re-quired
Section 106 investigations conduct-ed at the following Municipalities since April 2010:
Thembisile Hani (finalized)
Slow progress on criminal cases
Municipal requested investigations were conducted at the following mu-nicipalities by own staff:
Dipaliseng;
Pixley Ka Seme;
Albert Luthuli;
Thaba Chweu;
Nkomazi
Monitored the implementation of the recommendations on a monthly basis
46
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: MUNICIPAL FINANCE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Ensured that Criminal cases were opened with the SAPS
Number of Municipalities that have achieved unqualified audits
21 Municipalities that have achieved unqualified audit
10 Municipalities have achieved un-qualified audit opinion
Increase in the number of Municipalities receiving Disclaimers
Number of Operation Clean Au-dit Programmes rolled out
Implement Operation Clean Audit in 3 Districts
Reconstituted Operation Clean Audit Committees and the Action Plan in the 3 Districts
Request to the Auditor Gen-eral to provide manage-ment letters to municipali-ties
Number of Municipalities moni-tored in the implementation of Grant funding
Approval of MSIG Business Plans fa-cilitated in 21 Municipalities
All Municipalities were monitored with regard to MSIG
None
Monitor the spending of MSIG MSIG spending @ 42% Slow spending of the Grant
Number of municipalities sup-ported with financial viability
21 Billing system evaluated 4 Municipalities were supported with financial viability (Lekwa, Thembisile Hani, Thaba Chweu and Mkhondo)
Rapid Response Unit estab-lished and already working on a revenue enhancement programme
21 Municipalities’ revenue manage-ment evaluated
Number of municipalities sup-ported with debt collection
Assist 10 municipalities with debt collection
7 Municipalities were supported on Debt collection (Nkomazi, Msu-kaligwa, Bushbuckridge, Tembis-ile Hani, Ehlanzeni District, Thaba Chweu and Dr JS Moroka )
Rapid Response Unit es-tablished already and are working on revenue en-hancement programme
Number of Municipal cash flow status monitored
Monitor cash flow status of Munici-palities
All Municipalities’ cash flow status monitored and a report compiled
None
Number of municipalities assisted with risk assessments
Assist 11 Municipalities with risk as-sessments
11 Municipalities assisted with risk assessments (Ehlanzeni District; Albert Luthuli; Dipaliseng; Emak-hazeni; Victor Khanye; Nkomazi; Dr JS Moroka; Pixley Ka Seme; Msuka-ligwa; Lekwa and Thembisisle Hani)
None
MEC concurrence on upper limits Facilitate concurrence from the MEC on upper limits for 21 Municipalities
MEC concurrence on upper limits fa-cilitated at all 21 Municipalities
None
47
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: PUBLIC PARTICIPATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To encourage the involvement of communities and community or-ganizations in the matters of Local Government
Number of established and func-tional Ward Committees
365 Ward Committees capacitated to be functional
284 Ward Committees capacitated to be functional on Community Base Planning and Core Municipal proc-esses and service delivery
Lack of support from Mu-nicipalities
Ward Councillors not con-vening Ward Committee and Community Meetings
Do assessment for tools of trade for Ward Committees
Assessment for tools of trade for Ward Committees done in all Municipali-ties
All Municipalities not pro-viding stationery to Ward Committees
Develop and implement policy for support
Completed visits to KwaZulu-Natal and Limpopo for research purposes to inform the process of drafting the Framework for the Funding Model for Ward Committees
Unavailability of stakehold-ers to finalize draft frame-work
Implementation of the policy None Draft policy not yet finalized
Monitoring the implementation of the policy
None
Number of CDWs deployed in Municipalities
Conduct assessment to review impact of CDWs within municipalities
Reports and Case Studies received from CDWs on the impact of the pro-gramme within Municipalities
None
Placement and redeployment of CDWs
401 CDWs deployed in Municipali-ties
None
Recruitment of CDWs None Delays in finalizing the pro-filing process by HR
Deployment of CDWs None Short-listing and appoint-ment not done due to delays in finalizing the profiling process
Fill in vacancies where there is no CDW in a Ward
None
Conduct a culture review and pro-vide support to CDWs
Support in the coordination and im-plementation of the programme pro-vided to CDWs
None
Refresher course for CDWs Coordinated a Refresher course for all CDWs
None
Ensure each Ward has a CDW None Short-listing and appoint-ment not done due to delays in finalizing the profiling process
48
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: MUNICIPAL FINANCE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of Municipalities where full CDW programmes are imple-mented
18 Municipalities where full CDW programmes are implemented
Full CDW programme implemented in all 18 Local Municipalities
None
18 presentations on clarifications of roles and responsibilities of CDWs presented to Municipal Council Meetings
14 presentations on clarification of roles and responsibilities of CDWs presented to Municipal Councils of eMalahleni; Msukaligwa; Mbombe-la; Bushbuckridge; Thaba Chweu; Pixley Ka Seme; Govan Mbeki; Vic-tor Khanye; Thembisile Hani; Dipal-iseng; Lekwa; Steve Tshwete and eMakhazeni
4 presentations not done with 4 Municipalities since their Municipal Council scheduled were not pro-vided
Number of functional Ward Com-mittees
Monitor the re-establishment and functionality of Ward Committees in 12 Local Municipalities
The re-establishment and functional-ity of Ward Committees monitored in all 18 Local Municipalities
None
Number of MEC IZIMBIZO Hold 4 MEC IZIMBIZO None No clear location of the co-ordination of IZIMBIZO be-tween Public Participation and Communications
Number of Mayoral and Council-lors IZIMBIZO supported
Support 7 Mayoral and Councillors IZIMBIZO
8 Mayoral Outreach / IZIMBIZO were supported in the following Mu-nicipalities: Govan Mbeki; Msuka-ligwa; Bushbuckridge; Victor Khan-ye; Thembisile Hani; Steve Tshwete; Emakhazeni and Emalahleni
None
Number of municipalities involv-ing NGOs and CBO in their en-gagement with the public on mat-ters of service delivery
Ensure all Local Municipalities en-gage the public on matters of service delivery
19 Local Municipalities involved their communities on matters of service delivery
None
Number of community develop-ment workers conducting house-holds visits 4 days in a week
Circulation and input of the SLA to Sector Departments
None Legal Section finalizing in-puts
Singing of Service Level Agreements None
Number of CDWs recognized for excellent performance
95 CDWs graduating on the CDW programme
95 CDWs graduated on the CDW Programme
None
49
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: PUBLIC PARTICIPATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of workshops conducted Conduct Workshops in all 18 Local Municipalities
Workshops to all 18 Local Munici-palities conducted on Disaster Man-agement; Labour Relations; Thusong Service Centres; Human Resource Development; IDP; ICASA; DPSA; GCIS; Health; Transversal issues; Transformation; Social Develop-ment; IDASA, Department of Justice; Home Affairs; Safety and Security and SASSA
None
Number of Know your CDW Campaigns conducted
Conduct Know your CDW Cam-paign in all Municipalities
CDWs were introduced to commu-nities through Public Meetings
None
Communicated the CDW Pro-gramme through a Comprehensive Media Plan and Radio Phone-in Programmes
Rolled out through information leaf-lets; posters; MEC IZIMBIZO and through Comprehensive Rural De-velopment Programme
Number of Municipalities that have passed resolution on adopt-ed policy on Ward Committees
Monitor the participation of commu-nities in municipal processes
Monitored the participation of com-munities in Municipal IDP and Budg-et Consultation Process Meetings
None
Number of Municipalities as-sisted with the establishment of Public Participation units in terms of national policy framework on public participation
Support municipalities in the estab-lishment of Public Participation Units as per the National Framework
Monitored the establishment of Pub-lic Participation Units in all Munici-palities
Only 2 Municipalities complied with the Policy (Ehlanzeni District and Mbombela)
Number of District Speakers’ and Community Participation Coordi-nators Forums sitting facilitated
Facilitate 4 District Public Participa-tion Coordinators’ Forum Meetings
4 District Public Participation Coor-dinators’ Forum Meetings facilitated
None
Number of Mpumalanga Provin-cial Speakers’ and Community Participation Coordinators’ Forum Meetings coordinated
Coordinate 4 Provincial Public Participation Coordinators’ Forum Meetings
4 Provincial Public Participation Co-ordinators’ Forum Meetings coordi-nated
None
50
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: PUBLIC PARTICIPATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Ensure all Municipalities develop policy by-laws on multilingualism
Assist all Municipalities in develop-ing policy by-laws on the implemen-tation of the multilingualism
None Delays in the finalization of Draft Policy on Multilin-gualism
Monitor the implementation plan of roll out plan on Multilingualism
None
Number of municipalities re-sponding in time on developmen-tal issues and complaints
18 Municipalities responding in time on developmental issues and com-plaints
5 Municipalities responded in time on developmental issues and com-plaints
Petitions were not received from the other 13 Munici-palities
Number of information sharing sessions conducted
Conduct 60 monthly Information sharing sessions in the 3 Districts
54 Monthly information sharing ses-sions conducted in 18 Local Munici-palities
None
Sub programmes/Programme: SERVICE DELIVERY IMPROVEMENT UNIT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Facilitate the establishment of Service Delivery Unit o ensure the institutionalization of Batho Pele Principles
Number of Thusong Service Cen-tres established
Mobilize Service Providers in 4 Thu-song Service Centres
Established 3 Thusong Service Cen-tres (Klaarinet; Sakhile and Verena)
Delays in the procurement processes in the estab-lishment of Matsamo and Swalala TSCs
Mobilized Service Providers to render services at Sakhile TSC (Home Affairs; GCIS; Labour; Social Development; SASSA; Human Set-tlements; Education and SEDA
Operationalization of the 4 TSCs 4 Service Providers and 2 NGOs have already occupied office space and renders services at Klaarinet TSC
Lack of security and clean-ing personnel at Klaarinet TSC
Circulation and input of the Service Level Agreements to Sector Depart-ments
A Service level Agreement between the Department and SEDA has been finalized, awaiting HODs approval
Slow progress in the sign-ing of Service Level Agree-ments by Sector Depart-ments and non budgeting for the Thusong Service Centre programme
Slow progress in the finali-zation of the operational agreement by SEDA
51
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: SERVICE DELIVERY IMPROVEMENT UNIT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of Lease and Service Agreements facilitated
Signing of Service Level Agreements 5 Lease Agreements have been signed between Msukaligwa Local municipality and Service Providers operating at Breyten Thusong Serv-ice Centre
The signing of Service Level Agreements by Sector de-partments, Municipalities and relevant stakeholders has been escalated to MU-NIMAN, MUNIMEC and PCF to expedite the process
Number of Municipalities provid-ed with management and support on TSC programme within a regu-latory framework
Development of terms of reference and appointment of Service Provid-ers
Terms of Reference submitted to Supply Chain Management, await-ing appointment of Service Providers
Slow progress in procure-ment processes
Monitor progress None
Number of Thusong Service Cen-tres maintained
Maintenance of Thusong Service Centres
None
Number of Sector Departments with updated Computer pro-grammes rendering services at Thusong Service Centres
Check the right infrastructure for net-work configuration
VSAT network test successfully done at Casteel Thusong Service Centres
DPSA to finalize installa-tions of data lines in other remaining TSCs without connectivity
DPSA and SITA have successfully in-stalled infrastructure for connectivity in Moremela and Mpuluzi
Administer the network infrastruc-ture
VSAT network test successfully done at Casteel TSC
DPSA to finalize installa-tions of data lines in other remaining TSCs without connectivity
DPSA and SITA have successfully in-stalled infrastructure for connectivity in Moremela and Mpuluzi
Number of Sector Departments coordinated to render services at TSCs as per demand
Identification of community needs Community needs identified and services are rendered at Sakhile TSC (SASSA; Agriculture and Social De-velopment)
Limited office space in Thu-song Service Centres
Services rendered at Klaarinet TSC includes Home Affairs; SAPS; SASSA and Social Development
Engagements of Sector Departments Engagements of Sector Department was done with Home Affairs; GCIS; Labour; Social Development; SAS-SA; Human Settlements; Education and SEDA
Lack of security at TSCs causing reluctance in serv-ice providers who are ready to occupy available office space at the Centres
52
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: SERVICE DELIVERY IMPROVEMENT UNIT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of stakeholders coordi-nated to render services at Thu-song Service Centres as per the need
Identification of community needs Community needs identified and services are rendered at Sakhile TSC (SASSA; Agriculture and Social De-velopment)
Limited office space in Thu-song Service Centres
Services rendered at Klaarinet TSC includes Home Affairs; SAPS; SASSA and Social Development
Engagement of relevant stakeholders 4 Service Providers and 2 NGOs have already occupied office space and renders services at Klaarinet TSC
Lack of security at TSCs causing reluctance in serv-ice providers who are ready to occupy available office space at the Centres
Service Providers engaged and al-ready operating at Sakhile TSC
Number of Thusong Service Cen-tres launched
Engagement with relevant stakehold-ers with regard to the launching of 4 TSCs
Engagement with relevant stakehold-ers regarding the launch of Casteel TSC held
Insufficient budget to launch the remaining three (3) TSCs
Launching of Mbangwane; Casteel and Marapyane TSCs
Casteel Thusong Service Centre launched
Insufficient budget to launch the remaining three (3) TSCs
Number of Thusong Service Cen-tres provided with security
Appointment of Service provider for the installation of window and bur-glar doors, fencing, Sport lights and electric fence
None Insufficient budget to carry out the project
Installation of security measures in 5 TSCs (Marapyane, Wonderfontein, Mbangwane, Mpuluzi and Dag-gakraal TSCs
None Activity was not budgeted for
Number of municipalities imple-menting Batho Pele and Service Standards
Survey on the implementation of Batho Pele and service improvement programme
None Misalignment of sector pro-grammes on Batho Pele and Service Standards
Strategy to improve the implementa-tion of Batho Pele
Programme on Municipal visit for conducting surveys finalized
Duplication of Sector Pro-grammes on Batho Pele and Service Standards
53
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: SERVICE DELIVERY IMPROVEMENT UNIT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of Municipalities, Sector Departments and Thusong Serv-ice Centres with approved Batho Pele Action Plan
Auditing of Municipalities and De-partmental Service Standards
Developed Departmental Service Standards and Service Charter
Delays on the approval of Service Standards
Workshops and training on the im-plementation of Service Delivery Im-provement Plans
None
Establishment and approval of serv-ice standards by Municipalities and the Department
Development of Service Delivery Im-provement Plans by Municipalities
Service Delivery Improvement Plans developed in all 21 Municipalities through the MTAS
Alignment of Municipal Turnaround Strategy, IDPs and Municipal Service De-livery PlansThree (3) District Committees were
established to coordinate mobile units in various Municipalities
Development of District Action plan is in progress
Approval and implementation of Service Delivery Improvement Plans by municipalities
None
Number of Municipalities pro-vided with management and sup-port on TSCs mobile units and E-governance within a regulatory framework
Development of terms of Reference and appointment of Service Provid-ers
Terms of Reference developed for Mobile Units Programme
None
Sub programmes/Programme: CAPACITY DEVELOPMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To strengthen the capacity of mu-nicipalities to perform their devel-opmental responsibilities
Number of municipalities with Work Skills Plan (WSP) adopted
Review the Work Skills Plan (WSP) Work Skills Plan was reviewed and municipalities were given access code to view their skills audit results from the GAPSKILLS website
Nkangala, Emalahleni and Steve Tshwete Work Skills Plans’ were not reviewed due to non auditing of these Municipalities
54
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: CAPACITY DEVELOPMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Adoption of Work Skills Plan Work Skills Plan adopted None
Work Skills Plan analyzed Work Skills Plan adopted None
Monitor the implementation of WSP 21 Municipal Work Skills Plans monitored
None
Identify the Gaps for reviewal proc-ess
Gaps were identified for review Unplanned training from Sector Departments and DBSA
Number of Workshops conducted for Municipal Public Accounts Committees
Conduct 3 Workshops on MPAC 1 Workshop conducted on MPAC Budgetary constraints
Number of Top 6 critical positions audited on level of qualification
Audit Top 6 critical positions in all 21 Municipalities
Audit on level of qualifications for Top 6 critical positions in munici-palities conducted
Some Municipalities re-quested the Accredited As-sessors to assess them
Questionnaires developed and dis-tributed for completion by Munici-palities
Number of competency assess-ments of Section 57 Managers conducted
Conduct Competency Assessments Qualification Audits were conducted Lack of capacity within the unit
Number of Municipal Support Plans developed
Develop 4 Municipal Support Plans 1 municipal Support Plan developed for all Municipalities
Budgetary constraints
Number of technical experts de-ployed in municipalities
Deployment of Technical Experts in Municipalities
13 technical Experts were deployed in Municipalities as follows:
Mbombela X2;
Nkomazi and uMjindi shared 1;
Albert Luthuli and Dipaliseng shared 1; Mkhondo and Pixley Ka Seme shared 1; Govan Mbeki 1; Bushbuck-ridge X2 and 1 young Professionals; Thembisile Hani X1; Emakhazeni X1; Lekwa X1; and Nkomazi have 1 young Professional
None
55
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: CAPACITY DEVELOPMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of Municipalities where shared services is implemented
1 Municipality with shared services implemented
None Limited budgets in Munici-palities
Number of Councillor Leadership Training Programmes implement-ed
Conduct Councillor Leadership training programme on roles and responsibilities, budgeting, financial management , IDP and LED
Conducted IDP Skills Programme in all Municipalities
Training Programme sus-pended pending the Elec-tion of New Councillors
Number of Professionalized Sen-ior and Middle Managers trained through tertiary institutions and professional bodies
Facilitate the training of 200 munici-pal officials on Local Government Accounting Certificate for the 3 Dis-tricts
89 officials from Ehlanzeni District completed module 1 and 2 of Finan-cial Management
None
71 Officials from Nkangala District completed Module 1 and 2 of finan-cial management
97 Officials from Gert Sibande Dis-trict completed Module 1 and 2 of Financial Management
Number of Municipalities trained on Ethics Management
Facilitate training on Ethics Man-agement for 3 District Municipali-ties (Ehlanzeni; Nkangala and Gert Sibande) and 9 Local Municipalities (Nkomazi; Bushbuckridge,; Lekwa; Dipaliseng; Emakhazeni; Steve Tsh-wete; Emalahleni; uMjindi and Msu-kaligwa)
None DCoG suspended the train-ing programme pending the elections of New Council-lors
Number of municipalities con-ducting skills audit
Facilitate Skills audit for 6 Local Mu-nicipalities and 1 District Municipal-ity (Thaba Chweu; Thembisile Hani; Dr JS Moroka; Emalahleni; Victor Khanye; Emakhazeni and Nkangala)
Skills Audit facilitated for 5 Local Municipalities (Thaba Chweu; Them-bisile Hani; Dr JS Moroka; Victor Kh-anye and Emakhazeni)
Nkangala and Emalahleni not audited due to strikes at these institutions
Number of support interventions implemented
Coordinate institutional capacity as-sessment for 6 Local Municipalities (Dipaliseng; Albert Luthuli; Steve Tshwete; Msukaligwa; Thaba Chweu and Bushbuckridge)
Institutional capacity assessment for 4 local municipalities coordinated (Dipaliseng; Albert Luthuli; Steve Tshwete and Thaba Chweu)
Programme for Bushbuck-ridge and Msukaligwa was suspended during the 201 FIFA World Cup and have since commenced.
Analyze reports of the capacity as-sessment for all the Districts
Citizen Reports were analyzed None
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: MUNICIPAL PERFORMANCE MONITORING REPORTING AND EVALUATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To monitor and evaluate capacity of municipalities and their com-pliance to relevant legislation
Number of institutional perform-ance management systems in place
Assessment of functional PMS sys-tems with recommendations
None Unit not have staffed
Monitor and report on implementa-tion of recommendations
None Unit not have staffed
Monitor and report on compliance None Unit not have staffed
Establishment of Performance Moni-toring System
None Unit not have staffed
1 System implemented None Unit not have staffed
Number of Section 57 Managers with signed employment con-tracts
100% of Section 57 Managers with signed employment contracts
all appointed Section 57 Managers have signed Employment Contracts
none
Number of Section 57 Managers with signed performance agree-ments
100% of Section 57 Managers with signed performance agreements
all appointed Section 57 Managers have signed Performance Agreement
none
Number of municipal quarterly performance reports submitted timeously
21 of municipal quarterly perform-ance reports submitted timeously
None Unit not have staffed
Number of municipal annual per-formance reports submitted time-ously
21 of municipal annual performance reports submitted timeously
None Unit not have staffed
Number of Municipalities with functional performance audit committees
11 Municipalities with functional performance audit committees
20 Municipalities have Audit Com-mittees in place, some have share services
Number of Municipalities with internal audit units
5 municipalities with internal audit units
20 Municipalities have established Audit units (Thaba Chweu does not have an Audit unit)
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Programme 3: DEVELOPMENT AND PLANNING
Purpose:
To support and strengthen the capacity of Municipalities to enable them to fullfil their constitutional and other legislative mandate.
Strategic Objectives:
To strengthen and support institutional arrangements and legislative compliance systems
To strengthen and support intergovernmental relations system across the Province
To facilitate good governance and improve financial management in Municipalities
To encourage involvement of communities and community organizations in the matters of local government
To facilitate the establishment of a Service Delivery Unit to ensure the institutionalisation of Batho Pele principles
Strengthen the capacity of municipalities to perform their developmental responsibilities
Monitor and evaluate performance of municipalities and their compliance to relevant legislation
Service Delivery Objectives and Indicators:
Sub programmes/Programme: SPATIAL PLANNING
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Coordinate and support spatial planning in the Province and Mu-nicipalities
Number of municipalities with credible SDFs adopted by Coun-cils
Develop evaluation tool & identify SDFs to be evaluated
All 21 municipalities have SDFs. Most of the reviews al-though finalized before end of Provincial Gov-ernment financial year, were not adopted by mu-nicipalities. This includes Emalahleni; Dr JS Moroka; Thembisile Hani; Steve Tshwete; Mkhondo; Pixley Ka Seme; Lekwa; Albert Luthuli; Thaba Chweu and Mbombela
Develop evaluation tool & identify SDFs to be evaluated
7 reviewed SDFs in Nkangala were finalized with 2 adopted by the re-spective Councils. The adoption of the remaining 5 will be done in 2011/12.
Review and / or develop 21 SDFs 4 reviewed SDFs were finalized in the Gert Sibande District with one adopted by the Council. The adop-tion of the remaining 3 reviewed SDFs will be done in 2011/12
3 reviewed SDFs in Ehlanzeni were finalized and adopted by the re-spective Councils. 2 Other SDF re-view processes are midway through. (Mbombela and Albert Luthuli)
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: SPATIAL PLANNING
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Review and align municipal spa-tial plans with the Integrated Spa-tial Framework (ISF)
Number of Municipal SDFs re-viewed and aligned to the PSDF and PGDS
Review all 21 SDFs 21 Municipal SDFs were evaluated against PSDF and PGDS
The IDP assessment frame-work used to evaluate the alignment between the SDFs and the PGDS and PSDF is less effective and outdated
Sub programmes/Programme: INTEGRATED DEVELOPMENT PLANNING
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To promote effective and efficient integrated development and plan-ning
Number of credible IDPs re-viewed and adopted
21 IDPs reviewed Reviewed 21 Municipal IDPs None
Conduct a Provincial Development Planning Implementation Forum
1 Provincial Development Planning Implementation Forum conducted
None
All identified assessment queries ad-dressed
Assessment queries were all ad-dressed
none
Planning process for the new review of 2011/12
All Municipalities submitted their process plans
Amendment of a number of process plan due to Nation-al Treasury Circular No.54
Overall assessment of submitted municipal IDPs
Number of Municipal IDPS as-sessed and submitted
Assess 21 IDPs All 21 IDPs were assessed and sent back to Municipalities with MEC comments
Delays in communication on MEC comments due to the change of leadership
2010/11 IDP Analysis for the 3 Dis-tricts conducted
Consolidated the 2010/11 Provincial IDP Analysis Report
Mkhondo Draft IDP was not ready for assessment at the time of the process
Conducted the IDP Analysis for 2011/12 Draft IDP for Nkangala Dis-trict Municipality
Sector Departments priori-ties not incorporated in the Draft IDPs of the Munici-palities
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: INTEGRATED DEVELOPMENT PLANNING
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Build capacity in municipalities or institutions of Traditional Lead-ership and community structures on IDPs
Number of municipalities and in-stitutions of traditional leadership trained and participate in IDP processes
Conduct training for all House of Tra-ditional Leaders
Conducted three (3) District work-shops with all Traditional Authorities and Councils to create equal under-standing of the active role and par-ticipation in IDP structures as man-datory
Not all Traditional Leaders and Traditional Councils were present in all the 3 Districts
Sub programmes/Programme: LAND USE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Facilitate and support land use management systems
Number of municipalities support-ed towards developing & main-taining their land use management system and schemes
Support all 18 Local municipalities LUMS guideline & specifications still being drafted.
Legislative gap for instituting LUMS
Supported 6 Municipalities towards the development of wall-to-wall land use schemes (Bushbuckridge; Nkomazi; Dr JS Moroka; Thembisile Hani; Emakhazeni and Albert Luthuli)
Financial difficulties within municipalities compromises the undertaking of LUMS
Currently supporting 4 Municipali-ties in finalizing their wall-to-wall schemes (Govan Mbeki; Mkhondo; Pixley Ka Seme and Lekwa)
Provide support and build capac-ity on LUMS for Municipalities and Local Houses of Traditional Leaders
Number of Municipalities and lo-cal Houses of Traditional Leaders provided with capacity
Provide support and build capacity in 21 Municipalities and 3 local houses of Traditional Leaders
6 Municipalities were identified for support (Thaba Chweu; Mkhondo; Albert Luthuli; Pixley Ka Seme; Them-bisile and Dipaliseng)
Staff capacity challenges within the Department, the Department of Agriculture, Rural Development and Land Admin and within DBSA
Other Municipalities were identified for varying degrees and type of sup-port
Land use management support pro-vided to municipalities undergoing development of LUMS.
Limited planning support was secured and provided by DBSA and DARDLA.
Training material developed to assist municipalities and traditional leaders
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: LOCAL ECONOMIC DEVELOPMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To strengthen development through LED strategies that have emphasis on rural development
Number of Municipalities with LED strategies / plans reviewed annually
Review all LED strategies Basic assessment of all LED strate-gies for 2010/11 done during the IDP Analysis Week
None
All municipalities engaged in review process
None
Gert Sibande: Pixley Ka Seme, Mkhondo and Dipaliseng have not adopted LED strategies
Mkhondo do not have a dedicated LED official
Dipaliseng resolved to con-tract out implementation plan development before submitting LED Strategy to Council
Nkangala: Thembisile Hani has not adopted LED Strategy and at Emalahleni the extensive review not concluded
Phase 3 of strategy devel-opment processes delayed due to financial constraints preventing DEDET from ap-pointing Service Provider(s)
Ehlanzeni: Bushbuckridge has not adopted LED Strategy
Bushbuckridge Strategy submitted twice to Council
Final amendments con-cluded and awaiting adop-tion
Development of at least 7 bankable projects in targeted local municipali-ties and 3 District projects
COGTA LED intervention facilitated the removal of land claim blockages on Dundonald Shopping Complex
Progress at slow pace due to financial and capacity constraints in supporting departments and entitiesCOGTA LED has established process
with National Lottery Board,
Social development and Department of Culture, Sport and Recreation to increase uptake of national lottery funds for CBOs and municipalities in the deep rural areas of the Province
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: LOCAL ECONOMIC DEVELOPMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Project support & resource mobili-zation rendered for Soya/Oil seed investment incentives (Lekwa); Truck Stop (Mkhondo); Dutch support for Agriculture projects (Nkomazi); Public-Private Business Node in Ma-rapyane (Dr JS Moroka); Dundonald Shopping Centre (Albert Luthuli) DWA Youth Water management Project; Eskom Fly Ash Project
At least 4 000 job opportunities cre-ated through CWP implementation in Albert Luthuli and Bushbuckridge Municipalities
A total of 4279 job opportunities were created (DCoG figures through CWP implementation in Albert Luthuli (1,799 in 3 wards) and Bush-buckridge (2,480 in 10 wards)
None
Facilitated training of participants through EPWP
Number of Municipalities with LED structures
21 Municipalities with LED struc-tures
Guidelines developed for inclusion in Provincial Framework
Thaba Chweu do not have a structured Led unit due to financial constraints, or a Portfolio committee or an external stakeholder forum due to the political turmoil that led to the municipality being placed under Section 139(b)
20 Municipalities have internal and/or external LED structures in place
Integrated Provincial LED Strategy adopted by EXCO
Integrated Provincial LED Strategy adopted by EXCO
Draft provincial LED Framework concluded and consulted with key provincial public sector stakeholders
Postponement of Provincial LED Summit delayed final consultation with stake-holders on key components of Provincial LED Frame-work
M&E System to monitor impact of LED intervention and support in Municipalities
M&E System to monitor impact of LED intervention and support in Mu-nicipalities
M&E Tool for LED in piloting stage in Bushbuckridge Local municipality and Ehlanzeni District Municipality
M&E System roll-out de-layed due to delays in ap-pointing Service Provider for pilot by GIZ(MRDP)
62
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: LOCAL ECONOMIC DEVELOPMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Functional Provincial LED Forum in place
Functional Provincial LED Forum in place
Provincial LED Forum established and functional
None
LED webpage through active button on COGTA webpage signed off
Sub programmes/Programme: MUNICIPAL INFRASTRUCTURE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To coordinate and monitor basic infrastructure development in all municipalities
Number of municipalities that have registered project on MIS
Support 19 municipalities to register projects on MIG-MIS
19 Municipalities supported to regis-ter their projects on MIG-MIS
None
Number of Municipalities submit-ted monthly Reports on MID
19 Municipalities submitted monthly reports on MIG performance
19 Municipalities have submitted MIG Monthly Performance Reports
None
Number of Municipalities sup-ported on MIG spending and commitments
19 Municipalities supported on MIG spending and commitment
19 Municipalities were supported on commitments, however, there is slow progress with the following munici-palities: Bushbuckridge; Mbombela; Emalahleni; Dr JS Moroka; Emak-hazeni; Albert Luthuli; Msukaligwa; Pixley Ka Seme; Thembisile Hani; Lekwa and Mkhondo
Late registration of projects against their MIG allocation
Slow procurement proc-esses
Currently the total commitment is @98% and expenditure @42% for the 2010/11 financial year
Poor planning by Munici-palities and slow procure-ment processes delayed the appointment of Consultants and Contractors
Support on completion of Delmas Water Treatment Plant
100% completion of the Water Treat-ment Plant
The project is 100% completed Commissioning to be final-ized once boreholes and pumps project is completeWater Treatment Plant operational
and handed over
Support on completion of Del-mas 25km bulk water pipeline (phase1)
Phase 1 of the pipeline fully funded and under construction
Phase 1 of the pipeline not fully funded as a result of escalations
Underestimation of the project cost during the sign-ing of the Memorandum of Understanding (MOU)
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: MUNICIPAL INFRASTRUCTURE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Phase 1 pipeline completed
Provincial interventions with 31 Water boreholes met
31 Boreholes drilled and operational The extended project scope for the Delmas boreholes and pumps project is at final stages of comple-tion, while the 26 boreholes were not implemented due to financial constraints
None
Boreholes projects handed over 10 Boreholes drilled and equipped in Daagakraal (Thaba Chweu) pend-ing electrical connections by Eskom
Awaiting Eskom procure-ment process
Support completion of Bethal Electricity Network rehabilitation project (phase2)
Phase 2 under construction None Lack of funding for the project
100% completion of Phase 2 project
Sub programmes/Programme: DISASTER MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To facilitate, support and coor-dinate the development of the disaster management plans and effective functionality of the dis-aster management centre in the province
Number of District Municipalities with applicable DM framework
Facilitate the development, monitor-ing and support the implementation of District Municipal DM frame-works
DM frameworks developed and ap-proved in Gert Sibande and Nkan-gala Districts
Ehlanzeni – a draft frame-work developed and in process of alignment with the Provincial framework
Number of capacity assessments conducted on fire services
Number of Disaster management Advisory Forum coordinated
Conduct risk assessment
Support and advise the Province through Disaster Management Advi-sory Forum on disaster related issues
Assessment on fire services conduct-ed in 4 Municipalities (Emakhazeni; Lekwa; Victor Khanye and Albert Luthuli)
A profile on the fire services equip-ment compiled
3 Provincial Disaster Management advisory Forum Meetings held
None
2010 FIFA World Cup com-promised the sitting of 1 Advisory Forum
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: DISASTER MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of Inter-governmental Disaster Management Commit-tees established
Establishment/Coordination of Inter-governmental Disaster Management Committees
3 inter-governmental Disaster Man-agement Committees established (Disaster Management Technical Committee; Disaster Management Political Committee and the Provin-cial Disaster Management Advisory Forum
These structures are interlinked and functional
None
Number of responses to Disaster Management incidents and sup-port for disaster relief programme
Ensure the functionality of Provincial and District Disaster Management Centres
Ehlanzeni District Disaster Manage-ment Centre is fully functional and 8 incidents were supported.
Nkangala District Disaster Manage-ment centre is functional and sup-ported 5 incidents
Gert Sibande District Disaster man-agement centre is functional and supported 6 incidents
The Provincial Centre supported all 19 incidents
Nkangala and Gert Sibande Disaster Management Cen-tres are in place but needs to be equipped to ensure maximum functionality
Facilitate and support the develop-ment of 21 municipal Disaster Man-agement Plans
16 Municipalities have Disaster Management Plans
Alignment of the 5 Munici-pal Plans with the policy Framework not finalized
Establish a Provincial Warehouse for Disaster Relief
Temporary Provincial Warehouse es-tablished at Vintonia Warehouse.
None
Permanent Warehouse at Provin-cial Disaster Management Centre (PMDC)
Number of relief material pro-vided
Provision of disaster relief material as per demand
Provided 175 blankets to orphans at Secunda.
None
Provided 40 blankets to needy fami-lies during the Departmental Man-dela Day Celebration in Rossenekal
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: DISASTER MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Thaba Chweu (Mashishing) – Provid-ed clothes to the Fire victims
Mkhondo – supplied with 200 blan-kets
Lekwa – supplied with 200 blankets
Number of Disaster Management Plans monitored
Monitor 11 Municipalities on Disas-ter Management Plan
All 21 Municipalities’ Disaster Man-agement Plans were monitored and analyzed.
5 Municipal Plans not com-pliant with the policy
16 Plans were found to be compliant to the Disaster management Frame-work
Number of ICT systems devel-oped and implemented
Develop and implement the ICT sys-tems
None There were delays in the appointment of Service Pro-vider, however, Service Pro-vider has been appointed to develop and implement the ICT systems
Number of Provincial events pro-vided with safety and security
Coordinate safety and security in all Provincial events
53 events were coordinated includ-ing international events (FIFA World Cup 2010; Commonwealth Parlia-mentary Association and internation-al Forestry Indaba). All events were incident free
None
Number of Awareness Campaigns conducted
Conduct 6 Awareness Campaigns in Local Municipalities
6 Awareness Campaigns were con-ducted in Nkomazi (Jeppes Reef; Buf-felspruit; Driekoppies; Langeloop; Phiva/Mdladla; Mangweni; Vuku-zenzele and Masibekela); Thaba Chweu (Mashishing); Albert Luthuli (lone Hill; Ferni and Carolina); Msu-kaligwa (Wesselton – Ext.3); Thembi-sile Hani (Goederede A & B; Kwag-gafontein D & E; Vlaglaagte No.2 and Mloto); Dr JS Moroka (Mkomet-sane and Pietjieskraal); Conducted 8 Radio Talk Shows on Ligwalagwala and Ikwekwezi FM Radio Stations and aired two jingles that ran for 2 Weeks each.
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Programme 4: TRADITIONAL INSTITUTION MANAGEMENT
Purpose:
To support, strengthen and capacitate the developmental capacity and capability of traditional and royal councils to accelerate rural development
Strategic Objectives:
To manage institutional administrative and financial framework for Traditional Leadership Institutions.
Draw and implement administrative policy guidelines and capacity building programmes.
To support and coordinate rural development in all traditional council areas.
Service Delivery Objectives and Indicators:
Sub programmes/Programme: TRADITIONAL INSTITUTION MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Managed the institutional admin-istration and financial framework of traditional institutions
Number of Traditional Councils complying to financial prescripts
59 traditional Councils capacitated with relevant financial prescripts
59 Traditional Councils capacitated on financial prescripts and compli-ance monitored
None
Number of Traditional Councils complying with administrative prescripts
59 traditional Councils capacitated with relevant administrative pre-scripts
38 Traditional Leaders capacitated and monitored on administrative prescripts impacting on Traditional Leadership
Non-attendance of some Traditional Councils
Number of Traditional Councils supported with anthropological services
Ensure that genealogical (family tress) processes are monitored and updated for 59 Traditional Councils
20 Traditional Councils’ genealogi-cal processes (family trees) moni-tored and updated
Inner Royal families do not honour meetings
Number of Traditional Councils assigned with roles and functions
Assign roles and functions to 59 Tra-ditional Councils
Roles and functions of Traditional Councils assigned and monitored to 59 Traditional Leaders
Non
8 vehicles not handed over due to inner royal family disputesTools of trade policy approved and
57 vehicles procured and 49 handed over to Traditional Leaders
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: TRADITIONAL RESOURCE MANAGEMENT
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Draw and implement administra-tive policy and capacity building programmes
Number of administrative policy guidelines developed
59 traditional Councils capacitated on policy development
Capacitated 59 Traditional Councils on policy development
None
Number of cultural ceremonies supported
44 traditional Councils supported with cultural ceremonies
Supported 26 traditional coun-cils with cultural ceremonies (Enkhaba; Mantjolo; Mandlama-khulu; Mlambo; Mpakeni; Duma; Ebutsini; Ndzundza Pungutsha; Enikwakuyengwa; Kgarudi; Mdhluli; Msogwaba; Mpsikazi; Masoyi; Man-dlangampisi; Emfumbeni; Mjindini; Ndlela; Nzunza-Fene; Madubukela; Ndzundza-Somphalali; Ndzundza-Mabhoko; Gutshwa Embhuleni and Manala Mbhongo)
Postponement of cultural events due to observance of bereavement rituals and family disputes
Number of Traditional Councils that received grants
Review and check the submission of Section 38 (j) certificate
Collected the 38 (j) certificates from Traditional Councils
None
Facilitate the transfers of Annual Grants to 59 Traditional Councils
Transfer of Annual Grant to 58 Tradi-tional Councils facilitated and moni-tored
Bank Account of Mahl-aphahlapha Traditional Council is inactive due to signatoroies dispute over administration of the Ac-counts
Number of functional Traditional Councils
59 traditional Councils supported in the implementation of their resolu-tions
None Delays in the finalization of the operationalization of the reconstituted traditional councils
Number of Headmen/women paid
Facilitate payment of Headmen/women
Payment of salaries to 522 headmen/women facilitated
Facilitated payment for 57 Tradition-al Leaders and 2 proclaimed Kings
None
Number of decisions on disputes and claims executed
Support the independent Commis-sion on Traditional Disputes and Claims
7 Chieftaincy succession disputes and 4 Traditional Leadership Claims attended
Lengthy processes inherent in resolving disputes
Advertised and received applications for Provincial Committee on disputes
Delay on the appointment resulted in re-advertisement
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: RURAL DEVELOPMENT FACILITATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Coordinate and support Rural Development in all Traditional Council areas
Number of Traditional Councils coordinated and supported on ac-cess to community services
59 Traditional Councils supported and monitored on access to commu-nity services
Supported and monitored 59 Tradi-tional Councils on access to com-munity services
None
Number of Traditional Councils capacitated and support pro-grammes adopted
Develop a Framework on participa-tion of traditional councils at provin-cial and municipal level
A Draft Framework for the Participa-tion of Traditional Leaders at Provin-cial and District levels submitted to Technical Permier Coordinating Fo-rum (PCF) for consideration and en-dorsement
None
Partnership framework adopted and complied with in all 59 traditional Councils
None Traditional Councils not operational
Framework implemented, supported and monitored in all 59 Traditional Councils
None Traditional Councils not operational
Number of Traditional Councils supported for infrastructure de-velopment
Infrastructure developed by renovat-ing 10 Traditional Council Offices
9 out of 10 Traditional Council Of-fices renovated
Lack of contract manage-ment
Number of Traditional Councils supported on rural development linkages with municipalities and province
Capacitate 59 Traditional Councils on rural development
59 Traditional Councils capacitated on rural development
None
Number of Tindlunkulu Pro-grammes developed
Bench marking with other Provinces on Tindlunkulu programmes
Study tour to identified Provinces conducted and benchmarking estab-lished
None
Consultation with stakeholders on the drafted plan
Consulted with stakeholders on the Draft Plan in all Districts
None
Finalization and approval of the Plan None Delays in finalizing consul-tations
69
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: TRADITIONAL LAND ADMINISTRATION
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Facilitate the registration of land rights and settlement of land dis-putes in traditional areas
number of Traditional Councils supported on traditional land rights registration
Framework on land rights registra-tion for all 59 Traditional Councils developed, negotiated, adopted and monitored implementation
Framework not developed Traditional Councils not operational
Supported 3 land formalization (land rights) projects within Bush-buckridge (community resolution for land formalization obtained) and Mbombela
Administrative capacity at Traditional Council level
Number of traditional land dis-putes settled
Resolutions of traditional land dis-putes facilitated as and when they arise amongst Traditional Councils
Disputes being resolved affecting the following Traditional Councils : Masoyi X2 stands disputes Molalla v/s Mogane – boundary:
Nkambeni v/s Mr Sibiya, Mdluli, Matsamo v/s Tshtshe stand; Makoko v/s Dove Tail Development project, Ndzundza Fene v/s Mashaba Mol-oto stands,Mpisikazi v/s Khomon-dani (Boundary encroachment) and Mawewe involvement in mining is-sues
Lack of training (traditional community) on land ad-ministration
Number of Traditional Councils supported to establish land com-mittees
Develop, adopt and implement framework on land committees in 59 Traditional councils
None Traditional Councils not operational
Develop traditional land zoning / use plan
Facilitated development of Spatial Plans for Bushbuckridge, Mbombela and Nkomazi municipalities
None
Monitored compliance with tradi-tional land use plans
None Traditional Councils not operational
70
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Programme 5: HOUSE OF TRADITIONAL LEADERS
Purpose:
To provide strategic and political leadership to the House of Traditional Leaders
Strategic Objective:
To exercise oversight and participate in the promulgation of legislations by the provincial legislature and implementation of service delivery by government on matters of African culture, customs, traditions as well as the general welfare of traditional communities
Service Delivery Objectives and Indicators:
Sub programmes/Programme: ADMINISTRATION OF THE HOUSE OF TRADITIONAL LEADER
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide strategic and political leadership to the HTL
Executive Committee Meetings To convene 24 Executive Committee Meetings
15 Executive Committee Meetings convened
Budgetary constraints
Sittings of the House Convene 4 Sittings of the House 4 Sittings convened None
Chairperson’s Forum meetings Convene 4 Chairperson’s meetings 2 Chairperson’s Forum Meetings conducted
Budgetary constraints
Sub programmes/Programme: OFFICE OF THE SECRETARY
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To provide effective administra-tion to the Houses of Traditional Leaders
Reports from Units and Sections Receive 120 reports from units and sections
100 reports from Units and Sections were received
Budgetary constraints
Sub programmes/Programme: RESEARCH POLICY AND PLANNING
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Conduct research, policy devel-opment and planning within the HTL
Number of Genealogical Reports updated
Update 10 Genealogical Reports Budgetary constraints and structural problems
Number of cultural profiles devel-oped
Develop 10 Cultural Profiles 3 Cultural Profiles developed
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: RESEARCH POLICY AND PLANNING
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of policies developed Develop 5 policies None
Number of policies reviewed Review 5 policies None
Number of Plans developed Develop 2 plans 1Strategic Plan Session convened to develop a Plan
Sub programmes/Programme: LEGAL SERVICES
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To facilitate promulgation of legis-lations and handle litigation cases
Number of litigation cases hand-ed
Handle litigation cases as per de-mand
5 Litigation achieved None
Legislations To regulate the INGOMA Bill INGOMA Bill submitted to State Law Advisors
None
Facilitate promulgation legisla-tion and submissions of Bills
Promulgation of 4 legislations and submission of Bills
5 Submission of Bills achieved None
Sub programmes/Programme: COMMITTEES AND LOCAL HOUSES
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To coordinate Committees and Local Houses
Sittings and meetings Convene 18 Sittings and 120 meet-ings
18 sittings and 70 meetings con-vened with minutes
Budgetary constraints and structural problems
Site visits Conduct 3 site visits 18 Site visits conducted None
Monitoring reports Produce 74 monitoring reports 6 monitoring reports produced Budgetary constraints and structural problems
Collaboration reports Produce 9 collaboration reports 20 draft Collaboration reports pro-duced
None
Workshop reports Produce 6 workshop reports None Budgetary constraints and structural problems
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: JUSTICE AND LEGISLATION COMMITTEE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
Number of meetings held Hold 24 meetings 20 meetings were achieved budgetary constraints and structural problems
Number of capacitating reports Convene 3 capacitating reports 3 Capacitating reports produced None
Number of training workshops conducted
Produce 9 Workshop reports 11 Workshop reports produced None
Sub programmes/Programme: SOCIAL DEVELOPMENT COMMITTEE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To coordinate trainings and work-shops
Number of meetings held Hold 24 meetings Achieved 24 meetings None
Number of monitoring reports Produce 24 monitoring reports 25 monitoring reports produced None
Number of workshops conducted Conduct 9 training workshops None budgetary constraints and structural problems
Sub programmes/Programme: TARGET GROUPS COMMITTEE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To coordinate target groups Number of meetings held Convene 24 meetings 27 meetings convened None
Number of monitoring reports Produce 12 monitoring reports 20 monitoring reports produced None
Sub programmes/Programme: TRADITIONAL LEADERSHIP CLAIMS AND DISPUTE COMMITTEE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To handle disputes and succes-sions
Number of meetings held Convene 24 meetings 36 meetings were convened None
Number of disputes and succes-sion reports compiled
Compile 100% dispute and succes-sion reports
Finalized the recognition Certificates of Chieftaincy for the following Inner Royal Families: Mhaule; Mashego and Mogane
None
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Sub programmes/Programme: TRADITIONAL CULTURE AND CUSTOMS COMMITTEE
Strategic Objective Measure/indicator Actual Performance agaist Target Reason for variance
Target Actual
To coordinate culture and cus-toms
Number of meetings held Convene 24 Committee Meetings 22 Committee Meetings were con-vened
Budgetary constraints
Number of Monitoring Reports Produce 24 monitoring reports 27 Monitoring Reports were pro-duced
None
74
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
PART 3REPORT OF THE AUDIT
COMMITTEE
PART 3REPORT OF THE AUDIT
COMMITTEE
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 77
REPORT OF THE AUDIT COMMITTEE
We are pleased to present our report for the financial year ended 31 March 2011.
Report of the Audit Committee Members and Attendance:
During the current financial year 8 audit committee meetings were held. Interac-tive meetings are held between the Chairperson and the Internal Audit Unit as the need arises. The meeting attendance details during the 2010/11 financial year were as follows:
Name of Member (Current Audit Committee) Number of Meetings AttendedMs R Kalidass 8
Dr H Jooste 6
Mr AF Keyser 7
Mr K Buthelezi 3
Ms G Denier 7
Audit Committee Responsibility
We report that we have adopted appropriate formal terms of reference in our charter in line with the requirements of Section 38(1)(a) of the Public Finance Management Act, No. 1 of 1999 and Treasury Regulation 3.1. We further report that we conducted our affairs in compliance with this charter.
The Audit Committee also reports that it has adopted appropriate formal terms of reference as its audit committee charter, has regulated its affairs in compliance with this charter and has dis-charged all its responsibilities as contained therein.
The effectiveness of internal control
The system of internal controls is designed to provide cost effective assurance that assets are safe-guarded and that liabilities and working capital are efficiently managed. The system of internal control applied by the department over financial and risk management is effective, efficient and transparent..
In accordance with the PFMA and the King III Report on Corporate Governance requirements, Internal Audit provides the Audit Committee and management with assurance that the internal controls are appropriate and effective.
This is achieved by means of the risk management process, as well as the identification of correc-tive actions and suggested enhancements to the controls and processes. From the various reports of the Internal Auditors, the Audit Report on the Annual Financial Statements and the management letter of the Auditor-General, it was noted that no significant or material non compliance with pre-scribed policies and procedures have been reported. Accordingly, we can report that the system of internal control for the period under review was effective and efficient.
A number of internal control deficiencies were highlighted by the Auditor-Generals Management Letter. Management will be required to compile an “action plan” to ensure that these issues are not reported in forthcoming financial years, of which the Audit Committee will actively monitor the progress being made in this regard.
The quality of the year management and monthly / quarterly reports submitted in terms of PFMA and the Division of Revenue Act.
The Audit Committee is satisfied with the content and quality of monthly and quarterly reports prepared and issued by the Accounting Officer and the Department during the year under review.
The Audit Committee will monitor the processes and procedures designed and implemented to ensure that there an improvement in the quality of performance information for the forthcoming financial year.
Evaluation of Financial Statements
Audit Committee has:
• Reviewed and discussed the audited annual financial statements to be included in the annual report, with the Auditor-General South Africa and the Accounting officer.
• Reviewed the Auditor-General South Africa’s management report and management’s response thereto;
• Reviewed the department’s compliance with legal and regulatory provisions; and
• Reviewed significant adjustments resulting from the audit.
We concur with and accept the Auditor-General of South Africa’s report on the annu-al financial statements, and are of the opinion that the audited annual financial state-ments should be accepted and read together with the report of the Auditor-General South Africa.
Internal audit
We are satisfied that the internal audit function is operating effectively and that it has addressed the risks pertinent to the department in its audits.
Auditor-General South Africa
We have met with the Auditor- General South Africa to ensure that there are no unresolved issues.
Conclusion
The Audit Committee would like to take this opportunity to congratulate the Governance and Traditional Affairs “Emphasis of Matter” will be continuously followed up that they do not recur in the forthcoming financial year.
We would like to extend our appreciation to the Honorable MEC, HOD, CFO and Officials for the support and co-operation afforded to us during the year.
We look forward to a successful 2011/12 financial year.
_____________________________________RACHEL KALIDASS CA (SA)AUDIT COMMITTEE CHAIRPERSON29 JULY 2011
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
PART 4REPORT OF THE
AUDITOR GENERAL
PART 4REPORT OF THE
AUDITOR GENERAL
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
REPORT ON THE FINANCIAL STATEMENTS
Introduction
1. I have audited the accompanying financial statements of the Department of Coopera-tive Governance and Traditional Affairs, which comprise the appropriation statement, the statement of financial position as at 31 March 2011, and the statement of financial performance and cash flow statement for the year then ended, and a summary of sig-nificant accounting policies and other explanatory information, as set out on pages 88 to 157.
Accounting officer’s responsibility for the financial statements
2. The accounting officer is responsible for the preparation of these financial statements in accordance with the Departmental Financial Reporting Framework prescribed by the National Treasury and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA) and the Division of Revenue Act of South Africa, 2010 (Act No. 1 of 2010) (DoRA), and for such internal control as management determines necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
Auditor-General’s responsibility
3. As required by section 188 of the Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) and section 4 of the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA), my responsibility is to express an opinion on these financial statements based on my audit.
4. I conducted my audit in accordance with International Standards on Auditing and General Notice 1111 of 2010 issued in Government Gazette 33872 of 15 December 2010. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.
5. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the au-ditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s inter-nal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as
REPORT OF THE AUDITOR-GENERAL TO THE MPUMALANGA LEGISLATURE ON THE FINANCIAL STATEMENTS OF VOTE NO. 4: DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS.
evaluating the overall presentation of the financial statements.
6. I believe that the audit evidence I have obtained is sufficient and appropriate to pro-vide a basis for my audit opinion.
Opinion
7. In my opinion, the financial statements present fairly, in all material respects, the fi-nancial position of the Department of Cooperative Governance and Traditional Affairs as at 31 March 2011, and its financial performance and cash flows for the year then ended in accordance with the Departmental Financial Reporting Framework prescribed by the National Treasury and the requirements of the PFMA and DoRA.
Emphasis of matter
8. I draw attention to the matter below. My opinion is not modified in respect of this matter:
Irregular expenditure
9. As disclosed in note 24 to the financial statements, irregular expenditure of R6 963 000 was incurred, due to irregularities in the procurement process and overspending on the budget for compensation of employees.
Additional matter
10. I draw attention to the matter below. My opinion is not modified in respect of this matter:
Financial reporting framework
11. The financial reporting framework prescribed by the National Treasury and applied by the department is a compliance framework. Thus, my opinion would have reflected that the financial statements had been properly prepared instead of fairly presented as required by section 20(2)(a) of the PAA, which requires me to express an opinion on the fair presentation of the financial statements of the department.
REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS
12. In accordance with the PAA and in terms of General Notice 1111 of 2010 issued in Government Gazette 33872 of 15 December 2010, I include below my findings on the annual performance report as set out on pages 16 to 74 and material non-compliance with laws and regulations applicable to the department.
79
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Predetermined objectives
Usefulness of information
13. The reported performance information was deficient in respect of the following criteria:
• Consistency: The reported objectives, indicators and targets are not consistent with the approved annual performance plan.
• Measurability: Indicators are not well defined and verifiable, and targets are not specific, measurable and time bound.
14. The following findings relate to the above-mentioned criteria:
• The actual achievements with regard to 29% of all planned indicators and targets specified in the strategic plan for the year under review were not included in the report on predetermined objectives submitted for audit purposes.
• For the selected programmes, 48% of the planned and reported indicators were not clear, as unambiguous data definitions were not available to allow for data to be collected consistently.
Reliability of information
15. The reported performance information was deficient in respect of the following criteria:
• Validity: The reported performance did not occur and does not pertain to the entity.
• Accuracy: The amounts, numbers and other data relating to the reported actual performance have not been recorded and reported appropriately.
• Completeness: All actual results and events that should have been recorded have not been included in the reported performance information.
16. The following audit finding relates to the above criteria:
• For targets on local governance, the source information or evidence provided was not valid and accurate.
Compliance with laws and regulations
Annual financial statements
17. The accounting officer submitted financial statements for auditing that had not been prepared in all material aspects in accordance with generally recognised accounting practice, as required by section 40(1)(a) and (b) of the PFMA. The material misstatements identified by the AGSA with regard to disclosures were subsequently corrected.
Procurement and contract management
18. Awards were made to bidders who did not submit an SBD4 form declaring whether the bidder or any person connected with the bidder has a relationship with persons involved in the evaluation of the award or is employed by the state, as per the require-ments of Practice Note 7 of 2009-10 issued in terms of section 76(4)(c) of the PFMA.
19. The accounting officer did not take effective and appropriate steps to prevent irregu-lar expenditure, as per the requirements of section 38(1)(c)(ii) of the PFMA and Treasury Regulation 9.1.1.
Expenditure management
20. The accounting officer did not take effective and appropriate steps to prevent irregu-lar expenditure, as per the requirements of section 38(1)(c)(ii) of the PFMA. The irregular expenditure incurred related to overspending on employee cost.
Non-compliance with regulatory requirements
21. The department did not maintain an effective, efficient and transparent system of internal control regarding performance management, which described and represented how the department’s processes of performance planning, monitoring, measurement, review and reporting were conducted, organised and managed, as required by section 38(1)(a)(i) and (b) of the PFMA.
INTERNAL CONTROL
22. In accordance with the PAA and in terms of General Notice 1111 of 2010 issued in Government Gazette 33872 of 15 December 2010, I considered internal control rel-evant to my audit, but not for the purpose of expressing an opinion on the effectiveness of internal control. The matters reported below are limited to the significant deficiencies that resulted in the findings on the annual performance report and the findings on com-pliance with laws and regulations included in this report.
Leadership
23. The department did not have an updated, approved organisational structure to en-sure that adequate and sufficiently skilled resources were in place and that performance
80
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
was monitored.
24. The accounting officer did not establish adequate controls to ensure proper per-formance reporting and compliance with laws and regulations.
Financial and performance management
25. The department did not prepare regular, accurate and complete financial and per-formance reports that were supported and evidenced by reliable information.
26. Material misstatements in the financial statements were identified during the audit, certain of which were corrected by management .These misstatements were not pre-vented or detected by the department’s system of internal control.
Governance
27. The department did not implement appropriate risk management activities to en-sure that risks identified were addressed and reduced to an acceptable level. A fraud prevention plan was also not implemented to ensure that the risks relating to fraud were adequately addressed.
OTHER REPORTS
Investigations completed during the financial year
28. An investigation was conducted to probe the alleged irregular appointment of a service provider. The investigation resulted in disciplinary steps to be taken against the employee.
Mbombela
31 July 2011
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
PART 5ANNUAL FINANCIAL
STATEMENTS
PART 5ANNUAL FINANCIAL
STATEMENTS
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE OF CONTENT
PAGE NO
Report of the Accounting Officer 84-87
Appropriation Statement 88-104
Notes to the Appropriation Statement 105-106
Statement of Financial Performance 107
Statement of Financial Position 108-109
Cash Flow Statement 110
Accounting Policies 111-115
Notes to the Annual Financial Statement 116-132
Disclosure Notes to the Annual Financial statement 133-148
Annexure to the Annual Financial Statement 149-158
83
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
1. General review of the state of financial affairs
1.1. Important policy decisions and strategic issues facing the Department
During the May 2010 policy and budget speech, the MEC for Co-operative Governance and Traditional Affairs, made an announcement that the Department will purchase 59 vehicles for the 59 Traditional Councils. The department concluded a policy on tools of trade for the Traditional Councils that has been approved by EXCO and enabled the department to procure the 59 vehicles for the Traditional Councils.
The department diverted funds that were appropriated for other activities to make funds available for the purchase of the 59 vehicles. The change of plans has been submitted and approved by cabinet through the adjustment appropriation bill of November 2010.
1.2 Comment on significant events that have taken place during the year
The department continued with section 139 (1) (b) interventions in Lekwa, Mkondo, Thaba Chweu and Thembisile Hani Local Municipalities. Thaba Chweu and Mkhondo Local Municipalities interventions were lifted during the year and placed under after care support.
1.3 Comment on major projects undertaken or completed during the year
The Department continued from 2009/10 financial year with the following major projects for the year under review:
• Disaster Management centre (DMC): the Department was supposed to have completed the DMC in November 2009 but due to delays, the project is practically complete and shall be commissioned during the course of 2011/12 financial year.
• Delmas Water Purification Plant – the Department was supposed to have completed the project by the end of March 2010 but the project was delayed due to bad weather conditions and is now practically complete.
The department procured all 59 vehicles for the traditional leaders and this includes the two Kings, eight of these cars remain undelivered due to disputes within the affected traditional councils.
1.4 Spending trends
The Department’s main appropriation for 2010/11 was R404.093 million and has been no adjustment for the year. The Department spent R380.143 million or 94.1%. The department incurred R6.963 million the irregular expenditure, R6.127 is due to over spending in compensation of employees in programme 02 and R0.836 is due to irregular procurement of which disciplinary action has been concluded.
As disclosed in note 5.3 of the annual financial statement, the Department spent R6.976 million on legal fees mainly due the implementation investigations and Disciplinary process in terms of section 106 of the Municipal Systems Act, No 32 of 2000 in eMalahl-eni and Nkomazi Local Municipality as well as Ehlanzeni District Municipality.
The Department continued with interventions in terms of section 139 (1) (b) of the con-stitution and spent R20.49 million on salaries of Administrators and support staff.
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
REPORT OF THE ACCOUNTING OFFICER for the year ended 31 March 2011
REPORT OF THE ACCOUNTING OFFICER TO THE EXECUTIVE AUTHORITY AND PARLIAMENT/PROVINCIAL LEGISLATURE OF THE REPUBLIC OF SOUTH AFRICA
84
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Co-operative Governance and Traditional Affairs
R Thousands Main Budget Total Adjustments
Adjusted Budget
Final Vire-ment
Final Budget
Actual to the end of March 2011
Outcome as % Budget
Projections from March
2011
(Over) / underspending
% (Over) / underspending
Programmes
Administration 109,128 12,144 121,272 (3,170) 118,102 115,564 97.9% - 2,538 2.1%
Local Governance 149,656 -17,145 132,511 - 132,511 132,549 100.0% - (38) 0.0%
Development and Planning 68,568 16,100 84,667 (59) 84,608 65,071 76.9% - 19,537 23.1%
Traditional Institutional Management 65,610 -13,083 52,527 2,729 55,256 54,129 98.0% - 1 127 2.0%
The House of Traditional Leaders 11,131 1,985 13,116 500 13,616 12,830 94.2% - 786 5.8%
TOTAL 404 093 - 404 093 - 404 093 380 143 94.1% - 23 950 5.9%
Economic classification
Compensation of Employees 216,717 -8,940 207,777 207,777 213,904 102.9% - (6,127) -2.9%
Goods & Services 129,094 -21,912 107,182 107,182 93,920 87.6% - 13,262 12.4%
Payments to financial assets - 331 0.0% - (331) 0.0%
Total transfers & Subsidies 7,080 2,500 32,080 (130) 31,950 22,272 69.7% - 9,678 30.3%
House Holds 500 500 130 630 621 98.6% - 9 1.4%
Capital Payments 50,702 5,852 56,554 56,554 49,095 86.8% - 7,459 13.2%
Total 404 093 - 404 093 - 404 093 380 143 94.1% - 23 950 5.9%
1.5 Virement:
During the year, the Department made virement of funds from programme two and four to programme three and one in order to fund unfunded projects i.e. Delmas and Disaster Management Centre in programme three and the purchase of vehicles for Traditional Leaders. All these virements were done during the November 2010 budget adjustment period.
The virements were done to defray eminent over spending in programme three and the approval of the Accounting Officer and Cabinet was solicited.
2. Service rendered by the department
2.1 The Department has rendered amongst others following services: .
a) Access to basic services with marginal access increased in the water, sanitation and electricity
• 835 298 out 909 812 households, representing 91.6% of the household have access to basic water
• 722 932 out of the 941 980 households who registered for electricity, have
access to electricity
b) Improvement of financial management in some of our municipalities:
• 2009/10 financial audits three of our municipalities got clean audit i.e. Victor Khanye, Steve Tshwete and Ehlanzeni Distict Municipalitty
• 8 Municipalities got unqualified and its i.e. Lekwa, Govan Mbeki, Ehlanzeni, Mbombela, Gert Sibande and Nkangala District municipality
c) A team of experts have been assembled through the response unit (RRU) to sup port the Municipalities
d) Created 4276 job opportunities through community works programme
e) We have supported 7 bankable projects in 5 identified local municipalities and 3 District Municipalities
f) Reviewed, assessed and adopted 20 credible and reliable IDPs
g) Tools of trade policy approved and 59 vehicles procured and 51 handed over
h) 10 Traditional council offices renovated
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201186
2.2 Tariff policy
The Department does not have any tariff policy as there no goods or services that are offered for fee.
2.3 Free Services
No free services are rendered by the department.
2.4 Inventories
The total inventories on hand at year-end are included in the Annexure on Inventory.
3. Capacity constraints
The Department is faced with serious capacity challenges; this includes the capacity on Municipality support in terms of quality and quantity of personnel including financial constraints. The capacity constraint affects the department in the sense that the depart-ment can not intervene timely to support municipalities without contracting consultants and this turn out to be a very expensive exercise.The establishment of rapid response unit is meant to remedy the capacity challenges facing the department.
The establishment of rapid response unit is meant to remedy the capacity challenges facing the department.
4. Utilisation of donor funds
Department does not have donor funds.
5. Trading entities and public entities
No trading or Public entity is attached to this Department.
6. Organisations to whom transfer payments have been made
The Department made transfer payments to the Traditional Councils as listed in Annex-ure 1 to the Annual Financial Statements.
The Department transferred R15.312 million to Rand Water Board for the Delmas Bulk Water pipe.
7. Public private partnerships (PPP)
No Public private partnership was entered into by the department.
8. Corporate governance arrangements
8.1 Risk Management Approach
The Internal Audit Unit is a shared service and is residing with the Office of the Premier. The unit assisted in managing risk a risk assessment process and monitoring of risk man-agement in the department. During the year the department appointed an Accounting
Firm to assist with risk assessment and the compilation of risk register. The Department has also established a risk management committee for the monitoring the implementa-tion of the risk management strategy but was not operating for the year under review.
8.2 Fraud Prevention Plan
A fraud prevention plan was developed and is reviewed on an annual basis after the risk assessment process has been finalized by the Internal Audit unit. The plan contains policies, practices, procedures, reports and other mechanisms to monitor and safeguard the assets of the Department. The Internal Audit Unit monitors from time to time the compliance to these policies and procedures. Reports on findings are directed to the Accounting Officer.
8.3 Internal Audit and Audit Committees
The Internal Audit Unit has been facilitating the risk assessment exercise and compiling a fraud prevention plan. The unit has a yearly audit programme of conducting compli-ance audits to check adherence on policies and procedures. The Department has a fully functional Audit Committee shared with other Departments. These Departments are the Office of the Department of Human Settlements, Premier, Department of Culture, Sports and Recreation and the Department of Safety and Security.
8.4 Other Government Structures (including management processes to minimize conflict of interest)
The Department has set up structures to ensure compliance to legislative requirements, policies and procedures:
• The Department has a Five-Year Strategic Plan. This document provides the overarching objectives that are to be achieved over the strategic plan period.
• The Department also has an Annual Performance Plan (MTEF period). This planning document details the Departments priorities for the three years MTEF period.
• The Department has developed an Annual Performance Plan (1 year). This documents details the outputs to be achieved during the current financial year and the budgeted funds to achieve each output. This document forms the basis of per formance agreements with officials at all levels.
• Executive Senior Management Committee which sits every Tuesday of every 2nd week to monitor performance by Managers.
• Senior Management Members meet on a monthly basis to discuss performance on service delivery targets, signing of Performance agreements and management.
• The Department has the following Team Committees to ensure participatory man agement and sound governance:
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 87
- Bid Committees;
- The Bursary Committee, that recommends the allocation of bursaries; and
- The Transport Committee, effects controls on the approval of subsidized vehicles and the usage of Government vehicles.
8.5 Code of Conduct
TThe Department has a Supply Chain Management Code of Conduct displayed in all Departmental Offices. The Department is also guided by the Code of Conduct as con-tained in the Public Service Act.
8.6 Health and Safety and Environmental issues
The Department has an Emergency Disaster Recovery Plan and its primary focus is an emergency response to a disaster that could destroy or severely cripples the Department central computer system, building and personnel.
9. Discontinued activities/activities to be discontinued
No activity that was discontinued
10. New/proposed activities
The commissioning of the Delmas bulk water pipeline that will be constructed by Rand Water, has commenced in January 2011 as per agreement signed by CoGTA, Depart-ment of Water Affairs and Victor Khanye Local Municipality. The Department has con-tributed R15.312 million for the year under review and is expected to contribute another R12 million in the 2011/12 financial year.
The department has started with the installation of the Disaster Management Centre command system at a cost of R10 million.
The department has established the Rapid Response Unit in order to strengthen the sup-port to Municipalities on financial management and technical support services.
11. Asset management
The Department has captured all assets in the asset register and has complied in all material respect with Asset Management Reforms and all minimum requirements have been complied with.
12. Events after the reporting date
There are no events that took place after the report statement that such an estimate can-not be made.
13. Performance information
There is a monthly reporting where quality controls and checks are done continuous in terms of the template. The programme Manager of each section compiles monthly re-ports using the Annual Performance Plan and a Detailed Implementation Plan. The Pro-gramme Manager verifies the data and submits the report to Planning and Programme Management section.
The information/data or the report is analysed against the APP and Detailed Implemen-tation Plan for deviation and accuracy. If there are differences/gaps noticed in the report, the programme manager of the said report is consulted and engaged to correct the infor-mation. The programme manager again re-submits the report signed it off as correct and submits to Planning and Programme Management.
After the information has again being verified by Planning it is submitted to the HOD’s Office. The HOD verifies the information, if find discrepancies, the report is taken back to the Planning section to the Programme manager who corrects and re-submit again to Planning and finally submitted to the HOD. If there is a need of the HOD to engage direct the Programme Manager again on one on one then it is corrected following the above process.
The department undergoes a quarterly performance review session where all pro-grammes reports, engage and agree on the planned and actual outputs. Finally the HOD signs it off as correct then submitted to the relevant offices i.e. Provincial Treasury and Premier’s office- Monitoring and Evaluation Section.
14. Approval
The Annual Financial Statements set out on pages 88 to 158 have been approved by the Accounting Officer(s)
______________________________
Mr. MD Mahlobo Head of Department
Date: 31 May 2011
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-201188
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENTS for the year ended 31 March 2011
Appropriation per programme
20010/11 2009/10
APPROPRIATION STATEMENT Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final
appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
1. ADMINISTRATION
Current payment 95,992 - (3,300) 92,692 91,718 974 98.9% 79,682 74,876
Transfers and subsidies 500 - 130 630 621 9 98.6% 500 223
Payment for capital assets 23,190 - - 23,190 21,709 1,481 93.6% 7,300 2,941
Payment for financial assets - - - - - - - - -
119,682 - (3,170) 116,512 114,048 2,464 87,482 78,040
2. LOCAL GOVERNANCE
Current payment 129,511 - 129,511 132,549 (3,038) 102.3% 118,536 117,008
Transfers and subsidies - - - - - - - -
Payment for capital assets 3,000 - 3,000 - 3,000 - - -
Payment for financial assets - - - - - - - -
132,511 - 132,511 132,549 (38) 118,536 117,008
3. DEVELOPMENT & PLANNING
Current payment 29,303 - 29,303 22,042 7,261 75.22% 36,986 32,443
Transfers and subsidies 25,000 - (59) 24,941 15,312 9,629 61.4% 10,000 10,000
Payment for capital assets 30,364 - - 30,364 27,386 2,978 90.2% 104,664 126,481
Payment for financial assets - - - 331 (331) - - -
84,667 - (59) 84,608 65,071 19,537 151,650 168,924
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENTS for the year ended 31 March 2011
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011 89
4. TRADITIONAL INSTITUTIONAL MANAGEMENT
Current payment 45,447 - 2,800 48,247 47,169 1,078 97.8% 57,883 47,358
Transfers and subsidies 7,080 - (71) 7,009 6,960 49 99.3% 5,900 4,930
Payment for capital assets - - - - - - - 105 38
Payment for financial assets - - - - - - - - -
52,527 2,729 55,256 54,129 1,127 - 63,888 52,326
5. THE HOUSE OF TRADITIONAL LEADERS
Current payment 13,116 - 500 13,616 12,830 786 95.3% 1,500 1,460
Transfer and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
13,116 - 500 13,616 12,830 786 - - -
Subtotal 402,503 - - 402,503 378,627 23,876 94.1% 421,556 416,298
Statutory Appropriation
Current payment 1,590 - - 1,590 1,516 - 95.3% 1,500 1,460
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
- - - - - - -
TOTAL 404,093 - - 404,093 380,143 23,876 94.1% 423,056 417,758
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENTS for the year ended 31 March 2011
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENTS for the year ended 31 March 2011
2010/11 2009/10
FinalAppropriation
ActualExpenditure
FinalAppropriation
ActualExpenditure
TOTAL (brought forwad) 404,093 423,056
Reconcilliation with statement of financial performance
-
ADD
Departmental receipts 1,954 1,759
Direct Exchequer receipts -
Aid assistance
Actual amounts per statement of financial performance (total revenue) 406,047 424,815
ADD
Aid assistance
Direct Exchequer payments
Prior year unauthorised expenditure approved without funding
Actual amounts per statement of financial performance (total expenditure) 380,143 417,758
90
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Appropriation per economic classification
2009/11 2009/10
Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final ap-
propriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
Current payments
Compensation of employees 206,187 - - 206,187 212,388 (6,201) 103.0% 185,577 176,149
Goods and services 107,182 - - 107,182 93,920 13,262 87.6% 107,510 95,536
Interest and rent on land - - - - - - - - -
Transfers and subsidies
Provinces and municipalities - - - - - - - 10,000 10,000
Departmental agencies and accounts - - - - - - - - -
Universities and technikons - - - - - - - - -
Foreign governments and international organisations - - - - - - - - -
Public corporations and private enterprises 25,000 - (59) 24,941 15,312 9,629 61.4% - -
Non-profit institutions 7,080 - (71) 7,009 6,960 49 99.3% 5,900 4,930
Households 500 - 130 630 621 9 98.6% 500 223
Gifts and donations - - - - - - - -
Payments for capital assets
Buildings and other fixed structures 27,864 - 4,420 32,284 27,406 4,878 84.9% 93,964 123,282
Machinery and equipment 28,625 - (4,420) 24,205 21,627 2,578 89.3% 18,105 6,178
Heritage assets - - - - - - - - -
Specialised military assets - - - - - - - - -
Biological assets - - - - - - - -
Land and subsoil assets - - - - - - - - -
Software and other intangible assets 65 - - 65 62 3 95.4% - -
Payments for financial assets - - - - - - - - -
Total 402,503 - - 402,503 378,627 22,876 94.1% 421,556 416,298
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENTS for the year ended 31 March 2011
91
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENT for the year ended 31 March 2011
Statutory Appropriation
2010/11 2009/10
Direct changes against the National/ Provincial Revenue Fund
Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropria-
tion
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
List all direct charges against the National/Provin-cial Revenue Fund
President and Deputy President salaries
Member of executive committee / parliamen-tary officers
1,590 - - 1,590 1,516 74 95.3% 1,500 1,460
Judges and magistrates salaries
Sector education and training authorities (SETA)
National Skills Fund
Total 1,590 - - 1,590 1,516 74 95.3% 1,500 1,460
Statutory Appropriation per economic classification
2010/11 2009/10
Program 1 Per Economic classification
Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropria-
tion
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
Current payments
Compensation of employees 1,590 - - 1,590 1,516 74 95.3% 1,500 1,460
Goods and services - - - - - - - - -
Interest and rent on land - - - - - - - - -
Total 1,590 - - 1,590 1,516 74 95.3% 1,500 1,460
92
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Detail per sub-programme Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropria-
tion
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
1.1 OFFICE OF THE MEC
Current payment 4,217 - - 4,217 4,710 (493) 111.7% 4,995 4,111
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
1.2 CORPORATE SERVICES
Current payment 91,775 - (3,300) 88,475 87,008 1,467 98.3% 74,687 70,765
Transfers and subsidies 500 - 130 630 621 9 98.6% 500 223
Payment for capital assets 23,190 - - 23,190 21,709 1,481 93.6% 7,300 2,941
Payment for financial assets - - - - - - - - -
Total 119,682 - (3,170) 116,512 114,048 2,464 97.9% 87,482 78,040
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENT for the year ended 31 March 2011
93
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Economic classification Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
Current payment
Compensation of employees 41,818 41,818 44,121 (2,303) 105.5% 37,059 36,708
Goods and services 54,174 (3,300) 50,874 49,113 1,761 96.5% 42,623 38,168
Interest and rent on land - - - - - - - - -
Transfers and subsidies to:
Provinces and municipalities - -
Departmental agencies and accounts - -
Universities and technikons - -
Foreign governments and international organisations
- -
Public corporations and private enterprises - -
Non-profit institutions - -
Households 500 130 630 621 9 98.6% 500 223
Gifts and donations - -
Payment for capital assets
Buildings and other fixed structures 20 20 20 100% 300
Machinery and equipment 23,125 (20) 23,105 21,627 1,478 93.6% 7,000 2,941
Heritage assets - -
Specialised military assets - -
Biological assets - -
Land and subsoil assets
Software and other intangible assets 65 65 62 3 95.4%
Payments for financial assets -
Total 119,682 - (3,170) 116,512 115,564 948 99.2% 87,482 78,040
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENT for the year ended 31 March 2011
94
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Details per programme Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
2.1 Office Support
Current payment 169 - - 169 133 36 78.7% 442 120
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
2.2 Municipal Administration
Current payment 7,585 - 7,585 6,258 1,327 82.5% 10,837 9,856
Transfers and subsidies - - - - - - - -
Payment for capital assets - - - - - - - -
Payment for financial assets - - - - - - - -
2.3 Municipal Finance
Current payment 29,987 - 29,987 35,891 (5,904) 119.7% 15,828 25,708
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
2.4 Public Participation
Current payment 89,281 - 89,281 88,351 930 99.0% 88,190 78,694
Transfers and subsidies - - - - - - - -
Payment for capital assets - - 3,000 - 3,000 - - -
Payment for financial assets 3,000 - - - - - - - -
2.5 Capacity Development
Current payment 2,409 - 2,409 1,841 568 76.4% 2,457 1,955
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
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APPROPRIATION STATEMENT for the year ended 31 March 2011
95
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENT for the year ended 31 March 2011
2010/11 2009/10
Details per programme Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
2.6 Municipal Performance Monitoring, Reporting and evaluation
Current payment 80 - - 80 75 5 93.8% 782 675
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - -
Total 132,511 - - 132,511 132,549 (38) 100.0% 118,536 117,008
96
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Economic classification Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
Current payments
Compensation of employees 105,164 - 105,164 112,072 (6,908) 106.6% 93,027 88,099
Goods and services 24,347 - 24,347 20,477 3,870 84.1% 25,509 28,909
Interest and rent on land - - - - - - - - -
Transfers and subsidies to:
Provinces and municipalities - - - - - - - - -
Departmental agencies and accounts - - - - - - - - -
Universities and technikons - - - - - - - - -
Foreign governments and international organisations - - - - - - - - -
Public corporations and private enterprises - - - - - - - - -
Non-profit institutions - - - - - - - - -
Households - - - - - - - - -
Gifts and donations - - - - - - - - -
Payment for capital assets
Buildings and other fixed structures 3,000 - 3,000 - 3,000 - - -
Machinery and equipment - - - - - - - - -
Heritage assets - - - - - - - - -
Specialised military assets - - - - - - - - -
Biological assets - - - - - - - - -
Land and subsoil assets - - - - - - - - -
Software and other intangible assets - - - - - - - - -
Payments for financial assets - - - - - - - - -
Total 132,511 - 132,511 132,549 (38) 100.0% 118,536 117,008
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRSVOTE 4
APPROPRIATION STATEMENT for the year ended 31 March 2011
97
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Details per programme Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
3.1 OFFICE SUPPORT 1,984 - - 1,984 1,698 286 85.6% 2,126 1,895
Current payment - - - - - - - - -
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
3.2 SPATIAL PLANNING
Current payment 257 - 257 293 (36) 114.0% - -
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
3.3 DEVELOPMENT ADMINISTRATION/ LAND USE MANAGEMENT
Current payment - - - - - - - -
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
3.4 INTERGRATED DEVELOPMENT AND PLANNING
Current payment 5,194 - - 5,194 3,453 1,741 66.5% 2,098 2,205
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets 331 (331)
3.5 LOCAL ECONOMIC DEVELOPMENT (LED)
Current payment 3,764 - - 3,764 4,038 (274) 107.3% 4,589 4,547
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
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DEVELOPMENT AND PLANNING for the year ended 31 March 2011
98
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Details per programme Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
3.6 MUNICIPAL INFRASTRUCTURE
Current payment 9,777 - - - 9,777 3,828 60.8% 20,996 18,205
Transfer and subsidies 25,000 - - - 24,941 9,629 61.4% 10,000 10,000
Payment for capital assets 9,864 - - (59) 14,264 3,934 72.4% 49,464 68,354
Payment for financial assets - - - 4,400 - - - - -
3.7 DISASTER MANAGEMENT
Current payment 8,327 - - 8,327 6,611 1,716 79.4% 7,177 5,591
Transfer and subsidies - - (4,400) - - - - - -
Payment for capital assets 20,500 - - 16,100 17,056 (956) 105.9% 55,200 58,127
Payment for financial assets - - - - - - - - -
Total 84,667 - (59) 84,608 65,071 19,537 76.9% 151,650 168,924
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
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DEVELOPMENT AND PLANNING for the year ended 31 March 2011
99
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Economic classification Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
Current payments
Compensation of employees 17,703 - - 17,703 14,902 2,801 84.2% 14,703 12,953
Goods and services 11,600 - - 11,600 7,140 4,460 61.6% 22,283 19,490
Interest and rent on land - - - - - - - - -
Transfers and subsidies to:
Provinces and municipalities - - - - - - 10,000 10,000
Departmental agencies and accounts - - - - - - - -
Universities and technikons - - - - - - - -
Foreign governments and international organisations
- - - - - - - -
Public corporations and private enterprises 25,000 - (59) 24,941 15,312 9,629 61.4% - -
Non-profit institutions - - - - - - - - -
Households - - - - - - - - -
Gifts and donations - - - - - - - -
Payment for capital assets
Buildings and other fixed structures 24,864 - 4,400 29,264 27,386 1,878 93.6% 93,664 123,282
Machinery and equipment 5,500 - (4,400) 1,100 - 1,100 - 11,000 3,199
Heritage assets - - - - - - - -
Specialised military assets - - - - - - - -
Biological assets - - - - - - - -
Land and subsoil assets - - - - - - - -
Software and other intangible assets - - - - - - - -
Payments for financial assets - - - - - - - -
Total 84,667 - (59) 84,608 65,071 19,537 76.9% 151,650 168,924
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
DEVELOPMENT AND PLANNING for the year ended 31 March 2011
100
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Details per programme Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
4.1 OFFICE SUPPORT
Current payment 1,233 - - 1,233 1,097 136 89.0% 1,225 4
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
4.2 TRADITIONAL INSTITUTIONAL ADMINISTRATION
Current payment 16,266 - - 16,266 17,165 (899) 105.5% 2,024 1,517
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
4.3 TRADITIONAL RESOURCE ADMINISTRATION
Current payment 17,982 - 2,800 20,782 19,834 948 95.4% 21,334 17,970
Transfers and subsidies 7,080 - (71) 7,009 6,960 49 99.3% 5,900 4,930
Payment for financial assets - - - - - - - - -
Payment for capital assets - - - - - - - - -
4.4 RURAL DEVELOPMENT FACILITATION
Current payment 8,288 - - 8,288 7,486 802 90.3% 18,718 16,934
Transfers and subsidies - - - - - - - - -
Payment for financial assets - - - - - - - - -
Payment for capital assets - - - - - - - - -
4.5 TRADITIONAL LAND ADMINISTRATION
Current payment 1,678 - - 1,678 1,587 91 94.6% 14,582 10,933
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - 105 38
Payment for financial assets - - - - - - - - -
Total 52,527 - 2,729 55,256 54,129 1,127 98.0% 63,888 52,326
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
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TRADITIONAL INSTITUTIONAL MANAGEMENTfor the year ended 31 March 2010
101
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Economic classification Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
Current payments 33,472 - - 33,472 35,360 (1,888) 105.6% 40,788 38,389
Compensation of employees 11,975 - 2,800 14,775 11,809 2,966 79,9% 17,095 8,969
Goods and services - - - - - - - - -
Interest and rent on land - - - - - - - - -
Transfers and subsidies to:
Provinces and municipalities - - - - - - - - -
Departmental agencies and accounts - - - - - - - - -
Universities and technikons - - - - - - - - -
Foreign governments and international organisations
- - - - - - - - -
Public corporations and private enterprises
Non-profit institutions 7,080 - (71) 7,009 6,960 49 99.3% 5,900 4,930
Households - - - - - - - - -
Gifts and donations - - - - - - - - -
Households - - - - - - - - -
Payment for capital assets
Buildings and other fixed structures - - - - - - - - -
Machinery and equipment - - - - - - - 105 38
Heritage assets - - - - - - - - -
Specialised military assets - - - - - - - - -
Biological assets - - - - - - - - -
Land and subsoil assets - - - - - - - - -
Software and other intangible assets - - - - - - - - -
Total 52,527 - 2,729 55,256 54,129 1,127 98.0% 63,888 52,326
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
TRADITIONAL INSTITUTIONAL MANAGEMENTfor the year ended 31 March 2011
102
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Details per programme Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
5.1 ADMINISTRATION OF HOUSE OF TRADI-TIONAL LEADERS
Current payment 1,233 - - 1,233 1,097 136 89.0% 1,225 4
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
5.2 COMMITTEE AND LOCAL HOUSE OF TRADITIONAL LEADERS
Current payment 4,285 - - 4,285 3,686 599 86.0% - -
Transfers and subsidies - - - - - - - - -
Payment for capital assets - - - - - - - - -
Payment for financial assets - - - - - - - - -
Total 13,116 - 500 13,616 12,830 786 94.2% - -
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
TRADITIONAL INSTITUTIONAL MANAGEMENTfor the year ended 31 March 2011
103
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
2010/11 2009/10
Economic classification Adjusted Appropriation
Shifting of Funds
Virement Final Appropriation
Actual Expenditure
Variance Expenditure as % of final appropriation
Final Appropriation
Actual Expenditure
R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000
Current payments 8,030 - - 8,030 7,449 581 92.8% - -
Compensation of employees 5,086 - 500 5,586 5,381 205 96.3% - -
Goods and services - - - - - - - - -
Interest and rent on land - - - - - - - - -
Transfers and subsidies to:
Provinces and municipalities - - - - - - - - -
Departmental agencies and accounts - - - - - - - - -
Universities and technikons - - - - - - - - -
Foreign governments and international organisations
- - - - - - - - -
Public corporations and private enterprises
Non-profit institutions - - - - - - - - -
Households - - - - - - - - -
Gifts and donations - - - - - - - - -
Households - - - - - - - - -
Payment for capital assets
Buildings and other fixed structures - - - - - - - - -
Machinery and equipment - - - - - - - - -
Heritage assets - - - - - - - - -
Specialised military assets - - - - - - - - -
Biological assets - - - - - - - - -
Land and subsoil assets - - - - - - - - -
Software and other intangible assets - - - - - - - - -
Total 13,116 - 500 13,616 12,830 786 94.2% - -
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
TRADITIONAL INSTITUTIONAL MANAGEMENTfor the year ended 31 March 2011
104
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
1. Detail of transfers and subsidies as per Appropriation Act (after Virement):
Detail of these transactions can be viewed in the note on Transfers and subsidies, disclosure notes and Annexure 1 (A-H) to the Annual Financial Statements.
2. Detail of specifically and exclusively appropriated amounts voted (after Virement):
Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.
3. Detail on financial transactions in assets and liabilities
Detail of these transactions per programme can be viewed in the note on Financial transactions in assets and liabilities to the Annual Financial Statements.
4. Explanations of material variances from Amounts Voted (after Virement):
4.1 Per Programme Final Appropriation Actual Expenditure Variance R’000 Variance as a % of Final Appropriation
Administration 118,102 115,564 2,538 2%
Local Governance 132,511 132,549 (38) 0%
Development & Planning 84,608 65,071 19,537 23%
Traditional Institutional Management 55,256 54,129 1,127 2%
The House of traditional Leaders 13,616 12,830 786 6%
TOTAL 404,093 380,143 23,950 6%
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2011
ADMINISTRATION
The under spending of R2,538 million on goods and services due to the Change Management project that never took off (R1.761 million) and a saving of R1.481 million that was budgeted for the purchase of traditional leaders vehicle .
LOCAL GOVERNANCE
The programme over spent by R0.38 million as a result of section 139 interventions that were not budgeted for.
DEVELOPMENT & PLANNING
The programme under spent by R19,537 million as a direct result of Delmas bulk water pipe project that started late (R9.629 million), MIG impact assessment project that started in February 2011 (R4.46 million) and the command system of the disaster management centre (R2.978 million)
TRADITIONAL INSTITUTIONAL MANAGEMENT
The over spending of R1.127 is due to salaries of traditional leaders.
HOUSE OF TRADITIONAL LEADERS
The under spending of R0.786 million is on goods and services and compensation of employees
105
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
4.2 Per Economic classification
Final Appropriation Actual Expenditure Variance Variance as a % of Final Appropriation
R’000 R’000 R’000 R’000
Current payments:
Compensation of employees 207,777 213,904 (6,127) (3)%
Goods and services 107,182 93,920 13,262 12%
Interest and rent on land - - - -
Unauthorised expenditure approved - - - -
Transfers and subsidies:
Provinces and municipalities 10,000 10,000 - 0%
Departmental agencies and accounts - - - -
Universities and technikons - - - -
Public corporations and private enterprises 24,941 15,312 9,629 39%
Foreign governments and international organisations - - - -
Non-profit institutions 7,009 6,960 49 1%
Households 630 621 9 1%
Gifts and donations - - - -
Payments for capital assets:
Buildings and other fixed structures 32,284 27,406 4,878 15%
Machinery and equipment 24,205 21,627 2,578 11%
Heritage assets - - - -
Specialised military assets - - - -
Biological assets - - - -
Land and subsoil assets - - - -
Software and other intangible assets 65 62 3 5%
Payments for financial assets - 331 (331) -
Total 404,093 380,143 23,950 6%
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
NOTES TO THE APPROPRIATION STATEMENTS for the year ended 31 March 2011
106
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
PERFORMANCE Note 2010/11 2009/10R’000 R’000
REVENUEAnnual appropriation 1 402,503 421,556Statutory appropriation 2 1,590 1,500Departmental revenue 3 1,954 1,759Direct Exchequer Receipts - -NRF Receipts - -Aid assistance - -
TOTAL REVENUE 406,047 424,815EXPENDITURECurrent expenditureCompensation of employees 4 213,904 177,611Goods and services 5 93,919 95,534Interest and rent on land - -Aid assistance - -Unauthorised expenditure approved without funding - -Total current expenditure 307,823 273,145
Transfers and subsidiesTransfers and subsidies 7 22,894 15,153Aid assistance - -Unauthorised expenditure approved without funding - -Total transfers and subsidies 22,894 15,153
Expenditure for capital assetsTangible capital assets 8 49,033 129,460Software and other intangible assets 8 62 -Unauthorised expenditure approved without funding - -
Total expenditure for capital assets 49,095 129,460
Payments for financial assets 6 331 -
Direct Exchequer Payments - -
TOTAL EXPENDITURE 380,143 417,758
SURPLUS/(DEFICIT) FOR THE YEAR 25,904 7,057Reconciliation of Net Surplus/(Deficit) for the year
Voted funds 23,950 5,298Annual appropriation 23,950 5,298Conditional grants - -Unconditional grants - -Departmental revenue 14 1,954 1,759
Direct Exchequer receipts/paymentsAid assistanceSURPLUS/(DEFICIT) FOR THE YEAR 25,904 7,057
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
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STATEMENT FINANCIAL PERFORMANCE for the year ended 31 March 2011
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STATEMENT OF FINANCIAL POSITION for the year ended 31 March 2011
POSITION Note 2010/11 2009/10
R’000 R’000
ASSETS
Current assets 59,610 74,560
Unauthorised expenditure 8 41,901 24,627
Fruitless and wasteful expenditure 10 - -
Cash and cash equivalents 11 17,588 31,973
Other financial assets - -
Prepayments and advances - -
Receivables 12 121 686
Loans - -
Aid assistance receivable - -
Aid assistance receivable - -
Non-current assets
Investments - -
Loans - -
Other financial assets - -
TOTAL ASSETS 59,610 59,610 LIABILITIES
Current liabilities 74,560 57,606
Voted funds to be surrendered to the Revenue Fund 13 41,023 30,647 Departmental revenue to be surrendered to the Revenue Fund 14 58 152
Direct Exchequer Receipts to be surrendered to the Revenue Fund - -
Bank overdraft - -
Payables 13 18,529 43,761
Aid assistance repayable - -
Aid assistance unutilised - -
Non-current liabilities
Payables - -
TOTAL LIABILITIES 59,610 74,560
NET ASSETS - -
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Note 2010/11 2009/10
R’000 R’000
Represented by:
Capitalisation reserve - -
Recoverable revenue - -
Retained funds - -
Revaluation reserves - -
-
TOTAL - -
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STATEMENT OF FINANCIAL POSITION for the year ended 31 March 2011
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DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
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CASH FLOW STATEMENTS for the year ended 31 March 2011
CASH FLOW Note 2010/11 2009/10
R’000 R’000
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts
Annual appropriated funds received 1.1 402,503 330,979
Statutory appropriated funds received 2 1,590 950
Departmental revenue received 3 1,918 5,032
Direct Exchequer Receipts - -
NRF Receipts - -
Aid assistance received - -
Net (increase)/decrease in working capital (24,667) (1,622)
Surrendered to Revenue Fund (15,622) (5,884)
Surrendered to RDP Fund/Donor - -
Current payments 307,823) (273,145)
Payments for financial assets (331) -
Transfers and subsidies paid (22,894) (15,153)
Net cash flow available from operating activities 16 34,674 129,003
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for capital assets 8 (49,095) (129,452)
Proceeds from sale of capital assets 3.4 36 8
(Increase)/decrease in loans - -
(Increase)/decrease in investments - -
(Increase)/decrease in other financial assets - -
Net cash flows from investing activities (49,059) (129,452)
CASH FLOWS FROM FINANCING ACTIVITIES
Distribution/dividend received - -
Increase/(decrease) in net assets - -
Increase/(decrease) in non-current payables - -
Net cash flows from financing activities - -
Net increase/(decrease) in cash and cash equivalents (14,385) (449)
Cash and cash equivalents at beginning of period 31,973 31,973
Cash and cash equivalents at end of period 17 17,588 31,973
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The Financial Statements have been prepared in accordance with the following poli-cies, which have been applied consistently in all material aspects, unless otherwise indicated. However, where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the Financial Statements and to comply with the statutory requirements of the Public Finance Management Act, Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the Act and the Division of Revenue Act, Act 1 of 2010.
1. Presentation of the Financial Statements
1.1 Basis of preparationThe Financial Statements have been prepared on a modified cash basis of accounting, except where stated otherwise. The modified cash basis constitutes the cash basis of accounting supplemented with additional disclosure items. Under the cash basis of accounting transactions and other events are recognised when cash is received or paid.
1.2 Presentation currencyAll amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department.
1.3 RoundingUnless otherwise stated all financial figures have been rounded to the nearest one thou-sand Rand (R’000).
1.4 Comparative figuresPrior period comparative information has been presented in the current year’s financial statements. Where necessary figures included in the prior period financial statements have been reclassified to ensure that the format in which the information is presented is consistent with the format of the current year’s financial statements.
1.5 Comparative figures - Appropriation StatementA comparison between actual amounts and final appropriation per major classification of expenditure is included in the Appropriation Statement.
2. Revenue
2.1 Appropriated funds
Appropriated funds comprises of departmental allocations as well as direct charges against revenue fund (i.e. statutory appropriation).
Appropriated funds are recognised in the financial records on the date the appropriation
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ACCOUNTING POLICIES for the year ended 31 March 2011
becomes effective. Adjustments made in terms of the adjustments budget process are recognised in the financial records on the date the adjustments become effective.
Unexpended appropriated funds are surrendered to the National/Provincial Revenue Fund. Any amounts owing to the National/Provincial Revenue Fund at the end of the financial year are recognised as payable in the statement of financial position.
2.2 Departmental revenueAll departmental revenue is recognised in the statement of financial performance when received and is subsequently paid into the National/Provincial Revenue Fund, unless stated otherwise.
Any amount owing to the National/Provincial Revenue Fund is recognised as a payable in the statement of financial position.
No accrual is made for amounts receivable from the last receipt date to the end of the reporting period. These amounts are however disclosed in the disclosure note to the annual financial statements
2.3 Direct Exchequer receiptsAll direct exchequer receipts are recognised in the statement of financial performance when the cash is received and is subsequently paid into the National/Provincial Rev-enue Fund, unless stated otherwise.
Any amount owing to the National/Provincial Revenue Funds at the end of the financial year is recognised as a payable in the statement of financial position.
2.4 Direct Exchequer paymentsAll direct exchequer payments are recognised in the statement of financial perform-ance when final authorisation for payment is effected on the system (by no later than 31 March of each year).
2.5 Aid assistanceAids assistance is recognised as revenue when received
All in-kind aid assistance is disclosed at fair value on the date of receipt in the annexures to the Annual Financial Statements.
The cash payments made during the year relating to aid assistance projects are recog-nised as expenditure in the statement of financial performance when final authorisation for payments is effected on the system (by no later than 31 March of each year).
The value of the assistance expensed prior to the receipt of funds is recognised as a re-ceivable in the statement of financial position.
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Inappropriately expensed amounts using aid assistance and any unutilised amounts are recognised as payables in the statement of financial position.
All CARA funds received must be recorded as revenue when funds are received. The cash payments made during the year relating to CARA earmarked projects are recog-nised as expenditure in the statement of financial performance when final authorisation for payments effected on the system (by no later than 31 March of each year)
Inappropriately expensed amounts using CARA funds are recognised as payables in the statement of financial position. Any unutilised amounts are transferred to retained funds as they are not surrendered to the revenue fund.
3. Expenditure3.1 Compensation of employees3.1.1 Salaries and wages
Salaries and wages are expensed in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year).
Other employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements at its face value and are not recognised in the statement of financial performance or position.
Employee costs are capitalised to the cost of a capital project when an employee spends more than 50% of his/her time on the project. These payments form part of expenditure for capital assets in the statement of financial performance.
3.1.2 Social contributionsEmployer contributions to post employment benefit plans in respect of current employ-ees are expensed in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year).
No provision is made for retirement benefits in the financial statements of the depart-ment. Any potential liabilities are disclosed in the financial statements of the National Revenue Fund and not in the financial statements of the employer department.
Employer contributions made by the department for certain of its ex-employees (such as medical benefits) are classified as transfers to households in the statement of financial performance.
3.2 Goods and servicesPayments made during the year for goods and/or services are recognised as an expense in the statement of financial performance when the final authorisation for payment is
effected on the system (by no later than 31 March of each year).
The expense is classified as capital if the goods and/or services were acquired for a capi-tal project or if the total purchase price exceeds the capitalisation threshold (currently R5, 000). All other expenditures are classified as current.
Rental paid for the use of buildings or other fixed structures is classified as goods and services and not as rent on land.
3.3 Interest and rent on landInterest and rental payments are recognised as an expense in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year). This item excludes rental for the use of buildings or other fixed structures. If it is not possible to distinguish between payment for the use of land and the fixed structures on it, the whole amount should be recorded under goods and services.
3.4 Payments for financial assetsDebts are written off when identified as irrecoverable. Debts written-off are limited to the amount of savings and/or underspending of appropriated funds. The write off oc-curs at year-end or when funds are available. No provision is made for irrecoverable amounts but an estimate is included in the disclosure notes to the financial statements amounts.
All other losses are recognised when authorisation has been granted for the recognition thereof.
3.5 Transfers and subsidiesTransfers and subsidies are recognised as an expense when the final authorisation for payment is effected on the system (by no later than 31 March of each year).
3.6 Unauthorised expenditureWhen confirmed unauthorised expenditure is recognised as an asset in the statement of financial position until such time as the expenditure is either approved by the relevant authority, recovered from the responsible person or written off as irrecoverable in the statement of financial performance.
Unauthorised expenditure approved with funding is derecognised from the statement of financial position when the unauthorised expenditure is approved and the related funds are received.
Where the amount is approved without funding it is recognised as expenditure in the statement of financial performance on the date of approval.
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ACCOUNTING POLICIES for the year ended 31 March 2011
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Long-term employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements.
3.2 Goods and services
Payments made for goods and/or services are recognised as an expense in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year).
The expense is classified as capital if the goods and/or services were acquired for a capi-tal project or if the total purchase price exceeds the capitalisation threshold (currently R5, 000). All other expenditures are classified as current.
3.3 Interest and rent on landInterest and rental payments are recognised as an expense in the statement of financial performance when the final authorisation for payment is effected on the system (by no later than 31 March of each year). This item excludes rental for the use of buildings or other fixed structures. If it is not possible to distinguish between payment for the use of land and the fixed structures on it, the whole amount should be recorded under goods and services.
3.4 Financial transactions in assets and liabilitiesDebts are written off when identified as irrecoverable. Debts written-off are limited to the amount of savings and/or underspending of appropriated funds. The write off oc-curs at year-end or when funds are available. No provision is made for irrecoverable amounts but an estimate is included in the disclosure notes to the financial statements amounts.
All other losses are recognised when authorisation has been granted for the recognition thereof.
3.5 Transfers and subsidies
Transfers and subsidies are recognised as an expense when the final authorisation for payment is effected on the system (by no later than 31 March of each year).
3.6 Unauthorised expenditureWhen confirmed unauthorised expenditure is recognised as an asset in the statement of financial position until such time as the expenditure is either approved by the relevant authority, recovered from the responsible person or written off as irrecoverable in the statement of financial performance.
Unauthorised expenditure approved with funding is derecognised from the statement of
financial position when the unauthorised expenditure is approved and the related funds are received.
Where the amount is approved without funding it is recognised as expenditure in the statement of financial performance on the date of approval.
3.7 Fruitless and wasteful expenditureFruitless and wasteful expenditure is recognised as expenditure in the statement of fi-nancial performance according to the nature of the payment and not as a separate line item on the face of the statement. If the expenditure is recoverable it is treated as an asset until it is recovered from the responsible person or written off as irrecoverable in the statement of financial performance.
3.8 Irregular expenditureIrregular expenditure is recognised as expenditure in the statement of financial perform-ance. If the expenditure is not condoned by the relevant authority it is treated as an asset until it is recovered or written off as irrecoverable.
4. Assets4.1 Cash and cash equivalentsCash and cash equivalents are carried in the statement of financial position at cost.
Bank overdrafts are shown separately on the face of the statement of financial position.
For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.
4.2 Other financial assetsOther financial assets are carried in the statement of financial position at cost.
4.3 Prepayments and advancesAmounts prepaid or advanced are recognised in the statement of financial position when the payments are made and are derecognised as and when the goods/services are received or the funds are utilised.
Prepayments and advances outstanding at the end of the year are carried in the state-ment of financial position at cost.
4.4 ReceivablesReceivables included in the statement of financial position arise from cash payments made that are recoverable from another party (including departmental employees) and are derecognised upon recovery or write-off.
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ACCOUNTING POLICIES for the year ended 31 March 2011
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DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
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ACCOUNTING POLICIES for the year ended 31 March 2011
Receivables outstanding at year-end are carried in the statement of financial position at cost plus any accrued interest. Amounts that are potentials irrecoverable are included in the disclosure notes.
4.5 InvestmentsCapitalised investments are shown at cost in the statement of financial position.
Investments are tested for an impairment loss whenever events or changes in circum-stances indicate that the investment may be impaired. Any impairment loss is included in the disclosure notes.
4.6 LoansLoans are recognised in the statement of financial position when the cash is paid to the beneficiary. Loans that are outstanding at year-end are carried in the statement of finan-cial position at cost plus accrued interest.
Amounts that are potentially irrecoverable are included in the disclosure notes.
4.7 InventoryInventories that qualify for recognition must be initially reflected at cost. Where inven-tories are acquired at no cost, or for nominal consideration, their cost shall be their fair value at the date of acquisition.
All inventory items at year-end are reflected using the weighted average cost or FIFO cost formula.
4.8 Capital assets4.8.1 Movable assetsInitial recognitionA capital asset is recorded in the asset register on receipt of the item at cost. Cost of an asset is defined as the total cost of acquisition. Where the cost cannot be determined accurately, the movable capital asset is stated at fair value. Where fair value cannot be determined, the capital asset is included in the asset register at R1.
All assets acquired prior to 1 April 2002 are included in the register at R1.
Subsequent recognitionSubsequent expenditure of a capital nature is recorded in the statement of financial performance as “expenditure for capital assets” and is capitalised in the asset register of the department on completion of the project.
Repairs and maintenance is expensed as current “goods and services” in the statement of financial performance.
4.8.2 Immovable assetsInitial recognitionA capital asset is recorded on receipt of the item at cost. Cost of an asset is defined as the total cost of acquisition. Where the cost cannot be determined accurately, the im-movable capital asset is stated at R1 unless the fair value for the asset has been reliably estimated.
Subsequent recognitionWork-in-progress of a capital nature is recorded in the statement of financial perform-ance as “expenditure for capital assets”. On completion, the total cost of the project is included in the asset register of the department that is accountable for the asset.
Repairs and maintenance is expensed as current “goods and services” in the statement of financial performance.
5. Liabilities5.1 PayablesRecognised payables mainly comprise of amounts owing to other governmental entities. These payables are carried at cost in the statement of financial position.
5.2 Contingent liabilitiesContingent liabilities are included in the disclosure notes to the financial statements when it is possible that economic benefits will flow from the department, or when an outflow of economic benefits or service potential is probable but cannot be measured reliably.
5.3 Contingent assetsContingent assets are included in the disclosure notes to the financial statements when it is probable that an inflow of economic benefits will flow to the entity.
5.4 CommitmentsCommitments are not recognised in the statement of financial position as a liability or as expenditure in the statement of financial performance but are included in the disclosure notes.
5.5 AccrualsAccruals are not recognised in the statement of financial position as a liability or as expenditure in the statement of financial performance but are included in the disclosure notes.
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
5.6 Employee benefitsShort-term employee benefits that give rise to a present legal or constructive obligation are disclosed in the disclosure notes to the financial statements. These amounts are not recognised in the statement of financial performance or the state-ment of financial position.
5.7 Lease commitmentsFinance leaseFinance leases are not recognised as assets and liabilities in the statement of financial position. Finance lease payments are recognised as an expense in the statement of financial performance and are apportioned between the capital and interest portions. The finance lease liability is disclosed in the disclosure notes to the financial statements.
Operating leaseOperating lease payments are recognised as an expense in the statement of financial performance. The operating lease commitments are disclosed in the discloser notes to the financial statement.
5.8 Impairment and other provisionsThe department tests for impairment where there is an indication that a receivable, loan or investment may be impaired. An assessment of whether there is an indication of pos-sible impairment is done at each reporting date. An estimate is made for doubtful loans and receivables based on a review of all outstanding amounts at year-end. Impairments on investments are calculated as being the difference between the carrying amount and the present value of the expected future cash flows / service potential flowing from the instrument.
Provisions are disclosed when there is a present legal or constructive obligation to forfeit economic benefits as a result of events in the past and it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate of the obligation can be made.
6. Receivables for departmental revenueReceivables for departmental revenue are disclosed in the disclosure notes to the annual financial statements.
7. Net Assets7.1 Capitalisation reserveThe capitalisation reserve comprises of financial assets and/or liabilities originating in a prior reporting period but which are recognised in the statement of financial position for
the first time in the current reporting period. Amounts are recognised in the capitalisa-tion reserves when identified in the current period and are transferred to the National/Provincial Revenue Fund when the underlining asset is disposed and the related funds are received.
7.2 Recoverable revenueAmounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the National/Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off.
8. Related party transactionsSpecific information with regards to related party transactions is included in the disclo-sure notes.
9. Key management personnelCompensation paid to key management personnel including their family members where relevant, is included in the disclosure notes.
10. Public private partnershipsA description of the PPP arrangement, the contract fees and current and capital expendi-ture relating to the PPP arrangement is included in the disclosure notes.
Specific information with regards to related party transactions is included in the disclo-sure notes.
9. Key management personnelCompensation paid to key management personnel including their family members where relevant, is included in the disclosure notes.
10. Public private partnershipsA description of the PPP arrangement, the contract fees and current and capital expendi-ture relating to the PPP arrangement is included in the disclosure notes.
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ACCOUNTING POLICIES for the year ended 31 March 2011
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
1. Annual Appropriation
1.1 Annual Appropriation
Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for National Departments (Voted funds) and Provincial Departments:
2010/11 2009/10
Final Appropriation
Actual Funds Received Funds not requested/ not re-
ceived
Appropriation re-ceived
R’000 R’000 R’000 R’000
Administration 116,512 116,512 - 87,482
Local Governance 132,511 132,511 - 118,536
Development And Planning 84,608 84,608 - 151,650
Traditional Institutional Management 55,256 55,256 - 63,888
The House of Traditional Leaders 13,616 13,616 - -
Total 402,503 402,503 - 421,556
2. Statutory Appropriation
2010/11 2009/10
R’000 R’000
President and Deputy President salaries
Member of executive committee/parliamentary officers 1,590 1,500
Judges and magistrates salaries - -
Sector education and training authorities (SETA) - -
National Skills Fund - -
Total 1,590 1,500
Actual Statutory Appropriation received 1,590 1,500
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NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
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3. Departmental revenue
Note 2010/11 2009/10
R’000 R’000
Tax revenue - -
Sales of goods and services other than capital assets 3.1 189 154
Fines, penalties and forfeits 3.2 - 1
Interest, dividends and rent on land 3.3 1,178 1,482
Sales of capital assets 3.4 36 8
Transactions in financial assets and liabilities 3.5 551 114
Transfer received 3.6 - -
Total revenue collected 1,954 1,759
Less: Own revenue included in appropriation 22 - -
Departmental revenue collected 1,954 1,759
3.1 Sales of goods and services other than capital assets
Note 2010/11 2009/10
R’000 R’000
Sales of goods and services produced by the department 3 189 154
Sales by market establishment 189 154
Administrative fees - -
Other sales - -
Sales of scrap, waste and other used current goods - -
Total 189 154
3.2 Fines, penalties and forfeits
Note 2010/11 2009/10
R’000 R’000
Fines 3 - 1
Penalties - -
Forfeits - -
Total - 1
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3.3 Interest, dividends and rent on land
Note 2010/11 2009/10
R’000 R’000
Interest 3 1,178 1,482
Dividends - -
Rent on land - -
Total 1,178 1,482
3.4 Sale of capital assets
Note 2010/11 2009/10
R’000 R’000
Tangible assets 3 36 8
Buildings and other fixed structures 30 - -
Machinery and equipment 28 36 8
Specialised military assets 28 - -
Land and subsoil assets 30 - -
Investment property 30 - -
Biological assets 28 - -
Software and other intangible assetsCapitalised development costs 29 - -
Computer software 29 - -
Mastheads and publishing titles 29 - -
Patents, licences, copyright, brand names, trademarks 29 - -
Recipes, formulae, prototypes, designs, models 29 - -
Services and operating rights 29 - -
Other intangibles 29 - -
Total 36 8
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
3.5 Financial transactions in assets and liabilities
Note 2010/11 2009/10
3 R’000 R’000
Loans and advances - -
Repayment of Public Contributions - -
Receivables - -
Proceeds from investment - -
Forex gain - -
Stale cheques written back - 5
Other Receipts including Recoverable Revenue 551 109
Total 551 114
4. Compensation of employees
4.1 Salaries and Wages
Note 2010/11 2009/10
R’000 R’000
Basic salary 117,771 108,646
Performance award 6,592 4,338
Service Based 270 139
Compensative/circumstantial 1,727 1,061
Periodic payments 20,490 5,356
Other non-pensionable allowances 39,522 34,620186,372 154,160
Total 154,160 109,363
4.2 Social contributions
Note 2010/11 2009/10
R’000 R’000
Employer contributions
Pension 16,186 14,239
Medical 11,304 9,186
UIF - -
Bargaining council 42 26
Official unions and associations - -
Insurance - -
Total 27,532 23,451
Total compensation of employees 213,904 177,611
Average number of employees 1,275 1,248
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5. Goods and services
Note 2010/11 2009/10
R’000 R’000
Administrative fees 1,163 444
Advertising 3,329 4,617
Assets less then R5,000 5.1 458 1,104
Bursaries (employees) 344 66
Catering 2,503 2,362
Communication 4,284 3,197
Computer services 5.2 159 299
Cons Consultants, contractors and agency/outsourced services 5.3 32,390 31,305
Entertainment - -
Audit cost – external 5.4 1,946 19,204
Fleet services 1,806 1,737
Inventory 5.5 2,994 3,570
Housing - -
Operating leases 4,685 2,268
Owned and leasehold property expenditure 5.6 5,928 506
Transport provided as part of the departmental activities 100 63
Travel and subsistence 5.7 21,517 16,250
Venues and facilities 7,635 7,137
Training and staff development 2,477 1,235
Other operating expenditure 5.8 201 170
Total 93,919 95,534
5.1 Assets less than R5,000
Note 2010/11 2009/10
8 R’000 R’000
Tangible assets 458 1,104
Buildings and other fixed structures - -
Biological assets - -
Machinery and equipment 458 1,104
Specialised military assets - -
Intangible assets - -
Total 458 1,104
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
5.2 Computer services
Note 2010/11 2009/10
5 R’000 R’000
SITA computer services 12 70
External computer service providers 147 229
Total 159 299
5.3 Consultants, contractors and agency/outsourced services
Note 2010/11 2009/10
5 R’000 R’000
Business and advisory services 15,934 3,595
Infrastructure and planning - 393
Laboratory services - -
Legal costs 6,976 3,491
Contractors 1,330 13,113
Agency and support/outsourced services 8,150 10,713
Total 32,390 31,305
5.4 Audit cost – External
Note 2010/11 2009/10
5 R’000 R’000
Regularity audits 1,946 3,304
Performance audits - -
Investigations - -
Environmental audits - -
Other audits - 15,900
Total 1,946 19,204
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5.5 Inventory
Note 2010/11 2009/10
5 R’000 R’000
Medsas inventory interface - -
Learning and teaching support material 124 -
Food and food supplies 223 135
Fuel, oil and gas - -
Other consumable materials 671 375
Maintenance material 10 16
Stationery and printing 1,956 2,835
Military stores - 209
Total 2,994 3,570
5.6 Owned and leasehold property expenditure
Note 2010/11 2009/10
5 R’000 R’000
Municipal services 901 506
Property management fees - -
Property maintenance and repairs 5,027 -
Other - -
Total 5,928 506
5.7 Travel and subsistence
Note 2010/11 2009/10
5 R’000 R’000
Local 21,509 16,066
Foreign 8 184
Total 21,517 16,250
5.8 Other operating expenditure
Note 2010/11 2009/10
5 R’000 R’000
Learnerships - 15
Professional bodies, membership and subscription fees - 77
Resettlement costs 44 -
Other 157 78
Total 201 170
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6. Payments for financial assets
Note 2010/11 2009/10
R’000 R’000
Material losses through criminal conduct - -Theft 6.4 - -Other material losses 6.1 - -Other material losses written off 6.2 - -
Debts written off 6.3 331 -
Forex losses 6.5 - -
Total 331 -
6.1 Debts written off
Note 2010/11 2009/10
6 R’000 R’000
Nature of debts written off 331 -Transfer to debts written off - -(Group major categories, but list material items) - -Total 331 -
7. Transfers and subsidies
Note 2010/11 2009/10
R’000 R’000
Provinces and municipalities Annex 1A - 10,000
Departmental agencies and accounts - -
Universities and technikons Annex 1B 114 -
Foreign governments and international organisations - -
Public corporations and private enterprises Annex 1C 15,313 -
Non-profit institutions Annex 1D 6,960 4,930
Households Annex 1E 507 223
Gifts, donations and sponsorships made - -
Total 22,894 15,153
Unspent funds transferred to the above beneficiaries
123
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
8. Expenditure for capital assets
Note 2010/11 2009/10
R’000 R’000
Tangible assets 49,033 129,460
Buildings and other fixed structures 29 27,406 123,282
Heritage assets 28, 29 - -
Machinery and equipment 27 21,627 6,178
Specialised military assets 29 - -
Land and subsoil assets 29 - -
Investment property 29 - -
Biological assets 28 - -
Software and other intangible assets
Capitalised development costs 28 - -
Computer software 28 62 -
Mastheads and publishing titles 28 - -
Patents, licences, copyright, brand names, trademarks 28 - -
Recipes, formulae, prototypes, designs, models 28 - -
Services and operating rights 28 - -
Other intangibles 28 - -
Total 49,095 129,460
The following amounts have been included as project costs in Expenditure for capital assets
Compensation of employees - -Goods and services - -Total - -
124
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
8.1 Analysis of funds utilised to acquire capital assets – 2010/11
Voted funds
Aid Assistance
Total
R’000 R’000 R’000
Tangible assets 49,033 49,033
Buildings and other fixed structures 27,406 - 27,406
Machinery and equipment - - -
Specialised military assets 21,627 - 21,627
Land and subsoil assets - - -
Investment property - - -
Biological assets - - -
Software and other intangible assets 62 62
Capitalised development costs - - -
Computer software 62 - 62
Mastheads and publishing titles - - -
Patents, licences, copyright, brand names, trademarks - - -
Recipes, formulae, prototypes, designs, models - - -
Services and operating rights - - -
Other intangibles - - -
Total 49,095 - 49,095
125
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
8.2 Analysis of funds utilised to acquire capital assets – 2009/10
Voted funds
Aid Assistance
Total
R’000 R’000 R’000
Tangible assets 129,460 129,460
Buildings and other fixed structures 123,282 - 123,282
Machinery and equipment - - -
Specialised military assets 6,178 - 6,178
Land and subsoil assets - -
Investment property - - -
Biological assets - - -
Software and other intangible assets - - -
Capitalised development costs - - -
Computer software - - -
Mastheads and publishing titles - - -
Patents, licences, copyright, brand names, trademarks - - -
Recipes, formulae, prototypes, designs, models - - -
Services and operating rights - - -
Other intangibles - - -
Total 129,460 - 129,460
126
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
9. Unauthorised expenditure
9.1 Reconciliation of unauthorised expenditure
Note 2010/11 2009/10
R’000 R’000
Opening balance 41,901 24,627
Unauthorised expenditure – discovered in current year 13 - 17,274
Less: Amounts approved by Parliament/Legislature with funding - -
Less: Amounts approved by Parliament/Legislature without funding and written off in the Statement of Financial Performance
- -
Capital - -
Current - -
Transfers and subsidies - -
Less: Amounts transferred to receivables for recovery - -Unauthorised expenditure awaiting authorisation / written off 41,901 41,901
Analysis of awaiting authorisation per economic classification
Capital 41,901 41,901
Current - -
Transfers and subsidies - -
Total 41,901 41,901
9.2 Reconciliation of unauthorised expenditure
Note 2010/11 2009/10
R’000 R’000
Capital 41,901 41,901
Current - -
Transfers and subsidies - -
Total 41,901 41,901
9.3 Analysis of unauthorised expenditure awaiting authorisation per type
Note 2010/11 2009/10
R’000 R’000
Unauthorised expenditure relating to overspending of the vote or a main division within a vote - 41,901
Unauthorised expenditure incurred not in accordance with the purpose of the vote or main division - -
Total 41,901
127
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
9.4 Details of unauthorised expenditure – current year
Incident Disciplinary steps taken/criminal pro-ceedings
2010/11 R’000
NONE - -
Total - -
10. Fruitless and wasteful expenditure
10.1
Note 2010/11 2009/10
R’000 R’000
Opening balance
Less: Amounts condoned - -
Current - -
Capital - -
Transfers and subsidies - -
Less: Amounts transferred to receivables for recovery - -
Fruitless and wasteful expenditure awaiting condonement
Analysis of awaiting authorisation per economic classification
Capital - -
Current - -
Transfers and subsidies - -
Total - -
128
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
11. Cash and cash equivalents
Note 2010/11 2009/10
R’000 R’000
Consolidated Paymaster General Account 17,588 31,973
Cash receipts - -
Disbursements - -
Cash on hand - -
Cash with commercial banks (Local) - -
Cash with commercial banks (Foreign) - -
Total 17,588 31,973
12. Receivables
2010/11 2009/10
R’000 R’000 R’000 R’000 R’000Note Less than one year One to three years Older than three
years
Total
Total
Claims recoverable 12.1 - - - - 4
Trade receivables - - - - -
Recoverable expenditure - - - - -
Staff debt 12.2 16 - - 16 15
Other debtors 12.3 49 20 36 105 667
Total 65 20 36 121 686
12.1 Claims recoverable
Note 2010/11 2009/1012 R’000 R’000
National departments - -
Provincial departments - -
Foreign governments - -
Public entities 10 - 4
Private enterprises - -
Universities and technikons - -
Households and non-profit institutions - -
Local governments - -
Total - 4
129
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
12.2 Staff debt
Note 2010/11 2009/1012 R’000 R’000
Staff Debtors 16 15
Total 16 15
12.3 Other debtors
Note 2010/11 2009/1012 R’000 R’000
Ex- employee 105 139
Suppliers - 528
Total 105 667
13. Voted funds to be surrendered to the Revenue Fund
Note 2010/11 2009/10
R’000 R’000
Opening balance 30,647 12,344
Transfer from statement of financial performance 23,950 5,298
Add: Unauthorised expenditure for current year 9 - 17,274
Voted funds not requested/not received 1.1 - -
Transferred to retained revenue to defray excess expenditure (PARLIAMENT/LEGISLATURES ONLY) - -
Paid during the year (13,574) (4,269)
Closing balance 41,023 30,647
14. Departmental revenue to be surrendered to the Revenue Fund
Note 2010/11 2009/10
R’000 R’000
Opening balance 152 8
Transfer from Statement of Financial Performance 1,954 1,759
Own revenue included in appropriation - -
Transfer from aid assistance - -
ransfer to voted funds to defray expenditure (Parliament/Legislatures ONLY) - -
Paid during the year (2,048) (1,615)
Closing balance 58 152
130
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
15. Payables – current
Note 2010/11 2009/10
Total Total
Amounts owing to other entities Annex 5 1,444 -
Advances received - -
Clearing accounts 15.1 - 1
Other payables 15.2 17,085 43,760
Total 18,529 43,761
15.1 Clearing accounts
Note 2010/11 2009/1015 R’000 R’000
Description
Sal : ACB Recall - 1
Total - 1
15.2 Other payables
Note 2010/11 2009/1015 R’000 R’000
Description
Treasury 17,085 43,760
Total 17,085 43,760
131
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
16. Net cash flow available from operating activities
Note 2010/11 2009/10
R’000 R’000
Net surplus/(deficit) as per Statement of Financial Performance 25,904 7,057
Add back non cash/cash movements not deemed operating activities 8,770 121,946
(Increase)/decrease in receivables – current 565 (129)
(Increase)/decrease in prepayments and advances - -
(Increase)/decrease in other current assets - -
Increase/(decrease) in payables – current (25,232) (1,493)
Proceeds from sale of capital assets (36) (8)
Proceeds from sale of investments - -
(Increase)/decrease in other financial assets - -
Expenditure on capital assets 49,095 129,460
Surrenders to Revenue Fund (15,622) (5,884)
Surrenders to RDP Fund/Donor - -
Voted funds not requested/not received - -
Own revenue included in appropriation - -
Other non-cash items - -
Net cash flow generated by operating activities 34,674 129,003
17. Reconciliation of cash and cash equivalents for cash flow purposes
Note 2010/11 2009/10
R’000 R’000
Consolidated Paymaster General account 17,588 31,973
Fund requisition account - -
Cash receipts - -
Disbursements - -
Cash on hand - -
Cash with commercial banks (Local) - -
Cash with commercial banks (Foreign) - -
Total 17,588 31,973
132
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
These amounts are not recognised in the Annual Financial Statements and are disclosed to enhance the usefulness of the Annual Financial Statements.
18. Contingent liabilities and contingent assets
18.1 Contingent liabilities
Note 2010/11 2009/10
R’000 R’000
Liable to Nature
Motor vehicle guarantees Employees Annex 3A - -
Housing loan guarantees Employees Annex 3A 979 1,277
Other guarantees Annex 3A - -
Claims against the department Annex 3B 55,101 12,327
Other departments (interdepartmental unconfirmed balances) Annex 5 - -
Environmental rehabilitation liability Annex 3B - -
Other Annex 3B - -
Total 56,080 13,604
19. Commitments
Note 2010/11 2009/10
R’000 R’000
Current expenditureApproved and contracted 26,785 -
Approved but not yet contracted - -
26,785
Capital expenditure
Approved and contracted 31,361 40,681
Approved but not yet contracted - -
31,361 40,681
Total Commitments 58,146 40,681
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
DISCLOSURE NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2010
133
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
20. Accruals
2010/11 2009/10
R’000 R’000
Listed by economic classification
30 Days 30+ Days Total Total
Goods and services 1,988 566 2,554 7,343
Interest and rent on land - - - -
Transfers and subsidies - - - -
Capital assets - - - -
Other - - - -
Total 1,988 566 2,554 7,343
Note 2010/11 2009/10
R’000 R’000
Listed by programme level
Administration 1,258 3,882
Local Governance 1,080 967
Development and Planning 114 1,729
Traditional Institutional Management 10 765
The House of Traditional Leaders 92
Total 2,554 7,343
Note 2010/11 2009/10
R’000 R’000
Confirmed balances with other departments Annex 5 - -
Confirmed balances with other government entities Annex 5 1,444 -
Total 1,444 -
134
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
21. Employee benefits
Note 2010/11 2009/10
R’000 R’000
Leave entitlement 12,307 11,077
Service bonus (Thirteenth cheque) 5,429 5,037
Performance awards 6,592 2,784
Capped leave commitments 9,634 8,960
Other - -
Total 33,962 27,858
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
DISCLOSURE NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2010
22. Lease commitments
22.1 Operating leases expenditure
2010/11
Specialised mili-tary equipmen
Land
Buildings and other fixed structures
Machinery and equipment
Total
Not later than 1 year - - 289 586 875
Later than 1 year and not later than 5 years - - 158 169 327
Later than 5 years - - - - -
Total lease commitments - - 447 755 1,202
2009/10
Land
Buildings and other fixed structures
Machinery and equipment
2008/09
Not later than 1 year - - 350 143 493
Later than 1 year and not later than 5 years - - 1,774 1,119 2,893
Later than five years - - - - -
Total lease commitments - - 2,124 1,262 3,386
135
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
23. Receivables for departmental revenue
Note 2010/11 2009/10
R’000 R’000
Tax revenue - -Sales of goods and services other than capital assets - -Fines, penalties and forfeits - -Interest, dividends and rent on land - -Sales of capital assets 14 -
Transactions in financial assets and liabilities - -Transfers received (incl. conditional grants to be repaid by provincial departments) - -Other - -Total 14 -
23.1 Analysis of receivables for departmental revenue
Note 2010/11 2009/10
R’000 R’000
Opening balance - -Less: amounts received - -Add: amounts recognised 14 -Less: amounts written-off/reversed as irrecoverable - -Closing balance 14 -
136
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
24. Irregular expenditure
24.1 Reconciliation of irregular expenditure
Note 2010/11 2009/10
R’000 R’000
Opening balance 5,904 2,153
Add: Irregular expenditure – relating to prior year - -
Add: Irregular expenditure – relating to current year 6,963 3,751
Less: Amounts condoned (3,751) -
Less: Amounts recoverable (not condoned) - -
Less: Amounts not recoverable (not condoned) - -
Irregular expenditure awaiting condonation 9,116 5,904
Analysis of awaiting condonation per age classification
Current year 6,963 3,751
Prior years 2,153 2,153
Total 9,116 5,904
24.2 Details of irregular expenditure- current year
Incident Disciplinary steps taken/Criminal proceeding 2010/11
R’000
Overspending on compensation of employees None 6,127
Irregular procurement Disciplinary process concluded and responsible official demoted to lower rank
0,836
Total 6,963
The nature and circumstances under which the irregular procurement as disclosed above occurred, suggest that the department could have suffered more irregular expenditure of which cannot be quantified except for what has been confirmed by investigation and disciplinary hearing
The department wish to indicate that there are other matters of irregular procurement that should receive further investigation against the same official. The department cannot pursue these inves-tigations as the official has already been through disciplinary process, found guilty and sanction handed. It is also the view of the department that it will be uneconomical to continue with these investigations.
137
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
24.3 Details of irregular expenditures under investigation
Incident 2010/11
R’000
-
Total -
24.4 Details of irregular expenditure not recoverable (not condoned)
Incident 2010/11
R’000
NONE -
Total -
25. Related Party Transaction
During the year the department received service from the Department of Public Works Roads and Transport that are related to the Department. The Department of Co-operative Govern-ance and Traditional Affairs occupies Government Building in the Province provided by the Department of Public Works Roads and Transport free of charge.
26. Key management personnel
No. of 2010/11 2009/10
individuals R’000 R’000
Political office bearers (provide detail below) 1 1,544 1,418
Officials:
Level 15 to 16 1 1,275 643
Level 14 (incl. CFO if at a lower level) 5 4,728 3,105
Family members of key management personnel
Total 7,547 5,166
138
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Impairment and other provisions
Note 2010/11 2009/10
R’000 R’000
Impairment
Investments - -
Loans - -
Debtors 69 331
Other - -
Total 69 331
Other provisions
Performance Bonus 3,117 3,115
Total 3,117 3,115
Total 3,186 3,446
139
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
27. Movable Tangible Capital Assets
MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010
Opening balance Curr Year Adjust-ments to prior year balances
Additions Disposals Closing Balance
R’000 R’000 R’000 R’000 R’000
HERITAGE ASSETS - - - - -
Heritage assets - - - - -
MACHINERY AND EQUIPMENT 27,845 (721) 22,765 (23,697) 26,192
Transport assets 14,764 (721) 19,894 (19,525) 14,412
Computer equipment 5,430 612 1,292 (2,091) 5,243
Furniture and office equipment 1,570 1,434 1,305 (1,049) 3,260
Other machinery and equipment 6,081 (2,046) 274 (1,032) 3,277
SPECIALISED MILITARY ASSETS - - - - -
Specialised military assets - - - - -
BIOLOGICAL ASSETS - - - - -
Biological assets - - - - -
- - - - -
TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 27,845 (721) 22,765 (23,697) 26,192
27.1 Additions
ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011
Cash Non-cash (Capital Work in Progress current costs and finance lease payments
Received current, not paid (Paid cur-rent year, received prior year)
Total
R’000 R’000 R’000 R’000 R’000
HERITAGE ASSETS - - - - -
Heritage assets - - - - -
MACHINERY AND EQUIPMENT 21,866 899 - - 22,765
Transport assets 19,894 - - - 19,894
Specialised military assets 965 327 - - 1,242
Computer equipment 733 572 - - 1,305
Furniture and office equipment 274 - - - 274
Other machinery and equipment 3,788 - - - 3,788
SPECIALISED MILITARY ASSETS - - - - -
Specialised military assets - - - - -
BIOLOGICAL ASSETS - - - - -
Biological assets - - - - -
TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS 21,866 899 - - 22,765
140
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
27.3 Movement for 2009/10
MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010
Opening balance
Additions Disposals Closing balance
R’000 R’000 R’000 R’000
HERITAGE ASSETS - - - -
Transport assets - - - -
MACHINERY AND EQUIPMENT 24,897 6,696 (3,748) 27,845
Transport assets 14,564 1,147 (947) 14,764
Computer equipment 4,092 1,338 - 5,430
Furniture and office equipment 1,147 423 - 1,570
Other machinery and equipment 5,094 3,788 (2,801) 6,081
SPECIALISED MILITARY ASSETS - - - -Specialised military assets - - - -
BIOLOGICAL ASSETS - - - -
Biological assets - - - -
TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS 24,897 6,696 (3,748) 27,845
27.2 Disposals
DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011
Sold for cash Transfer out or de-stroyed or scrapped
Total disposals Cash Received Actual
R’000 R’000 R’000 R’000
HERITAGE ASSETS - - - -
Heritage assets - - - -
MACHINERY AND EQUIPMENT 23,697 23,697 -
Transport assets - 19,525 19,525 -
Computer equipment - 2,091 2,091 -
Furniture and office equipment - 1,049 1,049 -
Other machinery and equipment - 1,032 1,032 -
SPECIALISED MILITARY ASSETS - - - -
Specialised military assets - - - -
BIOLOGICAL ASSETS - - - -
Biological assets - - - -
TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS - 23,697 23,697 -
141
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
27.4 Minor assets
MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE DEPARTMENT FOR THE YEAR ENDED 31 MARCH 2011
Specialised military assets
Intangible assets Heritage assets Machinery and equipment
Biological assets Total
R’000 R’000 R’000 R’000 R’000
Opening Balance - - - 11,575 - 11,575
Curr Year Adjustments to Prior Yr - - - -
Balance - - - (274) - (274)
Additions - - - 842 - 842
Disposal - - - 5,080 - 5,080TOTAL MINOR ASSETS - - - 7,063 - 7,063
Specialised military assets
Intangible assets Heritage assets Machinery and equipment
Biological assets Total
Number of R1 minor assets - - - - - -
Number of minor assets at cost - - - 6,449 - 6,449
TOTAL NUMBER OF MINOR ASSETS - - - 6,449 - 6,449
MINOR ASSETS OF THE DEPARTMENT AS AT 31 MARCH 2010
Specialised military assets
Intangible assets Heritage assets Machinery and equipment
Biological assets Total
R’000 R’000 R’000 R’000 R’000 R’000Minor assets - - - 11,575 - 11,575
TOTAL - - - 11,575 - 11,575
142
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
28. Intangible Capital Assets
MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011
Opening balance Current Year Adjust-ments to prior year
balances
Additions Disposals Closing Balance
R’000 R’000 R’000 R’000 R’000
Capitalised Development Costs - - - - -
Computer Software 698 - 62 - 760
Mastheads And Publishing Titles - - - - -
Patents, Licences, Copyright, Brand Names, Trademarks - - - - -
Recipes, Formulae, Prototypes, Designs, Models - - - - -
Services And Operating Rights - - - - -
Other Intangibles - - - - -
Total Intangible Capital Assets 698 - 62 - 760
28.1 Additions
ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011
Cash Non-Cash (Develop-ment work in progress – current
costs)
Received current year, not paid
Closing balance
R’000 R’000 R’000 R’000 R’000
Capitalised Development Costs - - - - -
Computer Software 62 - - - 62
Mastheads And Publishing Titles - - - - -
Patents, Licences, Copyright, Brand Names, Trademarks - - - - -
Recipes, Formulae, Prototypes, Designs, Models - - - - -
Services And Operating Rights - - - - -
Other Intangibles - - - - -
Total Intangible Capital Assets 62 - - - 62
143
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
28.2 Disposals
DISPOSALS OF IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011
Sold for cash Transfer out or de-stroyed or scrapped
Total disposals Cash Received Actual
R’000 R’000 R’000 R’000
Capitalised Development Costs - - - -
Computer Software - - - -
Mastheads And Publishing Titles - - - -Patents, Licences, Copyright, Brand Names, Trademarks - - - -Recipes, Formulae, Prototypes, Designs, Models - - - -
Services And Operating Rights - - - -Other Intangibles - - - -
Total Disposals Of Intangible Capital Assets - - - -
28.3 Movement for 2008/09
MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010
Opening balance Additions Disposals Closing balance
R’000 R’000 R’000 R’000
Capitalised Development Costs - - - -
Computer Software 698 - - 698
Mastheads And Publishing Titles
Patents, Licences, Copyright, Brand Names, Trademarks - - - -
Recipes, Formulae, Prototypes, Designs, Models - - - -
Services And Operating Rights - - - -
Other Intangibles
Total Intangible Capital Assets 698 - - 698
144
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
29. Immovable Tangible Capital Assets
MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011
Opening balance Current Year Adjustments to prior year balances
Additions Disposals Closing Balance
R’000 R’000 R’000 R’000 R’000
BUILDINGS AND OTHER FIXED STRUCTURES - - - -
Dwellings - - - - -
Non-residential buildings - - - - -
Other fixed structures - - - - -
HERITAGE ASSETS - - - - -
Heritage assets - - - - -
LAND AND SUBSOIL ASSETS - - - -
Land - - - - -
Mineral and similar non-regenerative resources - - - - -
INVESTMENT PROPERTY - - - - -
Investment property - - - - -
TOTAL IMMOVABLE TANGIBLE CAPITAL ASSETS - - - - -
145
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
29.1 Additions
ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011
Cash Non-cash (Capital Work in Progress current costs and finance
lease payments)
Received current, not paid (Paid current year,
received prior year)
Closing Balance
R’000 R’000 R’000 R’000 R’000
BUILDING AND OTHER FIXED STRUCTURES 27,406 - (27,406) - -
Dwellings - - - - -
Non-residential buildings - - - - -
Other fixed structures 27,406 - (27,406) - -
HERITAGE ASSETS - - - - -
Heritage assets - - - - -
LAND AND SUBSOIL ASSETS - - - - -
Land - - - - -
Mineral and similar non-regenerative resources - - - - -
INVESTMENT PROPERTY - - - - -
Investment property - - - - -
TOTAL ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS 27,406 - (27,406) - -
146
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
29.2 Dsposals
DISPOSALS OF IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2011
Sold for cash Transfer out or de-stroyed or scrapped
Total disposals Cash Received Actual
R’000 R’000 R’000 R’000
BUILDINGS AND OTHER FIXED STRUCTURES - - - -
Dwellings - - - -
Non-residential buildings - - - -
Other fixed structures - - - -
HERITAGE ASSETS - - - -
Heritage assets - - - -
LAND AND SUBSOIL ASSETS - - -
Land - - - -
Mineral and similar non-regenerative resources - - - -
INVESTMENT PROPERTY - - - -
Investment property - - - -
TOTAL DISPOSALS OF IMMOVABLE TANGIBLE CAPITAL ASSETS - - - -
147
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
29.3 MOVEMENT FOR 2009/10
MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2010
Opening balance Additions Disposals Closing balance
R’000 R’000 R’000 R’000
BUILDINGS AND OTHER FIXED STRUCTURES 7,448 - (7,448) -Dwellings 47 - (47)
- - -Non-residential buildings - - - -Other fixed structures 7,401 - (7,401) -
HERITAGE ASSETS - - - -Heritage assets - - - -
LAND AND SUBSOIL ASSETS 280 - (280) -Land 280 - (280) -
Mineral and similar non-regenerative resources - - - -
INVESTMENT PROPERTY - - - -Investment property - - - -
TOTAL IMMOVABLE TANGIBLE ASSETS 7,728 - (7,728) -
29.4 Immovable Assets valued at R1
IMMOVABLE ASSETS VALUED AT R1 IN THE ASSET REGISTER AS AT 31 MARCH 2011
Buildings and other fixed structures
Heritage assets Land and subsoil assets
Investment prop-erty
Total
R’000 R’000 R’000 R’000 R’000
R1 Immovable assets - - - - -TOTAL - - - - -
IMMOVABLE ASSETS VALUED AT R1 IN THE ASSET REGISTER AS AT 31 MARCH 2010
Buildings and other fixed structures
Heritage assets Land and subsoil assets
Investment prop-erty
Total
R’000 R’000 R’000 R’000 R’000
R1 Immovable assets - - - - -TOTAL - - - - -
148
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
ANNEXURE 1A
ANNEXURE 1A
STATEMENT OF UNCONDITIONAL GRANTS AND TRANSFERS TO MUNICIPALITIES
NAME OF MUNICIPALITY GRANT ALLOCATION TRANSFER SPENT 2009/10
Amount Roll Overs
Adjustments Total Available
Actual Transfer
% of Available
funds Transferred
Amount received by
municipality
Amount spent by
municipality
% of available funds spent by
municipality
Total Available
R’000 R’000 R'000 R'000 R'000 % R'000 R'000 % R’000
GERT SIBANDE DISTRICT MUNICIPALITY
- - - - - - - - - 10,000
- - - - - - - - - 10,000
149
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
ANNEXURE 1B
ANNEXURE 1B
STATEMENT OF TRANSFERS TO UNIVERSITIES AND TECHNIKONS
UNIVERSITY/TECHNIKON TRANSFER ALLOCATION TRANSFER 2009/10
Adjusted
Appropriation
Roll
Overs
Adjust-ments
Total
Available
Actual Transfer
Amount not transferred
% of
Available funds
Transferred
Appro-priation
Act
R'000 R'000 R'000 R'000 R'000 R'000 % R'000
Bursaries 115 - - 115 114 1 1% -
TOTAL 115 - - 115 114 1 1% -
150
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
ANNEXURE 1C
STATEMENT OF TRANSFERS/SUBSIDIES TO PUBLIC CORPORATIONS AND PRIVATE ENTERPRISES
NAME OF PUBLIC
CORPORATION/PRIVATE ENTER-PRISE
TRANSFER ALLOCATION EXPENDITURE 2009/10
Adjusted
Approp-riation
Act
Roll Overs
Adjustments Total Available
Actual Transfer
% of Available funds
Transferred
Capital Current Appropriation Act
R'000 R'000 R'000 R'000 R'000 % R'000 R'000 R'000
Public Corporations
Transfers
Rand Water Board 24,941 - - 24,941 15,313 61% - - -
Total 24,941 - - 24,941 15,313 61% - - -
Private Enterprises
Transfers - - - - - - - - -
TOTAL 24,941 - - 24,941 15,313 61% - - -
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
151
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
ANNEXURE 1D
STATEMENT OF TRANSFERS TO NON-PROFIT INSTITUTIONS
NON-PROFIT INSTITUTIONS TRANSFER ALLOCATION EXPENDITURE 2009/10
Adjusted
Approp-riation
Act
Roll Overs
Adjustments Total Available
Actual Transfer
% of Available funds
Transferred
Appropriation Act
R'000 R'000 R'000 R'000 R'000 % R'000
Transfers
Traditional Institutional Management 7,009 - - 7,009 6,960 99% 5,900
7,009 - - 7,009 6,960 99% 5,900
Subsidies - - - - - - -
TOTAL 7,009 - - 7,009 6,960 99% 5,900
152
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
ANNEXURE 1E
STATEMENT OF TRANSFERS TO HOUSEHOLDS
HOUSEHOLDS TRANSFER ALLOCATION EXPENDITURE 2009/10
Adjusted
Appropriation
Act
Roll Overs
Adjustments Total Available
Actual Transfer
% of Available funds
Transferred
Appropriation Act
R'000 R'000 R'000 R'000 R'000 % R'000
Transfers
Leave Gratuity 515 - - 515 507 98% 500
Subsidies
Total 515 - - 515 507 98% 500
ANNEXURE 1K
STATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS MADE AND REMMISSIONS, REFUNDS AND PAYMENTS MADE AS AN ACT OF GRACE
NATURE OF GIFT, DONATION OR SPONSORSHIP
(Group major categories but list material items including name of organisation
2010/11 EXPENDITURE
R'000 R'000
Made in kind
Motor Vehicle for Amakhosi 12,176 -
Subtotal 12,176 -
Remissions, refunds, and payments made as an act of grace
Subtotal
TOTAL 12,176 -
153
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
ANNEXURE 3A
STATEMENT OF FINANCIAL GUARANTEES ISSUED AS AT 31 MARCH 2011 – LOCAL
Guarantor
institution
Guarantee in
respect of
Original
guaranteed
capital
amount
Opening bal-ance
1 April 2010
Guarantees
draw downs
during the
year
Guarantees
repayments/ cancelled/
reduced/ re-leased during
the year
Revaluations Closing balance
31 March 2011
Guaranteed interest for year ended 31 March
2011
Realised
losses not recoverable i.e. claims paid out
R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000
Housing
Standard Bank
Nedbank Ltd
First Rand Bank
Absa
Peoples Bank
Nedbank Ltd NBS
Old Mutual
Mpumalanga housing finance
236
61
185
196
66
110
220
203
(76)
-
(109)
(62)
-
-
-
(51
160
61
76
134
66
110
220
152
Subtotal - 1,277 (298) 979 - -
Other - - - - -
Subtotal
Total 1,277 (298) 979 - -
154
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
ANNEXURE 3B
STATEMENT OF CONTINGENT LIABILITIES AS AT 31 MARCH 2011
Nature of liabilities Opening bal-ance 1 April
2010
Liabilities incurred
during the year
Liabilities paid/cancelled/re-duced during
the year
Liabilities recov-erable (Provide details hereun-
der)
Closing balance 31 March 2011
R’000 R’000 R’000 R’000 R’000
Claims against the department
WA Boshof vs Local Transitional Council of Delmas and MEC 2,150 - (2,150) - -
Mdokis Toilet and Tent Hire vs The department of Local Governance
GNS Advisory Services/ Abalozi Advisory Services
Zothwe Consulting Engineers
KZN Department of Sport and Culture
Stesashan Sphephelo vs MEC and HOD
MK Associates vs The Department
Jozzis Partanos Electronics vs Bushbuckridge Local Municipality
14
5,626
2,889
1,648
-
-
-
-
-
-
-
24,708
2,591
26,154
(14)
(5,626)
(2,889)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1,648
24,708
2,591
26,154
Subtotal 12,327 53,453 (10,679) - 55,101
TOTAL 12,327 53,453 (10,679) - 55,101
155
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
Government Entity Confirmed balance outstanding Unconfirmed balance outstanding Total
31/03/2011 31/03/2010 31/03/2011 31/03/2010 31/03/2011 31/03/2010
R’000 R’000 R’000 R’000 R’000 R’000
Department
Office of the Premier - - 43 - 43 -
Other Government Entities - - - - - -
TOTAL - - 43 - 43 -
ANNEXURE 4
CLAIMES RECOVERABLE
156
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Government Entity Confirmed balance outstanding Unconfirmed balance outstanding Total
31/03/2011 31/03/2010 31/03/2011 31/03/2010 31/03/2011 31/03/2010
R’000 R’000 R’000 R’000 R’000 R’000
Department
Current
Subtotal - - - - - -
Non-current
Subtotal - - - - - -
Total - - - - - -
Other Government Entities
Current
SARS 1,444 - - - 1,444 -
Subtotal 1,444 - - - 1,444 -
Non-current
Subtotal - - - - - -
TOTAL 1,444 - - - 1,444 -
ANNEXURE 5
INTER-GOVERNMENT PAYABLES
DEPARTMENT OF CO-OPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
VOTE 4
ANNEXURES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2011
157
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011158
ANNEXURE 6
INVENTORY
Inventory Note Quantity 2010/11 Quantity 2009/10R’000 R’000
Opening balance 21,894 918 55,288 566Add/(Less): Adjustments to prior year balance 227 3 - -
Add: Additions/Purchases – Cash 102,207 5,817 5,440 2,253
Add: Additions - Non-cash 12,278 922 9,592 638
(Less): Disposals 37 2 - -
(Less): Issues (104,302) (5,840) (42,309) (2,265)
Add/(Less): Adjustments (19,588) (1,116) (6,117) (274)
Closing balance 12,753 706 21,894 918
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
PART 6HUMAN RESOURCE
MANAGEMENT
PART 6HUMAN RESOURCE
MANAGEMENT
159
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Table 1.1 Main services delivered and standards
Main services Actual customers Potential customers Standard of service Actual achievement against standards
Local governance • Local Municipalities
• District Municipalities
• Sector Departments
• SALGA
• NGO’s and CBO’s • 21 municipalities supported to comply with legislation
• Improve access to key government serv-ices through Thusong Service Centres, Mo-bile Units and e-governance
• 21 municipalities supported to comply with legislation requirements
• 18 Thusong Service Centres established
Development and Planning • Local Municipalities
• District Municipalities
• Sector Departments
• SALGA
• NGO’s and CBO’s • Integrated development planning aligned to the PGDS and NSDP in the province and all 21 municipal areas
• 18 Municipalities with registered projects on MIS and commitments of MIG spending
• 21 Municipalities aligned to PGDS and NSDP in the province
Traditional Institution Man-agement
• Traditional councils
• Communities
• Private Sector • 59 Traditional Councils capacitated with relevant administrative prescripts
• 38 Traditional Council capacitated and moni-tored on administrative prescripts impacting on traditional leadership
House of traditional leaders • Traditional councils
• Communities
• Private Sector • Provide strategic political leadership to house of traditional leaders
• Political and administrative well managed house of traditional leaders
OVERSIGHT REPORT
HR OVERSIGHT - APRIL 2010 to MARCH 2011
160
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Table 1.2 Consultation arrangements with customers
Type of arrangement Actual Customers Potential Customers Actual achievements
Public hearings • Communities • Private Sector (Business) • To gather information and community needs
Meetings (Seminars) • Local Municipalities
• District Municipalities
• Sector Departments
• Traditional Leaders
• SALGA
• NGO’s and CBO’s • Information sharing
Table 1.3 service delivery access strategy
Access Strategy Actual achievements
• Institutionalization of Batho Pele • Approved Departmental service standards and service delivery charter
• Mobile Units • Formation of District sub-committees for mobile units
• CDW’s • Dissemination of information
• Public Participation • Izimbizo’s
• Community outreach programmes
• Thusong Service Centres • Bringing services and information closer to the communities
Table 1.4 Service information tool
Types of information tool Actual achievements
Media (Print and electronic) • Departmental Newsletters
• Magazines
• Pamphlets
• Radio slots
• Website
161
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Table 1.5 - Complaints mechanism
Complaints Mechanism Actual achievements
Written complaints • Suggestion box
• Departmental post box
Verbal complaints • Telephonically
• Public hearings
2 - Expenditure
TABLE 2.1 - Personnel costs by Programme 2010/2011
Programme Total Voted Expenditure (R’000)
Compensation of Employees Expendi-ture (R’000)
Training Expenditure (R’000)
Professional and Special Services (R’000)
Compensation of Employees as percent of Total Expenditure
Average Compensa-tion of Employees Cost per Employee (R’000)
Employment
Administration 118,102 38,168 402 817 48% 267 143
Local Governance 132,511 88,099 401 5,061 75% 187 470
Development & Planning 84,608 12,953 225 11,493 8% 235 55
Traditional Institution Management 55,256 38,389 207 - 73% 66 580
The House of Traditional Leaders 13,616 7,449 55% 310 24
Z=Total as on Financial Systems (BAS) 404,093 214,105 2,476 24,346 53% 168 1,273
162
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 2.2 - Personnel costs by Salary band 2010/2011
Salary Bands Compensation of Employees Cost (R’000)
Percentage of Total Per-sonnel Cost for Depart-ment
Average Compensation Cost per Employee (R’000)
Total Personnel Cost for Department including Goods and Transfers (R’000)
Number of Employ-ees
Lower skilled (Levels 1-2) 1 44 22 53
Skilled (Levels 3-5) 90 10,545 5,318 10,635
Highly skilled production (Levels 6-8) 508 92,705 46,606 93,635
Highly skilled supervision (Levels 9-12) 153 55,724 27,938 61,449
Senior management (Levels 13-16) 23 17,791 8,907 20,526
Contract (Levels 6-8) 0 0 0 0
Contract (Levels 9-12) 0 0 0 0
Periodic Remuneration 6 20,487 10,246 20,699
Abnormal Appointments 494 16,194 8,344 38,374
TOTAL 1,275 213,489 107,382 245,370
TABLE 2.3- Salaries, Overtime, Home Owners Allowance and Medical Aid by Programme 2010/2011
Programme Salaries (R’000)
Salaries as % of Personnel Cost
Overtime (R’000)
Overtime as % of Person-nel Cost
HOA (R’000)
HOA as % of Person-nel Cost
Medical Ass. (R’000)
Medical Ass. as % of Personnel Cost
Administration 44,121 21% 122 0% 1,373 1% 2,057 0%
Local Governance 112,072 52% 0 3,711 2% 7,163 0%
Development & Planning 14,093 7% 128 0% 430 0% 646 0%
Traditional Institution & Management 35,560 17% 0 841 0% 1,250 0%
The House of Traditional Leaders 7,449 3% 0 1,292 1% 187 0%
TOTAL 214,105 100 250 0% 7,647 4% 11,303 0%
163
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 2.4 - Salaries, Overtime, Home Owners Allowance and Medical Aid by Salary Band 2010/2011
Salary bands Number of Em-ployees
Salaries (R’000)
Salaries as % of Personnel Cost
Overtime (R’000)
Overtime as % of Personnel Cost
HOA (R’000) HOA as % of Personnel Cost
Medical Ass. (R’000)
Medical Ass. as % of Personnel Cost
Lower skilled (Levels 1-2) 1 29 0% 0 0% 4 0% 0 0%
Skilled (Levels 3-5) 90 7,131 3% 19 0% 693 0% 918 0%
Highly skilled production (Levels 6-8)
508 64,186 26% 138 0% 3,977 2% 785 1%
Highly skilled supervision (Levels 9-12)
153 39,010 16% 93 0% 125,456 51% 3,610 0%
Senior management (Lev-els 13-16)
23 10,400 4% 0 0% 471 0% 347 0%
Contract (Levels 6-8) 0 0% 0 0% 0 0% 0 0%
Contract (Levels 9-12) 0 0% 0 0% 0 0% 0 0%
Contractor (Level 13-16) 0 0% 0 0% 0 0% 0 0%
Periodic Appointments 6 20,487 8% 0 0% 0 0% 0 0%
Abnormal Appointments 494 15,950 7% 0 0% 0 0% 0 0%
TOTAL 1,275 157,193 64% 2500 0% 130,601 53% 5,661 2%
164
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 3.1 – Employment and vacancies by programme, 31 March 2011
Programme Number of posts Number of posts filled Vacancy Rate % Number of posts filled additional to the estab-lishment
Office of the MEC 7 7 0 0
Development and planning, Permanent 69 44 36.2 0
Local governance, Permanent 590 476 19.3 0
Traditional leadership and institutions, Permanent 156 123 21.2 0
Administration, Permanent 210 147 30 0
Traditional Leaders Abnormal 487 487 0 487
TOTAL 1519 1284 15.47 487
3 – Employment and Vacancies
TABLE 3.2 – Employment and vacancies by salary bands, 31 March 2011
Salary band Number of posts Number of posts filled Vacancy Rate % Number of posts filled additional to the estab-lishment
Lower skilled (Levels 1-2) 94 1 98.9 0
Skilled (Levels 3-5) 97 93 4.1 1
Highly skilled production (Levels 6-8) 612 519 15.2 12
Highly skilled supervision (Levels 9-12) 201 159 20.9 1
Senior management (Levels 13-16) 26 23 11.5 0
Traditional leaders, Abnormal 487 487 0 487
Contract ( Level 6-8), Permanent 0 0 0 0
Contract ( Level 9 - 12), Permanent 1 1 0 2
Contract ( Level 13 - 16), Permanent 1 1 0 9
Total 1519 1284 15.47 512
165
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 3.3 – Employment and vacancies by critical occupation, 31 March 2011
Critical occupations Number of posts Number of posts filled Vacancy Rate Number of posts filled addi-tional to the establishment
Administrative related, Permanent 133 107 19.5 9
Cleaners in offices workshops hospitals etc., Permanent 20 15 25 0
Communication and information related, Permanent 16 7 56.3 0
Finance and economics related, Permanent 2 1 50 0
Financial and related professionals, Permanent 25 21 16 0
Financial clerks and credit controllers, Permanent 1 1 0 0
General legal administration & rel. professionals, Permanent 5 2 60 0
Head of department/chief executive officer, Permanent 1 1 0 0
Human resources clerks, Permanent 16 10 37.5 0
Human resources related, Permanent 17 10 41.2 0
Information technology related, Permanent 23 21 8.7 0
Legal related, Permanent 1 1 0 0
Library mail and related clerks, Permanent 6 5 16.7 0
Messengers porters and deliverers, Permanent 7 4 42.9 0
Other administrative & related clerks and organisers, Permanent 496 467 5.8 0
Other administrative policy and related officers, Permanent 127 66 48 1
Other occupations, Permanent 58 12 79.3 0
Secretaries & other keyboard operating clerks 4 2 50 0
Risk management and security services, Permanent 49 22 55.1 0
Senior Managers, Permanent 25 22 12 0
Traditional Leaders Abnormal 487 487 0 487
Total 1519 1284 15.5 497
166
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 4.1 – Job Evaluation, 1 April 2010 to 31 March 2011
Salary Band No of posts
No of jobs evaluated
No Posts evaluated by salary bands
Posts Upgraded Posts downgraded
Number % of posts evaluated Number % of posts evaluated
Lower skilled (Levels 1-2) 98 0 0 0 0 0 0
Skilled (Levels 3-5) 99 0 0 0 0 0 0
Highly skilled production (Levels 6-8) 604 0 0 0 0 0 0
Highly skilled supervision (Levels 9-12) 200 0 0 0 0 0 0
Senior Management Service Band A 20 0 0 0 0 0 0
Senior Management Service Band B 5 0 0 0 0 0 0
Senior Management Service Band C 1 0 0 0 0 0 0
Senior Management Service Band D 2 0 0 0 0 0 0
Traditional leaders, abnormal 487 0 0 487
Contract (Levels 3-5) 1 0 0 0 0 0 0
Contract (Levels 9-12) 1 0 0 0 0 0 0
Contract (Band A) 1 0 0 0 0 0 0
Total 1519 0 0 0 0 0 0
4 – Job Evaluation
TABLE 4.2 – Profile of employees whose salary positions were upgraded due to their posts being upgraded, 1 April 2010 to 31 March 2011
Beneficiaries African Asian Colored White Total
Female 0 0 0 0 0
Male 0 0 0 0 0
Total 0 0 0 0 0
Employees with a disability 14
TABLE 4.3 – Employees whose salary level exceeds the grade determined by job evaluation, 1 April 2010 to 31 March 2011
(in terms of PSR 1.V.C.3)
Total Number of Employees whose salaries exceeded the grades determined by job evaluation in 20010/11 0
167
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 4.4 – Profile of employees whose salary level exceed the grade determined by job evaluation, 1 April 2010 to 31 March 2011
(in terms of PSR 1.V.C.3)
Beneficiaries African Asian Coloured White Total
Female 0 0 0 0 0
Male 0 0 0 0 0
Total 0 0 0 0 0
Employees with a disability 0
TABLE 5.1 – Annual turnover rates by salary band for the period 1 April 2010 to 31 March 2011
Salary Band Number of employees per band as on 1 April 2010
Appointments and transfers into the department
Terminations and transfers out of the department
Turnover rate
Lower skilled (Levels 1-2) 1 0 1 0
Skilled (Levels 3-5) 91 0 5 5.4
Highly skilled production (Levels 6-8) 520 13 11 1.87
Highly skilled supervision (Levels 9-12) 144 12 3 1.80
Senior Management Service Band A 15 1 1 5.55
Senior Management Service Band B 3 0 0 0
Senior Management Service Band C 1 0
Senior Management Service Band D 1 0 0 0
Contract (Levels 6 – 8), Permanent 0 0 0 0
Contract (Levels 9 – 12), Permanent 0 1 1 100
Contract (Band A), Permanent 1 0 1 100
Traditional Leaders 487 0 9 1.84
Total 1264 20 31 2.4
5 - Employment Changes
168
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 5.2 – Annual turnover rates by critical occupation for the period 1 April 2010 to 31 March 2011
Occupation: Number of employees per occupation as on 1 April 2010
Appointments and transfers into the department
Terminations and transfers out of the department
Turnover rate %
Administrative related, Permanent 108 10 11 9.32
Cleaners in offices workshops hospitals etc., Permanent 13 1 1 7.14
Client inform clerks 3 0 0 0
Communication and information related, Permanent 2 3 0 0
Finance and economics related, Permanent 3 0 0 0
Financial and related professionals, Permanent 6 0 0 0
Financial clerks and credit controllers, Permanent 9 0 0 0
General legal administration & rel. professionals, Permanent 1 0 0 0
Head of department/chief executive officer, Permanent 1 0 0 0
Human resources clerks, Permanent 5 0 0 0
Human resources related, Permanent 3 0 0 0
Human resource related, Permanent 3 0 0 0
Information technology related, Permanent 19 0 0 0
Legal related, Permanent 1 0 0 0
Library mail and related clerks, Permanent 7 0 0 0
Messengers porters and deliverers, Permanent 3 0 0 0
Other administrative & related clerks and organisers, Permanent 278 0 3 1.07
Other administrative policy and related officers, Permanent 36 0 6 16.6
Other occupations, Permanent 241 0 0 0
Secretaries & other keyboard operating clerks, Permanent 13 5 0 0
Traditional leaders 487 9 1.84
Senior managers, Permanent 22 1 1 4.34
Total 1264 20 30 2.4
169
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Table 5.3 – Reasons why staff are leaving the department
Termination Type Number % of total
Death 6 25
Resignation 4 16.6
Expiry of contract 1 4.16
Dismissal – operational changes 0 -
Dismissal – misconduct 0 -
Dismissal – inefficiency 0 -
Discharged due to ill-health 0 -
Termination 9 37.5
Retirement 4 16.6
Total 24
Total number of employees who left as a % of the total employment 1.86
170
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Table 5.4 – Promotions by critical occupation
Occupation: Employees as at 1 April 2010
Promotions to another salary level
Salary level pro-motions as a % of employees by oc-cupation
Progressions to an-other notch within a salary level
Notch progressions as a % of employ-ees by occupation
Administrative related 108 10 9.3 72 66.7
Cleaners in offices workshops hospitals etc. 13 1 7.7 11 84.6
Client inform clerks (switchboard) (reception inform clerks) 3 0 0 2 66.7
Communication and information related 2 3 150 0 0
Finance and economics related 3 0 0 2 66.7
Financial and related professionals 6 1 16.7 6 100
Financial clerks and credit controllers 9 0 0 6 66.7
General legal administration & rel. professionals 1 1 100 0 0
Head of department/chief executive officer 1 0 0 0 0
Human resources clerks 5 0 0 4 80
Human resources related 3 0 0 2 66.7
Human resource related 3 0 0 2 66.7
Information technology related 19 0 0 17 89.5
Legal related 1 0 0 0 0
Library mail and related clerks 7 0 0 4 57.1
Messengers porters and deliverers 3 0 0 2 66.7
Other administrative & related clerks and organisers 1 0 0 1 100
Other administrative policy and related officers 277 0 0 200 72.2
Other occupations 241 0 0 209 86.7
Secretaries & other keyboard operating clerks 13 4 30.8 10 76.9
Senior managers 21 1 4.8 3 14.3
Traditional leaders, Abnormal 487 0 0 0 0
Total 1263 21 1.7 577 45.7
171
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Table 5.5 – Promotions by salary band
Salary Band Employees 1 April 2010
Promotions to an-other salary level
Salary bands promotions as a % of employees by salary level
Progressions to another notch within a salary level
Notch progressions as a % of employees by salary band
Lower skilled (Levels 1-2) 1 0 0 17 1700
Skilled (Levels 3-5) 91 0 0 373 409.9
Highly skilled production (Levels 6-8) 515 4 0.8 125 24.3
Highly skilled supervision (Levels 9-12) 147 7 4.8 56 38.1
Senior management (Levels 13-16), Permanent 22 2 9.1 6 27.3
Traditional leaders, Abnormal 487
Contract (Levels 9 – 12), Permanent 1 3 300 0 0
Contract (13 – 16), Permanent 1 0 0 0 0
Total 1265 16 1.3 577 45.6
6 – Employment Equity The tables in this section are based on the formats prescribed by the Employment Equity Act, 55 of 1998.
6.1 Total number of employees (including employees with disabilities) in each of the following occupational categories as on 31 March 2011
Male Female Total
African Coloured Indian White African Coloured Indian White
Legislators, senior officials and managers, Permanent 13 0 1 1 6 0 0 1 22
Professionals, Permanent 18 0 0 1 23 0 0 1 43
Clerks, Permanent 137 0 0 0 184 0 0 2 323
Service and sales workers 1 0 0 0 0 0 0 0 1
Plant and Machine operators and assemblers, Permanent 1 0 0 0 0 0 0 1
Elementary occupations, Permanent 134 1 0 3 117 0 0 2 257
Technicians and associate professionals, Permanent 81 1 1 0 66 0 0 1 150
Other, Permanent 290 0 0 0 197 0 0 0 487
Total 675 2 2 5 593 0 0 7 1284
Employees with disabilities 11 0 0 0 3 0 0 0 14
172
Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
6.2 Total number of employees (including employees with disabilities) in each of the following occupational bands as on 31 March 2011
Male Female
African Coloured Indian White African Coloured Indian White Total
Top Management 2 0 0 0 0 0 0 0 3
Senior Management 12 1 1 5 0 0 1 19
Professionally qualified and experienced specialists and mid-management 87 0 0 3 66 0 0 2 154
Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents
245 2 0 1 269 0 0 1 518
Semi-skilled and discretionary decision making 43 0 0 0 52 0 0 3 98
Unskilled and defined decision making 287 0 0 0 200 0 0 0 487
Contract (Senior Management), Permanent 0 0 0 0 0 0 0 0 0
Contract (Professionally qualified), Permanent 1 0 0 0 0 0 0 0 1
Contract (Skilled), Permanent 0 0 0 0 0 0 0 0 0
Total 677 2 1 5 592 0 0 7 1284
6.3 Recruitment for the period 1 April 2010 to 31 March 2011
Male Female
African Coloured Indian White African Coloured Indian White Total
Professionally qualified and experienced specialist 3 0 0 0 2 0 0 0 5
Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents
7 0 0 0 8 0 0 1 16
Semi-skilled and discretionary decision making 0 0 0 0 6 0 0 0 6
Unskilled and defined decision making 0 0 0 0 0 0 0 0 0
Contract(Professionally qualified) 1 0 0 0 0 0 0 0 0
Contract (Senior Management), Permanent 2 0 0 0 0 0 0 1 3
Top Management, Permanent 1 0 0 0 1 0 0 0 2
Total
Employees with disabilities 0 0 0 0 0 0 0 0 0
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6.4 Promotions for the period 1 April 2010 to 31 March 2011
Male Female
African Coloured Indian White African Coloured Indian White Total
Senior Management 4 0 0 0 4 0 0 0 8
Professionally qualified and experienced specialists and mid-management 2 0 0 0 2 0 0 1 5
Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents
12 0 0 0 10 0 0 0 22
Semi-skilled and discretionary decision making 11 0 0 0 17 0 0 0 28
Unskilled and defined decision making 8 0 0 0 13 0 0 0 21
Contract (Senior Management), Permanent 0 0 0 0 0 0 0 0 0
Total 37 0 0 0 46 0 0 1 84
Employees with disabilities 1 0 0 0 0 0 0 0 1
6.5 Terminations for the period 1 April 2010 to 31 March 2011
Male Female
African Coloured Indian White African Coloured Indian White Total
Senior Management, Permanent 0 0 0 0 0 0 0 0 0
Professionally qualified and experienced specialists and mid-management 1 0 0 0 0 0 0 0 1
Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents
6 0 0 0 5 0 0 1 12
Semi-skilled and discretionary decision making 2 0 0 0 0 0 0 0 2
Unskilled and defined decision making 11 0 0 0 0 0 0 0 11
Contract (Senior Management), Permanent 1 0 0 0 0 0 0 0 1
Contract (skilled), Permanent 1 0 0 2 1 0 0 0 4
Total 22 0 0 2 6 0 0 1 31
Employees with disabilities 0 0 0 0 0 0 0 0 0
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6.6 Disciplinary action for the period 1 April 2010 to 31 March 2011
Male Female
African Coloured Indian White African Coloured Indian White Total
Disciplinary action 4 0 0 1 7 0 0 1 13
6.7 Skills development for the period 1 April 2010 to 31 March 2011
Male Female
African Coloured Indian White African Coloured Indian White Total
Legislators, senior officials and managers 23 0 2 2 19 0 0 2 48
Professionally qualified and experienced specialists and mid-management 1 0 0 0 0 0 0 1 2
Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents
2 0 0 0 0 0 0 0 2
Clerks 25 0 0 0 49 0 0 1 75
Service and sales workers 4 0 0 0 11 0 0 0 15
Skilled agriculture and fishery workers 0 0 0 0 0 0 0 0 0
Craft and related trades workers 0 0 0 0 0 0 0 0 0
Plant and machine operators and assemblers 0 0 0 0 0 0 0 0 0
Elementary occupations 0 0 0 0 0 0 0 0 0
Total 55 0 2 2 79 0 0 4 142
Employees with disabilities 2 0 0 0 0 0 0 0 2
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TABLE 7.1 – Performance Rewards by race, gender, and disability, 1 April 2010 to 31 March 2011
Beneficiary Profile Cost
Number of beneficiaries Total number of employees in group
% of total within group Cost (R’000) Average cost per employee (R)
African, Female 253 381 66.4 1,543 6,099
African, Male 248 379 65.4 1,738 7,008
Asian, Male 1 1 100 35 34,631
Coloured, Male 2 2 100 11 5,652
Total Blacks, Female 253 381 66.4 1,543 6,099
Total Blacks, Male 251 382 65.7 1,784 7,108
White, Female 5 7 71.4 45 9,094
White, Male 3 5 60 47 15,516
Employees with a disability 7 2 350 50 7,194
TOTAL 519 777 66.8 3,470 6,685
TABLE 7.2 – Performance Rewards by salary bands for personnel below Senior Management Service, 1 April 2010 to 31 March 2011
Salary Bands Beneficiary Profile Cost
Number of beneficiaries Number of employees % of total within salary bands
Total Cost (R’000) Average cost per employee
Lower skilled (Levels 1-2) 1 0 0 2 2,000
Skilled (Levels 3-5) 43 87 49.4 146 3,395
Highly skilled production (Levels 6-8) 359 508 70.7 1,836 5,114
Highly skilled supervision (Levels 9-12) 112 155 72.3 1,345 12,009
Contract (Levels 3-5) 0 3 0 0 0
Contract (Levels 9-12) 0 1 0 0 0
Periodical Remuneration 0 9 0 0 0
Abnormal Appointment 0 481 0 0 0
TOTAL 515 1244 41.4 3329 6464
TABLE 7 – Performance Rewards
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TABLE 7.3 – Performance Rewards by critical occupations, 1 April 2010 to 31 March 2011
Critical Occupations Beneficiary Profile Cost
Number of beneficiaries Number of employees
% of total within occupation
Total Cost (R’000)
Average cost per employee
Administrative related, Permanent 73 113 64.6 761 10,425
Cleaners in offices workshops hospitals etc., Permanent 12 12 100 31 2,583
Client inform clerks(switchb recept inform clerks) 2 3 66.7 6 3,000
Communication and information related 0 4 0 0 0
Finance and economics related 2 3 66.7 34 17,000
Financial and related professionals 7 7 100 65 9,286
Financial clerks and credit controllers 6 7 85.7 55 9,167
General legal administration & rel. professionals 1 1 100 10 10,000
Head of department/chief executive officer 0 1 0 0 0
Human resources & organisat developm & relate prof 3 4 75 49 16,333
Human resources clerks 2 4 50 9 4,500
Human resources related 1 3 33.3 8 8,000
Information technology related 16 19 84.2 128 8,000
Legal related 1 1 100 20 20,000
Library mail and related clerks 5 6 83.3 22 4,400
Messengers porters and deliverers 2 4 50 7 3,500
Motor vehicle drivers 1 1 100 4 4,000
Other administrat & related clerks and organisers 164 276 59.4 800 4,878
Other administrative policy and related officers 31 33 93.9 195 6,290
Other occupations 175 238 73.5 1,122 6,411
Rank: Unknown 0 1 0 0 0
Secretaries & other keyboard operating clerks 11 21 52.4 44 4,000
Security guards 0 1 0 0 0
Senior managers 4 13 30.8 100 25,000
Youth workers 0 1 0 0 0
TOTAL 519 777 66.8 3470 6686
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 8.1 – Foreign Workers, 1 April 2010 to 31 March 2011, by salary band
1 April 2010 31 March 2011 Change
Number % of total Number % of total Number % change
Lower skilled (Levels 1-2) 0 0 0 0 0 0
Skilled (Levels 3-5) 0 0 0 0 0 0
Highly skilled production (Levels 6-8) 0 0 0 0 0 0
Highly skilled supervision (Levels 9-12) 0 0 0 0 0
Abnormal appointment 0 0 0 0 0 0
Total 2 0 0 0 0 0
8 – Foreign Workers
TABLE 8.2 – Foreign Worker, 1 April 2010 to 31 March 2011, by major occupation
1 April 2010 31 March 2011 Change
Number % of total Number % of total Number % change
Other occupations 0 0 0 0 0 0
Other occupations 0 0 0 0 0 0
Professionals and Managers 0 0 0 0 0 0
Total 0 0 0 0 0 0
TABLE 9.1 – Sick leave, 1 January 2010 to 31 December 2010
Salary Band Total days % days with medical certification
Number of Employees using sick leave
% of total employees using sick leave
Average days per employee
Estimated Cost (R’000)
Skilled (Levels 3-5) 287 97.2 36 18.6 8 83
Highly skilled production (Levels 6-8) 821 97.3 86 44.3 10 399
Highly skilled supervision (Levels 9-12) 341 93.3 61 31.4 6 372
Senior management (Levels 13-16) 46 89.1 10 5.2 5 115
Contract (Levels 13-16) 3 0 1 0.5 3 8
TOTAL 1498 95.9 194 100 8 977
Skilled (Levels 3-5) 287 97.2 36 18.6 8 83
Highly skilled production (Levels 6-8) 821 97.3 86 44.3 10 399
9 - Leave utilisation for the period 1 January 2010 to 31 December 2010
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TABLE 9.2 – Disability leave (temporary and permanent), 1 January 2010 to 31 December 2010
Salary Band Total days taken % days with medical certification
Number of Employees using disability leave
% of total employees using disability leave
Average days per employee
Estimated Cost (R’000)
Lower skilled (Levels 1-2) 0 0 0 0 0 0
Skilled (Levels 3-5) 0 0 0 0 0 0
Highly skilled production (Levels 6-8) 0 0 0 0 0 0
Highly skilled supervision (Levels 9-12) 0 0 0 0 0 0
Total 0 0 0 0 0 0
TABLE 9.3 – Annual Leave, 1 January 2010 to 31 December 2010
Salary Bands Total days taken Average per employee
Lower skilled (Levels 1-2) 24 12
Skilled (Levels 3-5) 1692 21
Highly skilled production (Levels 6-8) 7399 19
Highly skilled supervision (Levels 9-12) 2651 18
Senior management (Levels 13-16) 242 15
Contract (Levels 3-5) 1 1
Contract (Levels 9-12) 3 3
Contract (Levels 13-16) 12 12
TABLE 9.4 – Capped leave, 1 January 2010 to 31 December 2010
Salary Bands Total days of capped leave taken Average number of days taken per employee Average capped leave per employee as at 31 December 2009
Skilled (Levels 3-5) 26 7 65
Highly skilled production (Levels 6-8) 3 3 94
Highly skilled supervision (Levels 9-12) 4 2 74
TOTAL 33 5 76
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TABLE 9.5 – Leave payouts for the period 1 April 2010 to 31 December 2010
REASON Total Amount (R’000) Number of Employees Average payment per employee
Leave payout for 2010/11 due to non-utilisation of leave for the previous cycle 27 1 27000
Capped leave payouts on termination of service for 2010/11 267 39 6846
Current leave payout on termination of service for 2010/11 18 2 9000
TOTAL 312 42 7429
TABLE 10.1 – Steps taken to reduce the risk of occupational exposure
Units/categories of employees identified to be at high risk of contracting HIV & related diseases (if any)
Key steps taken to reduce the risk
CDW unit Department of Health agreed to have training sessions with this unit for preventative measures.
Youth employees (Peer pressure and inability to exercise self control) Awareness workshops and departmental events
TABLE 10.2 – Details of Health Promotion and HIV/AIDS Programmes (tick the applicable boxes and provide the required information)
Question Yes No Details, if yes
1. Has the department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regula-tions, 2001? If so, provide her/his name and position.
X
2. Does the department have a dedicated unit or has it designated specific staff members to promote the health and well being of your employees? If so, indicate the number of employees who are involved in this task and the an-nual budget that is available for this purpose.
X 03
3. Has the department introduced an Employee Assistance or Health Promo-tion Programme for your employees? If so, indicate the key elements/services of this Programme.
X The programme is implemented according to the pillars of the Employee Health and Wellness
10- HIV/AIDS and Health Promotion Programmes
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
4. Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent
X Ms Zanele SibiyaMs Nhlanhla ZuluMs Bheki SimelaneMs Ntokozo NdubaziMs Philadelphia NgwenyaMs N.L MlimiMr WelcomeThembaMr Musa MbetheMs Lindi ShongweMs Linda MahlanguMs Daphney SitholeMs Zinhle ShabalalaMs Rachel MaputuMr Sabelo ZuluMs Sakhile LekhuleniMr Isaiah ChiloaneMs Lindiwe KhozaMs K .LeteleMs Phumzile NyoniMr Frank KhumaloMr Kgomotso Manzini
5. Has the department reviewed its employment policies and practices to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed.
X
6. Has the department introduced measures to protect HIV-positive employ-ees or those perceived to be HIV-positive from discrimination? If so, list the key elements of these measures.
X The Department has just completed a re-viewed policy on HIV and AIDS and TB management which covers issues around discrimination.
7. Does the department encourage its employees to undergo Voluntary Coun-seling and Testing? If so, list the results that you have you achieved.
X According to the result of VCT conducted at the Provincial office, 02 females tested posi-tive and KwaMhlanga 01 female. Only one disclosed.
8. Has the department developed measures/indicators to monitor & evalu-ate the impact of its health promotion programme? If so, list these measures/indicators.
X Questionnaire has been develop to measure the impact of the Programme.
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
TABLE 11.1 – Collective agreements, 1 April 2010 to 31 March 2011
Subject Matter Date
N/A N/A
TABLE 11.2 – Misconduct and disciplinary hearings finalised, 1 April 2010 to 31 March 2011
Outcomes of disciplinary hearings Number % of total
Correctional counselling 0 0
Verbal warning 0 0
Written warning 2 0.1
Final written warning 3 0.2
Suspended without pay 3 0.2
Fine 0 0
Demotion 0 0
Dismissal 0 0
Not guilty 2 0.1
Case withdrawn 3 0.2
Total 13 1.01
If there were no disciplinary hearings, then use the following table
Disciplinary hearings – 2010/ 11 None
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TABLE 11.3 – Types of misconduct addressed at disciplinary hearings
Type of misconduct Number % of total
Absenteeism 3 0.2
Total 3 0.2
TABLE 11.4 – Grievances lodged for the period 1 April 2010 to 31 March 2011
Number % of Total
Number of grievances resolved 4 0.33
Number of grievances not resolved 8 0.66
Total number of grievances lodged 12 0.99
TABLE 11.5 – Disputes lodged with Councils for the period 1 April 2010 to 31 March 2011
Number % of Total
Number of disputes upheld 0 0
Number of disputes dismissed 0 0
Total number of disputes lodged 0 0
TABLE 11.6 – Strike actions for the period 1 April 2010 to 31 March 2011
Total number of person working days lost 0
Total cost (R’000) of working days lost R0.00
Amount (R’000) recovered as a result of no work no pay R0.00
TABLE 11.7 – Precautionary suspensions for the period 1 April 2010 to 31 March 2011
Number of people suspended 2
Number of people whose suspension exceeded 30 days 2
Average number of days suspended 54
Cost (R’000) of suspensions R92 540.09
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12.1 Training needs identified 1 April 2010 to 31 March 2011
Occupational Categories Gender Number of employees
as at 1 April 2010
Training needs identified at start of reporting period
Learnerships Skills Programmes & other short courses
Other forms of training Total
Legislator, senior officials and managers, Permanent
Female 2 0 0 0 0
Male 64 0 0 0 0
Clerks, Permanent Female 169 0 24 0 24
Male 231 0 35 0 35
Elementary occupations, Permanent
Female 143 0 150 0 0
Male 143 0 75 0 0
Professional, Permanent Female 0 0 150 0 150
Male 0 0 75 0 75
Other, Permanent Female 20 0 20 0 20
Male 18 0 15 0 15
Female 174 0 0 0 0
Male 332 0 0 0 0
Traditional Leaders Female 508 0 194 0 194
Male 770 0 125 0 125
Total 1278 0 319 0 319
12 - Skills development
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12.2 Training provided 1 April 2010 to 31 March 2011
Occupational Categories Gender Number of employees
as at 1 April 2010
Training needs identified at start of reporting period
Learnerships Skills Programmes & other short courses
Other forms of training Total
Legislator, senior officials and managers, Permanent
Female 2 0 14 0 14
Male 64 0 15 0 15
Clerks, Permanent Female 169 0 0 0 0
Male 231 0 0 0 0
Elementary occupations, Permanent
Female 143 0 0 0 0
Male 143 0 0 0 0
Professional, Permanent Female 0 0 37 0 37
Male 0 0 22 0 22
Other, Permanent Female 20 0 11 0 11
Male 18 0 4 0 4
Female 174 0 0 0 0
Male 332 0 0 0 0
Traditional Leaders Female 0 0 0 0 0
Male 0 0 0 0 0
Female 488 0 62 0 62
Male 748 0 41 0 41
Total 1278 0 103 0 103
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Department of Co-operative Governance and Traditional Affairs Annual Report 2010-2011
Utilisation of consultants
Table 14.1 – Report on consultant appointments using appropriated funds
Project TitleTotal number of consultants that
worked on the project
Duration:
Work days
Contract value in
Rand
Rapid Response Unit 2 R24 000 000
Risk assessment and valuation of internal controls 1 R464 000 000
MIG impact assessment 3
Capacity building 3
Total number of projects Total individual consultants
Total duration:
Work days Total contract value in Rand
Table 14.2 – Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals (HDIs)
Project TitlePercentage ownership by HDI groups Percentage management by HDI groups
Number of Consultants from HDI groups that work on the project
Rapid Response Unit 100 % 100% 10
TABLE 13.1 – Injury on duty, 1 April 2010 to 31 March 2011
Nature of injury on duty Number % of total
Required basic medical attention only 2 100
Temporary Total Disablement 0 0
Permanent Disablement 0 0
Fatal 0 0
Total 2 100
13 – Injury on duty
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