PRESENTATION TO THE PORTFOLIO COMMITTEE 08 JULY 2014 ANNUAL PERFORMANCE PLANS 2013/14 AND 2014/15.

PRESENTATION TO THE

PORTFOLIO COMMITTEE

08 JULY 2014

ANNUAL PERFORMANCE PLANS 2013/14 AND 2014/15

OUTLINE OF PRESENTATION1. Introduction

2.Cooperative Governance

3.National and Provincial Interface

4.National, Provincial & Local Government

5.Local Government Mandate

6.Local Government Context

7.Traditional Affairs Mandate

8.DCoG Performance against APP 2013/14 Predetermined Objectives

9.DTA Performance against APP 2013/14 Predetermined Objectives

10.CoGTA Financials 2013/14.

11.CoGTA Annual Performance Plans 2014/15

12.CoGTA Budget 2014/15

1.

2

INTRODUCTION

The COGTA Ministry comprises the Department of Cooperative Governance and the Department of Traditional Affairs

Key elements and Constitutional foundations of CoGTA’s mandate: • System of Cooperative Government (Chapter 3 of

the Constitution);• Provinces (Chapter 6 of the Constitution);• Local Government (Chapter 7 of the Constitution); &• Traditional Leaders (Chapter 12 of the Constitution)

3

INTRODUCTION (cont..) System of Cooperative Governance

• Chapter 3 {section 40 (1)} of the Constitution constitutes government as National, Provincial and Local spheres, which are distinctive, inter-dependent and interrelated;

• Distinctiveness: Each sphere exists in its own right, is the final decision maker on a defined range of functions and is accountable to its legislature for those decisions. It does not mean that spheres are constitutionally equal, enjoy the same powers, or are autonomous;

• Interrelatedness: Provinces and municipalities exercise their distinctiveness within set regulatory and oversight frameworks. The regulatory frameworks retain the monitoring of compliance, if needs be, intervene when constitutional obligations are not fulfilled;

• Interdependence: All spheres must exercise their powers for the common good of the country as a whole by cooperating with each other. In this sense, the spheres are interdependent, with a duty to collaborate and coordinate their actions on the basis of an integrated development plan.

4

INTRODUCTION (cont..)• Collaboration between and among national

departments, provincial departments and municipalities is crucial:

• Section 40 (2) enjoins all spheres of government to observe and adhere to the principles of cooperative government and intergovernmental relations set out in section 41;

• Chapter 7 [section 151(1)] provides for the establishment of municipalities for the whole of the territory of the Republic;

• Section 154 (1) of the Constitution obliges National and Provincial government to support and strengthen capacity of municipalities to manage their own affairs, to exercise their powers and perform their functions”.

5

INTRODUCTION (cont..)Local government at coalface – at the service of

citizens• The Constitution defines the Republic of South Africa as one,

sovereign, democratic state founded on, among others, the following values:

o Human dignity, the achievement of equality and the advancement of human rights and fundamental freedoms;

• The Constitution contains a Bill of Rights which reaffirms the democratic values of human dignity, equality and freedom;

• The Bill of Rights provides everyone with, among others, the right to human dignity and an environment that is not harmful to their health and wellbeing, and access to water and adequate housing.

• The Constitution enjoins the State to respect, protect and fulfil the rights in the Bill of Rights.

6

INTRODUCTION (cont..)

“ As freedom loving people, we want to see our country prosper and provide basic services to all. For

our freedom can never be complete or democracy stable unless the basic needs are met. We have seen the stability that development brings. And in turn, we know that peace is the most powerful weapon that

any community or nation can have”.

Nelson Mandela -

16 April 1999 on occasion of receiving the Freedom of Durban.

7

COOPERATIVE GOVERNANCE

In the context of Chapter 3 of the Constitution on Cooperative government, Section 41(2) provides for an Act of Parliament - The IGR Act which provides a framework for national government, provincial governments and local governments, and all organs of state within these governments to facilitate coordination in the implementation of policies and legislation including:• coherent government;• effective provision of services;• monitoring and implementation of policies and

legislation; and• realisation of national priorities.

• The Act also provides for mechanisms and procedures to facilitate the settlements of intergovernmental disputes.

8

NATIONAL & PROVINCIAL INTERFACE Schedule 4 of the Constitution provides for functional areas of

concurrent national and provincial legislative competence, whereas schedule 5 provides for functional areas of exclusive provincial legislative competence

Schedule 4 (b) and 5 (b) sets out functional areas that are the responsibility of municipalities

Section 44(2) provides for intervention by Parliament, by passing legislation with regard to a matter falling within a functional area listed in schedule 5, when it is necessary, among others, to establish minimum standards required for the rendering of services, to prevent unreasonable action taken by a province which is prejudicial to the interests of another province or to the country as a whole, and to maintain national security.

Section 100 provides for intervention in a province by the national executive when a province cannot fulfill an executive obligation by taking any appropriate steps to ensure fulfillment of that obligation.

9

NATIONAL, PROVINCIAL & LOCAL GOVERNMENT • Section 155(7) provides for the legislative and executive authority

of national government and provincial government to ensure effective performance by municipalities in respect of matters listed in schedules 4b and 5b of the Constitution.

• Section 155 (6) enjoins each provincial government to establish various categories of municipalities and enjoins each provincial government to provide, by legislative or other measures provide for the monitoring and the support of local government in the province and promote the development of local government capacity to enable municipalities to perform their functions and manage their own affairs.

• Section 139 provides for intervention by the relevant provincial executive if a municipality cannot or does not fulfil an executive obligation in terms of the Constitution or legislation, subject to subsequent approval by the Minister responsible for local government.

10

LOCAL GOVERNMENT MANDATE • Towards the realisation of the rights set out in the Bill of

Rights, Section 152 of the Constitution describes the objects of an ideal municipality as being to:

• Provide democratic and accountable government for local communities

• Be responsive to the needs of the local community• Ensure the provision of services to communities in a

sustainable manner• Promote social and economic development• Promote a safe and healthy environment• Encourage the involvement of communities and community

organisations in matters of local government• Facilitate a culture of public service and accountability among

its staff.11

LOCAL GOVERNMENT CONTEXT In the 14 years of its existence, the structure and system of local

government has been set on a firm foundation, and have remained resilient in many instances.

Our government has a good understanding of the challenges facing local government and the country as a whole, which include: • Persistent apartheid spatial patterns. • The rapid rate of urbanisation and its impact on development

in both urban and rural areas.• The impact of the global economic downturn on the domestic

economy and household income; and the consequence thereof on the revenue of municipalities.

• A “One size fits all” approach to municipalities has to be replaced by differentiation in terms of support, financing and monitoring.

12

LOCAL GOVERNMENT CONTEXT (cont…)

Local government has undergone tremendous evolution from about 1100 fragmented and racially based local authorities/structures prior to 1994 to 283 new municipalities (and currently 278)

The fundamental question is:

“How do we implement the National Development Priorities of the country in a three Sphere System of Government, where Local Government is the only site of delivery”?

13

TRADITIONAL AFFAIRS MANDATE

The Department’s mandate is derived from the Section 211 and 212 of the Constitution which stipulates that:

o The institution, status and role of traditional leadership, according to customary law, are recognized, subject to the Constitution;

o “national legislation may provide for a role for traditional leadership as an institution at local level on matters affecting local communities.

Chapter 30 of the Constitution, on Language and Culture : “everyone has the right to use the language and participate in the cultural life of their choice, but no-one exercising these rights may do so in a manner inconsistent with any provision of the Bill of Rights.”

Section 31 on Cultural, Religious and Linguistic Communities, states that “persons belonging to a cultural, religious or linguistic community may not be denied the right, with other members of that community to enjoy their culture, practice their religion and use their language; to form; join or maintain cultural, religious and linguistic associations and other organs of civil society.”

14

TRADITIONAL AFFAIRS MANDATE (cont…)

• Traditional Leadership and Governance Framework Act, (TLGFA) 2003 (Act No.41 of 2003):

o Section 19 provides a role for traditional councils or traditional leaders in respect of arts and culture, land administration, health, agriculture, welfare, administration of justice, safety and security, tourism, disaster management, registration of births, deaths and customary marriages, economic development and education.

o Section 20 of the TLGFA also outlines the responsibilities and conditions for the Department when allocating the above mentioned roles to traditional leaders and traditional councils.

• National House of Traditional Leaders (NHTL) Act, 2009 (Act 22 of 2009).

• Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities Act (Act 19 of 2002)

15

DCoG PERFORMANCE AGAINST

APP 2013/2014

PREDETERMINED OBJECTIVES

16

2013/14 PREDETERMINED OBJECTIVES PROGRAMME: 1

Predetermined Objective(s)

Achievements

Provide effective internal financial management to CoGTA by maintaining sound internal controls and implementing the annual post audit action plan (PAAP) by 31March 2014

2012/13 audited outcome was unqualified with matters of emphasis and post audit action plan was implemented. Spent 95% of budget in the 2013/14 financial year. Fraud prevention plan developed and implemented

Provide human resource services that respond to the needs of the department by implementing the annual Human Resource Plan by 31 March 2014

Human resource management was implemented. An organisational structure was reviewed to match the mandate of the department

17

Purpose: To provide for the management, leadership and administration of the department.


Predetermined Objective(s)

Achievements

To support integrated urban development

We developed and, with Cabinet approval, published the IUDF discussion document - a conceptual framework for integrated urban development, for public comment.

18

Purpose:To provide specialized support services to the department in the areas of research and knowledge management, policy formulation, monitoring and evaluation and information, communication and business technologies


Predetermined Objective (s)

Achievements

Strengthen the functionality of ward committees and enhance community participation

Against a target of 2000, we increased the development and implementation of ward level operational plans in 2059 municipal wards of the 4277;

Implement initiatives to improve financial management expenditure and revenue enhancement

Against the target of 30, we assessed the credit control and debt collection policies of 30 municipalities, identified and communicated to relevant municipalities policy gaps requiring corrective action;

Against the target of 120 municipalities we supported 128 municipalities to implement the infrastructure projects funded through MIG;

Against the target of 30, we assessed the rating practices of 30 identified municipalities and monitored their compliance with their rating practices on Regulations on rate ratios promulgated under the Municipal Property Rates Act.

19

Purpose:To improve vertical and horizontal coordination and alignment between the three spheres of government



Achievements

Facilitate the implementation of policy and legislation to strengthen cooperative governance across the three spheres

We developed and submitted the Intergovernmental Support, Monitoring and Interventions (IMSI) Bill to the Ministerial Cluster. The Bill will be processed through the parliamentary processes in 2014/15.

20

Purpose:To improve vertical and horizontal coordination and alignment between the three spheres of government



Achievements

Improve the system of disaster management and fire services across the 3 spheres

Developed the Disaster Management Amendment Bill, completed the consultation processes directed by Cabinet and submitted the Bill to Cabinet for processing;

In implementing the existing legislation, we declared disasters in the following provinces, namely, KwaZulu-Natal, North West, Northern Cape, Limpopo and Western Cape, affected by floods and drought and supported them with securing funds for immediate disaster relief.

The Post Disaster Recovery and Rehabilitation funds application will be submitted during the August 2014 budget adjustment process.

21

Purpose: To promote an integrated and coordinated system of Disaster Risk Management with special emphasis on prevention, mitigation and preparedness

Programme 4: National Disaster Management Center

22

Province Hazard Disaster Grants‘000

Expenditure

North West Drought 43 630 43 630 excluding water infrastructure of R8.5M

Northern Cape Drought 50 000 0

Western Cape Floods 48 928 0

KwaZulu-Natal Floods 32 423 26 474

Limpopo Floods 87 661 65 202



Achievements

Improved performance and professionalism of municipalities and enhance national and provincial oversight on implementation of local government legislation

We have finalised the Regulations governing the appointment and the appointment criteria of Municipal Managers and managers directly accountable to municipal managers have been finalized and were promulgated.

We created a data base of municipal staff members dismissed for misconduct or resigned prior to the finalisation of disciplinary proceedings in all nine 9 provinces. The figure at the end of the financial year stood at 36 officials.

23

Purpose: To provide oversight, support programmes and evidence based regulatory mechanism for provincial and municipal government



Achievements

Differentiated approach to municipal planning

9 provincial workshops and 23 district workshops were conducted to improve development planning capacity in municipalities outside metros and secondary cities. The result of these workshops was that municipal officials have an improved understanding of Development Planning processes.

24

Purpose: To provide oversight, support programmes and evidence based regulatory mechanism for provincial and municipal government


Predetermined Objectives Achievements

To ensure the provision and maintenance of 332 500 work opportunities at the end of 2015/16. For 2013/14 the target is 171 500 work opportunities.

Against the target of 171 500, we created and maintained 205 494 work opportunities through the CWP

Promote economic development within local government by supporting 25 municipalities to implement economic development programmes

We reviewed the National Framework for LED to create a basis for the development and implementation of comprehensive LED strategy in 2014/15. 25 municipalities were supported to implement economic development programmes.

To provide technical support to selected municipalities in accordance with their identified needs.

Supported three (3) municipalities with the development of integrated waste management plans. MISA has been supporting more than 18 identified municipalities with acceleration of Grant Funded Projects (MIG, MWIG and RBIG) in areas of Water & Sanitation, Roads and Storm Water, Electricity, Solid Waste, Housing, Planning, Community projects.

25

Purpose: To support and exercise oversight over provincial and local government programmes and systems to promote economic and infrastructure development and evidence based regulatory mechanism for provincial and municipal government



Achievements

Support targeted municipalities to enable them to reduce their infrastructure and service backlogs.

Chief Albert Luthuli LM, Alfred Nzo DM and Amathole DM supported to address water quality. Vhembe District Municipality was supported with the deployment of 54 artisans that focus on water process controllers, waste process controllers and artisans to undertake operations and maintenance of water and sanitation infrastructure. MISA appointed by the Department of Human Settlements as an implementing agent for the Bucket Eradication Programme in the Northern Cape. To date, out of a total of 5500 buckets planned for eradication, 1200 have been eradicated.

Deployment of technical experts to support municipalities in infrastructure provision.

MISA currently has 61 technical (engineering and planning) professionals deployed to support a total of 121 municipalities throughout the country.26

Purpose:To support and exercise oversight over provincial and local government programmes and systems to promote economic and infrastructure development and evidence based regulatory mechanism for provincial and municipal government

DCoG CHALLENGES: APP 2013/14 During 2013/14, the Department experienced a number of challenges, which include: •Despite our efforts at monitoring and supporting municipalities to fill critical posts with suitably qualified and competent persons, some municipalities have continued to fill such posts without due regard to the regulations on minimum competency requirements. The Systems Act requires the MEC to take appropriate steps to enforce compliance which may include an application to court for a declaratory order on the validity of the appointment. If the MEC fails to do this the Minister may taken the same steps. • The intermittent departmental restructuring processes have resulted in

the loss of critical skills and the shrinking of the staff establishment, thereby rendering the department unable to deliver on its mandate. We are engaging with the DPSA and the NT to review DCoG’s organisational structure and the financial requirements to address the above.

• Limited human and financial resources to develop and maintain systems and processes necessary for the enhancement of COGTA’s ability to fulfill its role as a champion of cooperative governance.

27

28

Summary of planned projects per Programme for the FY 2013/14

Branch AchievedPartially Achieved

Not AchievedTotal

number of projects

% Achievement

Administration 9 5 1 15 60%

PRKM 3 - - 3 100%

GIGR 5 3 - 8 63%

NDMC 5 - - 5 100%

PMGS 14 - - 14 100%

CWP 3 - - 3 100%

IED 2 2 - 4 50%

Total 41 10 1 52 79%% Achievement 79% 19% 2%

FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/1447% (of 117 projects) 45% (of 84) 70% (of 70) 79% (of 52)

Annual Performance Trends: 2010/11 to 2013/14

CONCLUSION : 2013/14

29

• The process of finalising the Annual Report is underway, the Draft Annual Report 2013/14 is with the Auditor-General for verification.

• Projects that were partially achieved or not achieved have been included in the Annual Performance Plan and/or Operational Plans for the 2014/15 Financial Year.

• The challenges identified in the previous financial year will be addressed as part of implementation of the 2014/15 APP.

DTA PERFORMANCE AGAINST

APP 2013/14

PREDETERMINED OBJECTIVES

30

PRE-DETERMINED OBJECTIVES FOR 2013/14

• Development and implementation of Traditional Leadership outreach programme

• Implementation of the findings of assessment report on state of

governance of structures of traditional leadership.

• Profiling of Traditional Councils

• Provision of support to provinces in respect of the reconstitution of traditional councils.

• Research conducted on the status of community authorities and Independent headmen/ headwomen.

• 360 traditional leadership claims and dispute cases finalized.

• Identification of cultural tourist attraction sites within traditional, Khoi and San communities

31

PRE-DETERMINED OBJECTIVES FOR 2013/14 (Cont…)

• Engagement with Interfaith sector on DTA programmes

• Information on protocols for senior traditional leaders gathered• Partnership Framework implemented in 8 provinces

• Implementation of the Capacity Building Implementation Plan

• Gather information on landless traditional leaders

• Coordination of summits, roundtable discussion, cultural events and celebrations to promote heritage and social cohesion

• Development and implementation of the Corporate Governance Framework

• DTA Service Delivery Improvement Plan and Service Charter developed and implemented

32

2013/14 PERFORMANCE REPORT

• In 2013/14, 34 predetermined objectives, 32 (93%) achieved

and 2 (6%) partially achieved.

• Two entities (NHTL and the CTLDC ) had 6 predetermined

objectives, all 6 (100%) achieved.

• Corrective action plans developed and monitored in 2014/15.

33

Achievements per Programme

Administration 100%

Research, Policy and Administration 86%

Institutional Support and Coordination 80%

NHTLs 100%

CTLDC 100%

34

HIGHLIGHTS OF DTA PERFORMANCE FOR 2013/14

Programme 1: Administration Outreach Flagship project -Eastern Cape, Northern Cape, Free

State, Limpopo and Mpumalanga engaged on legislation and programmes of government.

Programme 2: Research, Policy and Legislation Protocol guidelines for the kingship was developed and consulted

with all the affected Kingships. Public Hearings and Consultations on Traditional Affairs Bill

concluded. Reports on the reconstitution of traditional councils in 5 provinces

developed. The CTLDC finalised 360 dispute cases for the year under review as

planned. CTLDC processed 700 cases from 2011/12 financial year out of

1244.

35

HIGHLIGHTS OF DTA PERFORMANCE FOR 2013/14

• Status Quo Reports on Community Authorities in Limpopo, North West and Kwa-Zulu Natal completed.

• Status Quo Reports on Landless Traditional Leaders in Mpumalanga, Free State and Kwa-Zulu Natal completed.

36

DTA CHALLENGES AND REMEDIAL ACTION

Challenges Remedial Action

Non compliance with the Traditional Leadership and Governance Framework Act, 2003 as amended, on reconstitution of traditional councils (Limpopo, MP & EC).

DTA has started intervening on failure to comply by providing technical support starting with Limpopo and will continue to support the remaining two provinces

De-establishment of community authorities in some provinces.

DTA conducted some research and compiled a report with recommendations which will be considered and implemented during 2014/15

Proliferation of headmanship across the country.

DTA conducted research and compiled a report which will inform the national norms and standards.

37

PORTFOLIO COMMITTEE RECOMMENDATIONS AND RESPONSES

COMMITTEE RECOMMENDATIONS DTA RESPONSESThe Committee recommended that the Department finalize its consultation with the National Treasury on its autonomy.

Consultation with Treasury was finalized.

The Committee recommended that the processing of the Traditional Affairs Bill to Cabinet and Parliament be fast-tracked.

• On 27 August 2013, the Bill was considered and supported by the Governance and Administration Cabinet Committee.

• On 4 September 2013, the Bill was

approved by Cabinet for publication and public comments.

• The next steps will be resubmission to Cabinet after consolidation of inputs received and then tabling in Parliament.

38

CoGTA FINANCIALS 2013/14

39

EXPENDITURE HIGHLIGHTS AS AT 31 MARCH 2014

40

COGTA Unaudited Actual Expenditure for 2013/14

Programme Final Adjusted Budget

Expenditure as at 31 March 2014

Available Budget at the end of March

2014

Expenditure as % of final

appropriation

R'000 R'000 R'000

1. Administration 211 880 211 498 382 100%

2. Policy, Research & Knowledge Management 52 183 51 453 730 99%

3. Governance & Intergovernmental Relation 40 725 499 39 080 214 1 645 285 96%

4. National Disaster Management Centre 694 439 423 859 270 580 65%

5. Provincial & Municipal Government Systems 291 872 291 872 - 100%

6. Infrastructure & Economic Development 14 377 766 14 247 472 130 494 99%

6.1 Community Works Programme 1 731 326 1 721 707 9 619 100%

6.2 Municipal Infrastructure Support Agency 262 040 261 795 245 100%

7. Department of Traditional Affairs 111 702 111 702 - 100%

Grand Total 58 458 907 56 401 572 2 057 335 97%

EXPENDITURE HIGHLIGHTS AS AT 31 MARCH 2014 (Economic Classification)

41

Departmental Economic Classification exclude Transfers

Final Adjustment

Budget

Actual Expenditure as

at 31 March 2014

Available Budget 2014

Expenditure as % of final

appropriation

COGTA R'000 R'000 R'000

Compensation of employees 301 683 291 455 10 228 100.0%Department of Cooperative Governance 204 844 202 705 2 139 99.3%

Community Works Program 32 828 24 113 8 715 73.5%

Municipal Infrastructure Support Agent 21 089 21 715 -626 103.0%

Department of Traditional Affairs 42 922 42 922 - 100.0%Goods & Services 2 164 461 2 154 142 10 319 99.5%Department of Cooperative Governance 190 987 190 605 382 99.9%

Community Works Program 1 696 498 1 696 494 4 99.9%

Municipal Infrastructure Support Agent 240 951 231 018 9 933 95.8%Department of Traditional Affairs 36 025 36 025 - 100.0%Transfers & Subsidies 55 976 952 54 171 564 2 046 339 96.8%

Payment for Capital Assets 15 011 15 011 - 100.0%Department of Cooperative Governance 14 759 - 100.0%

Department of Traditional Affairs 252 252 - 100.0%

Payment for Financial Assets 800 418 382 52.3%

Grand Total 58 458 907 56 632 590 2 067 268 96.9%

EXPENDITURE HIGHLIGHTS AS AT 31 MARCH 2014 (Cont.)

42

Programme Final Adjusted Budget

Unaudited Expenditure as

at 31 March 2014

Available Budget 2014

Expenditure as % of final appropriation

R'000 R'000 R'000

Transfers & Subsidies 56 238 992 54 193 279 2 045 713 96.36%South African Local Government Association

25 999 25 999 - 100.00%

Municipal Demarcation Board 42 152 42 152 - 100.00%South African Cities Network 11 786 11 765 21 99.80%United Cities & Local Government of Africa

5 331 2 123 3 208 39.80%

Local Government Equitable Share 40 595 010 38 964 252 1 630 758 96.00%Households (Ex gratia ex-councillors) 15 000 3 859 11 141 25.70%Transfers & Subsidies (Disaster Relief) 652 940 382 684 270 256 58.60%Transfers & Subsidies (MSIG) 240 307 240 307 - 100.00%Transfers & Subsidies (MIG) 14 354 531 14 224 447 130 084 99.10%Commission for the Promotion and Protection of the Right of Cultural, Religious and Linguistic Communities

32 503 32 503 0 100.00%

Municipal Infrastructure Support Agency 262 040 261 795 245 100.00%Households (Staff gratuities) 1 393 1 393 0 100.00%

EXPENDITURE HIGHLIGHTS AS AT 31 MARCH 2014 (Cont…)

TRANSFERS AND SUBSIDIES:

R’000Adjusted Budget for 2013/14 FY: R 56 238 992

Unaudited expenditure (31 March): R 54 193 279

Variance R 2 045 713 (96.4 per cent)

Transfers and subsidies demonstrated a 96.3 per cent transfer rate at 31 March 2014.

The main reasons for the deviation are the uncertainty of disaster events, rejections of transfers due to changes in bank accounts, delays in the confirmation of ex-councillors, withholding of Municipal Infrastructure Grants and the offsetting of Local Government Equitable Share funds due to non compliance with the Division of Revenue Act, requirements.

43

CoGTA

ANNUAL PERFORMANCE PLANS 2014/15

44

CONTEXT 2014/2019

The period ahead is informed by certain developments over past year

These include:The National Development Plan which provides the

basis for government planningThe Medium Term Strategic Framework which is

government’s 5 year planThe State of the Nation Address which indicated

concrete actions to be taken in various municipalitiesThe current state of municipalities and the challenges

they face

45

NATIONAL DEVELOPMENT PLAN

The NDP proposes measures to move intergovernmental relations forward:Improve clarity in a differentiated system;Regionalisation as a response to capacity

constraints;A more coherent set of powers for

metropolitan municipalities;A more focused role for provinces; andA proactive approach to identifying and

resolving problems.

46

NATIONAL DEVELOPMENT PLAN

• The NDP recognises the importance of • a responsive, accountable and efficient local

government system, as a building block towards the realisation of a capable and developmental state.

• a differentiated approach to financing, planning and support to local government as a necessary intervention to enable it to attain its developmental goals.

• social cohesion, the role of traditional affairs and traditional leadership in governance, administration of justice, socio-economic and cultural development.

47

MTSF 2014-2019 The Medium Term Strategic Framework (MTSF) outlines work that will

be done to implement the NDP over a five year period: The key elements of the MTSF are:

The sub-outcomes spread across the different chapters of the National Development Plan that are particularly important towards improving local government performance, ensuring quality service delivery and ultimately putting the local government sector on a positive path to achieving the vision are as follows:Members of society have sustainable and reliable access to basic

services. Intergovernmental and democratic governance arrangements for a

functional system of cooperative governance strengthened. Sound financial and administrative management.Promotion of social and economic development.Local public employment programmes expanded through the

Community Work Programme (CWP).

48

KEY ELEMENTS OF SONA

Key directives from the State of the Nation Address June 2014• Government will revitalise local government through

a plan of action to provide support to several municipalities

• Infrastructure development (Municipalities to provide and maintain adequate core set of basic services)

• Job creation (CWP to provide 1 million work opportunities by 2019)

• Addressing corruption and fraud• Managing urban development

49

THE KEY THEMATIC AREAS ORGANISING DCoG’s ANNUAL PERFORMANCE PLAN

Back to basics on service deliveryIntervene and act on critical failuresProfessionalise local governmentPromote good governanceFurther development of institutional structures

and systemsGovernment wide collaboration and alignmentEnabling economic development and job

creation.

43

Predetermined Objectives:•Improve information reliability and availability to support the strategic goals of the Department. •Roll-out and monitor the implementation of the local government performance Management System• Develop and implement an integrated monitoring and evaluation system for provincial departments of local government and municipalities

Programme1: AdministrationPurpose: To provide for the management, leadership and administration of the department

Development of

institutional structures and

systems

Design a Monitoring

and Reporting System for

Local Government

Support 5 Provinces with the

implementation of PMS

in LG

Manage information relevant to

CoGTA & consolidate

it into a single

database

Finalise Local

Government indicators

51

Predetermined Objectives:• Promote Competitive, Inclusive and Sustainable Local Economies•Review and develop policy and assess impact of internal legislation and sector legislation on Provincial and Local Government legislation on Provincial and Local Government• Enhance the regulatory, institutional and support framework for LG across provinces and municipalities

Programme 2: Policy, Research and Knowledge managementPurpose: Manage, facilitate and coordinate intergovernmental relations and development planning support across government

Government wide collaboration and

alignmentPromote good governance

Economic dev & job creation

Intervene and act on

critical failures.

Conduct research on identified strategic areas

Produce a report on the assessment of National

and Provincial

IGR structures

Produce a report on the

impact of S139

interventions

Develop an IUDF

Implementation Plan

Develop & implement National

LED Strategy

52

•Predetermined Objectives:• Implement initiatives to improve financial sustainability, revenue management and audit outcomes in Local Government•Manage the implementation of the Municipal Property Rates Act (MPRA) by implementing the regulatory framework, monitoring and supporting municipalities regarding compliance with the MPRA

Programme3: Governance and Intergovernmental RelationsPurpose: Provide for national mechanism to strengthen cooperative governance and provide oversight intervention and support programmes to provinces, municipalities and associated institutions

PrPromote Good Governance;

Back to basics;Intervene and act

on critical failures; Development of

institutional structures and

systems.

Develop, monitor and produce a report on the

implementation of a Local

Government Audit Response Plan based on the 2013/14 local

government audit outcomes

Develop by 30 June 2014 a

support programme to strengthen the functionality of

MPAC’s and implement it by 31 March 2015

Develop and implement in 20 municipalities

specific initiatives to improve

revenue management and debt collection .

Monitor & assess 30 municipalities on compliance with the MPRA

and provide guidance.

Strengthen the capacity of

municipalities to deliver sustainable infrastructure and increase access to

basic services, including provision

of free basic services to the poor

53

•Predetermined Objectives:• Strengthen the capacity of municipalities to deliver sustainable infrastructure and increase access to basic services, including provision of free basic services to the poor•Effectively manage the Municipal Infrastructure Grant (MIG) Programme

Programme3: Governance and Intergovernmental RelationsPurpose: Provide for national mechanism to strengthen cooperative governance and provide oversight intervention and support programmes to provinces, municipalities and associated institutions

Back to basics on service delivery

Support 40 municipalities on

mechanism to provide FBS

Align MIG projects and Water

Infrastructure Backlogs

Develop MIG Performance

monitoring and reporting systems

Support municipalities that

spent less than 80% of MIG in

previous financial year

54

Predetermined Objectives:• Coordination of effective fire services by enhancing the legislative framework for fire services to respond to changing conditions• Promote a culture of disaster risk reduction to build community resilience• Develop a Disaster Management and Fire Services Monitoring and Evaluation System to ensure improved disaster management and fire services coordination

Programme 4: National Disaster Management Centre Purpose: promote integrated, coordinated and multi-disciplinary disaster management and fire services

Development of institutional

structures and systems

Develop a final Draft White Paper on Fire Services

Implement a national DM

Advocacy and public awareness annual plan, and

produce a national report produced

55

Predetermined Objectives:• Strengthen the professionalization and performance of local government

Programme 5: Provincial and Municipal Government SupportPurpose: provide evidence-based regulatory mechanisms as well as oversight and support programmes for provincial and municipal government and associated institutions and to facilitate effective development planning and service delivery

Professionalize Local Government

Intervene and Act on critical Failure

Develop a capacity building

strategy and establish a Local Govt Skills Dev

Institute

Finalise the HR Regulations for

municipal staff.

Progress on concept paper and business plan to establish a LGSDI Progress on concept paper and business plan to establish a LGSDI Progress on concept paper and business plan to establish a LGSDI

Draft a Local Government Laws Amendment Bill

56

Predetermined Objectives:• Strengthen the functionality of ward committees to enhance community participation• Facilitate and coordinate alignment of various development planning instruments within and across the three spheres • Deepen participatory democracy through strengthening gender equity in local government• Strengthen Anti-corruption capabilities and promote ethical behaviour /conduct and accountability

Programme 5: Provincial and Municipal Government SupportPurpose: provide evidence-based regulatory mechanisms as well as oversight and support programmes for provincial and municipal government and associated institutions and to facilitate effective development planning and service delivery

Promote Good Governance

Develop and implement Support,

Monitoring and Intervention Plans

(SMIPs)

Develop and implement Ward

operational plans in 1777 municipal wards

Produce a report on the number of fraud,

maladministration and corruption cases

actioned

Revise Gender Policy Framework for Local

Government

Establish 9 provincial anti-corruption

technical working groups

Support 100 wards to develop ward level

database

57

Predetermined Objectives:• Effective and efficient management and administration of CWP • Provide and maintain 1 million work opportunities in all municipalities • Establish and maintain partnerships to optimize and sustain CWP outputs

Programme 6: Infrastructure DevelopmentPurpose: Promotion of social and economic development

Develop institutional

systems

Implement new CWP Institutional

arrangements regarding the delivery and management of

CWP .

Pilot CWP Monitoring Reporting and

Evaluation system in three provinces

Finalise and implement CWP Capacity Building

Framework

Fiinalise monitoring and reporting system

for CWP.

58

Predetermined Objectives:• Effective and efficient management and administration of CWP • Provide and maintain 1 million work opportunities in all municipalities •Establish and maintain partnerships to create sustainable job opportunities for CWP participants.

Programme 6: Infrastructure DevelopmentPurpose: Promotion of social and economic development

Enabling Economic

Development & Job Creation

(CWP)Develop a CWP Partnership & Stakeholder

Relations Management Framework

Sign MOUs with identified partners and stakeholders to create

sustainable job opportunities for

participants.

Establish 15 additional CWP sites (total155) to create 15 000 work

opportunities (total 187 000) in

municipalities

59

DTA 2014/15 PRE-DETERMINED OBJECTIVES

Pre-determined Objective Description

Establishment of Corporate governance

systems

• This project entails alignment and development

of policies, systems, processes and procedures

required to comply with Treasury, Public Service

Regulations and Promotion of Access to

Information Act (PAIA)

• To promote Good Governance

Performance Monitoring, Evaluation and

Information Management Policy (PMEIMP)

The DTA will establish a system to monitor and track

performance of all APP targets, and better

management of performance information

Initiation Framework refined • Research conducted to include both female and Khoi-San initiation practice as directed by Cabinet.

• Draft policy will be refined and resubmitted to Cabinet.

• Finally, national norms and standards will be developed.

60

RESEARCH, POLICY AND LEGISLATION (RPL)


Reports on implementation of the Framework for the participation of traditional leaders in municipal councils in 8 Province

• To harmonize relationship between traditional

leadership and municipal councils on service delivery

development matters.

• The Interim Framework for the participation of traditional

leaders in municipal councils has been endorsed by the

Technical MINMEC.Information on Proclamations establishing jurisdictional areas of traditional councils gathered in 5 provinces

• Approximately 829 Proclamations across provinces will

be gathered and verified over the MTEF.

4 genealogies and customary laws of succession for kingships updated and developed

• To update customary law of succession and genealogies for Kingships.

• The importance of the project is to reduce the number of claims and disputes for kingships and queenships when the incumbent passes on.

• The genealogies will be finalised within the medium term period-2015-2019

61

RESEARCH, POLICY AND LEGISLATION

Pre-determined Objectives Description

5 districts in 2 provinces empowered on Protocol Guidelines for Kingship/Queenships

• To verify and share information with all the kingships and other stakeholders on the protocols.

• It is also aimed at guiding engagements and the relationships between traditional leaders and government, academics, researchers, businesses, international community and other stakeholders.

Draft strategy for the promotion of culture and heritage within traditional affairs developed

• To develop a strategy to assist in the promotion and coordination of indigenous knowledge systems, culture and heritage.

Discussion document on Interfaith sector within traditional affairs developed and consulted upon

• Part of the Department’s mandate is to promote unity within the interfaith sector.

• To create collaboration within the different segments of the Interfaith sector

• To promotion of social cohesion and nation building.

62

INSTITUTIONAL SUPPORT AND COORDINATION


Review of the National Traditional Leadership Capacity Building Plan and implementation of Capacity Building interventions by Provinces and the DTA

• To develop a Capacity Building Implementation Plan in line with the needs of the institution of traditional leadership.

• To coordinate Capacity Building programmes in provinces including other service providers.

Information sharing sessions with all Provincial Houses of Traditional Leaders.

• To empower structures of traditional leadership on various pieces of legislation, policies, and government programmes impacting on the institution of traditional leadership.

• Promote good governance on structures of traditional leadership.

63

INSTITUTIONAL SUPPORT AND COORDINATION


Monitoring the implementation of 5 existing active partnerships and collaborate with other stakeholders for economic development in traditional communities.

• To partner with various stakeholders to promote economic development in rural communities and contribute to job creation and poverty reduction.

Annual report on participation of NHTL, PHTL, LHTL in government programmes and governance structures developed.

• To assess and strengthen the level, value addition and quality of participation of Houses of Traditional Leaders in government programmes and governance structures.

64

NATIONAL HOUSE OF TRADITIONAL LEADERS


Youth Debate using Indigenous languages as part of heritage and tradition developed

• To promote the usage of indigenous languages through the debate in two Provinces.

• Project to be rolled-out to other Provinces within the MTEF period.

Annual Report on inputs made by NHTL on government policies and legislation.

• To provide space for the institution to influence policies affecting traditional communities.

Addressing HIV and Aids challenges within traditional communities developed and implemented

• The NHTL will develop and implement a programme to assist government to address the HIV and AIDS challenges within traditional communities working in collaboration with the Department of Health and other stakeholders.

• This promotes awareness on healthy lifestyle (Back to Basics Approach)

65

NATIONAL HOUSE OF TRADITIONAL LEADERS


Traditional leaders participation in land development programs developed

• To ensure effective participation of traditional leadership in land development programmes.

• To promote socio-economic development of traditional communities.

66

Disputes and ClaimsPre-determined Objective Description

320 traditional leadership claims

and dispute cases researched

• To finalize outstanding traditional leadership disputes and

claims.

• The Commission finalized 700 cases from 2011/12 to date

out of 1244.

• To process and finalize 320 in 2014/15.

67

68

INITIATION REPORTJune and December are initiation seasonsInitiation under public scrutinyInitiates dying due to negligence, lawlessness and

commercialisation of this cultural practiceTwo provinces identified for targeted intervention: EC and

MP So far, 21 initiates have died16 of the deceased are from Eastern Cape4 from Mpumalanga1 from Western CapeThe causes of deaths range from excessive bleeding,

gangrene, dehydration to varied chronic illnesses . Government will intervene and act on failures in performing this cultural practice

69

GOVERNMENT AND CIVIL SOCIETY In Mpumalanga, Eastern Cape and Limpopo, task teams consisting of

Health, Social Development, DTA, SAPS, National and Provincial Houses, community members and parents established.

Awareness campaigns targeting the youths and parents conducted.

Monitoring teams have been established in both Mpumalanga and Eastern Cape

70

INITIATIONS : GOVERNMENT APPROACHGovernment theme for this season is Zero fatalities of initiates

supported by all stakeholders22 perpetrators arrested in Mpumalanga for deaths of initiates in

2013. Prosecution underway Contact Telephone numbers provided to the public to report illegal

schools.

Future Actions: Initiation policy will be implemented after Cabinet approval. Where Dept of Health has implemented Medical Male

Circumcision (MMC), there are no deaths. Government will enforce Medical Male Circumcision (MMC) to

save lives.The majority of traditional leaders embrace this method Registration of all initiation schools and traditional surgeons will

be compulsory

CONCLUSION

We conclude by drawing words of wisdom from Madiba when he says: “after climbing a great hill, one only finds that there are many more hills to climb”.

71

72

• The Department received R209.2 million additional over the 2014 MTEF period.

• Medium Term Expenditure Committee process raised several policy issues that need further and ongoing engagement:

o Performance information and management of the Community Work Programme

o Reporting and responsibilities of the Municipal Infrastructure Support Agency

o Prioritisation of bucket eradication within existing Municipal Infrastructure Grant (MIG) allocation

73

ADDITIONAL FUNDS ALLOCATED TO BASELINE

2014/15 2015/16 2016/17R’000 R’000 R’000

Municipal Infrastructure Support Agency (Expand infrastructure capacity) 20 000 20 000 20 000 Additional Capacity: MIG monitoring and evaluation (Reprioritised from G & S) 10 000 10 540 11 099 Community Work Programme (Expansion) - - 1 072 000 TOTAL 30 000 30 540 1 103 099

BASELINE REPRIORITISATION

2014/15 2015/16 2016/17R’000 R’000 R’000

Goods and Services (Reprioritised to MIG Monitoring & Evaluation) (10 000) (10 540) (11 099) Community Work Programme (Reprioritised to functional groups) (132 000) - - - - - TOTAL (142 000) (10 540) (11 099)

ADJUSTMENT TO CONDITIONAL GRANT

2014/15 2015/16 2016/17R’000 R’000 R’000

Municipal Disaster Recovery Grant (Additional) 37 302 21 805 - Municipal Infrastructure Grant (MIG) (Regional bulk water infrastructure project) - (350 000) (500 000) - - - TOTAL 37 302 (328 195) (500 000)

74

1. Allocations increased to R67.3 million in 2014/15, R30.5 million in 2015/16 and R1.1 billion in 2016/17 in respect of the following areas, including transfers to public entities

1.1.R59.1 million for municipal disaster recovery in Limpopo, KwaZulu-Natal and Western Cape for disasters that occurred in 2009 and 2010;

1.2.R1.1 billion in 2016/17 for expansion of the Community Work Programme;

1.3.Municipal Infrastructure Support Agency received R60 million to expand infrastructure capacity in municipalities; and

1.4.R31.6 million reprioritised towards capacity to monitor the Municipal Infrastructure Grant.

2. Budget re-prioritisations amount to R142 million in 2014/15, R338.7 million in 2015/16 and R511 million in 2016/17 in respect of the following areas:

2.1.R850 million was re-prioritised to the Municipal Infrastructure Grant to support the fast-tracking of the implementation of the regional bulk water infrastructure project through the Department of Water and Sanitation;

2.2.R132 million was re-prioritised from the Community Work Programme in 2014/15; and

2.3.R31.6 million reprioritise from goods and services towards Compensation of Employees on strengthening of the monitoring of the Municipal Infrastructure Grant.

75

2014/15 2015/16 2016/17

Revised Baseline

Revised Baseline

Revised Baseline

R’000 R’000 R’000Programmes

Administration 252 080 259 186 274 642

Policy, Research and Knowledge Management 21 079 24 335 25 814

Governance and Intergovernmental Relations 44 618 802 50 341 264 53 009 607

National Disaster Management Centre 650 808 657 113 669 263

Provincial and Municipal Government Systems 289 508 300 257 316 472

Infrastructure and Economic Development 17 268 579 17 941 704 19 832 798

Department of Traditional Affairs 111 864 116 852 123 695

Total 63 212 720 69 640 711 74 252 291

76

Economic classification 2014/15 2015/16 2016/17R’000 R’000 R’000

Compensation of employees 256 568 271 777 288 547 Cooperative Governance 220 692 235 038 249 383Community Work Programme 35 876 36 739 39 164

Goods and services 2 434 144 2 683 664 3 898 676 Cooperative Governance 212 180 214 990 227 472

Community Work Programme 2 221 964 2 468 674 3 671 204

Transfers and subsidies 60 513 311 66 676 092 70 055 405

Payments for capital assets (DCoG) 8 697 9 178 9 663

Payments for financial assets - - -

Total 63 212 720 69 640 711 74 252 291

77

2014/15 2015/16 2016/17 TOTAL R’000 R’000 R’000 R’000 % Municipal Infrastructure Grant 14 683 835 15 098 070 15 766 819 45 548 724 0 Municipal Systems Improvement Grant 252 152 261 060 274 896 788 108 0.40% Municipal Disaster Grant 363 580 376 424 396 374 1 136 378 0.58%Municipal Disaster Recovery Grant 37 302 21 805 - 59 107 0.03%Provincial Disaster Grant 197 372 204 344 215 174 616890 0.31% Local Government Equitable Share 44 490 145 50 207 698 52 868 706 147 566 549 74.81% Municipal Infrastructure Support Agency 294 162 304 013 319 368 917 543 0.47% South African Local Government Association 26 904 27 855 29 331 84 090 0.04% Municipal Demarcation Board 44 230 45 793 48 220 138 243 0.07% South African Cities Network 6 071 6 286 6 619 18 976 0.01% United Cities and Local Government in Africa 5 594 5 792 6 099 17 485 0.01% Department of Traditional Affairs (Exclusive of entities) 45 541 47 294 50 268 143 103 0.07% Commission for the Promotion and Protection of the Rights of Cultural Religious and Linguistic Communities 34 973 36 582 38 521 110 076 0.06% Commission on Traditional Disputes and Claims 12 723 13 308 14 089 40 120 0.02% National House of Traditional Leaders 18 627 19 668 20 817 59 112 0.03%

Total 60 513 211 66 675 992 70 055 301 197 244 504 100.00%

78

79

R’000

9.2%6.2%

80

THANK YOU

81

PRESENTATION TO THE PORTFOLIO COMMITTEE 08 JULY 2014 ANNUAL PERFORMANCE PLANS 2013/14 AND 2014/15.

Documents

provincial government

spheres of government

constitution enjoi

local spheres

provincial departments

provincial interfacenational

constitutionprovinces

cogta annual performance