COGTA ANNUAL PERFORMANCE PLAN 201213 AND STRATEGIC PLAN

COGTA ANNUAL PERFORMANCE PLAN 2012/13 AND STRATEGIC PLAN 2012 -2013 PRESENTATION TO THE PORTFOLIO COMMITTEE ON COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS 13 March 2012

Overview 1. Strategic direction and approach 2. Detailed departmental Goals and Strategic 3. 4. 5. 6. Objectives Overview of Financial allocations 2011 DCo. G Specific Activities per Programme DTA Specific Activities per Programme Conclusion 2

Strategic Direction and Approach For this period of 2012/13 COGTA will focus its resources towards fast-tracking the implementation of our collective decisions to enhance the functioning of Municipalities and to locate the role of our Traditional Institutions within the broader agenda of Government. Co. GTA will provide a much focused support to 105 Municipalities which are within the 23 District Municipalities identified by Cabinet as well as corresponding traditional communities 3

Strategic Goals and Related Objectives of the Department of Cooperative Governance (DCo. G) Strategic Goals Related Strategic Objectives Strategic Goal 1: A policy platform that provides a differentiated approach to municipal financing, planning and support is implemented • Improve the system of disaster risk management; • Ensure the availability of the policy framework for differentiation; • Facilitate the development of credible and simplified IDPs informed by the unique nature of municipalities; and • Inculcate the culture of disaster risk reduction and resilience. Strategic Goal 2: Improved access to basic services • Ensure increased access to basic electricity, refuse removal, water and sanitation; • Establish partnership and mechanisms to improve services; and • Support sector departments provinces and municipalities to improve access to basic services. 4

Strategic Goals and Related Objectives of the Department of Cooperative Governance (DCo. G) Strategic Goals Related Strategic Objectives Strategic Goal 3: Implementation of the Community Work Programme Ensure creation of 332 500 work opportunities by 2014. Strategic Goal 4: Local Review and strengthen a legislative framework for ward committees and community democracy through a refined Ward Committee participation. model is deepened 5

Strategic Goals and Related Objectives of the Department of Cooperative Governance Strategic Goals Related Strategic Objectives Strategic Goal 5: Administrative and financial capabilities of municipalities are enhanced Strengthen anti-corruption capabilities of municipalities; • Implement initiatives to improve financial management and expenditure; • Improve the Audit outcomes of Municipalities and Provinces; and • Review and amend municipal policy and legislation to improve institutional and administrative systems 6

Strategic Goals and Related Objectives of the Department of Cooperative Governance Strategic Goals Related Strategic Objectives Strategic Goal 6: Strengthen the cooperative governance and provide oversight and support to provincial and local government Implement new policy and legislation to strengthen cooperative governance; • Review local government policy and legislation; • Establish an integrated information and communication management system; • Coordination of capacity building and support initiatives to improve municipal institutional and administrative capacity; • Provide technical policy and research support to the DCo. G mandate; • Provide support and oversight to public entities; • Promote spatial integration in development planning; • Facilitate the implementation of geographic information management systems; • Ensure integrated planning and reporting; and • Implement new policy and legislation to strengthen cooperative governance; 7

Strategic Goals and Related Objectives of the Department of Cooperative Governance (DCo. G) Strategic Goals Related Strategic Objectives Strategic Goal 8: Improved coordination of interventions impacting on local government Provide focused support to municipalities based on evidence of municipal performance; • Build clean, effective, efficient, responsive and accountable local government; • Promote sustainable development principles and practices in local government Strategic Goal 9: Facilitate Economic Development at local level Support job creation at a local level through a system supportive of private sector sustainable employment creation. 8

Identified District Municipalities Cabinet decided at the Cabinet Lekgotla of July 2011, to give greater focus to coordinating and integrating our service delivery in common priority areas where backlogs are the highest. The Cabinet Lekgotla identified target 21 district municipalities, which were later expanded to 23 district municipalities for more integrated and coordinated infrastructure and service delivery. Co. GTA will provide focused support to 105 municipalities and traditional councils. Below is a list of identified district municipalities and Traditional Councils. 9

List of priority Municipalities per Province District Municipalities Eastern Cape Alfred Nzo DM OR Tambo DM Chris Hani DM Joe Gqabi DM Amathole DM Zululand DM Amajuba DM u. Thukela DM Sisonke DM Ugu DM i. Lembe DM u. Thungulu DM Umkhanyakude DM Umzinyathi DM Mopani DM Capricon DM Greater Sekhukhune DM Vhembe DM Enhlanzeni DM Ngaka Modiri Molema DM Dr Ruth Segomotsi Mompati DM Kgalagadi DM Xhariep DM Kwazulu-Natal Limpopo Mpumalanga North West Northern Cape 10

Co. GTA Budget Estimates 2012/13 R million 2013/14 2014/15 Total to be appropriate d Current payments Transfers and subsidies Payments for capital assets Total 201. 4 196. 5 0. 1 4. 8 212. 8 225. 5 46. 1 39. 8 6. 3 48. 7 52. 0 MTEF allocation Administration Policy, Research and Knowledge Management Governance and Intergovernmental Relations 37 981. 9 – 30. 8 37 951. 1 0. 0 40 694. 6 43 758. 0 Disaster Response Management 555. 2 43. 1 510. 0 2. 2 586. 9 622. 1 Provincial and Municipal Government Systems 284. 7 54. 6 230. 1 – 297. 8 314. 7 Infrastructure and Economic Development 15 544. 2 1 656. 6 13 881. 6 6. 0 Traditional Affairs Total expenditure estimates 11 102. 1 54 715. 6 67. 5 34. 2 0. 4 2 088. 9 52 607. 2 19. 6 16 858. 1 18 737. 3 105. 1 112. 4 58 804. 1 63 821. 9

Specific Activities per Programme Implement the revised Internal Audit and Risk Management plan and fraud prevention Plan Clean Audit Opinion Implementation of the HR Plan ADMINISTRATION Established and functional financial governance structures Transfer payments Made according to the Do. RA Profile the department across Government and to the public at large 12

Specific Activities per Programme Support Provinces and Municipalities with Communication Capacity Support M&E structure at provinces Implementatio n of the HR Plan ADMINISTRATION Conduct periodic reporting to on outcome 9 and LGTAS through the POA and section 48 reporting Establish a solid platform that will enable focused ICT support to municipalities 13

Specific Activities per Programme Support ICT development at municipal level Develop policy papers in support of branch commissioned research Policy, Research and Knowledge Management Develop Knowledge Management Strategy 14

Specific Activities per Programme Develop Bill on the Refined legislative framework for ward committees And community participation a White Paper on Cooperative Governance Implement the Governance and Intergovernmental Relations Intergovernmen tal Relations Framework Act Proposed Draft Bill on National Monitoring, Support and Intervention in Provinces and Municipalities developed Bill on Support, Monitoring and Interventions produced 15

Specific Activities per Programme Provinces and Municipal Property Rates Amendment Bill finalised for consideration by Cabinet Implement the Municipal Property Rate Act (MPRA) Municipalities supported With implementing the national framework for out of pocket expenses for ward committees Ward committees Supported to develop ward level operational plans Governance and Intergovernmental Relations Municipalities in the identified districts supported to enhance their revenue opportunities Municipalitie s supported with monitoring of MIG expenditure 16

Specific Activities per Programme Establish Number of existing ethics committees trained in municipalities Percentage of municipalities With established and functional Audit committees Partnerships with relevant agencies and provinces to fight corruption Monitor and Evaluate corruption trends in municipalities and provincial departments Governance and Intergovernmental Relations Percentage of municipalities With established and functional MPAC’s Secure international Resources to support the key programmes and outputs of the department 17

Specific Activities per Programme Amendment of the Disaster Management Act Develop Integrated National Disaster Risk Management Education and Training Framework National Disaster Management Centre Fire Services legislation revised by target date Macro National Indicative Risk and vulnerability profile developed for floods, fires, drought and seismic activity 18

Specific Activities per Programme Municipalities monitored to fill vacancies in terms of Municipal Systems Amendment Act Training Assessment report on the performance of the DCo. G’s public entities Provincial and Municipal Government Support programmes implemented for councillor development Municipalities supported to develop technical skills Regulations Setting uniform standards for all municipal employees developed Municipalities supported to develop and implement recruitment and retention strategies 19

Specific Activities per Programme National Intergovernmental Planning framework to improve sector participation in the IDP process Municipalities monitored to fill vacancies in terms of Municipal Systems Amendment Act Provincial and Municipal Government Support Provinces supported with IDP assessments Municipalities supported to pilot the revised IDP framework Municipalities supported to build Geographical Information Systems(GIS) capacity National Framework on the Professionalisation of local government 20

Specific Activities per Programme Municipalities in which CWP is Number of signed Mo. Us implemented and monitored of business adopt a municipality Municipalities which have signed Mo. Us of business adopt a municipality implemented in at least 2 wards Infrastructure and Economic Development Business Development Forums supported in district municipalities Work opportunities created through CWP Strategic partnerships formed to support the development of cooperatives 21

Specific Activities per Programme Municipalities supported with the clean cities and towns programme Reporting Standard National Indigent Register for FBS programme was not developed Number of district and local Municipalities supported in the implementation of comprehensive infrastructure plans Infrastructure and Economic Development of basic services through the coordination of sectors and stakeholders District rural Municipalities supported to improve on MIG non-financial performance 22

Strategic Goals and Related Objectives of the Department of Traditional Affairs (DTA) Strategic Goals 1. Empowered traditional communities 2. Effective governance systems for traditional affairs 3. Sustainable partnerships and collaboration for service delivery 4. Effective Department of Traditional Affairs 5. Transformation of Traditional Authorities 23

Strategic Goals and Related Objectives of the Department of Traditional Affairs (DTA) Related Strategic Objectives • Ensure that traditional communities are empowered by reviewing and developing the national support programme for traditional communities and governance structures. • Promote and integrate the role and place of traditional affairs and the institution of traditional leadership. Including Khoi-San Leadership, in the South African governance system by establishing synergetic relations with other governance structures across the three spheres of government • Support DTA entities, by ensuring that they play a central role towards development and service delivery • Enhance alignment and standardization in the regulatory, institutional and support framework for traditional affairs across provinces and municipalities; and • Enhance knowledge management within traditional affairs. 24

DTA Specific Activities per Programme Compliance Number of Socio. Economic Provincial profiles on Traditional Affairs developed National Traditional Affairs Bill published and consulted ones report on the implementation of the Traditional Leadership Governance and Framework Act developed Research, Policy and Legislation Gazette on the formula for kingship/ queenship councils Gazette on the regulations on roles and functions of kings and queens Approved Policy on male initiation 25

DTA Specific Activities per Programme Traditional Affairs Sector Strategy developed, implemented and reviewed NHTL supported on identified areas Institutional Support and Coordinatio n Report on the implementatio n of Assessment findings Capacity Building Plan implemented Partnership Strategy developed, implemented and reviewed 26

Transforming Traditional Authorities Affirmation of the traditional and khoisan communities through the empowerment programme. Restoration of the dignity of the traditional and Khoisan leaders and communities Transforming Traditional Authorities Partnerships and effective participation of the cultural, religious and linguistic communities in provincial and local government Traditional leadership and structures Improve Governance capacity and capabilities 27

Conclusion This Annual Performance Plan for the period 2012/13 provide an opportunity for all role-players across the spheres of government provide support to our communities which will receive the desired services, through organised and effective Government structures, operating efficiently, With infrastructure development at the centre of focus. 28

Thank You!! 29